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CC - Item 4B - Parks & Facilities Contract AwardROSEMEAD CITY COUNCIL STAFF REPORT TO: THE HONORABLE MAYOR AND CITY COUNCIL FROM: OLIVER CHI, CITY MANAGER ~'~"~' DATE: DECEMBER 16, 2008 SUBJECT: AWARD OF CONTRACT -PARKS, RECREATION, AND GENERAL FACILITIES MASTER PLAN SUMMARY At its regular meeting on October 14, 2008, City Council approved the issuance of a Request for Proposals for a Parks, Recreation, and General Facilities Master Plan. The completed Master Plan will include an inventory and assessment of all existing facilities & programs; and will also include recommendations for renovation, expansion, and improvement to meet community needs over the next 15 years. It will include extensive community input in planning for the future, should increase grant & other funding opportunities, and will establish specific goals & strategies for the enhancement of facilities and programs, including an overview of the financial means with which to achieve them. The proposed Feasibility Study for development of a trail system along the Southern California Edison Transmission Corridor has been withdrawn from the project as staff is currently working with SCE to acquire use rights for available parcels. Requests for Proposals (RFP) were solicited, with responses received from six (6) firms. Staff reviewed the proposals for completeness, relevant experience, understanding of the scope of work, qualifications of the project team, proposed work schedule, and cost effectiveness. Four firms were invited to participate in interviews with the following results: ' . MIG, Inc. -PROS Consulting, LLC Lawrence R. Moss & Associates Mia Lehrer & Associates* *Estimate excluded costs for general facilities evaluation. APPROVED FOR CITY COUNCIL AGENDA: D~ $101,625 $113,330 $128,000 $105,675 ITEM NUMBER: ~~ City Council Meeting December 16, 2Q08 Page 2 of 2_ __ _ MIG, Inc. was ranked the highest. They submitted the most comprehensive proposal that met the City's timelines and project requirements. They have completed Master Plans for 120 cities of varying size and demographics. References were checked and their performance was deemed better than satisfactory. Their proposal was also the most cost effective. MIG's estimate for the Master Plan slightly exceeds the City's budgeted amount of $100,000 for this activity. Further, it is prudent to include a contingency in the event additional services are requested (extra surveys or interviews, GIS mapping, asset management plan, etc.). Therefore, an additional allocation of $15,000 is needed to cover fees in excess of the budgeted amount, which inGudes a contingency of approximately 14%: Staff Recommendation Staff recommends the contract be awarded to MIG, Inc., and .authorize the City Manager and City Clerk to execute the contract. Further, staff recommends that City Council authorize Budget Resolution 2008-82 (Attachment A) to transfer $15,000 from the undesignated General Fund balance to cover remaining project costs. PUBLIC NOTICE PROCESS This item has been noticed through the regular agenda notification process. FISCAL IMPACT Funds in the amount of $100,000 were included in the Fiscal Year 2008-2009 Budget, however, funds from the undesignated balance of the General Fund are needed to complete the Master Plan Project. Parks ~~Re~lre~tion Director Attachment A: Budget Resolution 2008-82 Attachment B: Master Ptan Proposals RESOLUTION NO. 2008-82, A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ROSEMEAD TO APPROPRIATE $15,000 FOR ADDITIONAL COSTS FOR PARKS, RECREATION, AND GENERAL FACILITIES MASTER PLAN WHEREAS, on December 16, 2008, City.Council approved the award of contract for the Parks, Recreation, and General Facilities Master Plan; and WHEREAS, the estimated cost of the Master Plan will exceed the budgeted sum of $100,000; and WHEREAS, the funds are available in undesignated, unreserved fund balance of the General Fund; and WHEREAS, the funds must be appropriated before they can be expended. NOW, THEREFORE, $15,000 is additionally appropriated in the Capital Improvement Program object of the General Fund (4760-4214-P45801) for the balance of costs associated with the Parks, Recreation, and General Facilities Master Plan. The additional appropriation is made a part of the approved FY2008-09 budget as though it were part of the initial approved budget fully set forth and the City Manager is authorized and empowered to expend such sum for the purpose of such account, but with no expenditure by any office or department for any item within an account shall exceed the amount budgeted therefore without prior approval of the City Manager. PASSED, APPROVED and ADOPTED the 16t" day of December, 2008 MAYOR ATTEST: City Clerk 1 1 1 1 1 1 1 1 1 1 LAWRENCE R. MOSS & ASSOCIATES Landscape Architecture 3458 Ocean View Boulevard Glendale, California 91208 Tel. 818.248.5200 Fax 818.248.6574 On the Web at: www.lrmcissoc.com ~ ~ ~ ~ •~~ F# ~ _ t ~ ~ ~ ~y { 1 ~`~ fa d•~ ~i f j ~ F T '~ ~5r ~ ~ ~ ~ ' # ~ F, 11 ~ 4' ~ r dN f) ..~ - r ~ ~.' ~yq}1 ~ q ~ 1 ~~ !. ~ M ~ r. L I ~ ~~ r ~ ~~ ~Y ~ bJ ~''~~ ~ ~ ~ ~.. ~ - A~ .... e. ~ 1 . _ .~:,`r~ y., as- ~ - ,_"'. ~ it i~ .. : Ir ~•, ~ , ~ ~•r'a.~ 'T~~I1~~ f}L. Lawrence R. Moss & Associates, Inc. 3458 Ocean View Boulevard, Glendale, CA 91208 November 13, 2008 Ms. Gloria Molleda, City Clerk City of Rosemead 8838 East Valley Boulevard Rosemead, California 91770 Re: Proposal for RFP#: 2008-05; Parks, Recreation, and General Facilities Master Plan and Supplementary Work: Feasibility Study for Developing Public Open Space and Trail -Southern California Edison Transmission Corridor Dear Ms. Molleda: Lawrence R. Moss & Associates is pleased to submit this proposal to provide a Master Plan and Feasibility Study in coordination with you, and any other interested parties. We have enjoyed working with the City of Rosemead on several projects and we are confident that we have the experience and knowledge necessary to assist with coordination of this exciting project. We look forward to having the opportunity to discuss the project with you in the near future. If you should have any questions regarding this proposal or require any additional information, please feel free to contact me via telephone at (818) 248-5200, fax at (818) 248-6574, or by email to the following address: larry~p,lrmassoc.com. Very truly yours, r -j La ~ ence R. Moss, President LAWRENCE R. MOSS & ASSOCIATES, INC. -1- 'ii~~: Lawrence R. Moss & Associates, Inc. 3458 Ocean View Boulevard, Glendale, CA 91208 C. 'I'A~I,E ®I' C®l~'I'ENT~ A. TITLE PAGE B. COVER LETTER C. TABLE OF CONTENTS D. STATEMENT OF QUALIFICATIONS E. ORGANIZATIONAL CHART AND RESUMES F. SCOPE OF WORIti G. PROJECT EXPERIENCE H. CLIENT REFERENCE LIST I. COMPENSATION AND FEE SCHEDULE J. ADDITIONAL INFORMATION Page # Cover 2 3-4 5-10 11 - 15 16-29 30 31 32 -2- Lawrence R. Moss & Associates, Inc. 3458 Ocean View Boulevard, Glendale, CA 91208 D. STATEMENT OF QUALIFICATIONS ;FIRM NAME & ADDRESS: Lawrence R. Moss & Associates, Inc. ~ 3458 Ocean View Blvd. i ' ~ Glendale, California 91208 Tel. (818) 248-5200 Fax (818) 248-6574 i YEAR ESTABLISHED: Founded 1963, Incorporated 1971 :SIZE OF FIRM: 8 people 1 ORGANIZATIONAL Lawrence R. Moss & Associates is a California Corporation- run as ' STRUCTURE: a sole proprietorship. .; FEDERAL ID NUMBER: 95-2841892 i PRINCIPAL IN CHARGE: Mr. Lawrence R. Moss, President California Licensed Landscape Architect # 1201 PROJECT CONTACTS: Lawrence R. Moss, Primary Landscaping Consultant Jaime Yamashita, Project Manager . c/o Lawrence R. Moss & Associates, Inc. 3458 Ocean View Boulevard Glendale, CA. 91208 Tel. 818.248.5200 Fax 818:248.6574 Email Tarr ~ a,lrmassoc.com ' Lawrence R. Moss and Associates is a full service Landscape Architectural firm with over 40 years experience in all aspects of landscape design. Principal and owner of the firm, Mr. Moss has been a California Licensed Landscape Architect since 1968. ' LRM's experience includes streetscapes and urban spaces, parks and recreational facilities, commercial/industrial projects, as well as schools, colleges, and other institutional projects. Currently, we are working with the City of Santa Clarita Department of Planning and Economic Development as their Plan Check Review Landscape Architect. We have also prepared design guidelines, landscaping and tree preservation ordinances, and developed signage and identity programs. Our services range from master planning, preliminary design and design development, ' through preparation of construction documents, bidding assistance, and construction management. Our recent work includes projects such as the Glasgow Place Linear Park in Hawthorne, Ballona Creek Bikeway Project in Culver City, Cesar Chavez Park in South Gate, and the Esplanade and King Harbor Street Improvement projects in Redondo Beach. Lawrence R. Moss and Associates provides clients with unique and creative long-term solutions, which address not only issues of ' aesthetics and functionality, but also long and short term budgetary constraints, maintenance issues, and social concerns, such as physical accessibility and cultural diversity. ' We have also provided construction documents for drought tolerant demonstration gardens at the Glendale City Hall'Perkins Building' Plaza and the cities of Paramount, Gardena, and La Canada Flintridge. -3- Lawrence R. Moss & Associates, Inc. 3458 Ocean View Boulevard, Glendale, CA 91208 Experience with Community-Based Design and Public Process The LRM Team takes public process seriously, since it is through the public process that design marries individual objectives with community consensus. We have a lengthy record of performance in community-based design and public process with mixed audiences (community advisory groups, regulatory agencies, city, county and state governmental departments, and adjacent communities), and many of our projects have involved complex consensus building activities and extensive utilization of public input. Graphic Skills ' Graphics, as tools for communication, play a major role in conveying design concepts. LRM personnel's excellent graphic skills are utilized extensively to communicate design concepts to community decision makers and the general public. Illustrations, renderings (including three- , dimensional computer generated images), maps and sketches are used for public process and other presentations. Construction Documents LRM has prepared construction documents for many governmental agencies and can take the final design concept to fruition. Attention to detail in these documents is of major importance in the final product. Budget and Completion We have a proven track record of completing projects within budget and on time while consistently providing the highest quality of professional design services for both public and private projects. Our reputation is built on our timely completion of our contractual obligations and our ability to meet our clients' needs and schedules. The Staff In addition to the key personnel assigned to this project, our entire nine-member organization is available to assist in meeting deadlines. Our design staff has a variety of strengths and backgrounds and consistently provides the highest quality of professional design services. Their experience is complemented by our support staff, which provides invaluable assistance and resources. The following is a complete listing of the LRM staff: Mr. Larry Moss, ASLA Mr. Bron Ruf Mr. Jeff Maxwell Ms. Marcy Anderson Ms. Jaime Yamashita Ms. Tori Kjer Ms. Misty Orcutt Ms. Penelope Moss Mr. Mark Prather Landscape Architect -Principal Landscape Architect -Vice President Landscape Designer -Senior Associate Landscape Designer -Associate Landscape Designer -Associate Landscape Designer -Outside Consultant Office Manager Chief Financial Officer Technical Support Staff -4- °~ -~" `~" ~~: Lawrence R. Moss & Associates Inc. ~. ,:,~,,~,:~r~,~ 3458 Ocean View Boulevard, Glendale, CA 91208 a ~ d S<DC'1' ~tL'S; ' E. ORGANIZATIONAL CHART AND RESUMES The following is a list of LRM staff members and their anticipated roles for the project: ' Larry Moss, Principal in Charge -Larry will provide principal oversight over the LRM project team. ' Bron Ruf, QC/QA -Bron will provide quality control and quality assurance with the project. • Jaime Yamashita, Project Manager -Jaime will be the primary contact between the LRM team and the Rosemead Parks and Recreation Department and will coordinate and help facilitate all necessary City and community meetings. • Marcy Anderson, Project Designer -Marcy will assist Jaime in all design aspects of the project and will provide oversight of the community outreach process. She will be an alternate contact between the LRM team and the Rosemead Parks and Recreation Staff. • Jeff Maxwell, Project Designer -Jeff will provide assistance with conceptual designs, master plan design, feasibility studies, and construction documents. He will serve as a designer for the LRM project team. • Tori Kjer, Landscape Designer- Outside Consultant -Tori will assist the project team with any as-needed coordination with conceptual designs and construction documents. • Our organizational chart is as follows: BRON RUF Quality Control / Quality Assurance LARRY MOSS Principal in Charge JAIME YAMASHITA Project Manager MARCY ANDERSON JEFF MAXWELL Landscape Designers -5- TORI KJER Landscape Designer- Outside Consultant Lawrence R. Moss & Associates, Inc. 3458 Ocean View Boulevard, Glendale, CA 91208 RESUMES LARRY MOSS, Principal and President Larry Moss has over 46 years' experience in the field of landscape architecture. As Principal and President of Lawrence R. Moss and Associates, Inc., Larry involves himself in every project. He provides principal management for all design while he directs design concepts and oversees all phases of design development, including time frames and budget reviews. His municipal work spans thirty-five years, and includes on-going relationships with Community Development and Redevelopment Departments of various cities. Larry's experience includes master plan administration and coordination, design and landscaping of prominent municipal facilities, consulting assistance and active participation with community review boards. Education: Chouinard Art Institute, 1956 Art Center School of Design, 1952 - 55 Registration: California Licensed Landscape Architect # 1201, 6/29/68 Arizona Licensed Landscape Architect #12356 Nevada Licensed Landscape Architect #29 ' Professional Experience: Principal, Lawrence R. Moss and Associates, Inc. 1961 -Present Professional Affili ations: Member, American Society of Landscape Architects Member of the La Canada Flintridge Architectural Review Board Member of La Canada Valley Beautiful Selected Projects: ' Valley Park Improvements, Burbank, CA Burbank City Stadium, Burbank, CA • Arroyo BMX / Skatepark, Desert Hot Springs, CA Burbank Sportspark Master Plan, Burbank, CA ' • Almansor Golf Course Clubhouse & Grounds, Alhambra, CA La Bonita Park, La Habra, CA • Pelona Vista Park, Palmdale, CA Acton County Park, Los Angeles County, CA • Augustus F. Hawkins Natural Park, Los Angeles, CA • Bosque del Rio Hondo Historical Trail, Whittier Narrows, CA ' Montrose Community Park, Glendale, CA • Descanso Gardens Master Plan, La Canada Flintridge, CA • Chinese Courtyard Garden, Descanso Gardens, La Canada Flintridge, CA Chester Avenue Streetscape, Bakersfield, CA ' • Maryland Street Streetscape, Glendale, CA • Mayors' Bicentennial Park, Glendale, CA Silver Lake Recreation Center, Los Angeles, CA ' Whittier City Hall Masterplan, Whittier, CA • Monrovia Main Library, Monrovia, CA -6- Lawrence R. Moss & Associates, Inc. 3458 Ocean View Boulevard, Glendale, CA 91208 BRON RUF, Vice President and QC/QA Bron K. Ruf, Vice President of LRM, joined the firm in 1988 and has served as project manager for numerous projects. Bron is skilled in all phases of project implementation, from planning and schematic design through construction documents to site observation. He is a licensed Landscape Architect in the State of California. Bron's expertise has been beneficial to many projects since he is a very articulate person who is able to see the "big picture". He is able to ensure the project stays on track while attending to the "smaller picture" details along the way to make certain all the components of a project will meld together. Bron understands the importance of teamwork and has striven to incorporate.the philosophy of teamwork into his professional career. Education: Bachelor of Science, Landscape Architecture California State Polytechnic University, Pomona, CA - 1989 Registration: California Licensed Landscape Architect # 4016 Professional Experience: Senior Associate, Lawrence R. Moss and Associates, 1988- Present Selected Projects: • Vincent Lugo Park, San Gabriel, CA, Project Manger Pelona Vista Park, Palmdale, CA., Project Manager • Pioneer Neighborhood Park, Tehachapi, CA, Project Manager • Esplanade Improvements, Redondo Beach, CA., Project Manager • Glasgow Linear Street Park, Hawthorne, CA, Project Manager • De Bell Golf Course Clubhouse, Burbank, CA, Project Manager • La Bonita Park, La Habra, CA, Project Manager • Rio Rosales Park, Los Angeles, CA, Project Manager • Almansor Park, Alhambra, CA, Project Manager • Cesar Chavez Park, South Gate, CA., Project Manager • Augustus F. Hawkins Park, Los Angeles, CA, Project Manager -7- Lawrence R. Moss 8c Associates, Inc. 3458 Ocean View Boulevard, Glendale, CA 91.208 L JAIME YAMASHITA, Landscape Designer, Project Manager Jaime has worked primarily on projects within the public sector. Often these projects have incorporated a significant community outreach component as well as consensus building with other stakeholders, departments, and agencies. Jaime specializes in translating conceptual designs into buildable. projects. During her final year in graduate school, Jaime served as the primary author of the West Covina Green Linkages Plan, a project that focused on increasing mobility options for pedestrians, bicyclists, and equestrians through street and public space improvements. Before joining the LRM team, Jaime has previously worked as an independent landscape designer and as a plant buyer. Education: Master of Landscape Architecture California State Polytechnic University, Pomona, 2006 Professional Experience: Associate, Lawrence R. Moss & Associates June 2006-Present Landscape Designer Carson-Magness; MKLA; Kenneth Craig Doyle; and Integrated Property Services Group Los Angeles, California 2004-2006 - Assistant Plant Buyer Sloat Garden Center San Francisco, California 2002-2003 Selected Projects: • Library Park, Monrovia, CA, Project Manager • Ballona Creek Bikeway Project, Culver City, CA, Project Manager • Bellflower Town Center Gateway Plaza, Bel Iflower, CA, Project Manager • Van Buren Shopping Center, Coachella, CA, Project Manager • Garvey Park Master Plan, Rosemead, CA, Project Co-Manager • Don Tuttle Senior Center, Burbank, CA, Project Manager • Rosemead Towne Center, Rosemead, CA, Project Manager • Whittier City Hall, Whittier, CA, Assistant Project Manager • The Stop at Fillmore, Fillmore, CA, Project Manager • Cesar Chavez Park, South Gate, CA, Project Designer • Vincent Lugo Park, San Gabriel, CA, Project Designer • Port of Long Beach Stormwater and Pollution Mitigation Program, Long Beach, CA, Project Designer -8- Lawrence R. Moss & Associates, Inc. 3458 Ocean View Boulevard, Glendale, CA 91208 MARCY ANDERSON, Landscape Designer, Associate Before joining-the LRM Design Team, Marcy had been working with the landscape architects in the Parks and Natural Resources Division at the City of Pasadena. She completed her master's thesis on sustainable design concepts including stormwater management, native habitat restoration and integrating community recreation and education. Her project experience encompasses all aspects of landscape architectural design, from conceptual planning through construction document preparation and construction quality control. Education: Master of Landscape Architecture California State Polytechnic University, Pomona, 2005 Professional Experience: Associate, Lawrence R. Moss & Associates January 2006-Present Intern, Parks and Natural Resources Division, Pasadena, California 2003-2005 Selected Projects: • Port of Long Beach Administration Building Demonstration Garden, Long Beach, CA, Project Manager • Friendship Square Plaza Park, Bellflower, CA, Project Manager • Historic Train Depot, Bellflower, CA, Project Manager • Bicknell Avenue Street Greening, Santa Monica, CA, Project Manager • Corsini Amphitheater, Desert Hot Springs, CA, Project Manager • Waverly Terrace Townhomes, Los Angeles, CA, Project Designer • Compton College, Compton, CA, Project Designer -9- ' ~ ~~ `~, ' -~ "' -~'~ Lawrence R. Moss & Associates, Inc. ~~ ~- !-5-~ , 3458 Ocean View Boulevard, Glendale, CA 91208 o ..4 i . JEFF MAXWELL, Landscape Designer, Associate Jeff's experience includes working on human scale landscape projects, including residential ' gardens, hospital courtyards, and campus plazas. He earned an American Society of Landscape Architects Research Award for his thesis work in landscape design guidelines for healthcare facilities, and he has applied this experience at work on several types. of projects. His specialty is ' designing gardens, but Jeff is also skilled at all aspects of the landscape design process, from conceptual and schematic design to construction document preparation. Education: Master of Landscape Architecture ' University of Florida, Gainesville, Florida - 2003 Bachelor of Science, Biology ' The Ohio State University, Columbus, Ohio - 1995 Professional Experience: Associate, Lawrence R. Moss & Associates, Inc., 2003-Present ' Selected Pro'ects: J ' Sorenson Library, Whittier, CA, Project Manager • Whittier City Hall Master Plan and Construction Documents, Whittier, CA, Project Manager ' Huntington Memorial Hospital West Wing, Pasadena, CA., Project Manager • Desert Hot Springs Skate Park/BMX Park, Palm Desert, CA, Landscape Designer • Vincent Lugo Park, San Gabriel, CA, Landscape Designer • Jocelyn Senior Center, Burbank, CA, Landscape Designer • John Firman Rose Garden at San Gabriel Medical Center, San Gabriel, CA, Landscape Designer ' San Gabriel Valley Medical Center, CA, Landscape Designer • Tagg Romney Residence, Boston, MA, Project Manager Teri Hatcher Residence, Los Angeles, CA, Project Manager ' Cordoba Corporate Courtyard, Los Angeles, CA, Project Manager • Salvation Army Housing, Bell, CA, Project Manager -10- Lawrence R. Moss c~ Associates, Inc. 3458 Ocean View Boulevard, Glendale, CA 91208 F. SCOPE OF WORK Lawrence R. Moss and Associates, Inc. (LRM) shall create a comprehensive 15-year Parks, Recreation, and General Facilities Master Plan. This project shall be a joint effort with the City of Rosemead and Southern California Edison. In addition to the work relating to the Master Plan, a feasibility study for the development of open space/park land/trails along the Southern California Edison Transmission Corridor shall be made a part of the scope of work and final report. PARKS, RECREATION, AND FACILITIES MASTER PLAN OBJECTNES ^ LRM shall provide along-term Master Plan for the City of Rosemead parks and recreation programs and facilities and other general use facilities (including City Hall, Public Safety Service Center, and maintenance facilities) that will guide decision making with regard to policy, operations, maintenance, and capital improvements over the next fifteen (15) years. ' ^ The Master Plan will provide a vision for the future of the City's parks and recreation programs, taking into account the existing condition of all facilities and the total parks, recreation, and municipal service needs of the community, and provide clear implementation strategies. ^ The Master Plan will be utilized to assist the City in creation and implementation of recommended capital improvements and securing funds for parks, facilities, and open space. ^ The Master Plan will be developed to guide policy decisions regarding future development in the City of Rosemead. SCOPE OF WORK SITE AND RESOURCES INVENTORY Identify and map Rosemead's public park lands and facilities. 2. Identify and compile existing programs and services operated by the City of Rosemead. Inventory and assess all existing parks, trails, open space, and recreation facilities as well as general use/service facilities. The assessment will include a comparative analysis to communities of similar size and density, using regionally and nationally accepted standards. The analysis will consider the capacity of each amenity found within the system (playgrounds, ball fields, trails, etc.) as well as functionality,.accessibility, condition, current use, comfort and convenience, and expected life span.. 4. Identify and document strengths, deficiencies and substandard elements of each site. Develop a rehabilitation program and a recommended hierarchy of priorities. -I1- Lawrence R. Moss & Associates, Inc. 3458 Ocean View Boulevard, Glendale, CA 91208 6. Investigate, inventory, and classify all public, private, or commercial organizations involved in park and recreation activities and other municipal services within the City of Rosemead. 7. Identify parkland or open spaces adjacent to the City boundaries. COMMUNITY AND STAKEHOLDER NEEDS ASSESSMENT Identify the City's and community's 15-year needs for active and passive recreation facilities and program development and general municipal services through departmental and public consultation. It is anticipated this project will require significant City staff and public involvement. Methods to gather input will work at several levels. There will be interviews with all relevant City departments, a minimum of three (3) public workshops, a minimum of two (2) focus group meetings (participants to be determined), and community- wide surveys to keep community members informed and to solicit input from the public during the process. Review and analyze current department services relative to existing financial and human resource allocations and make recommendations for addressing gaps in service provisions. 3. Determine parks, recreation, facility, and service trends that will fundamentally affect municipal services for a l 5-year period. COST & FINANCIAL ANALYSIS 1. Provide information required to develop a 15-year detailed funding and financing plan - including costs to implement the recommendations for development of new parks and facilities and for the renovation of existing parks and facilities. Compile and organize costs into those needed for l) correction of current deficiencies, 2) necessitated by growth from new development, and 3) an improvement in existing standards. Prepare cost projections in current dollars for the recommended priorities for capital improvements. Cost estimates shall include acquisition, capital improvements, operations (i.e. programs), and maintenance. IMPLEMENTATION PLAN Develop an action plan to be incorporated into the Master Plan document. Incorporate the results from the research and inventory into the Master Plan document. Include the following information: a. Needs and demand based on current park programs and facilities b. Facility enhancement and existing resource improvement c. Recommended new facility development . d. Analysis of current park and open space use including existing facilities and proposed park sites, and their service radius -12- Lawrence R. Moss & Associates, Inc. 3458 Ocean View Boulevard, Glendale, CA 91208 e. Development standards and design guidelines for existing and new park development and facility design f. Preservation of existing open space g. Recreational program ranking and priorities for new programs h. Projected cost analysis and alternatives for funding and financing for land acquisition, development and operations i. Recommendations for updating existing park ordinances and fees j. Any other information deemed appropriate Prepare a priority schedule for implementation of programs, capital construction, facility renovation, and land acquisition and rank by order of most to least feasible. 4. Provide appropriate graphics and renderings, maps, plans, graphs, charts, and photographs to illustrate all data. Prepare Master Plan that will include text, graphs, tables, charts, maps, plans, illustrations, photographs, and other reference or supplemental materials. One hard copy bound document and one PDF copy will be provided. Include a summary of conclusions and recommendations. SUPPLEMENTAL SCOPE OF WORK -FEASIBILITY STUDY FOR DEVELOPING OPEN SPACE, PARKLAND, AND PUBLIC TRAILS ALONG EDISON TRANSMISSION CORRIDOR PROJECT DESCRIPTION In addition to the Parks, Recreation, and Facilities Master Plan, LRM will also evaluate the feasibility of developing a public trail along the nearly three-mile length of Southern California Edison Transmission Corridor (easement). LRM has an in-depth knowledge of this site and has previously worked with the City of Rosemead in developing a conceptual plan for three of these parcels. The conceptual work included site plans, a cost estimate, and assistance in writing a grant for the project. LRM hopes to continue to help the City in establishing a public trail that would link the community via an open space/public walking/biking trail. SCOPE OF WORK Review project area. Important consideration will be given to the logistical challenges of resource conservation, security for un-staffed facilities, and accessibility through private property. Evaluate preliminary feasibility of potential park uses and desirable facilities. Provide plan and recommendation for property tenure. Identify any requirements and/or agreements necessary with Southern California Edison and/or other existing property owners. Prepare estimated cost for property lease and/or acquisition. -13- Lawrence R. Moss & Associates, Inc. 3458 Ocean View Boulevard, Glendale, CA 91208 6. Prepare estimated cost for capital improvement. 7. Prepare estimated cost for maintenance and operation. Identify liability and other risk exposure the completed project may have on the City, other agencies, and adjacent property owners and how to mitigate. 9. Identify funding sources for all aspects of the project -acquisition, improvements, and maintenance/operations. 10. Provide assessment of public use traffic and volume. 11. Identify all possible financial resources available for all aspects of the project development and operation. SCHEDULE FOR COMPLETION PARKS, RECREATION, AND FACILITIES MASTER PLAN (Estimated time-6 Months) Phase One: Site and Resources Inventory 5 weeks 1. Inventory of existing resources. 2. Conduct an analysis of comparable sites and cities. 3. Record strengths and deficiencies of each site. 4. Map existing public parklands and facilities. 5. Inventory programs and services offered by the City of Rosemead and other organizations as related to park and recreation activities and other applicable municipal services. Phase Two: Community and Stakeholder Needs Assessment: 7 weeks 1. Organize stakeholder meetings with City of Rosemead departments and focus groups. 2. Conduct public outreach via workshops, focus groups, and surveys. 3. Compile initial results from meetings and surveys. 4. Analyze department service levels. 5. Estimate trends within a 15 year window for parks, recreation, and facilities that will significantly affect municipal services. Phase Three: Development of Key Recommendations and Financial Analysis 6 weeks 1. Review and analyze site inventory and needs assessment. 2. Develop a draft set of key recommendations. 3. Create supporting graphics as needed. 4. Produce and organize a preliminary set of implementation costs. 5. Complete and share draft of initial findings with applicable City staff. Phase Four: Development of Final Master Plan 8 weeks ' 1. .Integrate feedback into key recommendations. 2. Finalize cost projections including acquisition, capital improvements, operations, and maintenance. ' 3. Develop an overall action plan. 4. Create a priority schedule for phasing and feasibility. -14- Lawrence R. Moss & Associates, Inc. 3458 Ocean View Boulevard, Glendale, CA 91208 5. Refine graphics and text to support all findings and recommendations. 6. Incorporate final revisions as determined by City staff. 7. Present final product to City staff and City Council. Note: 1) Community and stakeholder outreach meetings will be conducted through several phases. Both groups will be involved from the initial needs assessment through the development of a Master Plan. Total time to complete Master Plan: 26 weeks FEASIBILITY STUDY FOR DEVELOPING OPEN SPACE, PARKLAND, AND PUBLIC TRAILS ALONG EDISON TRANSMISSION CORRIDOR (Estimated time-4 Months) Phase One: Site Analysis 3 weeks 1. Review project area. 2. Evaluate sites for potential park use and facilities. Phase Two: Parcel Research 3 weeks 1. Review requirements from SCE and others, as applicable. 2. Estimate potential cost for properly lease or acquisition. 3. Identification of potential liability and risk exposure. 4. Mitigation plans as necessary for risk exposure. Phase Three: Plan Development 4 weeks 1. Develop recommendations along transmission corridor. 2. Prepare cost estimates for capital improvements and maintenance. 3. Present initial findings with city staff. Phase Four: Finalize Feasibility Study 5 weeks 1. Compile site analysis and parcel findings. ' 2. Estimate public need and potential for use. 3. Finalize cost estimates. 4. Identify funding sources. ' 5. Develop overall assessment of site feasibility. Total time to complete Feasibility Study: 15 weeks -15- Lawrence R. Moss & Associates, Inc. 3458 Ocean View Boulevard, Glendale, CA 91208 G. PROJECT EXPERIENCE Our experience ranges from very small pocket park projects to large civic plazas as well as streetscapes. The majority of our projects have been public projects and as a result, we are well-versed in public space design. We understand which elements work best in public settings and we strive to educate our clients about the choices they have whether it be drought tolerant plants or vandalism-resistant site furnishings. The following projects represent the extensive experience of Lawrence R. Moss & Associates, Inc. GARVEY PARK MASTER PLAN, ROSEMEAD, CA The master plan is being created to help focus and guide renovation efforts for Garvey Park. The concepts presented in the master plan are the result of extensive outreach efforts with City residents including two community meetings, five visits to the park to survey users and meetings with park staff. The goals for the park master plan are to integrate community and City wishes/visions for the park into a cohesive park design that accomplishes the following: First, to improve circulation and accessibility throughout the park. Second, to improve sightlines and visual connections to facilities throughout the park. Third, to maintain portions of the park that allows visitors to continue passive uses. Fourth, to maintain and improve park safety, and fifth, to integrate green/sustainable design features as much as possible. • Key Staff: Tori Kjer, Project Co-Manager, Jaime Yamashita, Project Co-Manager • Client: City of Rosemead • Contact: Mr. David Montgomery-Scott, Parks and Recreation Director (626)569-2303 • Status: Draft Master Plan, Completed November 2008 ~. r; ,~, ~ „~, _~~~ ~ ~ lJ lJ (i , ~ -- - ~ - ~------ --- -D--_--Y 'a I ~,, a ~;~ ~ ~ ~~~~ ~ ~ ~~~~ ~~ ss~ ~. ~' ~O~ ., ~ ~ i-~ ,~. ',. ~. / I ~ \;~ CONCEPT PLAN A -SKATE PARK W/COMMUNITY CENTER City of Rosemead -Garvey Recreation Center I"=30'-0" -16- Lawrence R. Moss & Associates, Inc. 3458 Ocean View Boulevard, Glendale, CA 91208 ' FRIENDSI-IIP SQUARE, BELLFLOWER, CA Lawrence R. Moss and Associates provided conceptual designs and construction documents for Friendship Square. The design helps create a central feature for downtown Bellflower and includes a large plaza, a water feature centerpiece, and a unique pirate-themed playground. Construction administration for this project was notable due to the large number ofcustom-designed elements. These include a fort, a pirate ship, and a skull cave along with the sculpted planters meant to resemble rock formations. The completed ' project includes additional site amenities such as lighting, signage, a stage, and an audio system. • Key Staff: Marcy Anderson, Project Manager • Client: City of Bellflower ' Contact: Mr. Brian Lee, Director Community Development Department (562) 804-1424 ext. 2224 • Status: Opened November 2007 -17- Lawrence R. Moss & Associates, Inc. 3458 Ocean View Boulevard, Glendale, CA 91208 VINCENT LUGO PARK MASTER PLAN AND FEASIBILITY STUDY, SAN GABRIEL, CA Lawrence R. Moss and Associates provided a conceptual design and construction documents for the 10 acre Vincent Lugo Park. The design includes playground and tot lot areas, parking; baseball field, soccer fields, interpretive paths, signage, picnic shelters, and restrooms. The interpretive path is designed to showcase a native planting palette. The unique aspect of this park is that there will be two natural stream beds which will collect surface runoff from the neighboring streets and park area. The system will have the capacity to recharge 800 cubic feet of water. The hydraulics were calculated for 10 year, 25 year, and 50 year storm events from data developed by the Los Angeles County Department of Public Works to estimate runoff within the tributary to the park site. We worked extensively with the Rivers and Mountains Conservancy to meet all project criteria. • Key Staff: Bron Ruf, Project Manager • Client: San Gabriel & Lower Los Angeles Rivers and Mountains Conservancy • Contact: ~ Mr. Frank Simpson MLA, Project Analyst (626) 458-4315 Status: Estimated completion of construction June 2009 -18- Lawrence R. Moss 8c Associates, Inc. 3458 Ocean View Boulevard, Glendale, CA 91208 LIBRARY GARDEN, BELLFLOWER, CA Lawrence R. Moss & Associates worked with the City of Bellflower to create aunique-park (28,469 sq. ft.) for both children and grownups to enjoy themselves whether actively using the park or merely sitting on a bench within the park. There is acustom-designed water sculpture situated on top of a pedestal which is a part of a water fountain. Behind this fountain, there is a seating area with seat walls. There are assorted quotes from historically famous United States individuals about education sandblasted into the concrete within the seating area. A stack of books made of concrete has been designed and serves as a "stage" for those who wish to use it for that purpose. Atwo-colored labyrinth with two concrete seat walls on the exterior circle is intended to be a meditation space for park users. Drought tolerant plants with informational signage are used throughout the planting areas. • Client: City of Bellflower • Contact: Mr. Brian Lee, Director Community Development Department (562) 804-1424 ext. 2224 • Status: Opened March 2006 -19- ' Bellflower Library Garden Lawrence R. Moss 8c Associates, Inc. 3458 Ocean View Boulevard, Glendale, CA 91208 -20- Lawrence R. Moss c~ Associates, Inc. 3458 Ocean View Boulevard, Glendale, CA 91208 BALLONA CREEK BIKEWAY PROJECT, CULVER CITY, CA Lawrence R. Moss & Associates worked with the City of Culver City to redesign a stretch of the Ballona Creek bikeway to create an aesthetic and sustainable experience for bicyclists and pedestrians. A key component during the design process involved reaching consensus with numerous stakeholder groups. included community members, the Culver City Police Department, the Culver City Unified School District, the Los Angeles County Public Library, Los Angeles County Department of Public Works, and the Santa Monica Mountains Conservancy. The LRM team spearheaded three successful community design workshops and designed the project to meet application criteria for the California River Parkways Grant. • .Key Staff: • Client: • Contact: •. Status: pending Jaime Yamashita, Project Manager City of Culver City Mr. John Rivera, Public Works Department (310) 253-5616 Construction document phase completed in September 2008, Grant funding ,, _ -` `pro -__c ~~~ ,- _, _ ~~ ~\ ~~ /~ -21 - Lawrence R. Moss & Associates, Inc. 3458 Ocean View Boulevard, Glendale, CA 91208 ESPLANADE AVENUE DEVELOPMENT REDONDO BEACH, CA Conceptual design development was prepared for Esplanade Avenue from Avenue 'A' to Calle Miramar. LRM created a park atmosphere along the coastal hillside with lawn areas to sit a play. Gently flowering bike and pedestrian paths meander across, up and down the hillside. The intention of the design was to develop an "unusable" space into a usable space. To compliment the natural setting of the beautiful coastline, we reduced the pavement in the street and proposed more greenery and flowering plants distributed to create a sense that the area has been growing free .for years. • Key Staff: Larry Moss, Bron Ruf • Client: City of Redondo Beach, Public Works Department • Contact: Brad Lindahl, Capital Proj. Prog. Mgr. (310) 318-0661 ext. 2286 • Status: Construction Document Phase pending V .~ :.' ~~\ r t - 22 .- Lawrence R. Moss & Associates, Inc. 3458 Ocean View Boulevard, Glendale, CA 91208 GLASGOW STREET PARK, HAWTRORNE, CA Lawrence R. Moss & Associates worked with the City providing a complete set of construction documents to site observation for Glasgow Street Park. Located near the 405 freeway from Glasgow Place to 142°d Street, this linear park is approximately 5.9 acres (257,800 sq. ft) in size, designed to be a welcoming, attractive, safe and fully accessible space. A pedestrian walkway, inviting to runners, meanders throughout the park. There are large open grass areas with evergreen, flowering and deciduous trees. Residents enjoy the exercise stations, playground, and picnic areas. Canines even have a drinking fountain to quench their thirst. • Key Staff: Bron Ruf, Project Manager • Client: City of Hawthorne, Recreation and Community Services Department • Contact: Ms. Mickey Trefz-Winters (310) 345-0168 or (310) 643-7201 • Status: Completed June 2004 - 23 - Pathway after completion Pathway after completion Lawrence R. Moss & Associates, Inc. 3458 Ocean View Boulevard, Glendale, CA 91208 AUGUSTUS F. HAWKINS NATURAL PARK, LOS ANGELES, CA Lawrence R. Moss & Associates, working closely with the Mountains Recreation and Conservation Authority, has created an 8 acre natural park setting within a totally urbanized section of south Los Angeles. Incorporating natural vegetation and designing around existing avocado and walnut trees, LRM designed a passive park that includes an outdoor classroom/amphitheater, a nature center, market garden and native tree nursery. Also included in the project are a parking area to accommodate 50 cars and one bus, two restroom facilities, drinking fountains and seating areas that blend with the natural aesthetics of the park. • Client: Mountains Recreation Conservation Authority • Contact: Stephanie Landregan, Project Manager (310) 985-5126 • Status: Completed December 2000 Lawrence R. Moss & Associates, Inc. 3458 Ocean View Boulevard, Glendale, CA 91208 ' PIONEER NEIGHBORHOOD PARK, TEHACHAPI, CA Lawrence R. Moss & Associates is working with the City of Tehachapi to provide preliminary design, construction documents, and site observation for the renovation of a neighborhood park with both passive and active amenities. Planting and trees are designed to blend into the surrounding neighborhood and there are areas for a tot lot, basketball court, picnic tables, and a horseshoe pit. • Key Staff: Bron Ruf, Project Manager ' Client: City of Tehachapi • Contact: Mr. Greg Garrett, Capital Projects Manager (661) 822-8532 • Status: Preliminary design completed December 2004 The following pictures shown are plan renderings showing different layouts for the client to review to determine which plan suits their needs the most. It is an effective tool which helps the client to make informed decisions. Conceptual Designs with different configurations for Pioneer Neighborhood Park - 25 - Lawrence R. Moss 8c Associates, Inc. 3458 Ocean View Boulevard, Glendale, CA 91208 PALM STREET LINEAR PARK, BELLFLOWER, CA The primary design objective of the almost 3 acre parcel is to develop a beautiful, environmentally sensitive urban park that provides a safe place for neighbors to play. The key design elements for the park include a series of soft-bottom swales that will capture and treat stormwater run-off from the adjacent 91 Freeway. Additionally the project will integrate a natural woodland feel by incorporating California native plant demonstration gardens among meandering walking paths and pedestrian bridges over the swales. In addition to the natural features, the park design also includes a basketball court, two playgrounds, picnic tables and a ,parking area with permeable paving. The project is a partnership with the City of Bellflower and the Rivers and Mountains Conservancy. • Key Staff: Tori Kjer, Project Manager • Client: City of Bellflower • Contact: Mr. Brian Lee, Director Community Development Department (562) 804-1424 ext. 2224 • Status: Construction Documentation to be completed December 2008, Estimated Construction Completion April 2009. ~. S• a ..weoimh ``a~nm~we.. -m«cm~or+~~.~o~ roms~nn~m~u.ai on...~m~cu gym../awwa~amv.~m ~~iy ~ ~ vwraaa a.aer' `'~ ~m.~.ev~.a... _ ..._ _ '~_ - _ .~yP. `y ` , S nr ~~yy ._r ,0 s" ~ ~~~~JJ Ll'.I.lU1~ W3.ll.NLtlL 1. ~ .rS.. ~'~"~{ L~~. ~1 U d~ ~ 1 ~ 0:' Ly`. ... ~ ~~ __ -- ___ J~.,~. ~` -~ ~ -.- Palm Street Linear Park -concept plan ""'- " ~ City of Bellflower -26- Lawrence R. Moss & Associates, Inc. 3458 Ocean View Boulevard, Glendale, CA 91208 LA BONITA PARK PHASE I, LA HABRA, CA ................................................................... $ 3,500,000 LRM was retained by the City of La Habra to perform a feasibility analysis on an existing conceptual plan, revise and refine the plan, prepare construction documents, assist with the bidding process, and oversee construction of the first phase of improvements to this 22.5 acre multi-use park. Due to the location of the park and the significant changes proposed, this project involved a lengthy and detailed public comment and review process. In total, LRM conducted two public workshops for general improvements to the park, two additional workshops for the skatepark component, and presented the designs for approval before three different reviewing bodies. Improvements to the park include replacement of an existing sub-standard lighted softball field with two new lighted fields, new bleachers, scoreboards, and a combination concession stand and restroom facility. The lighting for the new fields will feature state-of-the-art fixtures that focus the illumination on the field, and minimize the amount of spillover light that might impact nearby residences. Other improvements include a greenbelt with shaded pathways for walking a 10 000 square foot skatepark alighted multi- lRA, CA ~. i SCALE: 1'aW'-0" \OBTH f purpose sport court, rehabilitation of an existing restroom and " equipment facility, and reconfiguration of the park's pathways and amenities to provide full access to persons with mobility limitations. • Client: City of La Habra, Community Development Department • Contact: Mr. Steve Castellanos, Public Works Director (562) 905-9724 • Status: Completed Summer 2002 -27- Lawrence R. Moss & Associates, Inc. 3458 Ocean View Boulevard, Glendale, CA 91208 PELONA VISTA PARK MASTER PLAN, PALMDALE, CA LRM worked in conjunction with the City of Palmdale on the 73-acre Pelona Vista Park Project. The project included ten new soccer fields, lighting, two restroom buildings, one concession building, two parking lots, tot lot, picnic areas, and various other site amenities. Landscape planting features drought tolerant desert plants and drip irrigation: The design was performed in compliance with the City's Joshua Tree and Native Vegetation Preservation and Desert Vegetation Preservation Plan Ordinances. Key Staff: Bron Ruf, Project Manager • Client: City of Palmdale, Department of Public Works • Contact: Mr. Steve Williams, City Manager (805) 255-4994 • Status: Completed June 2000 • Cost: $7 Million DESCANSO GARDENS, LA CANADA FLINTRIDGE, CA ................................................ $2,500,000 Rose Garden: Lawrence R. Moss and Associates has designed arose-themed garden which occupies the 5 acre site of the former rose garden at Descanso Gardens. The International Rosarium depicts the history of the rose, from its historic origins to its contemporary worldwide popularity. Five thousand rosebushes, representing every type of rose, are displayed in a series of informal plantings as well as 18 themed garden vignettes each showcasing roses with their own planting concept. All companion plants have been carefully chosen for their historical relationships to the roses and for foliage and floral compliment. Informational signage about the roses and their companion plantings will be placed throughout the garden. The new design has made the rose garden barrier free. A craftsman styled education pavilion, an ornate iron Victorian gazebo, a children's maze, an early California mission garden are also included. Lake and Waterfall: Lawrence R. Moss and Associates also designed a lake and waterfall spillway that serves as a bird sanctuary at Descanso Gardens. Located west and elevated above the rose gardens are two large ponds that had served as large retention basins for the runoff of the surrounding hills. It also serves as a way station for some migratory and local water fowl that frequent the area. The ponds were regraded and dredged into one larger, deeper lake, and an island refuge for birds was created including quiet, safe shoreline areas -28- Lawrence R. Moss 8c Associates, Inc. 3458 Ocean View Boulevard, Glendale, CA 91208 where geese and ducks can retreat from human contact. Meandering, naturalized trails were designed with two new viewing decks and a small boardwalk through a new marsh area. The eucalyptus grove was cleaned up and enhanced to provide better accessibility and interpretive opportunities for visitors. The master plan also included expansion and enhancement of the "native plant" area on the west shoreline with the introduction of additional drought tolerant native California plants for demonstration and educational purposes supporting County and state water conservation efforts. Through careful grading and construction of new concrete and natural stone outcroppings, a rushing, cascading waterfall was built to serve as a major point of interest and continue to serve as an overflow channel for controlling water levels in the lake. New trails, benches and two wood bridges were added to allow visitors to view the waterfalls and to view the lake and rose gardens from above and below the 15' height of the falls. Planting design for the area included masses of native alders, sycamores, and redwoods to enhance the waterfall area and give cool, shady canopy to this space. • Client: Descanso Gardens Guild • Contact: Mr. Frank Simerly, Superintendent (Retired) (818) 790-7631 • Status: Completed May 1994 CAMP CUMORAH MASTER PLAN, ANGELES NATIONAL FOREST, CA .................. $1,500,000 LRM and Associates is working with the Boy Scouts to revitalize this private camp area to accommodate retreats and adult users. The master plan provides direction in siting new paths and cabins within the camp so that the camp can accommodate more campers and physically challenged users. Adding achallenge/confidence course, dormitories with showers, and new paths will be in the first of two or three phases. The camp is previously used for cub scout activities with no private showers. The master plan addressed using the camp for year round activities to take advantage of its close proximity to the Angeles Crest ski areas. Client: Boy Scouts of America San Gabriel Valley Council 3450 East Sierra Madre Boulevard Pasadena, CA. 91107 Contact: Mr. Marty Baldwin, Project Director (626) 351-8815 Completed: Master Plan finalized July 1997 -29- t ~ i;i'' H. CI:IENT REFERENCES Lawrence R. Moss & Associates, Inc. 3458 Ocean View Boulevard, Glendale, CA 91208 'Agency/Firm Contact Phone Number Project' City of Palmdale Mr. Steve Williams, (805) 255-4994 Pelona Vista Park 38250 Sierra Highway City Manager Master Plan and Palmdale, CA 93550 Feasibility Study UCLA Extension Ms. Stephanie Landregan, (310) 985-51.26 Augustus F. 10995 Le Conte Avenue, Program Director (310) 825-9414 Hawkins Natural Suite 414 Landscape Architecture Park; Bosque Del Los Angeles, CA 90024 Rio Hondo City of Hawthorne Ms. Mickey Trefz-Winters (310) 345-0168 Glasgow Linear 4455 West 126' Street Director of Public Works (310) 643-7201 Park Master Plan Hawthorne, CA 90250 (Retired) Descanso Gardens Mr. Frank Simerly, (818) 790-7631. Descanso Gardens 141.8 Descanso Drive Superintendent (Retired) Rose Garden Master La Canada Flintridge, CA Plan, lake and 91011 waterfall City of La Habra Mr. Steve Castellano, (562) 905-9789 La Bonita Park 621 West Lambert Rd. Public Works Director Master Plan La Habra, CA 90631 Boy Scouts of America Mr. Marty Baldwin, (626) 351-8815 Camp Cumorah San Gabriel Valley Council Project Director Master Plan 3450 E. Sierra Madre Blvd. Pasadena, CA 91107 City of Desert Hot Springs Mr. Dan Patneaude, (760) 329-6448 City Hall and Civic 65950 Pierson Blvd. Former Public Works Director, Center Master Plan Desert Hot Springs, CA Now with the Desert Hot 92240 Springs Water District -3~- Lawrence R. Moss 8r Associates, Inc. 3458 Ocean View Boulevard, Glendale, CA 91208 Lawrence R. Moss & Associates is pleased to submit this fee schedule for Landscape Architectural Services for a Parks, Recreation, and General Facilities Master Plan and a Feasibility Study for the development of a public trail along Southern California Edison Transmission Corridor. The following is our fee breakdown: Park & Recreation 1Vlaster Pflan Phases One, Two, Three, and Four Master Plan Fee: $75,000.00 to $150,000.00, Depending upon design decisions Feasibility Study for the developanent of a public trail along Southern California Edison Tra®sxnission Corridor Phases One, Two, Three, and Four Feasibility Study Fee: ADD1<'I'I®NAI. SERVICES AND H®URLX 1ZA'I'ES: $25,000.00 - $35,000.00, Depending upon design decisions The following is our hourly rate schedule: LAWRENCE R.IVIOSS & ASSOCIATES, INC. Principal ........................................... $ 150.00/hr. Senior Associate .............................. $ 135.00/hr. Associate ........................................... $115.00/hr. Office Support ................................... $ 95.00/hr. The following shall not be considered part of the above fees for such services and will be charged for as noted: Revision(s) to any previously approved drawings shall be charged for at the rate of $135.00 per hour. If you should have any questions regarding this fee proposal, please do not hesitate to call Larry Moss at (818) 248-5200 or email at Larry@lrmassoc.com. Very truly yours, awrence R. Moss, President LAWRENCE R. MOSS AND ASSOCIATES, INC., A.S.L.A. -31- Lawrence R. Moss & Associates, Inc. 3458 Ocean View Boulevard, Glendale, CA 91208 J. AIDI)ITI®NAL INFORIVIATION The overall costs for the proposed Scope of Work for the Master Plan can be minimized if you allow some "wriggle room" for the following tasks: 1. NEEDS ASSESSMENT a. Review and analyze current department services relative to existing financial and human resource allocations and make recommendations for addressing gaps in service provisions. 2. COST & FINANCIAL ANALYSIS a. Provide information required to develop a 15-year detailed funding and financing plan - including costs to implement the recommendations for development of new parks and facilities and for the renovation of existing parks and facilities. b. Compile and organize costs into those needed for 1) correction of current deficiencies, 2) necessitated by growth from new development, and 3) an improvement in existing standards. ' c. Prepare cost projections in current dollars for the recommended priorities for capital improvements. Cost estimates shall include acquisition, capital improvements, operations (i.e. programs), and maintenance. ' 3. IMPLEMENTATION PLAN a. Projected cost analysis and alten~atives for funding and financing for land acquisition, ' development and operations. b. Recommendations for updating existing park ordinances and fees. c. Any other information deemed appropriate -32- ~_. ^ 0 ®~ ~® ~E~~hi~~~~~~r~ ~~t~ C~rb~rr ~esig~n Con4act: Jim Favaro, Principal 5898 Blackwelder Street, Ground Floor Culver City, CA 90232 (T) 310-559-5720 (F) 310-559-8220 jfavaro@johnsonfavaro.com Proposal for G°~~~G~~g ~~~~c~~~QO~ ~~~ ~~~~~~ ~~~~~~~QC~~ ~~~~~r~ ~0 ~~~ ~~~8c~~~~~~ ~~~~o ~c~~Q~~c~ ~~~~~ ~~~ ~~~~~~o~g ~~~i~~~ ~~~~ ~p~~c~ ~~~ ~~~oQ for the City of Rosemead :^ Submitted: hlovember 13, 2008 -~--z- -.,,~_~ ,,, ,..._,.~ .. ~. ~..~ ~. _ ~ ~~, ~. , . ._ ~- '~ =~ - ~_ .t ~. ~ ,. +~a ... ,~ ~~ a ,. ~\ ~ ~ , ~; .~ ~. ,. . , ` `. ~ //,f ~ -- ~' ... , r -., ~~. ~~,. _ E.~ ~:~~ .~ ~- ~~ t r ~/ ".r j ~ `: ~... s~ w~ °»„/'~ L ', ~ ~~, '!.. ~J i;- ~ 1 ,,.~.. ~; „~ ~ ~ ~ ~ ~~ 4~ r~ ,rA e ..~ . ' _ `~. ,~ n f' .r ..,,1 < .. / ~ ~ 1 t' / p ~ j ~' p -;~ . I`! ... 4 1 David Montgomery-Scott Parks & Recreation Director City of Rosemead 8838 E. Valley Blvd. Rosemead; CA 91770 ~, - - , ~-- --- - -- - _ ~ ~ :: ~~_ ' ~ _ ^ ~ ~~' ~ e ~- - - r ~. November 13, 2008 MDA Johnson Favaro Archilert ure an0 Urbon Def ign RE: Response to Request for Proposal Ciry of Rosemea/: Parks, .Recreation and General Facilities Master Plan Supplementary Work: Feasihiliry Study for Developing Public Open Space and Trai/, Southern California Edison Transmission Corridor MDA Johnson Favaro is afull-service general practice with offices in Culver City, California with over eighteen years of experience of planning and design and $SOOM in built project projects in our portfolio. We have received design awards of national prestige and at the same time take pride in our performance on the management and administration ofcomplex projects. We combine knowledge and practice in the areas of urban design, architecture and landscape design to create well conceived and well crafted plans and buildings in harmony with their natural and built environments. Important collaborators on our team are the The Sports Management Group and Civic Enterprise Development,tyith whom we worked with both on the City of Manhattan Beach Community Facilities Strategic Plan and EPT Design, landscape architects with whom we are working on Phase I of the implementation of the City of West Hollywood's West Hol- lywood Park Master Plan. This project presents an ideal fit to the skills in which our team excels and is of special significance to us for a number of important reasons: MDA Johnson Favaro's work in the last ten years has focused almost exclusively on civic projects for public agencies. We bring a wealth of experience providing strategic planning, site planning, urban design and pre-design, programming; space planning, building design, cost estimation, technical coordination and construction administra- tion for a variety of recreational, educational, cultural, performing arts and culinary arts facilities including projects for the communities of West Hollywood, Manhattan Beach, Beverly Hills, Pasadena, Chino, Fountain Valley and Isla Vista. • We thrive on projects that are community based, collaborative and transparent and are known for our ability to bring together diverse constituencies across communities through effective outreach. • We have repeatedly demonstrated success in the areas of visual ization and presentation in the municipal setting combining clarity in communication with the ability to inspire. • Through our work communities with diverse, active and engaged constituents have come together in consensus to not only support complex long term plans but to take immediate action in implementing those plans. • We are known for our commitment to design excellence, having in the last six years garnered five AIA Design Awards from the Los Angeles Chapter, one of the most competitive in the country. Wes! Holhnoood Libra~7r & Garage - West Ho!/}mrood 1'arkA-faster Plan The Sports Management Group focuses on feasibility studies, space programming, partner- WestHol(}n4'ood, CA ships, economic analysis, design consulting, strategic planning, and the development of 5898 Blackwelder Street, Ground Floor, Culver City, CA 90232 T (310) 559-5720 F (310) 559-8220 www.johnsonfavaro.com Pollnvog Park Master Plan & Recrnsnion Center Conurrunity Facilities Strategic Plan Manhattan beach, CA ?~JL7GifG Uu CJ 1 L~ ~ ~ i~rJ ~.::.._ ~ ~ s7 ,~ _ _ ~ ~- ~j`'~ to r~is ~_ q ~ `~I ~b Fstero Park Master Plan R Jlsa I~ista Cwrvnmairy Center & Gibra~y Jsla I~ista, CA 1:r'` .. t __-~- ft~, ~~4~ ~r L ~~~~•-=~ ,~ ~~ , ~~~` @; ~® ~tl ®~ ;~ t innovative solutions leading to successful community projects. Their diverse professional staff includes financial analysts, demographer and -narket analyst, recreation and wellness professionals, space planners, and public process facilitators whose efforts every day are dedicated to the planning and development of successful recreation and community centers. The Sports Management Group has provided recreation, aquatics, community and senior center programming and planning services to over 300 communities throughout the country, including the California communities ofHuntington Beach, San Marino, Anaheim, Beverly Hills, San Jacinto, Brea, Manhattan Beach, North Lake Tahoe, San Jose, Morgan Hill, San Carlos, Monterey, Mill Valley, Fremont, Oakland, Newark, Cupertino, Windsor, Walnut, and many more. EPT Design focuses on the planning and design of sustainable landscape environments with an emphasis on civic design and planning. Their experience encompases the full range of planning and design in the municipal setting including general plans, specific plans, streetscape plans and urban design guidelines as well as parks and civic centers. EPT Design has worked with municipalities and local governments across Southern California including Lake Elsinore, Sun Valley, Simi Valley, Orange County, Riverside County, Hesperia, Newport Beach, Glendale, Long Beach and the City of Riverside. In response to the Supplemental Scope of Work: Edison Transmission Corridor Feasibility Study we have included Civic Enterprise Development, a land use and development firm with extensive experience in working with public agencies. The strengths of Civic Enterprise Development include expertise in the areas of strategic land use, law and financial analysis. This will be critical in negotiating the web of political, legal and economic relationships necessary to understand the feasbility of, plan for and realize an open space, parkland and public trail amenity for the community of Rosemead and its neighbors. MDA Johnson Favaro is firmly committed to the philosophy that the small office is the most effective environment within which to deliver high quality services, attention to the client and the highest quality of design.-Our track record of long term client relationships in the public sector is testament to the degree to which our municipal clients value the quality of our work. We look forward to working with the City of Rosemead and everyone associated with this exciting project. Community Center/Culinary,4rts Facility Sincerely, Chaffey College, Chino Campus Chino, CA Jim F aro -ncipal MDA Johnson Favaro MDA Johnsonb Fap a 90 MD.A JohnsonbFav a go TABLE OF CONTENTS Title Pa,~~e Co>>er letter Table of Conte-~ts Section l Statement of Qualifications MDA Johnson Favaro Firm Profile MDA Johnson. Favaro Urban Design, Master Plans & Feasibility Studies The Sports Management Group Relevant Project Experience EPT Design Relevant Project Experience Key Personnel and Their Professional Resumes Section 2 Project Approach Urban Design & the Planning Process in the Municipal Setting Visual Intelligence Effective Outreach Overview of the Workplan and Schedule Program of Outreach Preliminary Detailed Project Workplan: Key Task and Deliverables Project Schedule Section 3 Related Experience /Customer References Portfolio of MDA Johnson Favaro .Relevant Project Experience Abbreviated Portfolio of Other MDA Johnson Favaro Project Experience Abbreviated Portfolio ofThe Spots Management Group Relevant Project Experience Abbreviated Portfolio of EPT Design Relevant Project Experience Section 4 Compensation and Fee Schedule City of Rosemead -Parks, Recreation, and General Facilities Master Plan- Table of Contents STATEMENT OF QUALIFICATIONS MDA Johnson Favaro Firm Profile ^ MDA Johnson Favaro is dedicated to high quality, well-cralted plans and buildings that . contribute positively to the larger social and physical environment through the integration of architecture, landscape, and urban design. Ln a time of excessive emphasis on ^ specialization, we believe in the value of comprehensively inten•elating these disciplines. No matter the starting point our goal-always-is to explore and enhance the uniqueness ^ of place. Thus, although our principles remain constant, the particulars of any project may vary as they are inevitably conditioned by local circumstance. ^ Ours is a practice with a diverse range of projects that promotes a great variety of both plans and buildings. Established in 1989 as a partnership, MDA Johnson Favaro has been in business for nineteen years and has successfully executed over $500 million worth of ^ construction projects. In the performance of our services, we utilize research, innovative design and disciplined project management to meet project: requirements and economics, ^ as well as to achieve state of the art technical excellence. We contribute to the success of our clients' projects through rigorously tested practices of project management, effective outreach methodologies and efficient, enjoyable client ^ relations. Our success depends on the creation of a well structured process within which spontaneity and creativity thrive, while maintaining the discipline to adhere to project ^ budgets and schedules. Through effective listening and consistent communication it is our goal always to create common vision through collaboration in an atmosphere S of possibility-eliminating misunderstandings, false expectations and surprises-and creating a sense of ownership on the part of everyone involved. • The founding principals ,Steve Johnson and Jim Favaro, resist undisciplined expansion of . the practice on the philosophy that conh•olled growth, long term commitment to our staff and the quality of our work is the most effective way to balance prosperity and excellence. . Steve and Jim maintain intimate personal involvement in all the projects in the office while effectively delegating to individuals with whom we have long term relationships in a fully ^ integrated, tested design process. In this way the longevity of our practice offers concrete benefits to our clients in the form of experienced principals not otherwise consumed by ^ marketing, business development or excessive internal management. Long term, creative relationships with our clients and high quality results are our most effective business de- velopment tools. ^ Jim Favaro was the recipient of the Prix de Rome at the American Academy in Rome in 1985, received a grant from the National Endowment for the Arts in 1996 and the Wheel- . Wright Fellowship from the Harvard University Graduate School of Design in 1998. He was the recipient of a Progressive Architecture Design Citation in 1982, one of the youngest to ^ have ever received such an award. ^ Steve Johnson received the Henry Adams AIA Gold Medal from the Harvard University Graduate School of Design awarded to the top ranking student in the graduating class of 1983; ^ he received the SOM Traveling Fellowship while at Harvard and a grant from the Graham Foundation for Advanced Studies in the Fine Arts to study new typologies for housing in ^ Los Angeles in 1994. I-le received a Progressive Architecture Award for the Cedars Sinai Cancer Center in Beverly Hills in 1988, and numerous AIA and PA awards since then. ^ Our Southern California ojjicefrom where tl:e Ciry ojRosenread's Parks, Recreation and ^ General Fac/lit/es Muster Plan project will he condncfed is located at 5898 Blackwelder Street, Culver CitJr, CA 90232 (t) 310-559-572D (~ 3.10-559-8220. plain Contact: Jim ^ Favara, Principal; jfavaro@johnsonfanrrro.conr. We are licensed to conduct business in the State of California and operate as a legal limited liability partnership. MDA Johnsonb Fao a 90 ~~ ~~ G ~t~ ~~~ ~ f ~~, ~ o~<zvt o ~s~ ~'~.~ ~~ ~ Park rUlaster Plan _ - ~%: ~-, ~~ ~`'t ~- ' ~ ~~~~; t I` ~ `-ti `~`.. ! ~; l ~ .. n I and Use >> i ~ 1-- _ `~ r\ ~ ~ ~ S '^ ~~ r, 4 / 4 ~, t: `~ ,~ . ; s G k ~ - °41 tii Pedestrian ~~' :_~ ~~_~~~+ ~_ ~; ~I ,j ~ ,;; i ; ~n~ , a ~ ~'.~ ti ~4 ,~ ~~ ``~ ' v .^ . x ?' -. ~~ ~ V ~ c r t-:- - , . --# , ~~: ! ~ ~ _~,~ ~;, ~ ~ .~ F Park Open Space `~ ~Y, , l~; ~ ~~' ~ %'' t ,~ ~ , , ~ ~~ s;: ,~ :,~, a.~ f .'~ tehicular Circulation and Parking 4i'est Holhnvood Park A-9aster /'Ian Id'est Nolhm~ood, CA Statement of Qualifications G MDA Johnson Favaro Arch/recto re anA Urban Design ~ I '- 7_- ~ -~ ~ • r ~~ ..~,~ i ~ _ ,~ N '~ ' ~~ . I ~ _. _ _ ~--- ~_ ' Park /Llaster Plan I f ~ -~ -~ ,'~~' f r ` ~ ~ ~ i ,~ M zJ ~, ~ ~ ~ e r, _ _ / l= ,,-,- i ~~~,,. _ _ T ~ ~ ~i ~ it ~ i'{ _:+nC =al ~,. _ . a, r a~1 f -~, ; ,~r r F~=; Buildings and Pcn~emenl ~-_ ~ _ Sri '.phi'' ~n~!~rf"-"' ~- _. i ~ -- ~PJ~ C. ~ _ 7 I~~i~, ~ E'~ r~~0c~!.j ~~! ,'Ip'7 l t ~' ~_ ~ i " ~!~ rlrf~ .r.1 1~ [ ~t;~llir ~- r t Park Open Space i ~i 6~ ~- C _~~ _ ,~~ ~ _ ~: ~- r ~ `~~~~~ F J ~ ~ I ;?~ r ( ' ~! _ - ~~_ ~ ~ i f-? ~ ,. I-ehicular Circulation and Parking Phun/ner Park Alasler Plan 61'esl Holl~nl~oo~l. CA MDA Johnson Favaro Urban Design, Master Plans and Feasibility Studies Current and recently completed projects include: Communities, Municipalities and Local Governments in Southern California • Beverly Hills Library Master Plan, Beverly 1-tills, CA • Manhattan Beach Community Facilities Strategic Plan, Manhattan Beach, CA • Live Oak Park Master Plan; Manhattan Beach, CA • Polliwog Park Master Plan, Manhattan Beach, CA • City of West Hollywood Library & Municipal Garage, West Hollywood, CA • ]sla Vista Community Center, Isla Vista, CA • Estero Nark Master Plan, Isla Vista, CA • West Hollywood Park & Library Master Plan, West Hollywood, CA • Pacific at Zoe Redevelopment Plan, Huntington Park, CA • Colorado Boulevard Pilot Plan, Eagle Rock; CA • Commerce Avenue Village Plan, Sunland-Tujunga, CA • North Gaffey Street Pilot Plan, San Pedro, CA • Plummer Park Master Plan, West Hollywood, CA • Sunset Strip Pilot Study, West Hollywood, CA • Shoppers Lane Redevelopment, Pasadena, CA • Victoria Gardens Plan, Rancho Cucamonga, CA • Jamboree Park Office Development, Irvine , CA • Westminster Civic Center Plan, Westminster, CA • Culver Center Redevelopment Plan, Culver City CA • Shops on Lake Avenue; Pasadena, CA Higher Education in Southern California • Riverside Community College District, Norco Campus Master Plan, Norco, CA • Los Angeles Trade Technical College, Los Angeles, CA Technology Building, Student Sen/ices Building, Learning Resource Center & Lihrar~; Administration Building, South Campus Project • Chaffey College, Chino Campus, Chino, CA Again Instruction BuildinK Community CenterlCulinar~/Arts Facility; Health Sciences Building • Chaffey College, Rancho Cucamonga Campus, Rancho Cucamonga, CA Campus Center i~'est, Cantpats Center East • Coastline Community College, Fountain Valley, CA Fountain I~alle~/ Learning Center; Newport Beach Learning Center • Los Angeles Trade Technical College, Campus Master Plan, Los Angeles, CA • Los Angeles Harbor College, Campus Master Plan, Los Angeles, CA • Coastline Community College, Facilities Master Plan, Fountain Valley, CA • Chaffey College, Chino Campus Master Plan, Chino; CA • Chaffey College, Rancho Cucamonga Campus Master Plan, Rancho Cucamonga, CA • University of California, Santa Barbara, Storke Area Campus Plan • University of Southern California, University Park Campus Plan, Los Angeles, CA Statement of Qualifications ^ i ^ i The Sports Management Group Relevant Project Experience The Sports Management Group is recognized nationally for its ~~/ork in every aspect ofplan- Wing and development of recreation, sports, aquatic and communit;/ facilities. Established in 1986, the firm's practice is dedicated to the needs ofcommunity recreation planning. Founder Lauren Livingston has assembled an outstanding team of twelve specialists from each of the critical areas relating to facility planning, programming, operations and economics. The Sports Management Group's approach to each project is participatory and interactive. We understand that the public process is key to the success of the project. We know that consensus building is a function of how effectively community involvement is integrated. into the development of the plan. Although every community is different in its awareness of planning issues and involvement in the process, two objectives must be achieved. First, a level of trust must be established between the community and the consultant team, and second, the expectations of the process must be clear and reinforced throughout the study. We believe that through constructive community involvement, these key objectives can be achieved. The Sports Management Group has provided similar services to over 300 com- munitesthroughout the United States. Each ofthese projects was unique and our work with each was individually tailored to address the specific needs ofthat client. With each project, we work closely with staff to understand specific priorities and develop an appropriate ap- proach that recognizes the political, social and cultural realities of the community. • Morgan Hill Strategic Plan, Morgan Hill, CA • San Carlos Parks & Recreation Master Plan, San Carlos, CA • Milpitas Parks and Recreation Master Plan, Milpitas, CA • Manhattan Beach Community Facilities Strategic Plan • San Jacinto City-Wide Parks & Recreation Master Plan, San Jacinto, CA • Ladera Ranch Recreation Facilities Study, .Ladera Ranch, CA • Corte Madera Town Park Master Plan, Corte Madera, CA • City of Milpitas Facilities Master Plan, Milpitas, CA • Mountain House Town Center Master Plan, Mountain House, CA • Burgess Sports Center, Menlo .Park, CA • Long Beach City-Wide Aquatic Facility Study, Long Beach, CA • Antioch Community Park. Master Plan, Antioch, CA • Sports Park Master Plan, Folsom, CA • North Tahoe Regional Complex Master Plan, Tahoe City, CA • Santa Monica Aquatics Master Plan, Santa Monica, CA • Parks Master Plan, Dublin, CA • Community Recreation Master Plan, Hamilton AFB Conversion, Novato, CA • Robert Livermore Community Recreation Center, Livermore, CA • Dublin Aquatic & Recreation Center, Dublin, CA • San Mateo Facility Strategic Plan, San Mateo, CA • Cupertino Sports Center, Cupertino, CA • Union City Sports Center, Union City, CA • Piedmont Community Rec Center, Piedmont, CA • Barbara Wackford Aquatic & Community Centers, Elk Grove Recreation District, CA • Centennial Community Center, Morgan Hill, CA • San Jacinto Recreation Master Plan, San Jacinto, CA • Sigrid & Hary Spath Recreation and Aquatics Center, Fort Bragg CA • Long Beach Aquatic Study, Long Beach, CA • North Tahoe Regional Center, Tahoe City, CA MDA Johnson Favaro ArChitec[ure an0 Urban Defign Polliwog Park D>odel Vieul A' ;O~G i ~ ~l~ ~••~ e,~r g i f ~~ "~ r' ~ ~~p ~ di r7~~'.~ ,~ pOni I~'T"J1 Tit,. i nc~~~~nk`~~'~~~t dr. ,f~ 5-- i~ fir w ~yir a Polliirlog Park Existing Conditions ..1~ ;~~ -~~.~ Pol/nvog Park F,.~~isting land Use Diagram PolhrrnR Park A9aster Plan Carmnmity Facilities StrateKic flan Mmthattan Beacla, CA Statement of Qualifications Polliwog Park Existing Open Space Diagram MDA Johnson Favaro Ar[hlte<t uie and UrBan Design _1 -- ;; ,T.~-= ',u~ »~_; ~_.. . zT ~ r ~~~ ='r9 1; Park A4aster Plan u ~ u _ -- - ~ s` '~ ' (~ r: .rte---~.-~ ~E-_~., ,g`r ~ 'r_-~ ~ ~: ~' °~,.~C~a fir? r,~"~~ # tl; ~~t I? t,~ ~ ~ ~ T~~~ Regulating Plan r ~ f{~~r 4 ~r C ~~~~ ~ ~ ~ L 2 ~. _ -,-~ :., ~~ t. , rC~ , Park Open Space l~ehicular Circulation and Parking /,ii~e Oak Park tifaster Plan Cwnnn~nity Fncilfties Strategic Plan dlaithattan Beach, CA EPT Design Relevant Project Experience EPT Design is an award-winning, full-service landscape architecture firm with offices in Los Angeles and Orange County. In nearly a half century of practice; we have completed projects for a diverse clientele in the corporate, institutional, commercial, housing, developer, and private arenas. We are proud of our track record of repeat work and believe it speaks not only to our commiM~ent to design excellence but also to our strong service orientation. The firm's size-large enough to accommodate projects of significant scale, but small enough to provide hands-on attention-affords us maximum flexibility in addressing design, management, staffing, and cost issues. Our approach to projects is both passionate and pragmatic with a strong emphasis on collaboration. Success is measured by the realization of your goals and the gratification of creating environments that yield lasting rewards. EPT Design has significant experience in civic design and planning. Whether drawing on traditional Specific plans, streetscapes, design guidelines, urban design schemes that we understand the critical role landscape plays in creating a distinct sense of character, identity, and community. The following projects demonstrate the breadth and diversity of our capabilities: • Manhattan Beach Community Facilities Strategic Plan, Manhattan Beach, CA • Orange County Great Park, Irvine, CA • Lake Elsinore Diamond, Lake Elsinore, CA • Fillmore Central Park, Fillmore, CA • Hillcrest Park, Fullerton, CA • The Mesa Park at Bonita Canyon, Newport Beach, CA • North City Specific Plan, Cathedral City, CA • Highgrove Specific Plan, Riverside County, CA • Santa Fe Depot Specific Plan, City of Orange • Main Street and 1 - 15 Corridor Specific Plan, Hesperia, CA • Hawthorne Boulevard Streetscape, City of Hawthorne, CA • South Lake Avenue Streetscape, Pasadena, CA • Pasadena Civic Center, CA • Pasadena Playhouse District, Pasadena, CA • La Canada-Flintridge, La Canada, CA • Long Beach Civic Center, Long Beach, CA • Central Long Beach Specific Plan; Long Beach, CA • Glendale Civic Auditorium, Glendale, CA • Magnolia Market, Streetscape, City of Riverside, CA • Fillmore Town Center, Filmore, CA • Simi Valley Civic Center; Simi Valley, CA • Simi Valley Senior Center, Simi Valley, CA • Saddleback Church, Foothill Ranch, CA • Monrovia Library, Monrovia, CA • Pacific Asia Museum, Pasadena, CA • Costa Mesa Police Department Costa Mesa, CA • All Saints Church, Pasadena, CA Statement of Qualifications Key Personnel and Their Professional Resumes .JAMES FAVARO, AIA, PRINCIPAL, MDA JOHNSON FAVARO, PROJECT MANAGER ,lim will be the principal nexus of connnunication coordinating all aspects of client and . community relations; communications with and management of the consultant team, in- terface with and submissions to governing and regulatory authorities and presentations to . the community. He will assist in conducting interviews, workshops and public meetings, creating and updating the project schedule, coordinating milestone cost estimations, and ensuring timely delivery of materials as the project develops. S STEVE .JOHNSON, AIA, PRINCIPAL, MDA .JOHNSON FAVARO, PROJECT ARCHITECT Steve will be the project architect in charge of design; ensuring that all information and . ideas gathered from client workshops and meetings, planning and programming research and technical research are integrated into the project design. He will oversee the production of all visual documents (diagrams; drawings, models, renderings) and assist the client in the orderly development of the design. Steve will be present and recording meeting notes ^ at all client and community meetings and presentations. LAUREN LMNGSTON, PRINCIPAL, THE SPORTS MANAGEMENT GROUP, ASSOCIATE PROJECT MANAGER Lauren will be the principal nexus of co-nmunication for the recreation facility strategic ^ planning component of the team. She will assist the client team in conducting interviews, workshops and public meetings, and manage the TSMG in-house team in generation of materials in support of the project as it relates to recreational facilities. RICK BROWN, SENIOR ASSOCIATE, THE SPORTS MANAGEMENT GROUP, PROJECT ASSOCIATE Rick analyzes market research, develops space programs and master plans, and leads the team of financial analysts in the development of detailed operating budgets. Using proprietary interactive financial and market penetration models developed by The Sports Management ^ Group, Rick has provided financial projections for recreation, aquatic and sports facilities for communities across the country.This powerful software is used to project fixed and variable . costs for staffing, operations, maintenance, utilities, and contractual services. Rick will also lead in the development of funding strategies and revenue generation modeling. • NORD ERICKSSON, PRINCIPAL, EPT DESIGN, LANDSCAPE ARCHITECT . Nord will be the principal nexus of communication for the landscape planning and design guidelines component of the team as well as for the feasibility study for developing open . space, parkland, and public trails along Edison Transmission Con•idor. He wilt assist the client team in conducting interviews, workshops and public meetings, and manage EPT . Design's in-house team in generation of materials in support of development of the project as it relates to landscape planning and design issues. • MOTT SMITH, PRINCIPAL, CIVIC ENTERPRISE DEVELOPMENT, REAL ESTATE PLANNER & DEVELOPER Mott has built his career crafting real estate innovations from positions in private industry and the public sector. He will consult the project team with all issues related to the feasibil- ^ ity study and development portion of this project. ^ RICK LLOYD, ASSOCIATE PRINCIPAL, DAVIS LANGDON, COST ESTIMATOR Rick will work closely with the team in providing conceptual cost estimates, strategic cost ^ planning and the development of cost priorities at all phases of the project. ^ STEVEN GREENE, SENIOR TRANSPORATION ENGINEER, ITERIS, INC., TRAFFIC CONSULTANT Steven will be responsible for the team's understanding of all access and parking ^ require-nents for the project. Nis role is critical in the planning phase as parking and vehicular access have significant dimentional impacts on any given site. ^ MDA Johnson Favaro Architecture and Ur6on Deign ;. - s ~ tt; ~I ~ ~ t ~l } f ~ ~ ~ ~f' .~. ~~ ~,~ -~ ~ -. ~~ ,~ a. - '~~- ~ ~. ~ t G ~.~'' Cola•ado Boulevard Pilot Plan Eagle Rock, CA ,..,,~ y ~ ~ ,~ ..,.,•; • "ty : ` ..? I ~sr G„ 1. _ ~ `S' ~: ~ ~ j Sunset Strip Pilot Plan West 1IoJJ}~+~oorl CA ~ r-T ry ~~~' ~~ ~ - I~ . ~"`~ .. ~~~ _,~- North Gaffey Street Pilot Plan San Pedro, CA ~. a , ¢ ~ 'f~ I ~~ I ~ `a, ~ o~oea~a ~~ '~-a I _ i~! ~ .. ~ ~ ~ ~ ~ ~c ~v ( r _ , - ~ e f Commerce Avenue Village Plan Suaaland 7ujunga, CA Statement of Qualifications 6l'estmiarister Civic Center Plan 6i'estmiaaster, C,4 MDA Johnsonb Fao a ro \.. ./~ .~ ® k~~ 1,'! }7 if ~-- ~,_:.. ~~ ' ~~ _l i Wesi l/ollywood Lihrary xa~ `~ If'est Ho(!}>++~ood Agttalics Center West /lolly+nood Park Master Plan It%est /folhnnood. CA JAMES FAVARO, PRINCIPAL, MDA .JOHNSON FAVARO Jim Favaro has been in private practice in Southern California since 1988 and has a total of 22 years of experience in the field. His most recent work includes master plans and program- ming for the University of Southern California, University of California at Santa Barbara, Riverside Community College District's Norco Campus, Chaffey College, and Los Angeles Trade Technical College; community planning projects including the City of Manhattan Beach Community Facilities Strategic Plan and the City of West Hollywood Library and Park Master Plan; and building projects including the Los Angeles Trade Technical College South Campus Project; Chaffey College Main Instruction Building, Community Center and Health Sciences Buildings, and the City of West Hollywood Library & Municipal Garage. In 1985 Mr. Favaro received the Rome Prize in Architecture and was in residence at the American Academy in Rome. He received a Graham Foundation Grant to produce "Modi- fying the American Dream: New Typologies for Housing in Los Angeles" in 1991 and a National Endowment for the Arts, Design Arts Grant to develop "The Architecture of Transit Oriented Districts'' in 1993. Mr. Favaro is a Member of the American Institute of Architects and is former Chair of the Santa Monica Chamber of Commerce Environmental Conunittee. He is also a former President of the Westside Urban Forum in Los Angeles and sat on the board of the Southern California Transportation and Land-Use Coalition. He was an instructor in design at Harvard, UCLA and the Rhode Island School of Design. Between 1986 and 1989 he was an Assistant Professor of Architecture in Design at the University of Southern California. Education Harvard University, Graduate School of Design, Masters of Architecture; 1979-1982 Stanford University, Engineering School, Phi Beta Kappa, Bachelor of Science, 19741978 Planning & Design Experience • Beverly Hills Library Master Plan, Beverly Hills, CA • Manhattan Beach Community Facilities Strategic Plan, Manhattan Beach, CA • Commerce Avenue Village Plan, Sunland-Tujunga, CA • City of West Hollywood Park Master Plan, West Hollywood, CA • Mid-City Demonstration Transit Oriented District Plan, Los Angeles, CA • Pacific Boulevard at Zoe Redevelopment Plan, Huntington Park, CA • North Gaffey Street Pilot Plan, San Pedro, CA • Colorado Boulevard Pilot Plan, Eagle Rock, CA • City of Westminster Civic Center Plan, Westminster, CA • Norco Campus Master Plan, Riverside Community College District, Norco, CA • The Brentwood School Campuses Master Plan, Los Angeles, CA • Los Angeles Trade Technical College, .Los Angeles, CA A~aster Plan, South Campus Project, Technology Building, Student Services Building, Learning Resource Center • Los Angeles Harbor Community College Master Plan, Los Angeles, CA • Coastline College Campus Master Plan, Fountain Valley, CA • Fountain Valley Community Center, Fountain Valley, CA • Chaffey College Chino Campus, Chino, CA Master Plan, Main Instruction .Building, Comnnazity Cetzter, Health Sciences Building • City of West Holl}wood Library, West Hollywood, CA • Storke Area Plan, University of California at Santa-Barbara, CA • University of Southern California Master Plan, Los Angeles, CA • Shops on Lake Avenue, Pasadena, CA • Price Galleries of Art, Pacific Palisades, CA • Pasadena Museum of California Art, Pasadena., CA • Time Warner Public Access Television Station, Santa Clarita, CA Statement of Qualifications .San Vicente Park Promenade West Hotl}nvood Recreation Center • STEVE JOHNSON, PRINCIPAL, PROJECT ARCHITECT t MDA JOHNSON FAVARO ® Steve Johnson has been in private practice in Southern California since 1988 and has a total of22 years of experience in the field. Steve is actively involved in all projects in the office. ^ His recent planning experience includes the Los Angeles Trade Technical College Campus Plan, the Chaffey College Chino Campus Plan; Coastline Community College Facilities . Master Plan and master plans for the University of California at Santa Barbara and the University of Southern California. Recent building projects include the Los Angeles Trade ^ Technical College South Campus Project: The Shops on Lake Avenue in Pasadena, CA, the City of West Hollywood Library, the San Pasqua) Residential .Development in Pasadena, the Pasadena Museum of California Art, the PriceArt Galleries, Culver Center Redevelopment, and the ATT Broadband Public Access Television Station in Santa Clarita CA. Prior to private practice he worked at architectural firms in Boston and .Los Angeles, where he was Project Architect for the Cedars-Sinai Comprehensive Cancer Center in Los Angeles. Other projects include a corporate headquarters outside of Boston and housing in St. Louis. Mr. Johnson is a member of the American Institute of Architects and was an instructor in design at the Southern California Institute of Architecture (Sci-ARC) between 1989 and . 1993. He has been licensed to practice architecture in the state of California since 1986 (License #C17181, Expires October 31, 2007). Education Harvard University, Graduate School of Design, Masters of Architecture, 1980-1983 University of Florida, Bachelor of Design in Architecture, 1975-1979 Planning & .Design Experience • Beverly Hills Library Master Plan, Beverly Hills, CA • Manhattan Beach Community Facilities Strategic .Plan, Manhattan Beach, CA • Commerce Avenue Village Plan, Sunland-Tujunga, CA • City of West Hollywood Park Master Plan, West Hollywood, CA ^ Mid-City Demonstration Transit Oriented District Plan, Los Angeles, CA • Pacific Boulevard at Zoe Redevelopment Plan, Huntington Park, CA e North Gaffey Street .Pilot Plan, San Pedro, CA • Colorado Boulevard Pilot Plan, Eagle Rock, CA • City of Westminster Civic Center Plan, Westminster, CA • Norco Campus Master Plan, Riverside Community College District, Norco, CA • The :Brentwood School Campuses Master Plan, Los Angeles, CA • Los Angeles Trade Technical College, Los Angeles, CA Master Plan, South Campus Project, Technology Building, Student Services Building, Learning Resource Center • Los Angeles Harbor Community College Master Plan, .Los Angeles, CA • Coastline College Campus Master :Plan, Fountain Valley, CA • Fountain Valley Community Center, Fountain Valley, CA • Chaffey College Chino Campus, Chino, CA Master Plan, Main Insn•uction Building, Community Center, Nealth Sciences Building City of West Hollywood Library, West Hollywood, CA • Storke Area Plan, University of California at Santa-Barbara, CA • University of Southern California Master Plan, Los Angeles, CA • Shops on .Lake Avenue, Pasadena, CA • Price Galleries of Art, Pacific Palisades, CA • Pasadena Museum of California Art, Pasadena, CA • Time Warner Public Access Television Station, Santa Clarita, CA MDA Johnson Favaro Arthirect ure an0 Urban Derign Manhattan Beach Library ti i i .~ ~~ T_ , ~ ~ rr ~_._ - -_- _r .~ -- -L~ ~ ~ - ._...a.., F.'xistnag l ibrary F loot Ptan ~. o -..i i~ _ w C~~ ; ~ ~~ o .,.,u~ ,.. ,, Facitities lnadeyuate in Size cPr ' Cor f garration =~ - _~.. -~ .. ..__ ~~`' • ___ .~ =- _ ... ( • _._ ,. • .~~ •,- -..a; I Geographic Suitability `~ ~°~ ~ f -i __ ry-- ~_ '"111. _~ "'jam- ~ '~ ~~ ~ ~ I ~ y_-~' _ ~i' 1 \M I.n... ~.t~ a ~,, Vicinity Map Conarnunit}> Facitities Strategic Plan titanlaattan Beach, CA Statement of Qualifications MDA Johnson Favaro Architecture and Urban Design w~ ` ~~# ~~-~ ~~ f .~ City of San Afateo A4aster Plan San dlateo, CA (The Sports A~lanagement Group) LAUREN LIVINGSTON, PRINCIPAL, THE SPORTS MANAGEMENT GROUP Founder Lauren Livingston is a nationally recognized planner and facilitator with more than thirty-five years ofexperience in community, recreation, and aquatic facility planning, management and design. Her experience with projects throughout the United States includes community-wide needs assessments, programming, feasibility studies, master planning, design consulting from operational and functional perspectives, budgeting, financial analysis and income generation strategies. For more than 300 community projects Lauren has interacted with advisory boards, committees; special interest groups, neighborhood associations, and other citizens groups. With a participatory and interactive project approach, Lauren leads a process that is focused with each meeting carefully designed to achieve the meeting objectives. Lauren leads participants through discussions in an effective manner without directing the discussions or stifling participation. Lauren's direction and project oversight of The Sports Management Group staff ensure the highest level of data analysis, consistently accurate and understandable reports, and dynamic presentation materials that engage and inform. Education Masters of Business Administration, St. Mary's College of California Relevant Project Experience • Anaheim Community Center • Ventura Aquatics Operations Plan • San Marino Community Center • Beverly Hills Community Center • North Tahoe .Recreation Center • Huntington Beach Multi-Purpose Senior Ctr • Brea Community Center • Manhattan .Beach Community & Aquatic Ctr • San Jacinto Master Plan • Walnut Community & Aquatic Center • Mill Valley Community Center • Petaluma Aquatic Center • Novato, Hamilton AFB Re-use Planning • Corte Madera Community Center • San Mateo Facilities Strategic Plan • Morgan Hill Indoor Rec. Center • Morgan Hill Aquatic Complex • Woodland Community & Senior Center • Livermore Community Rec Center • Newark Activity & Aquatic Center • Almanor Aquatic Complex • East Oakland Com. Recreation Complex • Glk Grove Aquatic & Community Ctr • Union City Sports Center • Dublin Rec Center & Aquatic Center • Roseville Sports Center • Tracy Aquatic Center • Santa Barbara Aquatics Study • Mendocino Coast Aquatic Center • Cupertino Sports Center • San Jose Multi-Service Community Ctr • Brea Community Center • Folsom Aquatic Center • Monterey Sports Center • Milpitas Senior Center • Yuba City Community Center • Long Beach Aquatic Study • Citrus Heights Community Center Contact 9 18 Parker St. Suite A 13 Berkeley, CA 94710 T: 510-849-3090 www.sportsmgmt.com Statement of Qualifications Ciry orSan Carlos Parks, Open Space & Facilities Master Plan San Carlos, CA (The Sports Mana~enrent GroapJ ® MDA Johnson Favaro Arthirecture onG Urban Design ® RICK BROWN, PROJECT /ASSOCIATE, THE SPORTS MANAGEMENT GROUP As Project Manager Rick's responsibilities include the day-to-day management of the ® project. Rick also analyzes market research, develops space programs and master plans, _~ ~~ J and leads the team of financial analysts in the development of detailed operating budgets. ~ _ --; ® Using proprietary interactive financial and market penetration models developed by The t ,~"'y ,,~f ~',;> - Sports Management Group, Rick has provided financial projections for recreation, aquatic -~ .:~ ~ ~~,,;~; _ ® and sports facilities for communities and universities across the country. In collaboration ~`' ~ ~ may. - with clients, this powerful sofl~ware is used to project fxed and variable costs for staffing, ~~ operations, maintenance, utilities, and contractual services. Rick is also experienced in the -- ----~-~- ~---- ~ -----~ development of funding strategies and revenue generation modeling. _ r~ , f i ~ ~~ ~, ~ Ji Rick's expertise and experience in consulting on a broad range of projects ensure each ~~ ~ ~~ ~; a. ,~ ~ ~ s ,~ , ® cl-rent will be provided the highest level of professional consulting service. Rick's public ,y~~~ ~ ~ ~~+, ,v '` process experience includes surveys, public meetings, focus groups and presentations to ~ ~~ s ~ ~'~ Y,w city councils, boards, and agencies. Rick works et~ectively with people of all ages and ~~ ~t,.~ ~~~ .~;~ ---r`x~ ~~'~ backgrounds. _ --~ ~..;. ,~hY ~ ~ {(f .A, - i ~' _ x Education ® M.A., Sport Management, University of San Francisco ;:, > - - - - r ~ ~; Relevant Project Experience { ~ ` f ; ~1~~'•`~ 7 ~ 4 ® The Salvation Army (CA) Concord Kroc Center ~ -~ ~ : ~ ~'~`~~!~ --~ • The Salvation Army (AZ) Phoenix Kroc Center ~,~ ~" Portland (OR) Community Center Aquatic Addition ~~ i~'° - ® Lake Oswego (OR) Community Center - :~~~,~... ~~ ® Wilsonville (OR) Recreation Center C;tyofAd;lp;tasParkrMasterPlan • Brea (CA) Community Center Expansion n~;ip;tas, CA • Yuba City (CA) Community Rec Center (The Spors Managenzent Group) • Mendocino Coast (CA) Aquatic Center ® Huntington Beach (CA) Senior Center • Novato (CA) Community Center • Elk Grove (CA) Sports Center • Beverly Hills (CA) Community Center ® Morgan. Hill (CA) Indoor Rec. Center • Burien (WA) Strategic Planning ~7f ~;~;~.._.` , ~\ i,=;y ^ Almanor (CA) Aquatic Center ~ i J. _ `--1,.. ~ ~ : i • Vancouver (WA) Comm. Rec. Center ~ ~/ ~ NoerN a~ - ~ ~ ~~ ; }!t+- i'c-`..~ i _. q 3 ` ~ E 3 6 I ® Warrenton (VA) Community Center ~ ,, j ~ ~- ~--T-~ , ~ 4 ~ - r t- • Petaluma (CA)Aquatic Complex r • ~~ ~ _ `~=~1 ~_.l~~r''~' ® ;~ ~ .,- , _ r ~, r ,_ Colorado School of Mines (CO) ~ ~~~~x I ~ ~. ,, •~ _ ~ , c r • Dublin (CA) Rec. & Aquatic Center ~''~ _ ~_~ ,;,=-~ "> ~. ~ San Mateo (CA) Facility Strategic Plan ~ ~ ~ •;~EN,~i ® yESr ; ~ -rte.: } ~ • Juneau (AK) Community Rec. Center ~~ ~ ~ ~ ' ~ ~`~ ~,~ ~ t;`~~`. ® San Jacinto (CA) Parks Master Plan ~ ~~~ , ~ ~ ~~ ~~ ~~ . ~_ ~~'~ • San Jose (CA) Roosevelt Com. Center '~.;~~~ ~:~~ ~ ~ ~E~ ;; 1„~ ® San Marino (CA) Recreation Center ~~.~ = i;x~~~\'~ ~ . T I ~'' • Seattle University (WA) Student Center _~ • The Woodland's (TX) Strategic Plan Vancouver-Clark Rac;hr;es Study Yancoaver, WA • Fairlawn (OH) Community Center (7 he sl~ors ManagernentGroup) • St. Martin's College (WA) Rec. Center • San Jose (CA) Roosevelt Comm. Center ® Statement of Qualifications ^ MDA Johnson Favaro Arrh irecture and Urhnn Design WORD ERIKSSON, PRINCIPAL IN CHARGE, EPT DESIGN ~ , ~~ :;, '~ti >;, ~ f j 9~ tt lp~., ~ ~-~ , ~ l l ; { t ~ ~ ~ ` ~ }} • ~ ~~ ~ . ~ tl, ~~' , ~ ` M ~? ~ 't c1rV ~' ~'' . ~ '3 .: ~•'~~~ ~ . ~ i' ~ 7 ~~ ~.,,,~ fig- t - -.. Sheldon Arleta Park (EP"l Design) ~~~ • ~~ ~E ~ ~- .'~ ~ ~ i+ ~ ~~ a d'~ y 1~ i op JSpo~e Pv Y~ .Seel ~ ~ ~~... ~~y ~ f~ 4 ,,~ ~ fa~°~ ~~sa r~~~ a ~' ~s v t~ e~~c t~ j ~~.~.,,a ~„,i., roo ci ,_ ~ Ys- _ . - V ~. Orange County Great Park 4laster Plan (EPT Design) Mr. Erikson, the Principal in Charge of EPTDesign's Pasadena office, has over 20 years of experience in a diversity of project types including community master planning, urban streetscapes, university and sports facilities, corporate office, civic, and healthcare. He endeavors to use design as a tool for positive change, going beyond simple "style'' to bring a strong theoretical basis to each project. Prior to joining :EPTDesign, he was associated with Skidmore, Owings c~. Merrill (San Francisco), Peridian (Ff. Lauderdale), and McDugald-Steele (Houston). Education BS in Landscape Architecture, California State Polytechnic University, San Luis Obispo Project .Experience Muster Planning • Fuller Theological Seminary -Master Plan, Pasadena • Pasadena Playhouse District, Pasadena • Pasadena Civic /Midtown District Revitalization, Pasadena • Transit Vision-MTA/City of Pasadena Charette Facilitation Team • Glendale Civic Auditorium, Glendale • La Canada Flintridge Downtown Specific Plan Residential /Community • Liberty, Lake Elsinore • Market Street, Inglewood • Northwood Point, Irvine • Northpeak, Lake Elsinore Sports & Recreation • Diamond Baseball Stadium, Lake Eliinore • Fillmore Central Park, Fillmore Education /Civic /Institutional • Pepperdine University-Campus Landscape Architect, Malibu • Harvey Mudd College-Campus Landscape Architect, Claremont • Pasadena City College Education Center, Pasadena • Pasadena City College Athletic Facility, Pasadena • Cal Tech, Pasadena -Moore Laboratory North Mall Master Plan, Holliston Garage • Pomona College, Claremont ti~ ~~ >\ Healthcare • Villa Gardens Assisted Living Complex, Pasadena • Methodist Hospital, Arcadia • Mount San Antonio Gardens, Claremont Commercial / Hotet /Resort • KABC 1 KLOS Studios, Los Angeles • 865 North Figueroa (TCW Building), Los Angeles • CenFed .Bank Headquarters, Pasadena • Gateway .Business Center, Irvine • Alexandria Biotech, Pasadena • Disney Quest, Chicago Statement of Qualifications Sycamore Canyon Park rLlaster Plm~ (F_PT Design) Bonita C.'anyon SPa•ts Park (EPT Design) MOTT SMITH, PRINCIPAL, CIVIC ENTERPRISE DEVELOPMENT Civic Enterprise Development helps revitalize emerging neighborhoods in Southern California and beyond through strategic planning, real estate development and targeted investment in community assets. CED's founders, Mott. Smith and Brian Albert, have built careers innovating in real estate, finance and planning. They lead a highly skilled team with extensive experience planning, structuring; financing, entitling and building complex urban real estate projects. CED also leverages a rich network of partners and supporters to help projects succeed in challenging infill em~ironments. All CED projects are founded on a deep commitment to releasing the untapped potential of great communities. CED offers investors, partners and clients a variety of products; from strategic revitalization plans to -real estate development and infrastructure implementation. Mott Smith, Principal, has built his career crafting real estate innovations from positions in private industry and the public sector. Prior to forming CED, he was Acting Director of Planning for the Los Angeles Unified School District where he helped launch the District's ^ $1.6 billion Phase Il school construction program. Earlier his work focused on expanding the application ofjoint-ventures, mixed-use and public-private real estate development models. Notable efforts include: implementing Fannie Mae-recognized public/private housing and S development partnerships; innovation in the use ofprivatenon-profit co-porations to expedite public real estate acquisition; execution ofthe first mixed-use public school/affordable hous- ing project in the City of Los Angeles; and serving as the founding Executive Director of New Schools-Better Neighborhoods, an L.A.-based nonprofit that develops creative, com- munity-based solutions for school and housing development. Mr. Smith earlier developed affordable housing and served as the editor/business manager of two industryy publications, ® TI7e .Planning Report and Metro ltwestn~em Report. He is President of the Westside Urban Forum, a member of the Urban Land Institute's L.A. Executive Council. and sits on the Board of the Transportation & Land Use Collaborative. Education University of Southern California, Masters of Real Estate Development University of California, Los Angeles, Bachelor of Arts in Linguistics Consulting Portfolio • North Gaffey Street Pilot Plan • City of West Hollywood Park Master Plan • California Department of Transportation NE Los Angeles Transit-Oriented Revitalization Project • City of Los Angeles, Community Redevelopment Agency Wilmington Industrial Park Development Strategy • Los Angeles Unified School District Affordable Housing Development Program • Eagle Rock Community Revitalization & Preservation Corporation Parking-Based Neighborhood Revitalization • Sunland-Tujunga Neighborhood Council Commerce Avenue Village Neighborhood Revitalization • Coast Community College District Real Estate and Development • Eagle Rock Neighborhood Council Neighborhood Revitalization Development Analysis u MDA Johnson Favaro Ar<h irecture onr! f/r6on Design Colorado Boulevard Pilot Study Streetscape Aerial Eagle Rock; CA Statement of Qualifications A'orth Gaffey Street Pilo! Plan Aerial C%iew San Pedrq CA Commerce Avenue b'illage Plan Aerial Diagram b'unland-Tujunga, CA MDA Johnson Favaro arc hlrearu re one Urban Design ,,r- ,y~ l ~~`~;,~~~,° Std. ..-x ~r.. r ' , wx ~~,~ ~li)z s.~.. j ~ ~~ , ~ ~. r (. - s r ' ~r~" ~' ..V ~f! ~ ~r~`... Lang Ranch Convnunity Park Master Plan (Iteris) ~, ~ ~ s `~ `'' ` ~- ~`~.ti - ~~:E~ n Discovez7~ Center Site Plan (lteris) Cost Estimation Davis Langdon Contact: Rick Lloyd 301 Arizona Avenue, Suite 400, Santa Monica, CA 90401 T: 31.0-393-9411 F: 310-393-7493 www.davislangdon.us Davis Langdon provides comprehensive construction cost planning and management ser- vices, including establishing construction and overall project budgets, monitoring costs and schedule throughout the design and construction phases. Facilities management ser<rices include providing life cycle cost analyses and budgets for operation and maintenance. Founded in 1974, the firm has offices in Los Angeles; San Francisco, Seattle, Sacramento; and New York and is a member of Davis [_angdon & Seah International, one of the largest and most established construction cost consulting groups worldwide. The international group has some 2,300 staff in 80 offices. The firm consults with major corporations and institutions, and some of the most prestigious design firms in the world. • Manhattan Beach Community Facilities Strategic Plan, Manhattan Beach, CA • Plummer Park Master Plan & Feasibility Study, West Hollywood, CA • Huntington Library & Botanical Gardens Master Plan, San Marino, CA • New 10th Campus, University of California, Merced, CA • Four Parks Antioch Master Plan, Antioch, CA • Santa Monica Beach Improvement Group (B.I.G.), Santa Monica, CA • Old Pasadena Streetscapes and Alley Walkways, Pasadena, CA • Yosemite Falls Corridor Restoration, Yosemite, CA • Grand Avenue Realignment, Los Angeles, CA Traffic and Parking Iteris, Inc. Contact: Steven Greene 1700 Carnegie Avenue, Santa Ana, CA 92705 T: 949-270-9400 F:949-270-9401. www.iteris.com Iteris is a leader in the traffic management market delivering total solutions for public and private sector clients in key markets worldwide. We develop and apply advanced technologies to reduce traffic congestion and improve the safety of our surface transportation system. We combine our expertise in hardware and software engineering, image processing, and traffic management to develop sophisticated systems that reduce travel time, reduce congestion, enhance transit operations, provide safer mobility; and improve the overall quality of life. By applying advanced engineering, best industry practices, experience and imagination, Iteris develops end-to-end solutions that solve traffic problems today and allow for future growth and flexibility. • Manhattan .Beach Community Facilities Strategic Plan, Manhattan Beach, CA • Hollywood Freeway Cap Park, Los Angeles, CA • North City Specific Plan, Cathedral City, CA • West Hollywood Park Master Plan Traffic and Parking Study, West Hollywood, CA • Griffith Park Master Plan Traffic Study, Los Angeles, CA • Taylor Yard Park Traffic Impact Study, Los Angeles, CA • Lang Ranch Community Park Traffic Impact Study, Thousand Oaks, CA • Malibu Local Coast Program, Malibu, CA • Whittier Narrows Discovery Center Traffic Impact Analysis, Whittier, CA Statement of Qualifications Rreiv IOtlr Campus Plan University of California, A4erced (Davis 1 aragdonJ Community Center Plummer Park Master Plan (Davis LangdorzJ s ^ PROJECT APPROACH Urban Design & Planning in the Municipal Setting A plan reflects a community's vision of itselfand its future. It conveys and supports this vision through the planning, design and management of the physical environment. It is a vehicle for building collaboration and consensus within a community on that community's shared purpose and goals. And it is a practical guide for the achievement of those goals through the development and improvement of the physical environment. The city's plan should be rooted in its history, meaning, and vision of the future-and also in a detailed knowledge of the physical environment. A good plan synthesizes the specific, concrete, and tangible needs and parameters of a place with the less easily defined but no less real spirit of the place. It is in this way that a successful plan reflects the culture of the area, and enhances the unique character of the community. The quality of a city's outdoor public spaces-its public squares, streets, parks, courtyards and gardens-are the- necessary infrastructure which makes a city a place that is more than the sum of its parts. These spaces foster communication and interconnection within a com- munity by providing places for people to meet and interact and by promoting the sense that city is a shared place. Open spaces are often more evocative and memorable than any one individual building. Together these spaces form an integrated whole, the civic structure, ® which gives form to the public realm. Buildings, though, can make outdoor spaces more legible, useful, memorable, and beautiful. An increase in architectural density, if an•anged with care and understanding, can strengthen and clarify a city's civic structure. A plan is a vehicle to harness these changes and use them for the city's overall benefit. Throughout the outreach and planning process, the design philosophy that underlies our work will be fundamental-the idea that urban design and planning is a social art, whose primary role is to create and define the public realm. We believe that the planning process succeeds when it brings together an in-depth understanding of the needs and desires of all of the community's constituents within. a thoroughly developed and shared vision ofexcellence. The pragmatics ofan urban plan can be accomplished dutifully by many experienced firms. Marketing analysis, population projections, circulation, parking, environmental and historical analysis, development criteria all must be thoroughly researched and carefully addressed. But the plan must do more than address numerical and factual issues, for it must inspire a groundswell of enthusiasm within the community and its political leadership. Our approach to planning is cyclical, collaborative and iterative. The key to success is threefold: 1) Understand the goals, purposes and vision of the community. 2) Talk early and often with the community's constituents, stakeholders, interest groups and representatives. 3) Test what you hear by producing physical alternatives. The planning process must address both "private" and "public" interests. Each active par- ticipantmust be involved with all phases, and accept responsibility for the implications and effects of their individual agendas. All must pledge to serve the good of the whole. And private agendas must be tempered with respect for the public good-for the promotion, development, and quality of the community as a whole. MDA Johnsonb Fao a 90 c'~ J~ rE ~ ~J ~ ~~v ~ . I ~~ a C-t h ~ - ,~~ ,11, ~ ~~ ~~~, [~~ ^ t~ C~ ^ ~do o .~ -=~: ~ ~ E s F_stero Park A4aster Plan ~~ >~ ~~~ Vicinity MaP And finally, to do more than just create a plan on paper-we develop policies, principles, Estero Park Master Plan and and guidelines for site, building and landscape design, and we make recommendations for /s!a 65stnConununityCenterPrnject /sla Vista, CA the community's internal process of maintaining, reevaluating, and extending the plan well into the firture. 0 Project Approach lsla Vista Connr7unity Center Model Viem /sla Vista E.risling Conditions Aerial I%iew MDA Johnson Favaro Arc hit ecrure anA Urbnn Design ~~ ~ ; / ~ f ~.^~ ~l-y~ i ~/ r -' t u ~ . f'~ ~~! 'h; u •~ ~ ~L ~1' '- ~~~ ~: E i' 1 f,; ~!- , Site Plan ..:,~ V~G~.CJI~! 2~ .r 1 -.~ ~+ t f c-..f j ~ =tee F~ M, .~. ~, 1 T, ,.,' Parking Plan City ~f 14'es1 Holl}mood Library- K•. Almaicipal Garage Wes! llolhnrood, CA Visual Intelligence It is the conviction of this practice that planning and architecture are at the cusp of a new and promising era in Southern California. The increasingly sophisticated involvement of public agencies and communities in planning and design and their growing consciousness that sound planning and community involvement work together to further the interests of both the public and private realms have set the stage for a more positive, cooperative and effective planning environment. We are uniquely positioned to assist our clients to flourish within this evolving new world having developed over the long term a practice dedicated to the principle that urban design, landscape design and architecture in the context of sound financial planning and effective outreach are inexpendable in the successful ste~erardship of public sector planning and de- velopment. It is our philosophy that the unpredictability of the planning and development process can be minimized through serious research and study-through drawing and outreach-up front and before burdensome financial investment in any given project is necessary. The roles that urban design and planning through visualization and the related feasibility study play in the creation of predictability is key; the physical forn~ of such studies crucial. The creation of visual materials in the forn~ of diagrams, perspectives, renderings and models is the most effective way to navigate the complexities of any given project, to mosi effectively communicate ideas and to predict the challenges and obstacles ofa p-•oject for all interested parties before they happen. These are the tools which more than any other create common vision and shared expectations and the resulting minimization of unpredictability in the process. No master plan, design concept or project pro forn~a should be created in tl~e absence of such crucial visualization and related preparatory work. Across California planning and zoning ordinances, design review boards, codes, covenants and restrictions have been driven more than ever by a sense of frustration with the failures of planning and development and the quality of the architecture built since 1970-and in most cases, rightly so. However well intentioned these efforts were they were and are the wrong solutions for what is a far more complex and subtle challenge-a challenge that requires a kind of professionalism that is reliant less on legal formulas, numbers, charts and written materials and more invested in visual thinking-a kind of thinking of which most of us are unaware or dismissive and by which a lot of us are intimidated. It is clear to us that progress will be made when we as communities and participants in the creation of the built environment communicate through visualization-and that community planning will only improve when such practices are integrated into the process. Visualization in the context ofcomprehensiveanatysis and wisdom gained through hands-on planning and building experience is the foundation upon which our practice is built. We are poised for those willing to rise to the real challenges of our institutions and cities today and the limitless opportunities those challenges afford to invest our skills and our knowledge to their fullest in the realization of our clients and communities' highest aspirations. Project Approach Computer Mode! I%ie++~ A4odel I%iew Effective Outreach Effective outreach is critical to both the creative process and its outcome. Our experience in the stewardship ofcomplex planning and building projects in the municipal and institutional settings for public agencies is extensive. Our philosophy of outreach is based on the conviction that: a) Listening on our part is fundamental to the purpose of outreach; and b) Presentations in large group formats, public forums and workshops as well as presen- tations to regulatory boards and agencies are most effective when preceded by a rigorous and thorough airing process in small groups and one-on-one interviews with the core users, the core client group(s) and those regulatory agencies and stakeholders most closely affected by or influencing the outcome of the project. ^ Only upon verification of the project's program, budget, overall planning strategy, design direction and viability at the more personal, individual and intimate level of interaction with .leadership, stakeholders and interest groups can the project be "rolled out" into increasingly expanding public venues. Complex conversations are possible in small groups; as the group grows the conversation must by necessity simplify. What distinguishes effective outreach from just "going through the motions" are the fol- lowing: 1) Sound preparation on the part ofthe design team such that visual materials; background research and documentation are created to give structure to conversations throughout the process. The submission of an agenda that organizes each interaction well beforehand allows the participants to gather their own thoughts in preparation for the meeting. 2) The ability of the design team to draw out pertinent information from the stakeholder is critical and besides listening well, depends on the quality of questioning brought to the table. Everyone is afforded the freedom to speak freely and is encouraged to do so; however, the design team must have the ability to understand which information is pertinent to the subject at hand, which will have influence on the direction of a plan or design. Only through thoughtful questioning and "reading behveen the lines" does productive communication take place. It is important, therefore, that the principals directing the work back in the studio are present at these interactions. 3) Comprehensive meeting notes and visual documentation that record generally and specifically each interaction are critical to forwarding the process. The notes and doc- umentation afford the stakeholder the ability to verify that we heard what we said, that the stakeholder said what he/she meant and/or that the stakeholder wishes to amend and/or delete or modify what was said. MDA Johnson6 Fao a 90 EFFECTIVE OUTREACH • Small to Large Formats • Good Questions • Comprehensive Meeting Notes • Sound Preparation • Effective Visual Tools Project Approach First A4cmhaflan Bench Community Meeting Firs! West Flop}mood Park Pub/ic Fonrm /sla 1%isla Commrrnit}~ Outreach Fonrm lsia Vista Community Outreach MDA Johnson Favaro Architecture and Urban Design Tonight Probe rnremean scone a Prone.. summary oI Raconnaiesarrce a Anaysts Phase Preliminary Speculatlona Newt Stapp City of Manhattan Beach City Council & Commissions January 23, 2007 Project Approach Community-Based Participation: The Role of the Presentation Effective outreach requires; among other things, the ability to make complex concepts simple; to build consensus across a community with a wide range of interests and priorities, and in the process inspire the community and its leadership to act. The following are examples of presentations in a public setting that were only part of a larger program of outreach, but which are nevertheless representative of the kinds of communication that are components of successful outreach. 1. County of Fresno Health & Social Services Campus Master Plan This 30 minute presentation to the Board of Supervisors of the County of Fresno was presented to an audience of over 200 (and many more via video) consisting of a diverse group of constituents and community members from across the County and City of Fresno on September 27, 2005. It represents a summary of the results of the Reconnaissance R; Analysis phase of the comprehensive master plan for the County's 32-acre site in which 1,000,000 SF and 4,500 parking spaces are to be accommodated within a residential area of east Fresno. The presentation is the culmination of a three month outreach process and was given in various forms to a variety of audiences including County staff, neighborhood groups and regulatory authorities over the course of the three month phase. It summarizes the "facts on the ground" and preliminary speculations for both a shared vision and point of departure for the subsequent development of the master plan which will be accomplished in the next phase "Option Development" currently underway. The presentation is both analytical and visual in nature maximizing clarity and logic on the one hand and inspiring. consensus building imagery on the other. 2. Manhattan Beach Facilities & Open Space Strategic Plan This 45 minute presentation to the City Council and four of the City's Commissions-Plan- ning, Parks and Recreation, Cultural, Library and Public Works-summarized the four month first phase of this comprehensive planning project for the City that began in July 2006 and will conclude in September 2007. The plan lays out a strategy for the long term redevelopment of four of the City's parks and the replacement and expansion of most of their existing community and recreation facilities including their new library, a new aquat- ics center, indoor recreation center, multipurpose community center, a senior center, teen center, skate park, community theater and visual arts center. It is the largest capital project in the City's history. The presentation summarized the findings of the Reconnaissance and Analysis phase of the project which consisted of an assessment of their existing facilities, a comprehensive needs assessment outlining program needs for new and expanded facilities and an extensive program of community outreach which included over sixty meetings with stakeholders in the outcome of the process as wel I as interest groups such as community and business organizations. This presentation is only one ofmany that have been given in a variety of settings and forn~ats to a wide spectrum of audiences throughout the course of the project. 3. City of West Hollywood Municipal Library This 40 minute presentation was delivered at a community forum during the initial stages of the design of the City's new 32,000 SF library, public meeting room, cable television station and municipal parking garage in West Hollywood Park which will begin construc- tion in 2008. The presentation was given as a prelude to small group discussions and large group report back in which the basic tenets ofthe design ofthe library, its program elements, configuration; character and identity were considered and evaluated by the community. The presentation laid out the requirements of the building program, the challenges and oppor- tunities of the site, the variety of approaches to the design of the building including how one creates a civic building in a neighborhood and City that is heterogeneous in nature. The purpose of the presentation was to make the design process transparent for the community, allow for authentic participation in the development of the design and to all of those with an interest in voicing how the building will work and how it will look. Fresno County Board of Supervisors September 27, 2005 N%sr Holl}mood Librar}> CommwriRr A>eetnrg Fehrrrar~r l2, 2005 t ^ e 0 ^ Overview of the Workplan and Schedule Our Workplan is founded upon a three phase process that spans not less than twelve months nor more than sixteen and which incorporates the scope of work outlined in the original RFP dated October l5, 2008. The first phase, Reconnaissance and Analysis, consists of research, interviews with key constituencies and physical, operational and fiscal analysis. Observations, goals and pri- orites are articulated at the conclusion of this phase. The next phase, Option Development is the most dynamic of the phases during which options are hypothesized, added, deleted, combined, edited and refined. At its conclusion a preferred option or options and a roadmap for their achievement (referred to as the "Action Plan" in the RFP) are articulated. The last phase Final Documentation, records in final comprehensive form, both graphic and narrative, the prefenred option(s) including planning and zoning documentation, design concepts, and accompanying physical, operational and fiscal analysis. The Program of Outreach is fully integrated into the work plan and occurs throughout all phases of the project. Duration 11%eks Start Finish Mobilization 3 1 /5/09 1 /23/09 Reconnaissance & Analysis 26 ]/26/09 7/24/09 Option Development 26 7/27/09 1/22/10 Final Documentation 8 1/25/10 3/19/10 Total Project Dtn~ation: 63 Program of Outreach A4obilimtion Recam. O tioir Finul Meetine N%eeks 1-3 cPr AtactA-.cis Development Docutttent. Suhlotals Weeks 4-29 li%eks 30-55 11'eeks Sh-b3 Project Manager 1 4 4 1 10 City Staff 0 8 8 0 16 Parks & Recreation Commission 0 1 2 1 4 - City Council 0 1 2 1 4 Community Stakeholders & lnterest Groups 0 8 8 0 /6 City Wide Community Meetings 0 1 1 1 3 - Totals: 1 23 25 4 53 ' General nse. serrice.c, park and conuttunity Jacilit~, users, honrcawners, schools. husittess interest groups and others. MDA Johnson Favaro 4rch ilec[ure and Urbon Defign Project Approach MDA Johnsonb Fao a 90 Preliminary Detailed Project Workplan: Key Tasks and Deliverables Weeks 1-3: Mobilization 1. Identify City staff, constituents, stakeholders and interest groups. 2. Create decision-making hierarchy organization chart. 3. Finalize and distribute «~ork plan, program of outreach and project schedule. 4. Establish internet based information exchange and community forum (Blog). Weeks 4-29: Reconnaissance & Analysis Assemble S Revie~~~ Existing Documentation 1. Review previously completed City of Rosemead planning documents. • City of Rosemead General Plan • Cih~ Ordinances, Regulations & Policies RE: Prn-ks and Recreation Canponent of General Plcn~ • Pre-Existing Pcn•k Alaster Plans or Other Plannir7g or Design Docr-unents • Pre-Existing Facilities Needs Assessnrenls 2. Review and interpret existing relevant city-wide, local and regional demographic data. 3. Collect, review and assess existing and potential site data. ~Hista•ical documents, building as-bc.rilts, site plans, planning histor~~, existing zoning, existing geotechniccd, n•a~fic and pm•!`:ing dater, statistics rn~d/or reports, easen~er~ts, covenants, deed restrictia~s and other pertir7ent information rn~d documentation. Analyze Levels of Service of Existing and Potential Facilities 4. Compile an inventory assessment of all existing parks, trails, open space, and recreation facilities as well as general rise/service facilities (i.e., City Hall, Public Services Center, and maintenance facilities) and their service areas. 5. Provide a comparative analysis to communities of similar size and density, using region- ally and nationally accepted standards. 6. Consider the capacity of each facility found within the system (general use, service, community and recreation facilities) as well as functionality, accessibility, condition, comfort and convenience, and expected life span. 7. Record deficiencies or substandard elements of each site and/or facility. 8. Develop arehabilitation/replacement program and recommended hierarchy of priori- ties. 9. Identify and map Rosemeads's public parklands and available and/or potential sites. 10. Identify and compile existing programs and services operated by the City of Rose- mead. 11. Investigate, inventory, and classify all public, private, or commercial organizations involved in park and recreation activities and other municipal services within the City of Rosemead. Document Existing Sites and Facilities Graphically 12. Create city-wide key map locating all existing parks, general use, service, community and recreation facilities and potential sites. 13. Photograph major sites and facilities and assemble into coherent format. 14. Create existing conditions site plans for major existing and potential sites (to include surrounding streets c~ neighborhoods). Project Approach ^ ~ MDA Johnson Favaro Arch irerrure and (Irban Design ^ ^ Analyze and Document Graphically the Analysis of Existing Sites and Facilities I5. Create city-wide and site specific existing conditions diagrams of major sites. Including >>ehicular circulation, access and parking. 16. Create city-wide and site-specific analysis diagrams. ^ Land-use • Geographic Context • Description of basic site physical features • Site constraints and opportunities • Facilities opportunities • basic ohserilations on operation, adjacencies, etc. • Planning principles Analyze and Document the Analysis of Existing Facilities' Physical Status and Use Patterns 17. Review, document graphically and analyze current use patterns of facilities and sites 18. Review parks and existing indoor and outdoor facilities assets and compare with best practices of comparable communities in Southern California. 19. Create Cun•ent Facilities Conditions Assessment and Deferred Maintenance Program. Confrrm physical status of all existing,facilities: remo~lal and/or replacement, renova- tion and/or addition, repair and/or upgrade. • Identification of current deficiencies and the costs to repair [hem • A 1 S~~ear forecast of maintenance costs itemized into the main areas of inspection • A cost to replace the facilitiy (ifdeemed necessary within l~ years) • Identify ongoing maintenance policies and practices ^ Document Near Term and Long Term Facilities Needs 20. Identify the City's and community's 15-year needs for active and passive recreation program development and general municipal services. 21. Review and analyze current department service levels relative to existing financial and human resource allocations and make recommendations for addressing gaps in service 0 provisions. 22. Determine parks, recreation, facility, and service trends that will fundamentally affect municipal services for a fifteen year period. 23. Based on the review and research described above and the findings of the program of outreach create a prioritized fifteen year city-wide and site-specific concept inventory of facilities needs. ^ Summarize Findings 24. Articulate observations, opportunities and challenges for future programs and services and the sites and the facilities that must accommodate them. 25. Combine, articulate and illustrate graphically the planning principles generated from the observations. 26. Articulate a vision for city-wide and site-specific array of general use, service, com- munity and recreation facilities. 27. Publish and distribute written summary offindings of Reconnaissance & Analysis phase (Preliminary Report). 28. Post swnmary of findings of Reconnaissance & Analysis on interactive website. Project Approach MDA Johnson Favaro Arc hltecrure one Urban Design Weeks 30-55: Option Development Website Coordination 1. Receive public comment from interactive Website. Create Program Distribution Alternates 2. Based on preliminary assessment of needs, existing facilities assets-and their physi- cal status, assemble facilities summary outline program descriptions, including major components and their space needs into consolidated Excel spreadsheet format. 3. Create alternate city-wide and site-specific program distribution diagrams. O>>eralLfacilities dimensional and operational requirements; basic adjacenc~~ reyuire- ~nenls; basic blocking and stacking Develop Facilities Site Area Needs and Configuration Alternates 4. Analysis of facilities area needs compared to site capacities. The sizes of things: site coverage, building n7assing especially regarding foothrint needs of indoor and outdoo~° recreation facilities. 5. Alternate city-wide and site-specific facilities location and pre-schematic configuration studies. 6. Alternate parking facilities location and configuration studies. Develop Master Plan and Master Plan Implementation Alternates 7. Alternate site specific regulating and illustrative master plan studies. Prioritized phase I, frve year and frfleen year plans. 8. Alternate site specific circulation plan diagrams: auto, pedestrian, bicycle, service. Prioritized phase I,.fi~re year and fr.Teen year plans. 9. Alternate site specific landscape and open space studies. Prioritized phase I, five year and frfteen year plans. 10. Create alternate overall site development standards and facilities design guidelines 1 I . Coordinate with landscape architect in the creation of alternate overall landscape design guidelines. 12. Coordinate with traffic and parking consultant in the creation of comprehensive vehicular circulation and parking plans. Create Qualitative Imagery 13. Compile imagery to establish character and aesthetic direction of each site deemed appropriate for development. 14. Alternate perspective views with emphasis on open space and relationships with sur- rounding neighborhoods. Prioritized phase I, fi>>e year and•fifieen year plans. Cost & Financial Analysis ' 15. Provide information required to develop a 15-year detailed funding and financing plan-including costs to implement the recommendations for development of new parks and facilities and for the renovation of existing parks and facilities. Project Approach ~ MDA Johnson Favaro arrnire~rure nne urnnn Design ^ 16. Segregate costs resulting from the correction of current deficiencies from those neces- sitated by growth from new development and from those that result from increases in existing standards. 17. Prepare cost projections in current dollars for the recommended priorities for capital improvements. Cost estimates shall include acquisition, capital improvements, opera- lions (i.e., programs), and maintenance. Summarize Findings 18. Written and graphic summary of results of workshops, meetings and interviews. 19. Written and graphic summary of findings and conclusions of this phase. Including but »ot limited ter facilities distrihution and program ozitli~~e, preliminary site specific• preferred alternative master plans, preliminary action plan preliminary opinion of prohable construction costs for Phase /, fine year plan only, assessment of project implementation and phasi»g,for Phase 1, five year and fifteen year plans. 20. Post summary of findings of Option Development on interactive website. We eks 56-63: Final Documentation Fin alize 1\laster Plan Regulating & Illustrative Plans Prio ritized phase 1, fine year and fifiec» yem• plans. 1. Building sites regulating plans. 2. tllustrative city-wide and site-specific master plan. 3. illustrative city-wide and site-specific landscape and open space plan. 4. City-wide and site-specific land use and facility dishibution diagram. 5. Site-specific circulation diagrams: pedestrian, bicycle, public transit, emergency and service. 6. Site-specific vehicular circulation and parking diagram. 7. Overall site development standards and facilities design guidelines 8. Overall landscape design guidelines. Create Qualitative Imagery 9. Perspective Views. Prioritized phase I, five pear and fiftee~~ year plans. 10. Basic 3-D illustrative massing diagrams. Prioritized phase I, five yem- a»d fi, fieen year plans. Create Action Plan 11. tncorporate into final document the existing sites and facilities inventory, programs and services inventory, and existing sites and facilities condition assessment. 12. tncorporate into final document the programs and services and sites and facilities needs assessment. 13. Incorporate into final document a comprehensive facilities removal, upgrade and/or renovation and/or addition plan as well as on-going operations, maintenance and repair policies and plans for same facilities. 14. Document final recommendations for operations, statfing, maintenance, programming and funding needs of major sites. 15. Document final programming plan based on facilities assessment, peer community facilities assessment, needs assessment and community priorities. P t A h rojec pproac MDA JohnsonbFao a 90 16. Document plan for acquisition. and development of park land, recreation facilities, open space, trails and parks in the future. 17. Prepare recommendations for updating existing park ordinances and fees 18. Prepare a priority schedule for implementation ofprograms, capital construction, facility renovation, and land acqusition and rank by order of most to least feasible. Summarize Findings 19. Written and graphic summary of the results of this phase in bound published report with narrative, diagrams and images. Open Space, Parkland, and Public Trails Along Edison Transmission Corridor Feasibility Study 1. Review project area. Important consideration must be given to the logistical challenges of resource conservation, security for unstaffed facilities, and accessibility through private property. 2. Evaluate preliminary feasibility of potential park uses and desirable facilities. 3. Provide plan and recommendation for property tenure. 4. Identify any requirements and/or agreements necessary wtih Southern California Edi- sion and/or other existing property owners. 5. Prepare estimated cost for property lease and/or acquisition. 6. Prepare estimated cost for capital improvement. 7. Prepare estimated cost for maintenance and operation. 8. Identify liability and other risk exposure the completed project may have on the City, other agencies, and adjacent property owners and how to mitigate. 9. Identify funding sources for all aspects of the project -acquisition, improvements, and maintenance/operations. 10. Provide assessment of public use traffic and volume. 1 ] . Identify all possible fnancial resources available for all aspects of the project develop- ment and operation. Project Approach ~ ^ s ^ ~ ®^ a ®®^ ^ ^ ^ ^ ^ ^ ®®®^ ^ ^ ^ ^ ^ ^ ^ ®^ ^ ^ d 3 0 A O `m a A 0 7 n T a z 0 n 0 Z 0 0 Z A O C (/1 D z m x O O w z A N O 4 f m° n O m G1 N v ~ ~ o ~ 3 T ~~ N N ~ ~ ~ 7 d ~, o ~ O 3 ~ m ~ ~ N y. w ~ N N N ... o ~ ~ = ~ m ~ W 3 0 w m o ~ b ~o 0 ~' ~ ~ g N m o D D ~ D D 3 - ~ S W C d 3 ~ ~ m C - ~ c ~ s ~~~ , ~Qr ~ O• d_LI_ ' r m . . m Zaa < Ro - T 10 O O ~_O-O x m A N O TI a .tee n < o ip ~ m e y~33f 1D-N- °~£ p ~ ~ ~ ,bo d .p. .p. ~ p Z, % ~ ~ - n c z~ r 1D m m y HN ~ y f 40 °. o ~ o D.v > > ? - , m d -' ~ e ~ m ~ °1 m %p, o ~-~-z- 3 ~ - m-~ ad ~ °a T N d 7 ~ {70 J ~ ' w 00 00 y ~ ~, N , (O N ~ _ ~ W A d °.~ N d ~p N N ~ m C1 = m O ~ N d m d N ~ N y o. ~ m .di T ~ m N n = N N A ~ d 'j m , ~ 3 ~ ~ b ~ o a d DISTRIBUTION OF PRELIMINARY REPORT JULY 24, 2009 b ~ - a `s0~0 b~04 . : r e ~ . ~ , ~~1~ ^^ V401. ,:~ ~ ( m b S m ` 3 ^ ~ ~ ~ '~ ~ O 0,., OO't i ' H a p~ -o- - : T~ W ~ T I Y N T d d p N tp ~ d. a 'n_ ~ ~_ d ~ ~ 3 c m F •' y D 3 7 d _N.o_` ° O ~ ~ fD ~ ~ ~ N ~.~ ' t. ,~ eo y. `z _ D C O O N O p m O ~ .1'l. ~ ~ ` ~ ~ !D D A ~ 1D ~ ~ --.. ~ ~ <~ . o. m ~ ,~ m ,r; 3 0- ~ ~~ ~ s _ 3 g ~ ~ ~ ~ _ W u ~ ~. ~ ' t ~ ~ C f o ra3 ?. m o = 3C . ~I H ~ = t ~ .. '~ ~ ~ o s = n '; y; ' D 3 A ;.y, is .. m m m = G'1 N N b `D S S ~ t . ~ ` m ` DISTRIBUTION OF DRAFT REPORT JANUARY 22, 2010 ° a D O ~ w C W N d f0 C ~ w d T ' ~ i . ~ <7 _T ~ ~ N ~ d ~ O LL - -3- H o. `z g ~=o d c s~ a "' ,m ~ ~ G S ~ d d m-»a m gy '^ ~ H = ; m a o ~ DISTRIBUTION OF FINAL REPORT MARCH 19, 2010 ~ D C7 r m U1 3 D N m v r D Z m v C r m D iv ^ ^ ^ ^ ^ ^ ^ s MDA Johnson Favaro Architect urr and Urban Dr~ign F'\ ` ~ - ' , :,,.,rr 4. w.aaTr. __.. , ' wl:~xt*uier c= ~PUi• ~~ t ~ MARINE AVENUE ti; ~ ., PARK ,~ ~ LIVE OAK PARK 'tnt ^ - 4AAIkR4Vq ~ ~ , C~NR '. \ ~ .. \\ i. .rh , 1L tiy„ N ~~ l +'' ~~~ MBUSDBEGG POOL " ~ NM FORMER MBI SITE y~ ' + (TEMP POLICE FACILITY) •ULRIG F POLLIWOG iA. f ~NMir! . .:G•0']L YF"D3'R3 ! ~ Tilt P( 6 I~ ,y~Tt ~t ~~ 14Gn"k C9 _ ~I MBUSD t wNATTAb tg . ~{ - CIVIC CENTER MAINTENANCE FACILITY ~~ ~- ae LIBRARY SITE .. ' 4,. ~ MANHATTAN HEIGHTS ~ ~ ; POLLIWOG PARK ~,;- PARK PARK ADJACENT MBUSD SITES .~. naa>;gm, 4~ s„ y' ._ _ ~ 'M7RA COSTA \jl ; H SCHOOL F~o+st:Wx "Jf ~~ ~ //~/ 4uiRZitinr'r ~ ~. ~ - - - - The Major Candidate Sites The existing library site in the Civic Center, the "south panhandle " ofLive Dak Park, Polliwog Park and MBUSD owned sites adjacent to Polliwog Park, portions of Manhattan Heights Park and Marine Avenue Park are candidate sites for the location of new community recreation facilities. COMMUNITY FACILRIES STRATEGIC PLAN Manhattan Beach, CA MDA Johnson Favaro was retained by the City of Manhattan Beach in 2006 to assist in the creation of a comprehensive and long term vision and master plan for community and recreation facilities on various park sites within the City. Included in the scope of the project is a strategy for the planning, design and construction of renovated, expanded and/or new fa- cilities on these sites as part of a Phase I implementation effort. The Phase I plan is based on comprehensive community outreach and a needs assessment identified the community's highest pri- orities. It includes an outline building program and detailed cost estimate for each community and recreation facility deemed to be of highest priority. These include: a new municipal library, aquatics center, multipurpose community meeting center, multipurpose indoor recreation center, a senior center, teen center, skate park, community theater and visual arts center. The plan also includes strategies for the redevelopment of the City's two major parks, Live Oak Park at the heart of its down- town Civic Center neighborhood and the 18-acre Polliwog Park on the east side of town. At a total cost of $185M the plan is the largest capital improvements project in the history of the City. t _' , ~a~ ~-. ~'~, , ~ __ . ', '` 1 , ,. ~.w. _ _. • , _-e~.- '~ e ~ ... i~ j _ ~. `,~•y~- ~ W 4 ` ~' ~ l:>~r~j~a I Y. . ~wm Y. n , ~ , , e3 _,.__.~ 4 ~ se ,-: ~~ ~~ ` ° ---- - ®~ ~ a ~ ' a Geographic Suitability Cultural and community meeting and activity facilities are most appropriately located downtown. Indoor and outdoor recreation facilities are most appropriately located east of Sepulveda. Construction Budget: $185M Project Date: 2006-2008 References: Geoff Dolan, City Manager, City of Manhattan Beach (310) 802-5053; gdolan@citymb.infd Lindy Co-Juell, Assistant City Manager, City of Manhattan Beach (310) 802-5054; Icoe juell@citymb.info Richard Gill, Parks 8 Recreation Director, City of Manhattan Beach (310) 802-5403; rgill@citymb.info Related Experience /Customer References +ivt-~w~iiwvii ravaiv tnt,.~, r..r ~~n u.na n.lrp„ n_ i t !fi U JCH1~ClAiCR ltlviilY LW')N4 u+v1ViM )fIO1L VIM• 0~4GP]Ol N01CdRq'1l)6 (fMUY.tC.11. I1M 19N lei: 1W) o , CI o WY,,LRUK'Drt).~^v. iSVIrAJX L,R fMPW rw:l Lm OVrwk130GhJr kUw.c a r 2viE9. 1%3 IYa 1111 C ~ o :GEA1PE4n)Q.`f.[~.. 1V1IM[[IpVCN.ti W.OI. V[M1VtGtumun - Kta1:IRt CY1tq ful Faci/ides at the End of Their Usefu/ Lives. Approximately half of the facilities within the city's portfolio were built before 1970. They have received little to no upgrade since then and suffer systems degradation, widespread code violations, water intrusion, structural disrepair and other serious defects. These defects call into question not only their use to the community but also their safety; and, because of constant upkeep and routine repairs required to keep them minimally operational they have become uneconomical to maintain. Furthermore, most of them are severely inadequate in size and inefficiently configured so as to prohibit the effective delivery of comprehensive programs and services to the community of Manhattan Beach that are commensurate with standards of best practices nationally, regionally and locally. Begg Pool. Begg Poo/ Site Plan The pool is unsafe in several ways: it is too shallow, the plaster hasfailed, the concrete deck has buckled and cracked, the pool equipment isfailing, the lockerrooms lack adequate ventilation and daylight. Thefacility is remote in location, inaccessible, fenced in with chain linkfence and an imposition on Polliwog park. It is served by parking on old basketball courts that were part of the former Manhattan Beach Intermediate School campus accessed via a substandard and dangerously steep driveway. L ... ,l}~ 1,a iM1VKirT]P+K mLtiCNC+. ~f~x1.N1t14 YJxv'Vnlu"LVtIS• T.,7 eppagtJ~f!INOA 1Y61 'IG61 1G7: .1)1C's o ~ a . a. +rt968 19a 1937 ~~ a aurrrvacm~m roalcmarovaul6' uwat rl)ruxm vlm . csw,nes a,lm 1w Facilities Inadequate in Size & Configuration. Approximately half of the facili- ties within the city's portfolio were built or renovated after 1970 and are in a moderately stable state of repair. These facilities are structurally sound, with systems that are reasonably intact and they could expect to last another ten or ,fifteen years without having to incur severe emergency maintenance and repair costs. However, all of them are inadequate in size and ine,~ciently configured so as to prohibit the effective delivery of comprehensive programs and services to the community ofManhattan Beach that are commensurate with standards of best practices nationally regionally and locally. The library especially suffers from a lack ofspace, acoustical conflicts and an inability to provide programming that is routinely a part of the life of a typical contemporary community library in communities within the Los Angeles County library system. E.i)unp canallione Library Floor Plan Both the adult and children's libraries are undersized and inadequately separated so that there are constant conflicts in the daily operations of these two key components of a fully functioning community library The l ibrary lacks space and the ability to provide programming that is standard practice in the contemporary community library and as such is dramatically under utilized. A library is typically a galvanizer of a community while this one by virtue of its limitations is somewhat marginalized in the daily life of Manhattan Beach . Related Experience /Customer References The Library as Seen From Highland Avenue. ^ r ^ ^ ^ r r ^ ^ r ^ s ^ 0 LNE OAK PARK MASTER FLAN Manhattan Beach, CA The master plan for Live Oak Park is part of the comprehensive Facilities Strategic Plan for the City of Manhattan Beach. It calls for the removal of all existing community facilities in the park, the relocation of one ball field'and the expansion of park open space. Anew building is proposed for the south panhandle of the park closest to the Civic Center in the heart of downtown Manhattan Beach. It consists of three parts arranged around a common courtyard: a 28,000 SF library, 22,000 SF community center and 5,000 SF senior center. The co-location ofthese facili- ties on a site adjacent to the park is seen as mutually beneficial to all three components of the facility and the park. Locating children and seniors-traditionally the heaviest users of libraries and park-together in one facility with ample nearby meeting space invests life into all three ofthe building's components. This maximizes benefits not only to those two key constituencies but to the community as a whole. Parking is provided in a subterranean facility below the building and not the park. The plan allows for phased implementation beginning with the library and finishing with the senior and community centers. Related Experience /Customer References MDA Johnson Favaro Afchlr~cfuce on~d Urban ~Desi 9.n ~ t~ ~~ ~ t ~LJ f '-` ° ' ` 1 r \\\ ~~~> f~ lrk ~ ~ i r -I ~~~>1 I Y ~ - c~ ~ L i_.'.',. -i.~ ~~-~~'~ C,' }~'.~~'Y Live Oak Park Existing Conditions. Over the years this park has been filled up with buildings, ball frelds and outdoor courts, lighting ,fencing, equipment storage sheds and other paraphenalia-to the extent that there is no what one traditionally thinks of a park open space (grass and trees) left. Construction Budget: n/a Project Date: 2006-2008 References: Geoff Dolan, City Manager, City of Manhattan Beach (310) 802-5053; gdolan@citymb.info Lindy Co-Juell, Assistant City Manager, City of Manhattan Beach (310) 802-5054; Icoe juell@citymb.info Richard Gill, Parks & Recreation Director, City of Manhattan Beach (310) 802-5403; rgill@citymb.info Live Oak Park Completion. Completion of the facilities at the south end of the park requires the removal of the Joslyn Center. MDA Johnson Favaro Arrhilrrrure and Urban Drfign y '~ f _ K tM r$ r~--, t i . ~~ Lt ~ ~ J ~~"'~ .y I r d; L ~ _ i ~m_ ~~ d C ski ' '~, t :~ ~ i~,~i ~ C ~Y ~!~ n"i~Tn~ ~ .~~lr .. r _ ~a - rK ~ - ~ ouroooR~.~ ~ i~ ~.1~ fMt "'r"~ yy I~ BUILDIN081TE RECRE O Y t t I ~ _ ... "~ ~ OPEN OUTDOOR ~ 1` S f ~_ -~ •DPACE RECREATroN~, t, i ~- i-j' ~ s ~ RELOCATED VALLEY DRNE RO.W '- , 'zRC.''s -t`.: / zoFT.y` _ ' .T t~~ ~, i~ c ~T T ~{`•K DORSEY ~ ~u-t i..nt.!~ BETBAOK,t ., ~~ U t'~~..5. Y.I ~ ~ FIELD r` t~ "~--''-~4~~..~~ `r`te' ~t:l t ,~~r i~ A ~ ~,--~ ~ . ~ ~~ "~ r ~~_ r r :-~.,, i~ _ i ', t t ,~ i r { c f ~ ~ ~ ,~ - ri f " ti e~ Ia "L. ~ - ~~ .~ ~ g a j ,t-~~ ~ '1 I .SIB _ i'~ ~ ~' 'i-~ssra~ ~„~ ~ .max, ~ _ ~,-^ ~ tt~ ! i r S y L ~ c~ Ili ' ~C1 ~! f~ ~; l.t t _~\~ ti`s ~ i t~, `Y~ v r~7i ~^~ ,. ~{,.-I.~ t :`.~i~r`-sr <` ~I ~:"~.c. ;~ 2 ~~.,.- Regulating Plan. Building sites are limited to the area within the park south of Subterranean Parking. Parking for thefacilities and thepark is located beneath the freld and the site of the existing library within the civic center. the buildings and not the park. s o ~~ ~-~ tt "9 d ~ ~_ i f 't ''77 .. 3~r ~ pD ai { --~ --~ _ ~.' L 1e ~ ~t '^` ~ ~ IE ~I 1 ~~ ~ ~ ~' ~.<+tf `°~~~ .. F .~ ~ -- ~ 1. _ .I.~T~ ~~~ 4 ~ OPEN'iPACE I ~' f l"' D1~C-`~ 4 _" ® aasE V F ELD ! c1 of ~_ I~~ 1~ ~ ~.1~ ~ F 44, ~ 3 F 1 ' .~ ~ ''1x~1'ft7 I jj''' ~I I ~ _JLI~+~ J~ ' €I L~~ ~ ~ ~1r 1. 7.- ~; ~t1 ~ Q. r ~~_ rat ! ~~ K'~ . G:S _~ ~-~-~ °-. ~ ~, Expansion of Park Open Space. Increased park open space is achieved by removing on-street parking, narrowing and shifting the Palley Drive right of way to the east away from the park. Related Experience /Customer References I~ehicular Circulation and Parking Plan. Parking at Live Oak park is provided in two locations: 60 spaces of at grade diagonal parking and 130 spaces below grade underneath the library and community center. POLLNUOG PARK CHASTER PLARI Manhattan Beach, CA MDA Johnson Favaro Arrhirrrrurr and Urhan Dr~ign f` &~ ~~~~ ~`\. k~~~ The master plan for Polliwog Park is part of the comprehensive Facilities Strategic Plan for the City of Manhattan Beach. It calls for the placement of a single 60,000 SF building at the edge of the existing 18-acre park in which are housed the full compliment of indoor recreation facilties including atwo-court gymnasium, exercise pool, short term child care, concessions, multi-purpose meeting rooms and classrooms, community event rooms, aerobics and fitness studios and support spaces. Along side this facility are located an outdoor all-deep fitness pool and family recreation pool. Within the park itself are located new ball fields, a skate park, teen center and expanded park open space. The existing botani- cal gardens stay in place. Parking is provided below the indoor recreation facility and along side the widened and enhanced Peck Avenue right-of--way that forms the west boundary ofthe park. Related Experience /Customer References Polliwog Park Existing Conditions. Sites adjacent to Polliwog Park suitable for indoor and outdoor recreation facilities are the MBUSD owned Begg Pool site, the MBUSD maintenance facility site and the lower half of the MBUSD Intermediate School property (known as the "Peck Corridor"property). Construction Budget: n/a Project Date: 2006-2008 References: Geoff Dolan, City Manager, City of Manhattan Beach (310) 802-5053; gdolan@citymb.info Lindy Co-Juell, Assistant City Manager, City of Manhattan Beach (310) 802-5054; Icoe juell@citymb.info Richard Gill, Parks & Recreation Director, City of Manhattan Beach (310) 802-5403; rgill@citymb.info Po!liwogPark Master Plan. Indoor recreation and aquatics are consolidated along the west side ofthepark. Askate park and teen eenterare located on underutilized sites within the park adjacent to the middle school. New ball fields and expanded park open space will be located where buildings curreath• occupy key sites. MDA Johnson Favaro Arrh!(rr(urr and Urbon Drrign f~ iP7 : ~ nn' i b <YC,~"YLY~7f"iE ^-U.S. ~ y,~,~^ [7 of nl~ i _j~ 1(_ ~z ~ S j. tm a~ e> ~ ~O~'~° r-'~F f~la. 6.1 ~ ~' ~ JE ~jo- 1 ~f ' ' - ~ o ~.~~ ~ M~./., ;~ j ~(~ ~ ~,, a.. e .a -~ ~ ~ r r2~9rx~ ~ ~ ~~ ..1 O 1 ~~~~ ~ WH ( m r" _. V .~ ~D s Chi ~~ \ \ (~ ~' `r O e .r, ~ Q ~i ~ .r ~9 .i..- ~J ~l y 1~ ~pOpa) - ~~ ~~ l~ 1 ~a o -i v ~ ~-~~$ ~S-~$t3=t~t~e$ 8 8 8 I;~ -~ty~-}~- 7(,( (5b@6:58 rat ~' fi8p8• FL&6~' I F, # } ~i~.~-. ~ F ( - The Polliwog Park Master Plan. Sites within the park are liberated for additional recreational fields and expanded park open space. New facilities are consolidated on a site adjacent to the park. 9 1 y .r. ~ ~~ .;~'~ . , r ,~~' .~~~d` Iii ~ { ~~ - ~. ~ J. ~ I i 3yq i ..t ~ 110 SPACES _ 7~--.{' " ~ ,.,~ 'rjf~ ~ f '~ r~r l D BELOW GRADE p", ~~cw~ ( CO ^ E t r r ~( ~. (~o . ~t 3'Wto~ i i L~'1.~ I t , ( ~ -~ ;r, r : ••. I h' / 200 SPACES 3.• ~~`' 1 1 54 ~~ o U' ~ O O ~~~ ~ ,~ ~ AT GRADE ~~~t~ .~' ~'OO N ~ _ ~g`~ . ~4li{ . ~ ~ ,~~ `• O~ lCf j ...t L `f~ ~ T f:; M p~ ' u E ~j~ .. ..: _ Q~fZ•E:Y' .. `rG~ - r lei. 'LT: _ . ~ f ~~I '"tL"h~ ~~~` ~S`.~t f! 1 44 ~ ~I f3:" ~~. ~M1l~': 1{~.~' 1 Polliwog Park & Park Adjacent Vehicular Circulation & Parking /llustra[ive Plan. Parking is provided at grade along Peck Avenue and on the perimeter road surrounding the indoor/outdoor recreation facilities. Access to the site is given via Peck Avenue at Manhattan Beach Boulevard. 1 ~ ~; "u .r .. . ~ ; ~ r 1, ~ ~ ~. ~ ~ 1 f ,, ; ,, ( ~ T;~a x~ ~ y , 1 ''~ I ~ l.. 7 'i ; I ,~' , ~l ~; f s E J 'P 11 ~ r-` K T~ ..1. ~ ~~ = h 'Y EL r I S ~ 'S j ~. ! •~ 1 ~ s ~ 4,r ~ ~t ~ r 1 1 ~,~ ~ i 1 ~ _- ~ r r~ ( I . ~l ~ r 1 ~ r . a ~ i 1 , ,, ,: 1 . .. ~~ r n~ ~ ~ ~ l - ! . I 1.i "7 f fil I ¢~~''.i ~~ ~ f ~( t 1_ _ ~ ~ ~ ~ ~ ~ (~ ~ ~ jt_ l~ ~ n .o.f {mil . iTrrrewK i~ ~~' i ~ `~ I ~ ti ~.:°_ __.__ _ ~ ~ ` i --~ ~ i ; _.. ,: f~ _ - l~ 1j I ~f ,__.~~ ' 4 ~l ~, ..... . Polliwog Park and ParkAdjacent MBUSD Sites Regulating Plan. Areas desig- nated as building sites are limited to the lower half of the MBUSD /ntermediate School Site ("Peck Corridor') and a small portion of the middle schoolproperty just west of the gymnasium wing of the middle school. Related Experience /Customer References rvvg . u•n K . u•n n ~uacru ~cn npuoc ~rrunu uar vc ~ run. nu uuuu(ngo and pavement are removed from Polliwogparkadjacent properties east.ofPeck Avenue. nth the availability ojone of the MBUSD owned sites east of Peck for a new ball field the existing ball field within Manhattan heights Park can be removed setting the stage for future expansion of open space there. MDA Johnson Favaro Arrhlrrrrurr and Uib-on DrNgn ~,,. ~_ ~ ,v'" ~;,;,~ E City of West Hollywood, West Hollywood Park Master Plan mew of the Park WEST HOLLYWOOD PARK MASTER FLAN West Hollywood, CA The City of West Hollywood seeks to expand and enhance both the quantity and the quality of its public open space. Its parks are considered a critical asset as a shared, civic amenity. West Hollywood Park is one of the city's few existing parks and criti- cal in delivering services to the people of West Hollywood in the form of children's programs, athletic programs and facilities such as aquatics, tennis and softball, senior citizens' programs, festivals, fairs and exhibitions. In an urbanizing metropolitan environment with a lack of planned civic space a key challenge of this master plan is the reconciliation of the many demands made on the park balancing the need for increased civic open space with the need for facilities that provide basic services and amenities such as the swimming pool, courts and fields, and playgrounds. Most significantly the park will be home to a new municipal library and parking garage, whose site within the park is a driving strategic and formal choice in shaping both the library, the park, their relationship with each other and with the surrounding social and physical fabric. ;, - ~. r- ~ 4 ,~ ., , ~------~ ,~ ~ ~ ~ :yam ~ ~ ~~~ 4 ~ ~ C~-j`~ -x~,., ~ ~~~ .,. r - era c: City of West Hollywood, West Hollywood Park MasterPlan Phase I Construction Budget: $60M Project Date: 2002-2010 References: Paul Arevalo, City Manager (323) 848-6400; parevalo@weho.org Sam Baxter, Manager, Facilities & Landscape Division (323) 848-6321; sbaxter@weho. org Ray Reynolds, Director, Economic Development (323) 848-6575; reynolds@weho. org Related Experience /Customer References MDA Johnson Favaro Arc Atrrcturr and Urban Drripn Existing West Hollywood Park Oblique Aerial Vew from the Northeast Expanded West Hollywood Park Oblique Aerial Vew jrom the Northeast ~` ~~, ~___ L V ____ .. / r y~. i L.~~ ,~ r'' ~-~--. ~/f~ l r~ ,~ r.- "~ ~,~~ .?s" ~~_ t Q .~~ _~~ ~~ ,. Existing West Hollywood Park Open Space With Grass and Trees ,Q ~ p~ ~ k~ Expanded West Hollywood Park Open Space With Grass and Trees Related Experience /Customer References Existing West Hollywood Park Overhead Aerial mew Expanded West Hollywood Park Overhead Aerial mew Isla Vista Community Center ESTERO PARK ROASTER PIAN ~ COflflIwUNITY CENTER Isla Vista, CA This prof ect consi sted of an initi alpre-design phase which included a master plan for Estero Park, a detailed building program for the Isla Vista Community Center and a conceptual cost estimate for the construction project. The planning of the park and the com- munity center was a multifaceted, interactive and collaborative community driven process. The project included a master plan for Estero Park in which both the expanded park, open space and the outdoor recreational facilities as well as the siting of the community center with sensi- tivity tothe surrounding neighborhood, played an important role. Recreational facilities include a soccer field, basketball courts and a skate park among other's. Vehicular access and parking will also influence the park plan and siting of the community center. The community center will consist of an 18,000 SF community library, a 3,000 SF teen center operated by the local YMCA and a 8,000 SF multipurpose hall and support facilities. MDA Johnson Favaro ....~- `~~~ ``~` .~~ ~ ~~ ~-f ~~l~~~ ~~. 1, . ~ ..~ ~ ~\ ~ j(/~j' ~ ~~_~ J.. r Model dew Consttvction Budget: $8M Project Date: 2005 References: Derek Johnson, Planner County of Santa Barbara, Planning and Development (formerly General Manager, Isla Vista Recreation & Parks District) (805) 568-2072 Related Experience /Customer References MDA Johnson Favaro Ar~~trnrcu~eond Urban Or~ign ~~ -- ~-~ ~ . _4 ~~~ ~~ i (; j[i ~~l~^y'~ ~' 1 ~ ~ F 4 l ~_ i ~ t u ~~ x ~.~_ Illustrative Plan ~C~ ~i D1~ ~.- 1~ ~ ~ ~ -,~_- ---.~ o -~, _,. , ~ ~, _ ~ ~~ ~~ -,~ ~~~~ ~ ~~_ ~ ~ ~t ~ ~~n~~ (_f o~ © i Proposed Land Use Plan J~~c~a~_~ ~~ ~~ f ..R- - --- - - .- ---~--=~~1___~ ~ ! .J ~~~~~~ _- ~ ~ `; !" ~' 1 ~ ~ ~ i ~ ~ ~~~~ ~ ~ ICJ a Proposed Ground Plane Plan ~~a~ ~ ~'~°~~ ^ ~~ ~ _, ~{ a ~ ~~ ~= } GHQ Q ~ ~~~ ~ 4 ~ ~;~n ~ , Proposed Parking Plan Related Experience /Customer References ^ ^ ^ s ^ ^ ^ ^ ^ MDA Johnson Favaro .._._ . - _ ~ _~ ~ ~~ ' r _~ I ~ .~..~~ -___. i l d r ~ ~ i j'~ C A - `I ~ ~ _ i l ~ ~ ~ ~ ~t ~ ~(° t ~ -r ~ s ~ `~ t `t - . _.,,., «,_ r ~ _: s (` '~ t i i ~` 5 1 ,: I ,~ ~ . ,..~ _...__ ._-_ ~___.. ~ ~, i ~ f i , ~'. ~ t t ,F -,~~...~ :/"„~~L ~ X1'1 r.~~_.~ „~c~,~~ ~ .~. - ~,% _ r ~ -z-- i ~._ ~.s~^. i lrw.~ ~ ~-, ~ ~~ ~' ~ ~ ~ ~ -_ ~ ~; -- . __ ;, ~ .~ ~_ ~ ili u ~~'.;~'s e. j' V~. ~Il r~ ~ ~ i ~~~:.~f ~ ~I "E __ _ ~ _ _ _ _ ~ - _e _ ..... ~; , ~ r ~- i ~ L::l i~ L~ ~ ~ Li ~ -~'j C ~ L1 ~ ~'..i ^ t ~ I ~ 7 7{ ; r ' k i~ ~ ,j ¢ Plummer Park Master Plan PLUMMER PARK MASTER FLAN West Hollywood, CA Over the years the 8-acre Plummer Park had grown to become a disjointed labyrinth of small open spaces, basketball and tennis courts, and community buildings. The park's amenities were disconnected from each other, creating a haphazard overall de- sign and sense of isolation from the surrounding neighborhood. The goals of the master plan are 1) to dramatically increase the quantity and quality of open space and 2) to provide overall co- hesion within the park while improving its relationships with the surrounding neighborhood. In so doing the plan needed to both increase opportunities for future recreation and community facilities and provide a roadmap for future growth. Major unin- terrupted open space has been consolidated into a central Great Lawn providing space for unprogrammed recreational use as well visual relief within the park. The plan includes the creation of an integrated network of paths and promenades across the park and a water fountain at the heart of the park. The plan calls for the appropriation of three commercial properties along Santa Monica Boulevard for the creation of a linear public garden along the boulevard as a foreground to future new community facilities. Parking is concentrated at the north and south ends of the park. Related Experience /Customer References -~ _„~-,~ P/ummer Park Master Plan.The removal of Great Hall/Long Hall and the consolidation of recreational facilities at the north and south sides of the park create the conditionsjor the Great Lawn at the heart of the park A waterfountain and a paved promenade link Vista and Fuller Streets further integrating the park into the surrounding neighborhood. Construction Budget: n/a Project Date: 2003 References: Paul Arevalo, City Manager (323) 848-6400; parevalo@weho.org Sam Baxter, Manager, Facilities & Landscape Division (323) 848-6321; sbaxter@weho.org Ray Reynolds, Director, Economic Development (323) 848-6575; reynolds@weho. org MDA Johnson Eavaro Arr hirer rurr and Urban Orripn I `~ rT~-~I~~ r~ If 1 1 I ~ i 4- ~ ! ~ I ~l ~ r ,_ ~,._~,3 n r~ i ~ ~ C ~ cti ~ -, ~ { Ir ~ ~. _ F ~r ~ `'ref ~ -I ~i .~i _~____ _ _3 ; C i _ _ _ r=--~-n c~ r_ I JI r _ ~~ ' ~t~; f~ ~ I:`~j~r ~,~~~~; rte, ; ~~~~,; ~~'; ~~ Land Use Plan. i ' ~i ~+--~ (~, ~ ~~ ~ I !!!! ~ is ~ i ~ e7 `* u~ :t 17E~~s J ~..sf ._Yr14 ~r tr ,`'1 ~., _._ '_.,,Ji~~. ..., 1...,, ~ L" t ~~ I ~ ~+t~~T i ~`. ' - ~_ T ~~~ i!~ ,i ~ T~ ^~ ~C, ! ~ ~~' ! ,r 1 ~ ,~~~ ,~" > _ ~i7`1,.ti __ ~ I -~ t, f j`=-~Lj LI' ~~ ~ ~ _ iy u I ._, -- ___. it ~'i ,i t'! w ~~ .t ~ ~ C' ~~i . ~!~'~~ ~~~ i~ .;~. Pedestrian Circulation Plan. ~~~ l,t' ~~~ ~~ ~ I~~;r}' s' Ltd°, ,~nrL,~ ~, Ij~~.~i , -i yQ`l_i~.1t-r~~i-~~]L.!~_ !J IL~L_ L!L~I.L'>„•~.~l~i~ ! ~~ i I{ -- - , -_ n~'~ ~ ~1 ~ G~C~ Landscape and Open Space Plan. r-L ;4: L~ ~T ~ ~ ~~"7' r ( (-' ~ : L~L~~~_~ !I~ C~Y~~ CCU '""'..~ ~~!~ r'n ~ (' ! xi t ~ ~L ~~'Lr I i ?~ C. ~'" ( ~ . t I :: : r G ~ }I Ci } tJ J ' ~ ~~n i -~ I i 7 ~~ 4.1 - , - i r, - -- ~, _ ~ w __,..,1. ~ r r-- ~~~ ~ [. X33_ i ,~- ~ ~~ ~l '~~ ~ ~ _ [ ~.~,_. ..! ~ '--~u_t~l.~~ fem. _i ~ ~ `" ~ ~ !1't ILL 4 LI ~_ ~_ _: 1.~ i--!.--.r-.7_ f a ~ ~. 7 'L.~~.i~i fi r Ci~i-~',, ['ehicular Circulation and Parking Plan. Related Experience /Customer References ^ ^ ^ ^ ^ ^ ^ ^ ^ MDA Johnson Favaro Arr Alt rr rare and Urban Orrign Abbreviated Portfolio of Other MDA Johnson Favaro Project Experience PACIFIC AT ZOE REDEVELOPMENT PLAN Huntington Park, CA Scope: 15 Acres; 615,000 SF of Retail with Four 2-Story Anchors; 31,000 SF of Movie Theaters; New Parking for 1,700 Spaces MDA Johnson Favaro is working with Forest City Development on this redevelopment of eight blocks of downtown Huntington Park, a city once predominantly white, then african-american and now hispanic. Home to one of the most vital commercial districts in all of Southern California this eight block district commands some of the highest rents in the Los Angeles metropolitan area. The plan narrows Pacific Boulevazd to a two lane road with left tam lane, on-street parking and widens the sidewalks in some azeas to as much as 40 feet with flanking double alleys of trees. The existing Warner Theater is preserved as are other significant historic structures from pre-WWII era. A pedestrian oriented scale is afforded by creating a network of through-block walk streets within the lazge blocks. _ i i J i ~~ ~ >" ~ ~. F Q LLL~~~JJJ 3 ~' a~f~j ~ I: I it _ r ~_ '. ~ 4 ~ ~ ' ..~~~... a~ ~~ ~~ ~ ~ i-~~~ ~.. _., a~ ~~~ r---- ._. _._ -_ __ - ~ -L- • Brian Jones, President, Forest Ciry Development (213) 488-0010 (MDA Johnson Favaro, Culver City, Jim Favaro & Steve Johnson) COLORADO BOULEVARD PILOT PLAN Eagle Rock, CA Scope: 125 Acres of Neighborhood Retail, In-Town Housing, Parking, and Public Infrastructure, Streetscape and Parks Funded through grants obtained by the Eagle Rock Community Preservation and Revitalization Committee this project includes the facilitation of a community- based long term vision for the Colorndo Boulevard corridor between Lolita and Glenwood within Eagle Rock. The planning effort has included extensive outreach, visioning and economic and development feasibility analysis toward the creation of both short term and long term strategies for the transformation of the core of Eagle Rock into a vital mixed-use neighborhood where people live and work as well as shop, worship and have fun. The emphasis of the effort has been on parking and in-town housing on the philosophy that critical mass in the form of visitors and inhabitants is what creates place. Pack at Zoe Redevelopment Plan ~- Colorado Boulevard Pilot Plan • Eagle Rock Community Preservation and Revitali_ation Committee Linda Allen and Hilary Oro_co (323) 257-6898 (MDA Johnson Favaro, Culver City, Jim Favaro & Steve Johnson) COMMERCE AVENUE VILLAGE PLAN Sunland Tujunga, CA Scope: 125 Acres of Neighborhood Retail, In-Town Housing, Parking, and Public Infrastructure, Streetscape and Parks MDA Johnson Favazo and Civic EnterpriseAssociates were hired by the Sunland- Tujunga Neighborhood Council and funded by the Los Angeles Department of Neighorhood Empowerment to collaborate with the Sunland Tujunga community in the creation of a comprehensive long term vision for the Commerce Avenue neighborhood. Both long term and short term strategies have been developed to stewazd both public and private investment in the neighborhood in the azeas of retail development, residential and mixed-use development, parking and public infrastructure in the form of widened sidewalks, streetscape, trees and landscape and pocket pazks. Emphasis has centered on housing and pazking on the philosophy that the revitalization of a neighborhood is dependent on the establishment of critical mass in the form of people living there and visiting. •Sunland-Tujunga Neighborhood Council Julianne Maurseth and Ken McAlpine (8!8) 951-7411 (MDA Johnson Favaro, Cuh~er City, Jim Favaro & Steve Johnson) ;?~, . ~. ~' ~ ~`r ~i - ~ ~ r _ (~~ '"__ ~. - -~ ' I . >4 C ~ ~ i ; '1 rig A ~ R F 1 ? i , -, _ 6 ~r ; , I l7~ _., _ ~I ©ono r -~ ,Y.=~ ~: ~..~ ~C'~~~~~~~"-fin i ~7BC ~-- oa~zir^^~~,,owi4~ w.~,:~,4~vu1i~ r ,- t~v ~n~ ~`~`jy,'~ \ ,~ ~4 t ~ . -~Qk ---~ ~.f ,, f _ C J ~ r J 3 ~. tea. ~ ti I _ `- ~~`' ~'~ ~~ C!~ r ~~ ~ J~ ~l~Y' ./r ~c t is Commerce Avenue Village Plan Related Experience /Customer References MOA Johnson Favaro Arthrr rrr ur< no-d Urann D<~ign i _ ~ - ~~`~\~ ~ 111 7`i _.__._.. __.____ I ,~~ , ! ~ ~' I ` '~~ .~ ~ ~ , ` ~ - `fit r ~%, ~-. ~ s-. ~ ;,~ ,~ ~?~~ w ~~~~ 3 a a_~ Jk _4 .._.-.-- _ i'_ y 1 ~? ~ Iii ~. I '~~, ~ ~ - ~ ms`s y.. yam- ^ S ~~~1,,~ ';•` '.F~~,-1,,t<`~~`~ ~ '~:~:~ s ~C'' 'fir ~ d ~.€ ~-~ `--_~~ hi ~ -v4 t S ,tr h a The North Gaf)'ey Street Pilot Plan __ .<:~~ ~ u..1 L-I, 1 ~ < ~~~~r~ ~'~ll L i c' ~j~~- ~ ~ + f r((~~~~~~ttt Z #~~.:1~ ~`'~ ~~ X11 /~ !r . ~f rl.~ tn~.a. ra ,~ ,;~~ .,,n ~.; -~~~,~ ~,i~~~~~ ~,I~J~~~,i~ . ,~`i...t'j ~. ,lp.. a3 ~ il-L' a'13~~-'fi'r' ~ ~ (~ •..s-' ;~ eL G. ~yC-"~a 6. ~ ~.~~ :i''',`lt~. ,~.t~"ir--~lr~"^~.~;! , ~~i Sunset Strip Pilot Study, West Hollywood, CA i l~ ~ `~; iI ~ "pf>alt~l i {~ _ ~ ~ ~_~ ~ .~ ' ~ t ~ , .,~ ~,~ ~{ { { -__---~---bil=e tr- . _ ___ --,__._._ __ - . ~ - Culver Center Redevelopment Plan, Culver City, CA NORTH GAFFEY STREET PILOT PLAN San Pedro, CA Scope: Planning of Vetiicular Infrastructure, Parks, Recreation, Private Sector Development Along 1.2 Mile Stretdi of Street MDA Johnson Favaro and Civic Enterprise Associates were hired by the Northwest San Pedro Neighborhood Council and funded by the Los Angeles Department of Neighorhood Empowerment to collaborate with the northwest San Pedro community .in the creation of a comprehensive long term vision for the North Gaffey Street neighborhood. Both long term and short term strategies have been developed to stewazd both public and private investment in the neighborhood. The scope of the project includes planning for expanded regional park and recreation facilities, a new freeway interchange and access road for heavy trucks; development guidelines for private properties lining the street, re-routing of the street to integrate with the larger San Pedro vehicular infrastructure, etc. • Nonhwest San Pedro Neighorhood Council Dan Dixon and John Mavar (310) 833-6611 . (MDA Johnson Favaro, Culver City, Jim Favaro & Steve Johnson) THE SUNSET STRIP PILOT STUDY West Hollywood , CA Scope: Sunset Boulevard Between Crescent Heights and Doheny One of the most well known streets in the world Sunset Boulevard is mainly auto oriented and famous for its billboazds and tall walls, one of the most compelling images of urban America of the 20th Century. This project is directed toward the greening of the boulevard, enhancing its vehicular character with strategies to create a more pedestrian sensitive street while maintaining the visual drama of its commercial life. The typical strategy of street trees has been replaced with a more complex, multidimensional strategy that includes outcroppings of palm and cypress groves, topiary, hip-high hedges, pocket parks, and landscape enhancement of the billboazds themselves in the form of living picture frames. Sidewalk enhancement, lighting, artwork and furnishings are part of the plan. • Paul Arevalo, Ciry Manager (313) 848-6400; parevalo@weho.otg • Sam Baxter, Manager, Facilities & Landscape Division (313) 848-6311; sGaxter@weho.org • Ray Reynolds, Director, Economic Development (323) 848-6575; reynolds@weho.org (MDA Johnson Favaro, Culver City. Jim Favaro & Steve Johnson) CULVER CENTER REDEVELOPMENT PLAN Culver City , CA Scope: 10 Acres; 600,000 SF of Mixed-Use Residential, Office and Commerttial with Assoaated Parking; $120M This project included plans for a four story mixed-use development consisting of approxunately 600,000 SF of retail, office and residential space to replace the existing ten acre Culver Center built in 1947 as one of the first strip malls built in the United States. The new development included three outdoor piazzas, walk streets, alleys and courtyards devoted exclusively to pedestrian use. Retail at the ground floor, office space at the second floor and two-story townhouses at the third and fourth floors were to insure 24-hour life at the development. • James McCormick, Principal, James McCormick & Co; (3/0) 459-8516 (MDA Johnson Favaro, Culver Ciry. Jim Favaro ~& Steve Johnson) Related Experience /Customer References ^ ® NORCO CAMPUS MASTER FLAN ® RIVERSIDE COMMUNITY COLLEGE DISTRICT Norco, CA ® Scope: 141 Acres, 6-Year, 16-Year 8 30-Year Planning Horizons This campus master plan initiated by the Riverside Community College District at the moment of transition of the ] 41-acre Norco campus from a center into a full fledged college sets out a program of expansion from a student population of 8,500 to over 20,000 over a thirty year time frame. The plan includes three planning horizons, the year 2014, 2024 and 2038. The plan creates short term and long term strategies for the construction of buildings and open space, athletics and recreation facilities, utilities, roads and parking facilities. The master plan is integrated with a separate but parallel educational master planning process ® which will both inform and give shape to the campus master plan, especially in the detailed buiding program that will emerge for the 6-year planning horizon. ® • Dr. Jim Buysse, Chancellor, RCCD (95!) 222-8800 • Mike Webster, Senior Project Manager, RCCD, Norco Campus (951) 222-8201; mike.webster{n1j-cc.edu • Norm Godin, VP Busines Services, RCCD, Norco Campus (951) 372-7157; norm.godin(rcc.edu ^ (MDA Johnson Favaro, Cuh~er City, Jim Favaro & Steve Johnson) LOS ANGELES TRADE TECHNICAL COLLEGE CAMPUS MASTER FLAN ® LOS ANGELES COMMUNITY COLLEGE DISTRICT Las Angeles, CA ® Scope: 23 Acres; 160,000 SF of New Construction and Significant Renovations and Additions; 1100 New Structured Parking Spaces ® This plan consists of short and long term building strategies including conceptual programming and planning for specific facilities, analysis and plans for vehicular and parking facilities, athletic facilities, student, services, administration and all academic departments. Recommendations focus on providing the campus with a ® clear identity and creating opportunities for generous, meaningful open spaces at the heart of the campus. ® • Larry Eisenberg, Facilities Director, LACCD (213) 89/-2366; eisenblh@emai[.laccd.edu • Mary Ann Breckel, Asst Facilities Director, LACCD (formerly VP, Administration, L4TTC) (113) 891-1457; breckema@email.laccd.edu • Deba Mohapatra, Project Director, AVA (213) 763-7397; deba.mohapatm@build-laccd.org (MDA Johnson Favaro, Culver City, Jim Favaro & Steve Johnson) ^ CHAFFEY COLLEGE, CHINO CAMPUS ^ CAMPUS MASTER FLAN Chino, CA Scope:100 Aaes; 95,000 SF of New Construction;1000 New Structured Parking Spaces; Phase I: 2,500 Students; Full Build-Out: 15,000 Students This plan consists short and long term building strategies including: conceptual ^ programming and planning for specific facilities, collaboration with State of Califomia, City of Chino and private developer in the creation of a new Town Square, College Park analysis and plans for vehicular and parking ® facilities, athletic facilities, student, services, administration and all academic departments. • Dr. Marie Kane, (formerly President Chaffey College) (830) 832-6793 • Steve Men_el, VPAdministranve Services, ChaJfey College (909) 94/-2174; sieve. m enzel@chaJJ-eyed u •AnthonyEspino=a, California Constntction Management (909) 307-3452; a espi nosa @ ca lifcm. com (MDA Johnson Favaro, Culver Ciry, Jim Fararo & Steve Johnson) Related Experience f Customer References MDA Johnson Favaro Arrhirrr rare and Urban Orrlgn l / L - t-,.....--~' ___, z ~ ti ~, ~ ~, _ ~ ~ r f y~. ~f .1'ff y ~1 0 ~.~ r~ ~~~~p~~ ~ ~ ~ s I ~- h ~ ~ ~, rr 1°~ i ter` ~! 1 f fit I ~~` ~~~~ (~ ~ .`____._. ~~ ="_ _~ c, t , , r e~ _ Norco Campus Master Plan _._, ~I ~ ,,~ io,~'aer'nao-ear<.ea;«= C~'e JI3C.®ec'eL7~ ~~ ~~1 G AS ./" ~ t \\ C f OQOae~00jOF?RO q q, CJ~ ~ - . A cs9sssa it - eri~was9e$ ; _ ~ e ?e~.~i~~ ~~ .....L s of • -S eeswieoee~ _~eeeeeee~~ass3~p ~.r'~,.,teeses. eeeroseee .,__ eoeeeeoe r~00oo `f ` eee~J'400.ee LI eV Owee' ee 00e eeo ~i-~-+-' ,, i I I t -~~ ~ ~ i i ~.",~. _ ~{ I ~~ !N _-..rum _ 'L=,- ~. ~ d r'1_I 'IfL r1~ 1 -~ 1 IF~il f ~ ~-,li~ , I~ ~~`. Los Angeles Trade Technical College Campus Master Plan } ~ 1 -~'~'~ y .3 ~ J9 .a--~ t ~p t _ _ .~ 9~ ~t_ro ;. U:: --_~ - - ,r._ ~; _-- .,yam ~ .." ~"~ b ~,>3 _ __ IIII ,` , _ ~ } ~~,_ . ~-~.,- ~ ~ i ~'~ ~ ~~tik -_ ~~ -~-- Chaffey College, Chino, Campus Master Plan MDA Johnsonb Fap a o0 - ~_ ~ l _ , cx ~~ ~~~ ~~J ^.1 n.~ t Coastline Community College Master Plan r)^~x¢cec~oce~c¢ro~l~ ~1 av1aD', ~) 1 i I~ ~IfU~~f~ II ~t~3( ~{~ (~r)jt 2}. ~'~ _ j111 ~ ll^~ --° ~~! ~I,,~•iJ-~ r°~~y~`''3~'~i~1=:•9~"c ~~ !ii`~i LEI?. y ~(~ ~n ~~l-,u~a~6H.,t ~ ~~ ~ f~ t~ 44 ~ 9 ~ _-~ ~~ ~ ~ 44 ~ ~. -~ ~ , i ~- ~~--p> ~°mo~,~ 't 1 }tl ~~ to ., .-- %' I.,2vaznniin;~m.,-„s~.- un~ 1acv,ur ss,wvt'4.~. , ~ j t~ . ~ C' r ;~ ).. r 1 I ~ 1i ~ll~ ~ tJ ~ 1. ~:. l:i~ ~ ~ -. ~' ~• ~~ ~? I t.~ ~ a _i ~ ~ - ~ { ~ ~, i`> f f ~ ~ Los Angeles Harbor College Master Plan J ~ ~ _._.._ _ ~..~.. ..... 1 i _ ' ~ ~ ~ ,. r~ ~~~~ ~~/ rY a 1 wv; i ` ~~~ ~ „~~,` ~~ ~ro~ar~ looms =4- ~~~~ o ~ ~~ ~ ~~ ~ r ``rL~~~ _f a I~~o t) ~°w t~rn~I~ ~-_ 0 1911 1 T 7; (°l~ g arI a I ^y err"'----,~` , r S Chaffey College, Rancho Cucamonga ,Campus Center Feasibility Study Related Experience /Customer References COASTLINE COMMUNITY COLLEGE MASTER FLAN Orange County, CA Scope: Multiple Learning Center Campus, Approximately 2-3 Acres Distributed Across North Orange County Cities: Garden Grove, Fountain Valley, Huntington Beach, Westminster and Costa Mesa Recommendations focus on providing the campus with a cleaz identity and creating oppominities for generous, meaningful open spaces within each Learning Center. This plan consists of short and long term building strategies including conceptual programming and planning for specific facilities, site acquisition and location strategies; and analysis and plans for vehicular and pazking facilities, student services, administration and all academic departrnents. • Coastline College, Dr. Ding-Jo Currie, President (714) 241-6/52 (MDA Johnson Favaro, CuPoer Ciry, Jim Favaro & Steve Johnson) LOS ANGELES HARBOR COLLEGE MASTER FLAN Los Angeles, CA Scope: 65 Acres; 251,000 SF of New Construction, Renovations and Additions; 856 New Structured Parking Spaces; $124M This plan consists of short and long term building strategies including conceptual programming, load capacity analysis and planning for specific facilities, analysis and plans for vehiculaz and parking facilities, athletic facilities, student, services, administration and all academic departments. Recommendations focus on providing the campus with a clear identity, creating opportunities for generous, meaningful open spaces at the heart of the campus. • Dr. Ann Tomlinson, Dean ojResearoh & Planning (3/O) 522-8257 (MDA Johnson Favaro, Culver Ciry, Jim Favaro & Steve Johnson) CHAFFEY COLLEGE, RANCHO CUCAMONGA CAMPUS CAMPUS CENTER FEASIBILITY STUDY Rancho Cucamonga, CA Scope: Feasibility Study This feasibility study looks at options for how to unite the East and West Campus Centers into a coherent single entity; how best to relate the ensemble to the quadrangle spaces at the heart of campus directly to the north, northwest and west of the existing complex; how best to integrate the complex with the naturally occurring topography of the site and campus student, faculty and staff circulation patterns; and how to relate the east side of the complex to Parking Lot # 7 and the bus drop-off and turnaround. • Dr. Marie Kane, (/ormerly President Chajjey College) (830) 832-6793 • Steve Me2e1, VP Administrative Services, ChaJjey Cotlege (909) 941-2174; sieve. men_el@chaJjey. edu • Anthony Espinosa, California Constnection Management (909) 307-3452; aespino=a@califcm. corn (MDA Johnson Favaro, Cuh~er City, Jim Favaro & Steve Johnson) ^ ^ ^ ^ ^ ^ MDA Johnsonb Fao a 90 Abbreviated Portfolio of The Sports Management Group Relevant Project Experience CITY OF SAN CARLOS ~ ~~~~ PARKS, OPEN SPACE St FACILITIES MASTER PLAN _ -- San Carlos, CA s- _ _ :~-~~ ~~~ i~~ Scope: Master Planning The City of San Cazlos retained the team of Harris Design and The Sports Management Group to develop a comprehensive master plan for its pazks, open space, and community facilities. The master plan established immediate, intermediate, and long-term direction for all of the City parks, open space, trails, athletic fields, and courts and indoor facilities. The City requested a living master plan that identified priorities and is adaptable to funding opportunities that may become available. The City created a Pazks and Recreation Foundation and the master plan identified the kick-off project and subsequent projects for the Foundations fundraising efforts. The Sports Management Group performed the needs assessment, market analysis, assessment of programs and facilities, and developed space programs and recommendations for new facilities. This information was developed into action plans and implementation strategies to guide the City Parks and Recreation system to achieve its Park and Recreation Vision 2015. _ .~- is ~ -~.w._ .N ~- ~ -,.-~--='~i f 13 ~ ,~'l~~i .w ti y`-Ffv.Sitnu"".~~ t ' ~ t +•. _. t W~.ta - - - _ ~_~. - ' -~--- W,=---- - .r - .. - :. - ~ . _ :.::_ City of San Carlos, Parks, Open Space & Facilities Master Plan • Barry Weiss, Director, Parks and Recreation (650) 801-4382 (The Sports Management Group, Lauren Livingston & Rick Brown) SAN MATED MASTER PLAN San Mateo, CA Scope: Facility Assessment, Master Planning The City of San Mateo extensive parks and recreation facilities were designed and built nearly four decades ago. For many years the City had enjoyed a reputation for the high quality and diversity of its facilities. Park and recreation facilities were distributed throughout the community and designed to serve "districts". As the population grew to 92,000 and as recreation demand increased and changed, City's funding of the facilities could not keep pace. The City needed a plan for the future of these facilities and to identify the facilities needed to serve residents for the next 40 years. The Sports Management Group assessed the condition of the existing facilities, analyzed the programs, identify options for improving or expanding existing facilities and pazks, and developed recommendations for a new "jewel" facility that would replace several of the district facilities that had reached the end of their useful life. The study included identifying potential sites and studying the capacity of those sites for new facilities. The master plan addressed the larger planning issues of maximizing the value of the existing assets, developing a service deliJery model that was economically viable, and developing space programs and implementation strategies for facility upgrades and a new center. The planning considered the acquisition of the Bay Meadows Horse Racing Track for residential infill housing and a park and an aquatics and wellness center in the center of this built-out community. • Ms. Sheila Cani=an, Director, Parks and Recreation (650) 512-7404 (The Sports Management Group, Lauren Livingston & Rick Brown) F ~.:..~ ~' :`, >, San Mateo Master Plan Related Experience /Customer References MDA Johnson Favaro ~.rnn.~.o.. ane u.aon De~tpn CITY OF MILPITAS PARKS MASTER FLAN Milpitas, CA Scope: 25 Parks; Needs Assessment, Trends, Action Plan After the successful completion of two previous projects for the City of Milpitas, the City retained The Sports Management Group for the third time to prepare its Parks Master Plan. The planning team inventoried, assessed, and mapped the Ciry's 25 parks, trails, linear park system and joint-use school district fields. The role of The Sports Management Group in the Master Plan development included the needs assessment, demographic analysis, and analysis of trends impacting current and future planning. The City of Milpitas is culturally diverse and an important element of the plan is the recognition and celebration of that diversity creating a pazk system inclusive of all. The master plan process included development of a telephone survey, public outreach, and presentations to Boards, Commissions and the City Council. The Pazks Master Plan was completed and adopted in Spring 2008. • Bonnie Greiner, Director, Parks and Recreation (408) 586-3215; bgreiner@ci.milpitas.ca.gov (The Sports Management Group, Lauren Livingston & Rick Brown) 1996 SUMMER OLYMPIC GAMES Atlanta and Conyers, GA Scope: Venue Development, Site Design, Master Planning When Atlanta successfully bid for the 1996 Summer Games, The Sports Management Group was invited to play a special role in both the planning and management of this Olympic spectacle. The Sports Management Group provided operational planning services and site design for five venues used for eight Olympic events. The Olympic events included Equestrian, Mountain Biking, and the Modem Pentathlon at the Georgia International Horse Pazk; Basketball and Gymnastics at the Georgia Dome; Volleyball at the Omni Coliseum; Softball at Columbus Golden Park; and Badminton at Georgia State University. For nearly two years, The Sports Management Group worked on the event operational planning of five venues for the Centennial Olympic Games in Atlanta. A[ the conclusion of the Olympic Games the City of Conyers retained The Sports Management Group to prepaze an economic analysis for the adaptive re- use of the existing and potential new facilities at the Horse Pazk. Work included identifying potential commercial and recreational uses for the pazk, developing space programs and cost estimates for proposed facility modifications to support those uses, establishing user fees, identifying revenue potential from user fees and lease agreements, and working with the City and potential investors regarding the financial feasibility of future operation of the Horse Pazk. (The Sports Management Group, Lauren Livingston & Rick Brown) Related Experience /Customer References City of Milpitas Parks Master Plan /996 Summer Olympic Games Abbreviated Portfolio of EPT Design Relevant Project Experience ® SHELDON ARLETA PARK ® Sun Valley, CA Scope: Schematic Design; Design Development; Construction Documentation; Con- ^ struc6on Observation Sheldon Arleta Park, curzently in design, will be one of the lazgest sports parks ^ in the City of Los Angeles when it is completed. Located on a 40-acre former landfill site in Sun Valley, the pazk will include two basketball courts, fields for soccer, baseball, and softball, as well as play and picnic areas, and a trail system. The landscape plan references the rich agricultural history of the San Fernando region through the layout of the playing fields and the citrus groves placed at the perimeter of the park. The large grassy hills developed for walking and hiking aze inspired by the relationship of the site to the adjacent foothills. ® •Ciry of Los Angeles Marcelo Martine. ^ (213) 485-0963 (EPTDesign, Nord Erickson) ^ • BONITA CANYON SPORTS PARK Newport Beach, CA Scope: Schematic Design; Design Development; Construction Documentation; Con- ^ struction Observation This 40-acre sports pazk on the Newport Beach/lrvine border featwes four ^ baseball fields, seven soccerfields, tennis and basketball courts, on-site parking, restroom facilities, and open space. The pazk was designed to minimize the ^ negative impact, such as noise and parking, on azea residents who were heavily involved in the process. Challenges included the constraints presented by the footprint of the long lineaz site and the need to connect the new Bonita Village ^ development to an existing pedestrian pathway system. ^ • City ojNexport Beach (EPT Design, Nord Erickson) ^ ELK MINI PARK Glendale, CA . Scope: Schematic Design; Design Development; Construction Documentation . The City of Glendale has embazked on a program to provide pazks in historic neighborhoods undergoing rapid densification. These pazks serve to strengthen neighborhood identity, provide much needed play space for children living in ® apartments, and serve a cultural need for daily gathering space. The craftsman theme for Elk Pazk was derived from the dominance of craftsman azchitecture ^ in the surrounding single family homes. Signage, trellis, walls, railings, lighting, furnishings and paving (featuring the work of local artist William Crite) marry the theme to the site. ^ •Ciry of Glendale Peter Vierheilig ^ (818) 548-2057 (EPTDesign, Nord Erickson) Related Experience I Customer References Elk Mini Park s MDA•JohnsonbFaoa 90 ^ Bonita Canyon Sports Park MDA Johnson Favaro Arr hie rrrurr and Urbon tlrfign Related Experience /Customer References LAKE ELSINORE DIAMOND Lake Elsinore, CA Scope: Site Planning; Preliminary Design; Construction Documentation; Construction Observation The Lake Elsinore Diamond, situated at the south edge of the lake, is home to the minor league baseball team the Lake Elsinore Storm. EPTDESIGN was responsible for all site design and master planning/ streetscapes on the 19-acre pazcel. The theme of "a day at the pazk" is enforced by the landscape features including a plaza and formal pedestrian promenade with themed lighting, benches, colored concrete and brick pavirig, topiary baseball players, and tree- lined alleys. • F/NTB Sport (EPT Design, Nord Erickson) SYCAMORE CANYON PARK Simi Valley, CA Scope: Design Concepts; Master Plan Located between two hillsides and adjacent to a planned elementary school, this neighborhood pazk provides a natural transition from the native landscape to the adjoining homes and school. The design provides off-street pazking, a basketball court, open play azea, sheltered picnic tables, and pedestrian walkways. Materials were selected to reflect the chazacter and style of local housing. • Rancho Simi Recreation and Park District (EPT Design, Nord Erickson) Lake Elsinore Diamond Sycamore Canyon Park MDA Johnson Favaro Arrhltrrlurr and Ur6 an 'ar~ign References: MDA Johnson Favaro Urban Design, Master Plans, 8 Feasibility Studies for Local Governments City of West Hollywood, West Hollywood, CA (2002-Present) (West Hollywood Park Master Plan, Plummer Park Master Plan, West Hollywood Library, Sunset Strip Pilot Study) Paul Arevalo Sam Baxter City Manager Manager, Facilities & Landscape City of West Hollywood City of West Hollywood 323-848-6400 323-848-6321 parevalo@weho.org sbaxter@weho.org City of Manhattan Beach, Manhattan Beach, CA (2006-Present) (Community Facilities Strategic Plan, Live Oak Park Master Plan, Polliwog Park Master Plan, Manhattan Beach Library Pre-Design) Geoff Dolan Richard Gill City Manager Parks & Recreation Director City of Manhattan Beach City of Manhattan Beach 310-802-5053 310-802-5403 gdolan@citymb.info rgil l@citymb.info Isla Vista Parks & Recreation District, Isla Vista, CA (2005) (Estero Park Master Plan, Isla Vista Community Center) Derek Johnson Planner, Comprehensive Planning County of Santa Barbara (formerly General Manager, Isla Vsta Parks & Recreation District) 805-568-2072 Master Plans, Feasibility Studies & Building Design for Higher Education Chaffey College, Chino, CA and Rancho Cucamonga, CA (2002-Present) (Rancho Cucamonga Campus Center West Feasibility Study, Campus Center, Chino Cam- pus Master Plan, Chino Campus Main Instruction Building, Chino Campus Community Center/Culinary Arts Facility, Chino Campus Health Sciences Building Marie Kane, Ph.D. Stephen Menzel (formerly President, Chaffey College) Vice President, Administrative Services cell: 830-832-6793 Chaffey College 909-941-2100 steve.menzel@chaffey.edu Los Angeles Trade Technical College, Los Angeles, CA (2002-Present) (Campus Master Plan, South Campus Project, Student Services Building, Technology Build- ing, Learning Resource Center & Library, Olive Street Garage, Administration Building Feasibility Study) Larry Eisenberg Mary Ann Breckel Facilities Director Los Angeles Community College District Los Angeles Community College District (formerly VP Administration at LATTC) 213-891-2366 213-891-2457 eisenblh@email.laccd.edu breckema@email.laccd.edu Related Experience /Customer References ~ ~-^ _ I`I 3L I 1 ~, ~ ~~4 n~ ,t '. ~ae I~I~ear{. ...~ t,~ 4 'i Los Angeles Harbor College Master Plan ,., ._ '• ---~===~-~-L a ;~ ~ UC'_ ~i -~~~ Los Angeles Trade Technical College Campus Master Plan ~r u. -~ s, .~~-:.. ~, - ~~~ ~, iv~,Kltt~~t y~i~giNt,F~>,. 7~ .{r Q~p~ :~ ioa ~~: ~ttlai ~i~Il~~'.~ ~ 1= ~ ---,~~ ~ .d~.. ti-Y ~~ ,~I' r~x itr i" b %~ 11• aclr y~i~~ i t ~'~a~~ .„ -~' ti alt --i~ I ~ . it Chaffey College Rancho Cucamonga Campus Center Master Plan & Feasibility Study 5.. k. _ ,. _p>~, - ~--- I .` ~_ 1 tt, ~'~ ~ i- j; Chaffey College Chino Campus Master Plan MDA Johnson Favaro Aichii rrrurr on'd U~bo n: Drstgn References: The Sports Management Group City of San Carlos, San Carlos, CA (Par@ Open Space & Facilities Master Plan) Barry Weiss Director, Parks and Recreation City San Carlos 650-802-4382 City of San Mateo, San Mateo, CA (Parks Master Plan) Sheila Canizan Director, Parks and Recreation City San Mateo 650-522-7404 City of Milpitas, Milpitas, CA (Parks Master Plan) Bonnie Greiner Director, Parks and Recreation City Milpitas 408-586-3225 bgreiner@ci.mi lpitas. ca.gov References: EPT Design The Arroyo Group Larry B. Morrison AIA, AICP 626-795-9771 City of Fullerton Yelena Voronel 714-738-6852 City of Bakersfield Nick Fidlerl 661-326-3586 City of Glendale Peter Vierheilig 818-548-2057 City of Los Angeles Marcelo Martinez 213-485-0963 Related Experience /Customer References Parks, Open Space & Facilities Master Plan City of San Carlos (The Sports Management Group) City of Milpitas Park Master Plan (The Sports Management Group) Elk Mini Park (EPT Design) Bonita Canyon Park (EPT Design) MDA Johnson Favaro Arrhirerrurr ane Urbon Design COMPENSATION AND FEE SCHEDULE Parks, Recreation ~ General Facilities Master Plan: Proposed Cost Summary Preliminary Estimate of Consultant Team Fees Consultant Fee MDA Johnson Favaro (Planning & Design) $210,000 The Sports Management Group (Facilities) $105,000 EPT Design (Landscape Guidelines) $20,000 Davis Langdon (Cost Planning) $35,000 Iteris (Parking/Traffic) $20,000 Total: 390 000 Preliminary Estimate of Total Professional Services Fees by Component Component Fee Program of Outreach $85,000 Reconnaissance & Analysis $115,000 Option Development $125,000 Final Documentation $40,000 Reimbursables** $25,000 Total: 390 000 "" Reimbuirsable erpenses are defzned as: (I) printing directly related to deliverables and not including internal uses ofthe consultant or its subconsultants; (2) reproduction or reprographics costs directly related to deliverables and not including internal uses of the consultant or its subconsultan[s; (3) shipping, overnight mail, postage, mes- senger, courier and/or delivery sen~ices (4J long distance telephone calls (i.e outside the 2/3, 3l0, 626, 323 and 909 area codes); (i) mileage for business Crave! at the rate establis)aed by htternul Revenue Services and related parking and/or tolls: (6) out-of-town travel as approved in ach~ance in irriting by the City of Rosemead; (7) fees of City of Rosemead approved subconsultanls. Compensation and Fee Schedule MDA Johnson Favaro Arr hltertu re onA Urban Design Parks, Recreation & General Facilities Master Plan: Proposed Cost Breakdown PROGRAM OF OUTREACH Project Manager $7,500 City Staff $17,500 Parks & Recreation Commission $10,000 City Council $10,000 Community Stakeholders & Interest Groups $15,000 City Wide Community Meetings $25,000 Program of Outeach Subtotal: $85,000 RECONNAISSANCE 8~ ANALYSIS Assemble & Review Existing Documentation $5,000 Analyze Levels of Service of Existing & Potential Facilities $25,000 Document Existing Sites and Facilities Graphically $25,000 Document Graphically the Analysis of Existing Sites and Facilities $20,000 Analysis of Existing Facilities Physical Status & Use Patterns $20,000 Document Near Term and Long Term Facilities Needs $15,000 Summarize Findings $5,000 Reconnaissance 8~ Analysis Subtotal: $115,000 OPTION DEVELOPMENT Website Coordination $5,000 Program Distribution Alternates $12,500 Facilities Site Area Needs and Configuration Alternates $12,500 Master Plan and Master Plan Implementation Alternates $25,000 Qualitative Imagery $30,000 Cost and Financial Analysis $30,000 Summarize Findings $10,000 Option Development Subtotal: $125,000 FINAL DOCUMENTATION Final Master Plan Regulating and Illustrative Plans $5,000 Qualitative Imagery $10,000 Action Plan $15,000 Summarize Findings $10,000 Final Documentation Subtotal: $40,000 Reimbursables: $25,000 TOTAL: 390 000 Compensation and Fee Schedule s ^ Edison Transmission Corridor Feasibility Study: Proposed Cost Summary Consultant Fee MDA Johnson Favaro (Planning & Design) $80,000 Civic Enterprise Associates (Land Use & Development) $95,000 The Sports Management Group (Facilities) $25,000 EPT Design (Landscape Planning) $35,000 Davis Langdon (Cost Planning) $30,000 Iteris (Parking/Traffic) $25,000 Total: 290 000 Edison Transmission Corridor Feasibility Study: Proposed Cost Breakdown 0 ^ ^ Task Fee Review and Assess Available and Potentially Available Properties $15,000 Evaluate Feasibility of Park Uses $60,000 Property Tenure Recommendation $15,000 Identify Required Agreements with SCE and Others $25,000 Estimated Cost for Property Lease and/or Acquisition $15,000 Estimated Cost for Capital Improvement $35,000 Estimated Cost for Maintenance and Operation $25,000 Identify and Mitigate Liability and Risk Exposure $35,000 Identify Funding Sources $15,000 Assessment of Traffic Patterns and Volumes $35,000 Reimbursables $15,000 Total: 290 000 MDA Johnson Favaro Arch irert ure an0 Urbon Design Compensation ahd Fee Schedule MDA Johnson Favaro Arrh lrerrure and Urhon Des7gn Hourly Rates MDA Johnson Favaro Partners $230 Senior Associate 2 $130 Senior Associate I $115 Project Architect 2 $85 Project Architect I $80 Intermediate Staff 2 $70 [nte~rmediate Staff 1 $60 Tech/Admin Staff 2 $55 "Tech/Admin Staff2 $50 The Sports Management Group Principal/Project Manager $225 Director of Research/Financial Analyst $12S Project Associate $80-100 Graphic & Production Staff $60-80 EPT Design Principal $210 Studio Director $160 Associate $145 Project Manager $1.05 Project Captain $95 Designer $85 Administrative $75 Civic Enterprise Development Principal $165 Davis Langdon Principals $250-$300 Associate Principals $200 Senior Associates $175 Associates $155 Estimators $85-$145 Clerical $65 lteris Vice President/ Principal $185-260 Assoc Principal/Assoc Vice President $1.65-215 Sr Systems Engineer/Sr Program Manager $125-205 Sr Software Engineer $135-200 Sr Transportation Engineer/Planner $135-190 Sofrivare Engineer $75-145 ITS Designer $105-135 Transportation/Systems Engineer $115-130 Transportation Engineer/Planner $90-135 Field Technician $70-105 Assoc Transportation Engineer/Planner $100-135 Assistant Transportation Engineer/Planner $70-110 Accounting Financials $55-115 Technical Support/Editing $45-95 Graphics Support $45-8.5 Computer Aided Drafting Support S45-SS Administrative Support S65-SS Compensation and Fee Schedule h-.-------- ~ _ _ ,~,r # t' ~'-'' "may-^'_R` ,i ~s-~~:_.±~;'- .•. ~ ~r P - , ... - 5.,. .r - .~, ~~ ~~k ~ _ , 1 City` of Rosemead .y _ _ • Request for Proposal # 2008-05 1 . ,G'~a~[IQ~fl G°3~ea~c~~t~u~~ ~~~1 ~~I~~~~~ G~~oBo~o~~ Cl~~t~~l~ p0~~ ~ - ,: ~ ' ae~a~ ~ea~p~ieavo~n¢~c~y rM9®u°9c ~~~si~xiiu~y ~ta~c9y ~®o~ ®~v~B®,~~oo~g,.f~aa~n9i~ ~pr~a~ ~p~~~~ ~~i ~0~~09 - ~®a~~~~u-e~ ~a6ig®e-e~ia G=dis®n ~raa~so~v~issio¢~ ~®u-rid®u- ~.~°`; November 13;,`2008 `~~', 1 ~ I f Y nA' ~ ~`~, ~-.~ul, ~~ ~ a} T ~, 1 k ~ ^ `4 {7Yj ~r ls2~"\..~ p~, ~'C 4 ~~7L..._l~ } t f ~ d ~ i1, ,1 '-. _ .. r , ~ ,~ } _Z js'..- . ~ l°:.•-+ ~i ,~:°~ ; 4~' )~i ~j .Y `Y~ t ~~ ~ .,.;'s. t " i ~ ,,, W 4~~ ~ 1~.+ ~1~,~ ~' r ~<YY 3~hY~ ' '04,%' f~l ~ ~~~' ~. ' ~t , i y .. t s~ ` , ~~~sss777~~_ 1 ~ ~ y ~/ '~ ~ ~ ~ : i a; ' ~_ f ." I ~ ~ ;v: "~ .. L ({~~ ~ _! ar' ~i;J + ~ ~~" ~~ ~~ ' r~ y ~ -.. ~q l~ ~; . ! Ire 1 - ~>^ y i ~ ' : { t ~'Ir Jn rJ~ `A 4 _- _ _ , ,! `' `` i _ - ~ - JJJ , 3 n ~ ~..~ 'r~~ '~` \ J/ F yam- A~1 : 'r S - '. ,.:' ~, f ~ ,,`~ ~ ~ f ., • ~ . IV - .-----~~ 3 + _ y ~ _ ~ ~ Y I + /~ t ~ ~. 1 'G „q ~+ t a a . e. .. . • _` ~, ` • - ~ ,. ~ , .. u Y ~• `. O D a •• + associates ~ landscafie architecture ~ ~ II ^ ^ ^ + assocaates ^ ~cav~~sc~~~ ezr~Ina~2~E~^v're ^ November 13, 2008 . Gloria Molleda, City Clerk City of Rosemead ^ 8838 E. Valley Boulevard Rosemead, CA 91770 • Re: Request for Proposal -Parks, Recreation, and General Facilities Master Plan and Supplementary Work: Feasibility Study for Developing Public Open Space and Trail -- Southern California Edison Transmission Corridor Dear Ms. Molleda: ^ It is with great pleasure that we submit our qualifications for professional services to create a comprehensive Parks, Recreation, and General Facilities Master Plan, and Feasibility Study for Open Space and Trails at the Southern California Edison Transmission Corridor. These efforts by the City of . Rosemead represent an essential investment in the future of the recreational needs of Rosemead residents and visitors. Projects such as the Garvey Park Master Plan and the Southern California Edison Transmission Corridor Open Space and Trail will greatly improve local access to parks and open space for residents of Rosemead, while also adding to existing regional resources such as the Whittier Narrows Regional Park. Working closely with local communities and public agencies, Mia Lehrer + Associates (ML+A) has been involved in open space master planning projects ranging from individual park sites to community park networks and citywide needs assessments. We have been working on community-based open space ^ planning for over 10 years in the Los Angeles area. In each project, we are committed to integrating community input, cultural context, physical conditions and a wide perspective to achieve awell-rounded and complete project. • Recent examples of our master plan projects include the Los Angeles River Revitalization Master Plan, the Baldwin Hills Park Master Plan, the Ballona Creek Bike Trail Master Plan, and the Compton Creek i Garden Park Master Plan. We are currently providing services to the City of Los Angeles Department of Recreation and Parks for the Citywide Community Needs Assessment project. [~1 s i ^ ^ Ms. Gloria Molleda Page 2 We have assembled a skilled and experienced team to accomplish the objectives of this RFP. ML+A will act as the prime consultant, with Ballard*King & Associates providing economic and operations analysis. Ballard*King Associates brings a long history of working on master plans and feasibility studies for public clients, including the City of Long Beach, the City of Palm Springs, and West Sacramento. Thank you for considering us for your services and we look forward to speaking with you further upon your review of our qualifications. Sincerely, ~ ~~- Mia Lehrer Esther Margulies Senior Partner Partner MIA LEHRER + ASSOCIATES 3780 Wilshire Boulevard suite 250 Los Angeles, California 90010 fax 213/384-3833 tel 213/384-3844 website www.mlagreen.com tell13 38~1384~~ firl13 38~~ 3833 3780 Wilshire 131vc1. suite 250 t?ti~~,~r M;,~~Rn,~~~~ I,os Angeles, Ca. 90010 [.:uulscape nrchitecr Ca. 37.;`L a mall Ofllce@mlagieeri.COm ~~ ,Table of~Contents ! ... _: _ Cover Letter ............................................................................................................................ e Table of Contents ................................................................................................................... Section I ................................................................................................................................. . Statement of Qualifications Section 2 ................................................................................................................................. Project Approach Section 3 ................................................................................................................................. Related Experience/ Customer References Section 4 ................................................................................................................................. Compensation and Fee Schedule . ^ ^ ^ ^ ^ . Vista Hermosa Park, Los Angeles, CA: Mia Lehrer +Associates I-2 3 5- I 0 I I-16 17-30 3 I -32 ~: -~ o~ ..~ a c`, T N: _3 w. ~. 0 :e A O a .. ~' ... ~ .. ~,. ~~~ ~~~3 %' - +) r ^ ^ 1. Statement,of Qualifications Mia Lehrer + Associates 3780 Wilshire Blvd. Suite 250, Los Angeles, CA tel (213)384-3844 fax (213)384-3833 Contact Person: Mia Lehrer Since 1997, Mia Lehrer + Associates (ML+A) is a full service landscape architecture practice located in Los Angeles, California. Partners Mia Lehrer and Esther Margulies lead a team of talented designers and technically skilled professionals on a wide vari- ety of projects ranging from inspirational gardens, to urban parks, to master plans for highly complex and controversial sites. Master Plans for Public Agencies ML+A has a special interest in master plan projects where an ambitious, innovative design can enhance the lives of many people, reflect community iden- tity, and preserve open space and natural habitats. In order to provide the most comprehensive services, ML+A leads highly experienced, multi-disciplinary teams, facilitating a synergistic project vision, de- veloping sustainable design strategies and program- ming goals, and fostering lasting community bonds. For each project we apply the same level of com- mitment and approach all with an intense desire to create a meaningful and sustainable place. ML+A is working on the NeedsAssessment for the City of Los Angeles Department of Recre- ation and Parks. ML+A is the lead consultant managing the project schedule, identifying can- didates for focus groups and key person inter- views, and providing public meeting presenta- tions and facilitation. We have been responsible for making sure that the project is tailored to the local community. The project involves gath- ering, assessing and analyzing information re- garding current and future recreational needs, including conducting a statistically valid survey. Key issues affecting park usage will be deter- mined and presented in a Final Report which will contain detailed recommendations and conclusions and will be supported by an Action Plan for the Department. For San Pedro's "Bridge to Breakwater" Wa- terfront and Promenade Master Plan, the firm worked closely with the community and local stakeholders to produce a regional open space study for a population historically underserved and ignored by public agencies. The resulting plan connects the port community to the wa- terfront, establishing a promenade and scenic parkway that creates connections to regional transit, incorporates restoration strategies and educational programs developed in consulta- tion with the Cabrillo Marine Aquarium. The firm was part of the Los Angeles River Re- vitalization Master Plan team, leading efforts to identify and plan a comprehensive open space network integrated with riparian restoration and urbanism.The plan, bringing together a di- verse group of stakeholders and community members, represents the largest, most ambitious project the city has undertaken in decades. + associates lrredsen fie nreh heel ure ,. . o~ . a ci T w ~' 3 w _-. ~. 0 A a 5 Mia Lehrer + Associates Team d ~V O Q d t J ' 6 Section I [BARD ~h1NG ~~ ~ti assnc~n~:hss c'cn ~~ Itc~crenuua Foc[litq=}'lunniug and Opt:ralioa Consultants W Ballard*King & Associates was established in 1992 by Ken Ballard and Jeff King in response to the need for market-driven and reality-based planning for recreation facilities. B*K has l~ achieved 16 years of success by realizing that each client's needs are specific and unique. ~T With over 70 combined years of facility management and planning experience in the public, O non-profit, collegiate and private sector, our consulting firm has completed over 400 projects in 47 states and has working relationships with more than 50 architects coast-to-coast. We are honored to be the recipient of four Athletic Business Facilities of Merit Awards. a We form a consulting team that provides a variety of pre- and post-design services for clients who are considering construction of a sports, recreation, aquatic, or wellness facility. Our ^/ vast practical experience enables us to guide clients through the challenges of planning, con- F~ strutting, opening and operating a facility. From pinpointing specifics to broad visions, B*K fT provides services to ensure the long-term success of your project. Ballard*King & Associates offers a broad range of services. These services can be integrated into a design team or contracted independently. Some of our services include: feasibility studies, operations analysis, maintenance cost estimates, revenue projections, staffing levels, budgeting, marketing plans and third party design review. Additionally, we perform audits for existing facilities as well as parks and recreation master plans. By bringing practical, proven experience to a project we can accurately represent the client's best interests. Our firm has a keen awareness of the impact a sports or recreational facility has on the community and the organization that operates it. Thanks to our extensive field experience we are able to provide assistance with practical tools, an uncommon ability to see the overlooked and view your project from a wealth of expertise and knowledge. Teamwork is a core aspect of our company. We work together ensuring all clients are receiv- ing the wealth of knowledge our B*K team brings. The success of any project begins with an integrated, mutually valued approach to the individual needs and goals of each client. Thus, we team with you and for you. First and foremost to Ballard*King & Associates is our reputation of being a company of strong ethical character. Our top concern is the client's best interests and our approach is always honest and down-to-earth. We aim to help each client see the full potential of their project by providing trustworthy services to achieve their goal. Let us help you, move forward! Ballard*King and Associates is committed !o comprehetuive planning uttd operations consulting services, providing for the effective and efficient use of available resources to develop and operate sports, recreation and wellness facilities. ~. Statement of Qualifications . Mia Lehrer, FA$LA is the founding principal of the Los Angeles firm, Mia Lehrer + Associates. Born in San Salvador, EI Salvador, Ms. Lehrer received her Masters of Landscape Architecture from the Graduate School of Design at Harvard University. Following her education Ms. Lehrer gained valuable experience by working on large- scale public projects such as the World Bank Coastal Zone Project in EI Salvador, as well as intimate gardens for residential clients. Ms. Lehrer leads the ML+A office through the design and development of a diverse range of ambitious public and private projects that include urban revitalization developments. Today she is internationally recognized for her progressive landscape designs -unique amalgamations of graphic configurations, found objects, architectural planters, and rich textures -and her advocacy for sustainable and people-friendly public space. EDUCATION Harvard Unive rsity Graduate School of Design, Master o f Landscape Architecture, 1979 r Tufts University, Bachelor o fArts, 1975 ^ PROFESSIONAL EXPERIENCE 1996-Present Mia Lehrer +Associates, Senior Partner 1994-1996 Peter Walker William Johnson and Partners, Pariner 198 I - 1996 Mia Lehrer Landscape Design, Owner 1978-1991 POD, Inc. 1976 World Bank Coastal Zone Project, EI Salvador, San Salvador PROFESSIONAL ORGAN IZATIONS International Federation of Landscape Architects 1993-Present American Society of Landscape Architects ~URIES 2002-07 Guest Critic, Landscape Architecture Department, University of Southern California 2006 American Society of Landscape Architects Student Awards 2005 American Society of Landscape Architects Professional Awards 1999 Congress for the New Urbanism ^ 1997 AIA Los Angeles Chapter NEXT LA Awards 1996 Designed Landscape Forum ^ RELEVANT PROJECT EXPERIENCE Los Angeles Dept. of Recreation and Parks Citywide Needs Assessment, Los Angeles, CA Los Angeles River Revitalization Master Plan, Los Angeles, CA Bridge to Breakwater Waterfront and Promenade Master Plan, San Pedro, CA Compton Creek Regional Garden Park Master Plan, Compton, CA i Orange County Great Park Comprehensive Master Plan- Irvine, CA Hollywood Park Specific Plan, Inglewood, CA Peck Park Canyon Master Plan, San Pedro, CA Vista Hermosa Park, Los Angeles, CA - - ^ ~' ~ ^ + associates lnndsra pe ar'r l,il rrlurr T w_ o` ,v a ~~`fl:' ~-. ifl- 3 A~ iv ~., ..~ o . ~~ fl A.. x. d .o J --- - Section I ~ ^ ---- ---- --------- - J ^ jan Dyer,ASLA, is an associate with ML+A,and has led many ~ ~r \ ` ~ ' project teams on various civic master plan, higher education, and ..'~ ~, >~~~% ' residential projects. She is currently the Project Manager for the ' / ~ ~ ,~~ ~~ ~~ / Los Angeles Department of Recreation and Parks Citywide Needs 3 '. ~` ~, Assessment, Los Angeles, CA, and the Compton Creek Earthen p °; ' ~ ~ Bottom Enhancement, Feasibility Study, Los Angeles, CA. { ~,, ;~ ? ^ EDUCATION ! j UCLA Extension, Los Angeles, CA, Landscape Architecture . ~~t' ~ ' ' ~`~" ~I Certif cote Program, 2006 '~ PROFESSIONAL EXPERIENCE 2006-present Mia Lehrer +Associates, Project Manager 2005-2006 LA Group, Project Manager and Design Associate 2004-2005 James Dean ASLA, Senior Project Manager and Design Associate 1991-2004 Borstein Enterprises, Project Manager and Property Manager PROFESSIONAL ORGANIZATIONS ASLA,Associate Member ASLA, Membership Chair Southern California Chapter Urban Land Institute, Member AWARDS 2006 ASLA Honor Award for Excellence in the study of Landscape Architecture 2006 UCLA Extension Landscape Architecture Program Student of the Year 2005 ASLA Merit Award for Excellence in the study of Landscape Architecture 2005 UCLA Extension Landscape Architecture Program Student of the Year j 2006-2006 UCLA Extension Landscape Architecture Program Awards of Excellence & Honor 2005 Finalist for BIA Elan Award- Best Model Home Landscape- Griffen Homes 2005 Finalist for Laurel Award- Best Model Home Landscape- Griffen Homes 1 ; 2005 Finalist for BIA Elan Award- Best Model Home Landscape- Griffen Homes TEACHING 2005- Present Cal State University, Department of Extended Learning, Northridge, CA Instructor in the Landscape Design Certificate Program I RELEVANT PROJECT EXPERIENCE E i Los Angeles Dept. of Recreation and Parks Citywide Needs Assessment, Los Angeles, CA i Compton Creek Earthen Bottom Enhancement Feasibility Study, Los Angeles, CA Albion Park, East Los Angeles, CA ~ EI Hoyito Park, East Los Angeles, CA j ~ BioTech Campus,Thousand Oaks, CA ;, i !^~^^~~^^~1~ ! ^1'1^^1~^^1^1^^1^ + associates i 8 I n n d~~ n p r n r r h i/ r, l u r e ~~ '_ ._ _.._ _ . 4 ^ ^ Statement of Qualif cations .. - -. "__._ ^ ~. ^ ~ BALLARD ~~~ING ^ Recrrahoo ratllity1'ltuu~uttt and'Openatinn.Consultanis ^ KEN BALLARD, C.P.R.P ^ President ^ >(c Education ^ • University of Colorado BS Recreation, BA History ^ • Certified Parks and Recreation Professional ^ * Professional Affiliations ^ • Athletic Business Magazine Advisory Board ^ • Colorado Parks and Recreation ^ Association • National Recreation and Park ^ Association • Metropolitan State College of ^ Denver -Former Adjunct Faculty >k Professional Experience As a founding partner of Ballard*King & Associates, Ken has over 30 years experi- ence in recreation facility operation and planning. Ballard*King & Associates was established in 1992 by Ken Ballard and Jeff King in response to the need for market driven and reality based planning for rec- reation facilities. In his years of work with B*K, Ken has pro- vided planning, feasibility and operations consulting to more than 250 recreation projects across the country. Ken is well known for his vast knowledge of recreation facility develop- ment and operations. His expertise has been developed over the years from a wide breath of experiences within recre- ational field. Ken's project experience includes feasibility studies, facility ^ construction and design process, space planning and equip- ment specifications, request for proposal, grand opening cele- ^ brations, preventive maintenance programs, staffing, budgeting, marketing, programming, parks and recreation master plans, as well as audits. ^ Ken's diverse experience has led to his active involvement with the Colorado Parks and Recreation Association's Recreation Facilities Design and Management School. For the past 13 years Ken has ^ been a faculty member at the Athletic Business Conferences, where he presented numerous sessions on recreation facility planning. In addition, he serves on the editorial advisory board and planning committee. ^ Prior to co-founding B*K, he was the Recreation Manager for the City of Thornton, CO, and was a key member of the team responsible for the pre-design phase of their recreation center. For 12 years ^ before joining them he was the Director of the Englewood, CO, Recreation Center, in charge of the operation and administration of the Englewood Recreation Center, which received the 1986 "Facility ^ of Merit" award from Athletic Business Magazine for design and operations excellence. ^ ~. ~~ ~~° o~ ~~ a ~_ I~ f ~ w ~~ 3 w .s ~_ a 9 ~. !~ ~. ~ r ~ ~__ --- ----------___ ___~ __~._----- 2. Project Approach ~ i - ~; : v I i ~---- --- _ ® ,: ~,. . _.___r--_ ~._ . _ 3 ,.. , - , ~ Vision, commitment, experience, balance and a sustainable perspective are the key factors on this S project that will bring success. ML+A has demonstrated over a decade of experience and commitment w to community based and sustainable design.We are an award winning firm that has been recognized for ~• innovative and comprehensive design. a c~ Project Understanding ^ The project involves the development of the City of Rosemead Parks and Recreation Master Plan with ' a public involvement process resulting in approval by the Parks Board and City Council. = ~~ ^ The master planning process should explore and examine: community park features to serve local and ^ regional residents and neighborhood park features to serve adjacent neighborhoods. ~ '~ w Project Team .~-. Lead Consultant ~, Mia Lehrer +Associates will act as prime consultant and be the continuous day to day contact for the s .o . City of Rosemead (City). We will provide team coordination facilitating regular meetings with the City; e a. oversee the existing data analysis for the preparation of a master plan; present materials for agencies ^ and other public representatives; meet with appropriate stakeholders, local organizations, community members, and others; and produce digital and hard copy deliverables, master plan renderings, and reports. The mission of the team is to develop a truly visionary yet attainable master plan for the City.As a . team, we will use our innovative design and technical expertise to assess existing resources, determine recommended guidelines for programs and facilities and create a master plan that will provide open space and recreational resources to residents and a safe, natural habitat in which wildlife can thrive. Our plan will address park needs and visions for the future for the diverse range of ages and interests in the Rosemead area. Most importantly our plan will include the action items that will make it a valuable and immediately useful planning tool for land acquisition decisions, park facility and program development and revenue sustainability. We will develop a master plan for a truly sustainable park system where parks use resources responsibly, are designed with long life cycle materials and systems; and help to provide alternative transit and ^ energy resources in their neighborhoods. We believe that parks play an important social role in our communities and we will develop the Rosemead Master Plan with this goal in mind. Meetings, Communication and Administration . Project meetings and communication will enable the project to move forward seamlessly. When organized, scheduled and carried out effectively, project meetings can be productive and efficient. . The ML+A project team will facilitate Working Grouping Team Meetings, Project Management Team meetings and the Technical Advisory Committee meetings. Project administration includes meeting . agendas, meeting notes, managing the budget, schedule, progress reports and invoicing. ~ 11 . -~~ a .o a a s a J t~ ~z Team Member Ballard*KingRssociates -Program and Service Analysis General Scope of Services • Gather and review existing data • Develop inventory of existing facilities and programs • Develop GIS demographic data • Conduct service area analysis of existing programs and services • Develop summary of comparable park systems • Develop and implement a public involvement program • Develop analysis of system management and organization • Identify park system stakeholders and interview candidates • Prepare design elements of the park master plan • Other miscellaneous tasks as negotiated Master Plan Elements • Land acquisition • Regional park features • Community park features • Neighborhood park features/gateways • Parking • ADAAccessibility • Best Management Practices TASKS Inventory Section 2 ~ ^ ^ S ^ Existing and Future Facilities-Analysis of Level of Service ML+A will conduct on the ground site visits and review pertinent planning and real estate documents related to existing park and recreation properties. ML+A will meet with regional state and county open space agencies including park districts, water resources agencies and planning agencies to insure ^ that the Master Plan for Rosemead looks beyond the open space and recreation resources in the City proper. s ^ ^ ^ U -Pro ect A roach -~ T -~ :~ _~ ® Gather and Review Existing Information and Data ® Inventory existing facilities and services ^ Gather and review relevant existing information held by LosAngeles County, City of Rosemead, regulatory agencies, natural resource agencies, utilities and others as necessary ® Information to be gathered and reviewed includes, but is not limited to: history of how the parks was developed, location of facilities and features, previous studies and reports, park plans, ® capital plans, drawings, utility placements, surveys, geotechnical reports, and other relevant ^ information • Determine existing site conditions and related design information ® Verify adequacy/accuracy of record information ® Demographic Analysis ^ The ML+A team will use GIS data and mapping to better understand the population of Rosemead. We will use service area mapping and demographic data as factors in determining the types of ^ programs and facilities needed by the community and where additional facilities need to be located. ® Analyze most recent available demographic data for the City of Rosemead including o Age ® o Ethnicity o Median Income ^ o Other relevant data ^ Analysis of Programs and Services ® The ML+A team will meet with Park and Recreation program planners and operators to assess existing programs. ML+A will investigate facilities and programs offered by private operators to insure that we ^ have a comprehensive view of programs and services currently offered in the City of Rosemead. ^ Collect and analyze information on recreation programs, operations and participation ^ ® Needs Assessment ® Public Process ML+A understands that it is critical to communicate directly with the customers who currently use ^ the City's programs and facilities as well as those who do not currently participate. We will meet with City representatives, stakeholders, park users and other groups to obtain citywide input. ^ ^ Develop and Implement a Public Involvement Program • Develop a process encouraging all interested parties to participate in the planning and design ® process for the park. ® Identify and solicit comment from an extensive list of potential stakeholders, including but not limited to: adjacent neighborhoods, city residents, those employed in the area, park tenants, ^ wildlife viewing and protection groups, bicycle, pedestrian and trail user groups, etc. ® Lead the public involvement throughout the master plan process • Organize at least 5 public meetings, including but not limited to: ^ ,. ~ .... ,~ b~ ~,, g~ ~, a " ~., ., .~ ~, ~.. ~LL ~. o, ;o q S. 1,3 .. ;•~ ~. ~~ 0 a .~ s d J R Section 2 o One early in the planning process for brainstorming and creativity o One after consultation with appropriate regulatory, natural resource and other agencies to present the draft plan with cost estimates and permitting issues identified o Park Board o Council Public Works Committee o Public Hearing/City Council. Present information to, and gather information from participants Park board, council committee(s), formal public hearing/city council meeting for adoption Cost & Financial Analysis Prepare cost projections for the recommended priorities-operations, programs and maintenance. Provide information required to develop a 15-year detailed funding and financing plan -including costs to implement the recommendations for development of new parks and facilities and for the renovation of existing parks and facilities. Segregate costs resulting from the correction of current deficiencies from those necessitated by growth from new development and from those that result from increases in existing standards. Prepare cost projects in current dollars for the recommended priorities for capital improvements. Implementation Plan Action Plan A plan is only as successful as the implementation.We will develop an action plan that provides priorities and a clear path towards implementation. In this challenging economy, it will be critical to accurately assess financial resources and potential funding sources. We will develop a business oriented action plan that will guide programs, facilities and operations. • Develop recommendations for operations, staffing, maintenance and programming • Develop budget analysis and funding recommendations for short mid and long term development, operations and maintenance. • Provide a maintenance and operation analysis • Provide land acquisition recommendations Development of Final Plans and Supporting Materials Final plans and supporting materials will be designed and produced to be immediately useful for grant j and funding request support. Master plan concepts will be sufficiently detailed to provide design j guidelines for future park design with goals to create a strong sense of place, sustainable practices and systems in City open space, and responsible use of City funds for parks and recreation. j Develop Design Elements of the Park Master Plan and Public Open Space and Trail • Develop data and analysis into graphic and written formats for presentation and discussion with ^ the public, city entities, natural resource agencies and others as necessary 14 :' i j Project Approach , ` _ I. • ~_ Evaluate existing park facilities and study park improvement strategies. Prepare preliminary design alternatives that incorporate recreation facilities, revenue generation sources, habitat improvements ; ; ; . ^ and other improvements to service the local community. Prepare preliminary designs for: a • Pedestrian and multi-modal trail systems =_ • Park gateways and neighborhood or mini-parks adjacent to neighborhoods ^ Restroom and other structure renovations ~~ ® Parking improvements ~ 3 ~~ • Signage -informational, interpretive, educational ; • Review preliminary designs with regard to aesthetics, cost, permitability, technical suitability, public . involvement, funding options and appropriateness .• .~ . • Design tasks shall be based on consultation with appropriate natural resource and regulatory e agencies, including but not limited to: A ^ Incorporate preliminary designs into a master plan conceptual drawing to scale. L7' a . • Include preliminary designs for all facilities and illustrations of important park areas • Provide cost estimates, permitting and development timelines -itemizing each element for . development. _ i • Conduct public meetings and stakeholder meetings to review park master plan options and develop funding and partnership opportunities. ^ After receiving city approval of concepts and designs, produce final master plan for the park. L , , Client's Responsibilities ~ The City of Rosemead shall provide existing pertinent data, documents, previous studies, topographic ^ surveys and other information, as necessary, to complete the work outlined above. The City will provide information on the permitting and approvals process for parks within the City. j l - I 15 ^ d V O Q d L d J f0 ', I6 Section 2 S 7 8 9 10 II 12 e e . ^ 3. Related Experience/ ~ _ Customer References ~ .. ~ City of Los Angeles Department of Recreation >t Parks Communit ^ Needs Assessment LOS ANG ELES, CA Mia Lehrer, Design Partner, Esther Margulies, Managing Partner, Jan Dyer, Project Manager ^ a ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ Y '° e~ o. ; c, The City of Los Angeles Department of Recreation and Parks is commencing the process of developing ~ a citywide park master plan and a five year capital improvement plan. The first step of this process is w to conduct a "Needs Assessment" for the City.The Needs Assessment will gather, assess and analyze =~ information regarding current and future recreational needs. Key issues affecting park usage will ~°~ be determined and presented in a Final Report which will contain detailed recommendations and d conclusions and will be supported by an Action plan for the Department. The objective of the Needs Assessment and subsequent master planning process is to develop • strategies to help prioritize and address the tremendous needs for: additional recreation and park s land, improvements necessary to existing facilities to meet current and future community needs, prevention of future maintenance problems, and to offer positive alternatives to an increasingly dense .e and urbanized population. o Specific Services Provided: • Worked Closely with LA Dept. of Rec & Parks as Prime Consultant • Project Schedule Management • Stakeholder Identification • Outreach/ Public Meeting Facilitation • Developed Project Graphics and Communication • Conducted Site Analysis & Facility Reviews --..~- . W=~ ~~ 0~ o o.. 0 WHAT IS YOUR VISION? iNECESITAMOS SU PARTICIPACION! a t~ .V O_ Q d s d J _R 18 Los Angeles River Revitalization AAaster Plan LOS ANG ELES, CA Mia Lehrer, Design Partner, David Fletcher, Project Manager Section ,3 The Los Angeles River Revitalization Master Plan represents a milestone achievement for Los Angeles in its massive scope: coalescing diverse stakeholders around a revitalization agenda that transforms 32 miles of concrete-lined River in public green space, in the heart of one of America's densest cities. Mia Lehrer + Associates led efforts to plan a comprehensive open space network in and around the Los Angeles River corridor.WithTetraTech, Inc. as the prime consultant, ML+A collaborated with two other Landscape Architecture firms, Civitas, and WenkAssociates, on an 18 month master plan for the Los Angeles River. A bold commitment is made to restore riparian habitat and to reconnect park-poor neighborhoods to River green-space. The plan presents a vision for transforming the River over several generations, creating a significant public legacy for the children and grandchildren of those who will witness its implementation. To demonstrate opportunities made possible with a revitalized River, 20 Opportunity Areas were identified along the River corridor to illustrate what m fight be feasible through implementation of various improvement scenarios. The plan is the result of a comprehensive analysis and many stakeholder and public meetings.The public workshops, which included education on watersheds and sustainability, played a major role in informing the process and identifying priority areas and issues. The open space network includes recommendations for an integrated alternative transportation network, connecting existing and new open spaces to the River. Specific Services Provided: Identification of Project Stake Holders Community Workshops Stakeholder Identification Development of Project Graphics/ Illustrations -- j1® J ^ Southern California Chapter ofAmerican Society of LandscapeArchitects 2007 HonorAward in Planning &Anayysis Related Experience/ . ~~- ~ °. Customer_ Re_ ferences - _ ~_ ~ Ballona Creek and Trail Master Plan Study LOS ANGELES, CA Mia Lehrer, Design Partner, Esther Margulies, Managing Partner The Master Plan Study identified potential improvements to the existing trail and explored physical and contextual linkages to other projects related to Ballona Creek. The Master Plan . Study was conducted in the fall and winter of 2000/2001. An initial Stakeholder meeting brought together a broad coalition . of local, state, and nonprofit groups to discuss plan elements and share information on projects related to the creek. Two ^ public workshops were held,the first to identify public priorities and the second to present preliminary Master Plan concepts. . Comments from the workshops are reflected in the Plan. Ballona Creek presently consists of a nine-mile stretch of concrete and asphalt within a drainage channel responsible for a 127 square mile watershed. The bike trail is an important recreational, cultural and education resource, linking some of the most heavily urbanized areas of the city to the vast recreational resources of the beaches and beach bike path. The trail also links local parks, schools and libraries and is becoming an important commuting path to the creative and new media/technology districts in Culver City. In the future it will make important connections to the 1,200-acre Baldwin Hills Park and the Ex- positionTrail, adding a link to downtown Los Angeles. This project identified and prioritized opportunities for bicycle ^ path and creek improvement projects along Ballona Creek from Syd Kronenthal Park in Culver City to the end of the bikeway ^ in Marina del Rey. Broad concepts over the length of the trail were developed and a number of more specific improvement ^ opportunities were examined that could serve as pilot projects in the near future as funds and opportunities become available. ^ Through meetings with stakeholders, community members and other interested parties the following overall goals were estab- lished for the Master Plan Study by Mia Lehrer +Associates: • Create a safe and enjoyable bikeway • Improve the visual quality of the bikeway • Improve the water quality in Ballona Creek • Maximize the educational potential of Ballona Creek • Connect the Ballona Bikeway with other bikeways and facilities along its length • Ecosystem restoration ~~ Specific Services Provided: • Coordinated Stakeholder Identification • Facilitated Community Outreach • Developed Master Plan for the Creek Trail System • Associate Open Spaces T -~ 1' ~~ N (D ~D o- w a Gl fo `~ ifl• 3 w -a :- • r-. .~ e e A '~ A a ~.. I 19 i___. _ _ . Ballona Creek in 191 I Existing Conditions of Ballona Creek d .~ 0 a a J ~_ i Compton Creek Regional Garden Park Master Plan COMPTON, CA Mia Lehrer, Design Partner, David Fletcher Project Manager Section 3 Set within a 42.1 square mile sub-watershed, Compton Creek is an important tributary to the Los Angeles River.The Compton Creek Regional Garden Park Master Plan is the result of a one-year effort by ML+A, the city of Compton, and the Rivers and Mountains Conservancy for the redevelopment of the city's existing flood control channel and adjacent land into a safe, ecologically beneficial, multi-use, public greenway. The plan capitalizes on a shift in public policy in Los Angeles County that redefines the function of its watercourses from single purpose, flood protection systems to integrated, multi-purpose corridors. Through community outreach and stakeholder driven process, the master plan's central goal was the transformation of an urban flood control channel into a vital open space network and bikeway, and improving its connection and perception within the community. It then focuses at a more detailed scale to address ecological, development, and circulation issues within Compton. Implementation of the Master Plan will result in a 3.75 mile-long park system of gardens, plazas, trails, habitats, outdoor classrooms, promenades, and integrated best management practices (BMP)s.The vision emphasizes a livable, walkable, urban community that is oriented to and informed by the Creek. Shortly following the completion of the Master Plan, an outdoor classroom identified in the plan was built by the Santa Monica Mountains Recreation and Conservation Authority, and opened in January, 2007. Further improvements are pending. Specific Services Provided: • Prime Consultant • Master Plan Development for Riparian Open Space System 20 Master Plan Aerial So. California Chapter of American Society of Landscape Architects 2007 Merit Award in Planning & Analysis _______ _ ~ .. Related -Experience/ • ~ ~= ' Customer References . .. _ - _-- .___.. _ s____ _._~___~..~_-- -- -_.._;-___ .. . Peck Park Canyon Master Plan SAN PEDRO, CA Esther Margulies, Managing/ Design Partner ^ ^ ^ s ^ ^ ^ Mia Lehrer + Associates lead a multi disciplinary project team to develop a master plan for park improvements surrounding a natural stream in an urbanized area of Los Angeles. Peck Park Canyon in San Pedro represents a unique opportunity to link an active recreation park to a natural habitat. The Canyon, a 60 acre series of canyons with steep slopes and a natural seasonal stream, has been severely eroded by storm water run off and lack of maintenance. The site is part of an historic riparian corridor that stretches from the Palos Verdes Hills to the San Pedro Bay. The wild area of the City Park is unknown to many local residents who fear the general lack attention and use. ML+A worked closely with Lani (Los Angeles Neighborhood Initiative) and local stakeholders to develop proposals for habitat restoration, nature education, trails and cultural interpretation. The Master Plan also developed recommendations for sustainable approaches to water quality improvements and erosion control. The first sustainable practice to be implemented was the replacement of brush clearing by motorized tools with goats. Portions of the project are currently being considered in a highly competitive water quality improvement project selection process. ~~ .F c ro' ~ e Q¢ c ~ ~~~ S~O~ 0e 0 Q- ~ ~ r . • 'Di..o. ~ ~ `le` ~o JQQ¢ 295 '4~ ~~~.J `l \~.f-,Y~` r+ ~ ~-ai,.~ 'a '+ ,r '~ ~~ *,k1 ~ ;rte ~r %'i Q` 0 5~. ;c` , 2~° .~ oQ Q a `' z ,~~ ~ _ Qc` ¢ ,c 300 Specific Services Provided: • Prime Consultant • Master Plan Development for Park ant Trail System including Stormwater best management practices and native vegitation concepts • Facilitated Community Meetings • Assisted with Grant Proposals T ~. w o' a c-, . ;v ~~ 3 N: ~. -a .6' A ~. A A v. i i .~ 2.~~: ;. ~. d .o d s a J _~ Section 3 t Hollywood Park Redevelopment ~ ~ INGLEWOOD, CA Mia Lehrer, Design Partner, Esther Margulies, Managing Partner, Hong Joo Kim Project Manager Hollywood Park, a new mixed community, is envisioned as a compact, walk able, mixed-use community, where many elements are brought together to create an environment where residents can live, shop, play and have an easy access to the Westside Los Angeles job market. Hollywood Park is located in the City of Inglewood, east of the 405 Freeway and north of the 105 Freeway, within the Centinela Valley and the South Bay region. The Specific Plan area is located two miles east of the Los Angeles International Airport (LAX) and several blocks southeast of downtown Inglewood. It is a place where the traditional assets of the Inglewood suburban setting are complemented with an increased range of lifestyle choices made possible by a retail/entertainment center, superior public parks and range of housing options, all within comfortable walking distance. The purpose of the Hollywood Park Specific Plan is to provide the land use framework for the re- development of the 238-acre Hollywood Park site with a mix of parks, retail, housing, entertainment, gaming, hotel and civic uses. The Hollywood Park Specific Plan sets limits on the overall amount of development and allowable land uses in the Hollywood Park, provides the general standards for street dimensions, parking, building types, improvements and landscaping, and sets overall height limits and density limits for Hollywood Park. This Specific Plan creates a framework for design and development that will happen over many years. SjSecif c Services Provided: • Full Landscape Design Services Provided (Specific Plan Through Construction Administration) for Residential Streetscape and Four Neighborhood Parks 22 Illustrative Site Plan ~~~ ~ ~ _ ~ Related Experience/ . ~. Customer References.... s _~ ~i~ ____-_.~._ Hollywood Park Redevelopment INGLEWOOD, CA In the newest of Inglewood's neighborhoods, the pedestrian will have priority. Development will be compact and focused around a public park system, connecting the residential areas to the retail/en- tertainment center. Hollywood Park's streets, the primary public realm that defines the development ^ parcels, will be built to create a vibrant street life that encourages walking, not just as an alternate to driving, but as a pleasurable activity in itself. Walkways will be generous, continuous, well-lit and pro- tected with a canopy of trees. On-street parking, multiple residential front doors and active ground floor commercial will activate and provide a sense of community stewardship for those streets. As a complement to the street network, a comprehensive public park system will not only offer a wide . range of passive and active recreational opportunities, but also enrich and support the overall walking experience. Residents will have the option of walking to work, restaurants services and recreation . areas. Hollywood Park will accommodate bicyclists on bike lanes that will run adjacent to parks and will connect the Hollywood Park residential areas to the retail/entertainment center. Also, the existing ^ Inglewood bike routes will be connected into the Hollywood Park development. Champion Park Rendering ^ ^ ^ ^ `• ~ / ! `fin ~ ~~ 1 "y r `~.f"~ \~4 `~ .,. _ I J~,,.~ ~, ,~, , ~ ~I19. ~~ ~~~ di /rp : , s y' ~'yp..,,~. ~r ~~1I .:": '9w' 1, L ,s.:."..rrr sr ~ v _Gm 1S~~SU1N1~~`(h'll~~~~"'~.5+~`'`~ ~ 46'ti ' !y ~,.ri,q„ ~ 19%.s~q K Amiu~,t1~7yylL'j h~l I ~I~ b 1 r . ..._. ._,___, . I ~ ~~ ^ n IWWItIIL` ~q~~~I 'bILA;J11~r~d~, ~ ~~~ 1~` u1~1~'~Ir I ~ 1 ._ ,,, ~1 ry , ~ s syst~;e-`*r" 1, a\. ~ ,BIVi ` -..~,.. ~ .qt+• 1<l r"' ~s~~{ , , / ' r n ~>1ih 1,,~+~1, 1 ,Phrv,.s ,>r i '~ `,~~, a't :~;'.np, aH'~'X~+'IJSG'"r ~ ~ `~~ ~ I ,,~/ ~~ ~'~~~!! t ~1,t pei ate.!{ .av}rS~~ay~W ~'J~~~~;tt~~^A-~ ~~11~~1A111~~t+~~ ~`'i~' I r'' 0 Sir ,~ \, ! ~s)ilrrNNl~v,h `t~~y~ ~~ ~_~ h I ~4' _ ~~u~ll~tl\~~~\~\~1,~Vt''~` .u'~j~\~i~\~~ba ~,.^ d , -~ 1.~~~~~,r~'I~ ~(j~ ,~11T\l~~ ll~ta~~~ ~~'~y,: `-`-__---...~_ ~ µ~j-!,~!'~~.~'' ,. !. !!1 ~I (` Zr , ~~ ,- Ali! U~. ,_ ..,, 'I~f~~l111~j~tl ~ . ~~ ~ ~ 'vty. v _~ ~ . ~ ~ ~~~ I~ ~~ . ~ >„ ja~l t ~ ~~I ~ r~ ~ 1 ~~~~~ s~~ ~~Ip ~~ ~ 1:~ ~,n~yll~ijl.~j~~;r~ ~n ~~ ~'~ ~ ~n~ ,,;.f ~ •Ir~~l~j~ ~~ 11 III ' ~ ~ ~ - -' ~~ ~ ' ~ .~~,~,~~'~,~ , ~~t ,~ ~iB I~'V~ l ~~ ~'~~ j ~1~~~~ ~~~' Ir ,1 ~ , r ~~ ,,,; .~u,'~F~ ,~ i ~ Ir~l,k ~~~ ) ~ j~,'~~~~ I ~ '! I ~ IG fly , ~ ~ ~4 "rtr%~~i% , rat" ~ ~ ~t~.~ ~1~9t (~ j, t l XjJN~/ ~'r ~1~ ~q P I ~~,'~r t ~~~a; 1~~'f JI' I I ~ ~x n:~ . Lake Park Rendering T w _~, w 0 a ~ . m ~. T - ~. N• 3 w iD -o . . 0 a I' . I ` ~. 1 !. 23 ( ~e ~~ ~ ,~ Section 3 I - - __ ~ a ~ + Baldwin Hills Park Vision and Master Plan L LOSANGELES, CA °~ Mia Lehrer, Design Partner, Esther Margulies, Managing Partner, Holly Kuwayama, Project Manager The Baldwin Hills are a key component of the 127-square mile Ballona Creek watershed, a part of the Inglewood Newport Structural Formation, and are bounded on the west by Ballona Creek. Currently 350 acres of the total area are part of the Kenneth Hahn State Recreation Area and another 40 acres are part of the Culver City park system. There are approximately 900 acres leased for oil and gas ^ production that have been scraped and graded since the oil extraction began in the 1920's. ^ Mia Lehrer + Associates and Hood Design were chosen through a competitive process to develop a master plan for the creation of atwo-square mile urban park, in the Baldwin HiIIs.The Baldwin Hills Park Master Plan balances preservation, conservation and restoration of sensitive native habitat, active and passive recreation, community, education and cultural facilities, and the creation of economic generators.The plan has been shaped by the natural land formations, efforts to restore large areas of native vegetation and wildlife habitat and the community process that was an integral part of the design process. The Master Plan establishes a sustainable framework for development including restoration of native ___. ___ vegetation; concentration of grading and other construction in flatter; previously graded portions of the site; a proposed alternative fuel tram system; limited use of private vehicles, reduction in use of herbicides and pesticides; heat island reduction; water conservation through use of native and drought tolerant plant materials; use of recycled materials; and the retention of stormwater on site for . groundwater recharge or re-use. The most daring part of the plan is the proposal to build a I/2 mile land bridge across an existing 6 lane divided roadway to add usable park area and to restore wildlife ^ connections across the site and ultimately to Ballona Creek to the west. The project will provide unmatched resources within walking distance of adjacent communities, which are characterized by high ethnic minority populations. The expanded park will provide miles of hiking and biking trails in addition to state of the art environmental education facilities. Larger community wide goals include providing job and education opportunities; developing high quality active recreation . sites; providing community gathering areas; and developing performance and cultural event venues. Specific Services Provided: • Site Analysis • General Plan Report Document Creation ^ • ParkVision & Goals Creation • CommunityWorkshop Facilitation • Park Programming Development • Community Outreach Program Development ^ • Master Plan Park Design i I i 24 I ---- ---r-~---'~--~------~'" ~ °-~ _ ~'~~~ 4. iSAi k,~.i:~Y'H`.,j+ir}I~ ~„ir},.~tc~c.~ .Cp.~L~tl~~;1~r-~~~_~`~~~,1"fi`i-^ ~t~.~`+~.'t.'~r-`~'-~ '~.~ F.t ru' Yid ~...+'~^ f ~~ '=~~~~_._.~~h+~'*m,~M+•-'W.^~s :~~ ~ _ - 1 ~"~ _ yy.. ~ ,r4.~w "'?~ ,~ , ~~~ ~ ~~ ~, Btt ., -- ~y~ ~ ,, ~. ~,_ .... ,, .r ,~ y _ ~ . fi 1 Conceptual Sketch of Proposed Land Bridge Across La Cienega Boulevard Related Experience/ ~ ~. Customer References. , ~ ~ - w San Pedro Downtown Development and Waterfront Plan SAN PEDRO, CA Mia Lehrer, Design Partner, Esther Margulies, Managing Partner, David Fletcher, Project Manager ^ ^ a ^ ^ ^ ^ ^ ^ ^ ^ ^ i The design team was selected from among six national finalists to design and implement aseven- mile waterfront project that is expected to promote economic development in San Pedro, and draw attention to one of the world's busiest and most successful ports.The cornerstone of the design project is a waterfront plaza at Sixth Street and Harbor Boulevard that will connect historic downtown San Pedro to the water.The contiguous promenade will link the downtown with new parks, marinas, and a waterfront commercial district. As the landscape architect, we have been working closely with the city council, advisory committees, and local stakeholders, which includes presenting at regular community meetings and workshops. Our involvement in this process has exposed us to this wonderful port community.We have gained valuable insights to the needs and desires of the local residents, commercial businesses, and port agencies. As a result of our research and involvement in public meetings, we have a growing understanding of the local habitats and environmental conditions unique to the communities of and surrounding the port. The influence of adjacent existing and proposed land uses in San Pedro will significantly determine the individual characteristics of our plan, but overall, the promenade is to be the one prominent and recognizable design element for the entire project - a memorable walk s that unites the length of the shoreline and feeds into adjacent pedestrian systems. Specific Services Provided: • Provided Regional Open Space Analysis & Mapping • Master Plan Concept Development for a System of Parks and Open Spaces Ranging From Boulevards to a 25 acre Public Park & Other Interpretive Sites Along the Waterfront • Assisted in Preparing/ Presenting Presentations to Port Staff, Stakeholder Groups and Community Wide Workshops. o. w c , w ~~ 3 w ~_ .o a ~ 25 Conceptual Park /Open Space Program d R ~V Q d a Vista Hermosa Park LOS ANGELES, CA Mia Lehrer, Design Partner, Esther Margulies, Managing Partner, Jeff Hutchins, Project Manager Section 3 I~ _J i 26 The park provides nearby residents with unique access to both athletic facilities and a chance to experience nature within walking distance of their urban neighborhood. Vista Hermosa is intended to be more than a recreational park, however; it is envisioned as an educational platform from which children develop knowledge, and are inspired to have pride in their community.Though the park will be open to the public, LA-area schools will be encouraged to use it for educational and interpretative ^ programs. The park also incorporates layers in sustainability practices, including storm water collection in a subsurface cistern for on-site irrigation use, meadows and bioswales that filter the water before it ^ enters the cistern, permeable materials used in the parking lot and pathways, and buildings with green roofs that utilize natural lighting, as well as have the capability to incorporate solar collection trellis . panels. Specif c Services Provided: • Site Design • Full Landscape Architecture Services Greenroof Restrooms ~ Related Experience/; ~~ Customer .References ^ e ^ S - ..Ba~:ILARD ~~~ING~ _. _. K«cmltioaF'uiiIityHldnniugnnd,Q{xtrntioi~'Cyn3ulianta Brunswick Parks and Recreation Master Plan- Brunswick, MO Ballard*King and Associates (BKA) as part of a larger project team provided specific planning services related to the delivery of recreation programs and services and the determination of specific recreation facility needs. West Sacramento Parks Master Plan Implementation Strategy- West Sacramento, CA Taking the parks master plan developed by another firm, BKA established a detailed implementation strategy and action plan for the study. Specific tasks and timelines were developed and priorities determined for a variety of parks and recreation facilities. Surprise Parks and Recreation Master Plan- Surprise,AZ Ballard*King and Associates as part of a larger project team, was responsible for developing the recreation program and service delivery sections of the master plan document as well as the recreation facilities portion of the study. St. Charles County Strategic Plan and Recreation Center Study- St,. Charles, MO BKA completed an assessment of recreation program and facility needs for this suburban St. Louis county. Ballard*King was a part of a larger project team. Albemarle County Community Recreational Needs Assessment Study - Charlottesville,VA Ballard*King and Associates was the lead firm for this master plan study that was completed in three parts. Phase I determined overall county parks and recreation needs and assessed the strengths and weaknesses of the current department. From this an indoor recreation facilities action plan was developed as Phase II. The last phase established basic parks and recreation facility standards based in part on benchmarking with other local agencies as well as prominent county departments nationwide. Eureka Parks and Recreation Master Plan- Eureka, MO As part of an overall project team, BKA completed a parks and recreation master plan for the community. BKA's efforts focused on determining recreation program and service needs as well as recreation facility needs to support a growing community. Wentzville Parks and Recreation Master Plan- Wentzville, MO Ballard*King and associates working with several other firms completed a parks and recreation master plan. BKA was charged with the analysis of recreation program and service needs and the justification for the development of an indoor recreation center. .~ N. w o. a ., w _ ~_ 3+ w -o ..-, ~. 0 .e .o fl a I 27 +_ i .o 4 i L J ~ i ~ ... 28 Section 3 - -1~I1J~LA.RD ~~~G ~ '~`'' .~ t15S(~CI,AT.FS LTU ~~ R~~cmation Fo~itity Planning and. t3jxrutioo Consultants West Ouachita Recreation District Master Plan- Monroe, LA Working in conjunction with two other firms, Ballard*King and Associates is completing a recreation facilities master plan for this recreation district. Eastern Rio Blanco Recreation Master Plan- Meeker, CO BKA was the lead firm for the development of a recreation master plan for the district that outlined citizen needs and priorities for facility development and service delivery. Phase II of the study focused on the establishment of a specific plan to develop indoor recreation facilities in the district. Queen Creek Parks and Recreation Master Plan- Queen Creek,AZ Ballard*King and Associates worked with other team members to complete a comprehensive parks and recreation master plan for this fast growing community. BKA was responsible for establishing recreation program and service delivery priorities, the identification of active recreation facility needs and the establishment of a fee policy for services. Tualatin Hills Park & Recreation District Comprehensive Plan - Beaverton, OR Ballard*King and Associates working with other team members, completed a comprehensive parks and recreation master plan for this large park district. BKA was responsible for reviewing recreation program and service delivery priorities and identification of active recreation facility needs. In addition BKA assessed parks maintenance functions and recommended a reorganization of the division. ~ ~ Related Experience/ .Customer References. ^ + associates . REFERENCES-Master Plan r,„„t„., 1,~~ „=~,,rrt~~i„r,- ^ BALDWIN HILLS PARK-Los Angeles, CA I. Baldwin Hills Conservancy 2. David McNeill, Executive Officer (310) 641-7983 3. 200 I 4. Site analysis, park vision and goals creation, park programming development, Master Plan park design, community outreach program development, community workshop facilitation, e, general plan report document writing. LOS ANGELES RIVER REVITALIZATION MASTER PLAN -Los Angeles, CA I . City of Los Angeles, Department of Public Works BOE ~; 2. Deborah J.Weintraub, Deputy City Engineer (213) 485-5499 3. 2007 ~, 4. Identification of Project Stake Holders, Community Workshops, Stakeholder Identification Development of Project Graphics/ Illustrations BALLONA CREEKTRAIL & BIKEWAY MASTER PLAN -Culver City, CA I. City of Culver City, City Hall 2. Shelly Wolfberg,Assistant to the City Manager (3 10) 253-6008 ® 3. 200 I ^ 4. Coordinated Stakeholder Identification, Facilitated Community Outreach, Developed Master Plan for the Creek Trail System, Associate Open Spaces ^ REFERENCES -Feasibility Studies/ Economic Impact Analysis COMPTON CREEK GARDEN PARK -Compton, CA I. City of Compton, City Council ^ 2. Yvonne Arceneaux, City Council Member (3 10) 605-5552 3. 2006 4. Prime Consultant, Master Plan Development for Riparian Open Space System LOS ANGELES NEEDS ASSESSMENT -Los Angeles, CA I . City of Los Angeles, Department of Recreation & Parks 2. Mike Shull, Superintendent, Planning and Development Division (213) 928-9195 3. 2008 4. Worked Closely with LA Dept. of Rec & Parks as Prime Consultant, Project Schedule Management, Stakeholder Identification, Outreach/ Public Meeting Facilitation, Developed Project Graphics and Communication, Conducted Site Analysis & Facility Reviews ~. ~~ ~- o. w a ,, _ ~' _~ ~. 3 N -o '3 .-. ..~' 0 0 A a 1 I. 29 .o d s J r ..._BALT.I-~U ~~~~ING r1 5~S~C.1AT~S LT 1). ~~ Recreation Facility Pliinning,nnd U~perntion Consultants Section 3 ~ ^ -- - ^ ' 30 ^ REFERENCES -Master Plan WEST OUACHITA RECREATION DISTRICT MASTER PLAN - MONROE, LA I. West Ouachita Recreation District 2. Mr. Randall McDonald, Board Member (318) 348-8956 3. 2008-Current 4. Recreation facilities master plan EASTERN RIO BLANCO RECREATION MASTER PLAN -MEEKER, CO I. Eastern Rio Blanco Recreation & Park District 2. Ms. Heidi Ham, Executive Director (970) 878-3403 3. 2005 4. Phase I :Development of a recreation master plan for the district that outlined citizen needs and priorities for facility development and service delivery. Phase 2: Establishment of a specific plan to develop indoor recreation facilities in the district. QUEEN CREEK PARKS AND RECREATION MASTER PLAN -QUEEN CREEISAZ I. Town of Queen Creek 2. Ms. Lisa Padilla, Facilities Development Coordinator (480) 987-0497 3. 2006 4. Established recreation program and service delivery priorities, the identification of active recreation facility needs and the establishment of a fee policy for services. REFERENCES -Feasibility Studiesl Economic Impact Analysis ST. CHARLES COUNTY STRATEGIC PLAN AND RECREATION CENTER STUDY - ST. CHARLES, MO I . City of St. Charles, Rec & Parks 2. Ms. Cathy Dedecker, Director of Recreation (636) 949-3372 3. 2004 4. Assessment of recreation program and facility needs ALBEMARLE CO. COMMUNITY RECREATIONAL NEEDS ASSESSMENT STUDY - CHARLOTTESVILLE, VA I . County of Albemarle 2. Mr. Pat Mullaney, Director of Parks and Recreation (434) 296-5844 3. 2004 4. Phase I: Determined overall county parks and recreation needs and assessed the strengths and weaknesses of the current department. Phase 2: Developed indoor action plan. Phase 3: Established basic parks and recreation facility standards based in part by benchmarking with other local agencies as well as prominent county departments nationwide. e ompensation :. ~ _ . ., ~~ ~ I & Fee Schedule -: r ~ 1 , .. - :_-- _ -~. _ _ . _ .._ __ - _ _ _.. _ _ __~_.__: ^ CITY OF PALM SPRINGS Parks and Recreation Master Planning Services (RFP 05-09) ^ PARKS, RECREATION, AND FACILITIES MASTER PLAN ^ FEES BY TASK Inventory ML+A 10,240.00 ^ Ballard*King Associates 7,500.00 $ 17,740.00 Needs Assessment ML+A 17,860.00 Ballard"King Associates 2,475.00 $20, 335.00 ^ Cost-Financial Analysis ML+A " 10,830.00 King Associates Ballard 6,000.00 ^ $ 16,830.00 Design Guidelines Master Plan Concepts ML+A 18,440.00 Implementation Plan ML+A 15,680.00 ^ Ballard"King Associates 3,750.00 $ 19,430.00 Fee Subtotal $ 92,775.00 Reimbursables ML+A 5,000.00 ^ Ballard*King Associates 7,900.00 $ 12,900.00 ^ Reimbursables Include: Travel & Transportation ^ Overnight Hotel Meals ^ Graphic Reproduction Advertisements . Direct Mail & postage Interpreters ^ Meeting space rentals Refreshments . Signage /boards Translations of collateral materials T .. -~ -~ '., ~, o~ a c, ~~ 3 N A '~ ,e' 0 !. J i .. ~~ +. l -31. ,. f, E i ~ ---- - ,: ., . ~, ..; ~.. .. F ~ tion c ~ ,.. e ,~ - :. ~ ~~ ~o ,. :.. , ~a ,+ ,y CITY OF PALM SPRINGS ^ . J Parks and Recreation Master Planning Services (RFP 05-09) ..:.,~; _ FEASIBILITY STUDY FOR DEVELOPING OPEN SPACE, PARKLAND, AND PUBLIC TRAILS ., FEES BY TASK i i Research ML+A 9,340.00 Ballard*King Associates 2,500.00 ~ : $ 11, 840.00 Cost Estimating ML+A 4,270.00 Ballard*King Associates 825.00 $5, 095.00 Assessment ML+A ' 10,580.00 Ballard King Associates 2,000.00 $ 12,580.00 ~ Report ML+A " 9,340.00 ^ Ballard King Associates 1,250.00 $ 10,590.00 ^ Fee Subtotal $ 40,105.00 ^ Reimbursables ML+A * 5,000.00 . Ballard King Associates 7,900.00 $ 12,900.00 Reimbursables Include: Travel & Transportation Overnight Hotel Meals Graphic Reproduction Advertisements Direct Mail & postage Interpreters Meeting space rentals Refreshments Signage /boards Translations of collateral materials i ~. `. I. 32 l -. a Ji .. o -{}+ _ Y..` =:` x~5` >~ `f '~ ,;. m ~~ ~~ ~PRQpOa t ~gObR~uIDQR , . ~ _~ ~ _ - _ -~ a ~~~ ~, F ; r~ ~~ r ~ / ~'~ ~r ~,.. ~ ;,. :w ~_ ~ ~< d> ~ < .y t{ , ..-1~r X ~ ~~. ~,1 * ~'~~.~ j ~ Y d r _, ~ ;Yr~ .fi'r` ~ _ •o ~~"~- r ~ ~. G e ~ ~. ~ ~ - 'FF33 1'~ffS _ ._. s ~ ~~'" J 1 ti S o a - ~ Ra', 5~ t7 ~ _ 5 ~1 }l 4ijY~i ~ ~M .~ ~' 8 ~ ~~~' e r .t ..-~! c~~~M yob .w; ,- `" " r1 f _ , :.~ ~ ~ ~ ,. - ti~ e ~Q' ~ ~~ ~ ~~ . I E b ~~ ~ oo ~~ G°~QG°3G~p G°3CC~G°3 °,4001 Q~1D C~C~~1C~G°3QL~ ~~ ~ C~GJC~0f~040C~ G~1Q~4C~G°3 pL~°JGJ ~onos~ on ~ o ~ pM ~ (~UC~ OpL~~J ~pQC~C QaD 4G°3G°Q0~ ~ or,~ ~C~ o a a~ . o 0 0 0 - . o I~C~Q~O ~ ~f~04~ ~4MD~l c~ Qr ~ D E~~ir I° o 0 G~OGuI ~. V~B~Jo~ ~r0~0G~¢0o0 . ~~ (I~. Q ; - a o ~~ , ~ - ~~' '' M G David Montgomery-Scott November 13, 2008 Parks & Recreation Director City of Rosemead 8838 E. Valley Boulevard Rosemead, California 91770 Re: City of Rosemead Park, Recreation and General Facilities Master Plan Dear Mr. Montgomery-Scott and Selection Committee Members: MIG, Inc., in association with Willdan Financial, Leisure Vision and Crane Architectural Group (the MIG Team), is pleased to submit this proposal to prepare an update to the City's Park, Recreation and General Facilities Master Plan. Our team will work with you to create a master plan for the City that contributes to community livability and vitality, is financially sustainable and is responsive to the City's dynamic population. The MIG Team understands that Rosemead is celebrating its first half-century of incorporation and during that time the city has grown 280% in population. According to the latest General Plan Update, the City is expecting a signif- icant population growth in the next 20 years. Therefore, it needs to know how it is going to manage the recreational needs of those residents and retain a high quality of life for its diverse citizenry. MIG is well known for successfully implementing community-supported park and recreation plans that serve as a resource for future development and redevelopment. Since 1981, MIG has completed over 100 park, recreation and facilities master plans for cities as small as 2,000 and as large as one million residents. Our interdisciplinary approach in all areas of municipal government, combined with our extensive experience in park and recreation planning and design contributes to the usability and success of our plans. The MIG Team offers the City of Rosemead the following strengths: ^ An extensive track record in diverse communities uniting residents in support of a master plan by successfully identifying a common vision for the future; ^ Proven techniques for assessing community and facility needs that provide a detailed and defendable park, recreation facility and program analysis; ^ Practical knowledge regarding park and facility operations and maintenance, and how to plan to achieve an acceptable maintenance level of service; ^ Public financing expertise to ensure the plan can be implemented; and ^ Accessible, available professional staff who are dedicated to meeting your needs. The MIG Team is excited about the opportunity to work with the City of Rosemead to prepare this master plan, and we look forward to sharing our ideas and approach with you in person. This proposal is valid for a period of 90 days. If you have any questions or would like to request additional information, please do not hesitate to contact me at (714) 871-3638, extension 113 or jimp@migcom.com. Sincerely, Jim Pickel, ASLA Principal 801 N. Harbor Boulevard • Fullerton, CA 92832 • 714.871.3638 • fax 714.871 .1188 • www.migcom.com Offices in Berkeley, Fullerton, Pasadena and Davis, CA Eugene and Portland, OR Raleigh, NC • • • • • • • 0 • M I G table of contents SECTION ONE qualifications about mig 1.1 about willdan financial 1.3 about leisure vision 1.4 about crane architectural group 1.5 team introduction and organization 1.6 key staff 1.8 SECTION TWO project approach scope of work -park, recreation and general facilities master plan 2.1 scope of work -trail system feasibility study 2.11 project schedule 2.15 SECTION THREE related experience mig projects & references 3.1 willdan financial projects & references 3.8 leisure vision projects & references 3.9 crane architectural group projects & references 3.12 SECTION FOUR compensation and fee schedule introduction 4.1 park, recreation and general facilities master plan 4.2 trail system feasibility study 4.5 SECTION FIVE additional information proposed alternative schedule and budget 5.1 testimonials 5.4 Rosemead Parks, Recreation and General Facilities Master Plan TABLE OF CONTENTS ~' i • • • • • • • • • • • • • • • • • • • ,; i j l ' ~~ 1 '~ ~i f j' +' M G qualifications ABOUT MIG Primary Contact Person Jim Pickel, ASLA, Principal 801 N. Harbor Boulevard Fullerton, CA 92832 ph: (714) 871-3638 fx: (714) 871-1188 email: jimpQmigcom.com MIG, Inc. builds custom-tailored and action- oriented.park, recreation and facilities plans that help communities realize their vision, goals and aspirations. With backgrounds in community involvement, planning, park design, organiza- tional development and financing, MIG's multi- disciplinary team has developed park and recre- ation comprehensive and strategic plans for over 100 communities. These plans have resulted in stronger communities, sustainable environments, healthy lifestyles and energized organizations. In our 27 years of operation, MIG has completed park master plans for cities as small as 2,000 people to as large as one million throughout the western and midwestern United States. MIG has offices in Fullerton, Pasadena, Berkeley and Davis, California; Portland and Eugene, Oregon; and Raleigh, North Carolina. Our financial stability and health is evident in the range of clients we have supported with our services and the successful completion of projects across the country. Areas of Expertise Comprehensive Planning MIG develops comprehensive park and recre- ation master plans that address park facilities, open space and trails, and habitat and watershed restoration. Our plans also address programs and services, partnerships, maintenance, and management, including identification of future staffing needs and funding strategies. MIG staff utilize abenefits-based approach to park and recreation planning, and incorporate substantial public involvement into each project to tailor each plan to community desires. Strategic Planning MIG provides organizational development and strategic planning services for park and recre- ation agencies based on a thorough exploration of lessons learned, existing conditions, and future opportunities and trends. MIG emphasizes collab- orative thinking and problem solving; linking resource allocation to organizational values, goals, and objectives; and developing effective perfor- mance and progress measures. Community Outreach and Involvement MIG provides an engaging, multi-leveled community participation process that involves both users and non-users in determining future park and recreation services. MIG's communi- cation and facilitation skills ensure an effective process aimed at increasing public awareness and confidence, and building future support for an agency's activities and funding needs. Our in-house graphics studio and editorial staff produce materials in a range of media to support planning and design processes, such as reports, presentations, web sites, press releases, and newsletters. Rosemead Parks, Recreation and General Facilities Master Plan PAGE 1.1 M G qualifications ABOUT MIG -~ ~-= -~ Recreation Programs and Community Services MIG develops needs assessments and strategic plans for recreation and community services, and conducts recreation program evaluations. Our staff translates desired benefits and outcomes, such as increasing adult role models, into program plans that reflect community needs and desires. MIG explores various delivery systems for service implementation, including partnerships, sets revenue goals, and develops a plan for measuring and tracking outcomes. Quantifying Park & Facility Needs Through the years, we have improved our planning approach to the point where we can now quantify the amount of park land or number of recreation facilities needed for any specific community. By using information from past surveys and from mathematical models we have developed in the past, we can create demand standards specifically for the Rosemead community. Park Maintenance and Operations MIG has extensive experience in park mainte- nance and operations. In addition to tracking maintenance costs and personnel requirements for western communities, MIG has prepared park maintenance management plans, opera- tional audits, and personnel and management recommendations. MIG staff have taught park maintenance classes for many years at the Pacific Northwest Park Maintenance School, including classes on how to reduce maintenance costs through park design. Feasibility Studies and Funding Options Understanding the economic impacts of new and renovated facilities is essential for a successful project. MIG offers years of experience developing accurate operation and maintenance expense projections and revenue estimates for parks and recreation agencies. We also can assist in identi- fying partnering opportunities and funding options for capital and operating expenses. GIS Analysis and Mapping MIG offers substantial experience in GIS analysis and mapping, including demographic, network, and spatial analysis, data collection and production, database development and design, and cartography. We produce maps that are attractive, easy-to-understand and provide critical analysis that lead to informed decision-making. Landscape Architecture MIG has a proven track record in innovative and award-winning landscape design. We provide a full range of services, including programming, concept and schematic design, feasibility analysis, and construction documentation and admin- istration. We have broad experience in the design of sustainable outdoor environments that integrate the needs of people with the protection of the environment, contribute to community livability, and enhance people's ability to lead healthy lifestyles. Our work includes parks; sports complexes; trails, greenways, open space, and natural areas; and children's environments. Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 1.2 M G qualifications ABC-UT WILLDAN FINANCIAL Willdan Financial 1700 Broadway, Sixth Floor Oakland, California 94612 ph: (800) 755-MUNI (6864) ~ fx: (888) 326-6864 Contact Person Jeff Kay, Project Manager jeffkQmuni.com Willdan Financial Services, a division of Willdan Group, Inc., is a financial and economic consulting firm. Their clients include cities, counties, and special districts in more than 35 states. They serve as an extension of our clients' staff, providing such services as: ^ Economic studies, such as fiscal analyses of new development, proposed annexations and incor- porations, and development impact fees; ^ Financial studies to identify funding sources or to determine optimal utility rates, standby charges and cost of services; ^ Municipal disclosure reports preparation and dissemination; • Arbitrage rebate calculations; ^ Administration of special taxes, assessments, standby charges and utility rates; and ^ District formation services for capital projects, assessment/local improvement districts, community facilities districts, landscaping and lighting districts, and special taxes. uvt ~~~atv They serve as an extension of their clients' staff, augmenting existing personnel by providing specialized expertise. In support of this, their staff members regularly write articles and conduct presentations for local, state and national organi- zations. They hold client workshops, and conduct onsite training throughout the year to assist clients in keeping abreast of the latest developments, while helping new agency staff understand our services. The success of Willdan is based on a corporate philosophy of personal service. They provide support throughout the year -and for years after. Clients can be assured that they can be reached should any questions or issues arise. Rosemead Parks, Recreation and General Facilities Master Plan PAGE 1.3 M I G_' qualifications ABOUT LEISURE VISION Leisure Vision 725 W. Frontier Circle Olathe, Kansas 66061 ph: (913) 829-1215 Contact Person Ron Vine, President rvineQetcinstitute.com The ability to effectively listen and involve citizens and clients has given Leisure Vision a reputation as one of the premier public policy market research firms in the country. Leisure Vision's services focus on involving citizens, users, and stakeholders in the decision making process and developing creative and sustainable funding strategies. Core services of the firm involve conducting statistically valid phone and mail/phone services and related market research. They have conducted more than 500 surveys for parks and recreation systems in 46 states across the country for a wide variety of projects including parks and recre- ation master plans, strategic plans and feasibility studies. Since 1992, the principals and associates of Leisure Vision have helped secure funding for more than $1 billion of parks and recreation projects. The firm has extensive experience conducting surveys as components of plans leading to successful voter elections. Leisure Vision's work allows the community to see itself in their planning efforts, providing buy-in and trust in the process. ETC Institute. is the parent company of Leisure Vision. ETC Institute is a 62-person market research firm that specializes in the design and administration of market research for state and local governmental organizations. Areas of emphasis include: community attitude surveys; citizen satisfaction surveys; employee surveys; focus groups; and stakeholder interviews. The company is woman-owned and certified as a Disadvantaged Business Enterprise (DBE). Since 1982, ETC Institute has completed research projects for city and county governments in 46 states. ETC Institute has designed and adminis- tered more than 1,500 statistically valid surveys and our team of professional researchers has moderated more than 700 focus groups and 1400 stakeholder meetings. Internal Capacity and Resources Unlike many firms who outsource data collection activities, Leisure Vision/ETC Institute has in-house capabilities for performing all data collection tasks. This provides their clients with two advantages. First, they are able to directly control the scheduling of all research activities to ensure that all surveys are completed on time. Second, their senior research professionals are able to directly monitor the administration of the survey, which allows their team to understand anomalies in the data collection process which could later compromise the analysis and interpre- tation of the data. Leisure Vision/ETC Institute's in-house resources will allow the project team to monitor all phases of the survey administration process, which will ensure that the highest standards of quality are maintained. In-house services include: ^ Mail Center; ^ Call Center; and ^ Foreign Languages translation and telephone recruitment services for Spanish, French, and various Asian languages. Rosemead Parks, Recreation and General Facilities Master Plan PAGE 1.4 N1- 1 G ~~ qualifications ABOUT CRANE ARCHITECTURAL GROUP CRANE ACCHRECTUtt~! C80UP _ Innavabons ir+ Ardiitedure }tOENA}'E,S111fE~OD 1} ~~~ ~» ~~ ~~ Crane Architectural Group 110 E Wilshire Ave, Suite 300 Fullerton, CA 92832 ph: (714) 525-0363 Contact Person Richard Crane, AIA, President craneQcranearchitecturalgrp.com Crane Architectural Group is aservice-oriented architecture and planning firm with a team of dedicated professionals providing services to a broad spectrum of the building industry, including governmental and park and recreation agencies and private developers. The firm is committed to design excellence and responsive architecture. Crane Architectural Group provides architecture and planning services that include land planning, site analysis, programming, feasibility studies, ADA studies, construction cost estimating, building design, construction documents, govern- mental processing, project bidding and negoti- ation, and construction contract administration and observation. Crane Architectural Group has a strong working relationship with members of the MIG Team and has worked with MIG on numerous projects over the past 15 years. Mr. Crane, the founding principal, involves himself directly in each. phase of a project. His hands-on approach guarantees effective communi- cation between client and architect. Mr. Crane has designed many recreational and commercial projects. In addition, he has directed the design and planning of community centers, outdoor amphitheatres, senior centers, sports complexes, and ofFice buildings. His comprehensive background in design and planning serves as the outstanding element in their architectural team. Serving in the past as chairman of the City of Fullerton's Redevelopment Design Review Committee, Mr. Crane provided consulting services for the design of educational centers, recreation facilities, sports complexes, community centers and a variety of office buildings. Committed to participating in civic and profes- sional organizations, Crane Architectural Group has been or is currently active in the City of Fullerton's Planning Commission, the American Institute for Architects, the International Conference of Building Officials, the National Trust for Historic Preservation, the American Planning Association, Fullerton Heritage and the Rotary Club of Fullerton. Rosemead Parks, Recreation and General Facilities Master Plan PAGE 1.5 M I .G ~>~ ,,~` qualifications TEAM ORGANIZATION MIG has assembled a team of highly qualified park and recreation professionals to develop the Rosemead Parks, Recreation and General Facilities Master Plan as well as the Trails Feasibility Study. Jim Pickel, ASLA, a firm principal with over 27 years of experience in recreation and community planning, will serve as Principal-in-Charge, providing quality control and consultation on process management and strategy. Maxine Surks will be our Project Manager, bringing to this project her extensive experience in all areas of landscape architecture and master planning. Ms. Surks will coordinate the team's work efforts as well as provide analysis and writing. Technical Advisor Cindy Mendoza brings a wealth of experience in park and recre- ation planning to assist Mr. Pickel and Ms. Surks with project administration, data gathering, analysis, public outreach and documentation. To complement our resources and expertise, we are pleased to have Bob Spencer, Jeff Kay, AICP, and Carlos Villarreal of Willdan Financial to develop solid funding and financial strategies for the Plan. Ron Vine and Dr. Elaine Tatham of Leisure Vision are available to provide expert telephone survey services. Finally, Richard Crane, AIA, and Steve Kalthoff of Crane Architectural Group will provide analysis of facilities buildings. Each have had a long and successful working relationship with MIG on similar projects in California. This proven MIG Team will be supported as needed by our in-house staff of planners, landscape architects and Facilitators. An organi- zation chart showing the structure and responsi- bilities of the MIG Team is presented on the riext page. Resumes for key personnel from the MIG Team are presented beginning on page 1.8. The staff members on the MIG Team will be fully devoted to completing your project on time and on budget. MIG has a 27-year track record of successfully managing park and recreation planning and design projects. We have developed project coordination and cost control mechanisms to ensure timely delivery of services in a cost- effective manner. Prior to commencing work on the project, MIG will refine the detailed work plan and schedule to illustrate the project on a task-by-task basis, making clear the project's critical path, key deadlines and checkpoints, and the responsibilities of each team member. Work will be reviewed weekly by Mr. Pickel and Ms. Surks, and through regularly scheduled project team meetings to ensure work quality and the appropriate allocation of staff time and project resources. Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 1.6 ~' • s • • • s • • • • • ~~ • • • • • • qualifications TEAM ORGANIZATION PROJECT MANAGEMENT Jim Pickel, ASLA Principal-in-Charge Maxine Surks Project Manager MIG COMMUNITY INVENTORY, MASTER FUNDING AND COMMUNITY OUTREACH & FACILITIES & PLANNING & FINANCIAL TELEPHONE NEEDS ASSESSMENT PROGRAM DOCUMENTATION STRATEGY SURVEY EVALUATION Maxine Surks Maxine Surks Jim Pickel Jeffrey Kay Ron Vine Jim Pickel Jim Pickel Maxine Surks Robert Spencer Elaine Tatham Cindy Mendoza Cindy Mendoza Cindy Mendoza Carlos Villarreal Leisure Vision MIG MIG MIG Willdan Financial Richard Crane, AIA Steve Kalthoff Crane Architectural Group MIG TEAM RESOURCES Landscape Architecture, Recreation Planning, Public Outreach, Meeting Management and Facilitation, Communications and Graphic Design Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 1.7 /v1 ~ ~~ qualifications KEY PERSONNEL - MIG Jim Pickel, ASLA Principal-in-Charge Education Bachelor of Science in Landscape Architecture, California State Polytechnic University Professional Registrations Landscape Architect: CA #4385, TX #2171 Qualifications Jim Pickel has over 27 years of experience in park design, park and recreation planning, landscape architecture, and urban design. He has completed a wide range of projects including park and recre- ation master plans, sports complexes, streetscapes, and commercial, industrial and residential devel- opments. He has extensive experience in project management, site design and analysis, plan check review, public meeting facilitation, construction documentation, and construction administration. As Principal, Mr. Pickel has led the development of parks and recreation master planning projects for the Cities of Bakersfield, Stanton, Perris, Santa Paula, Diamond Bar, Murrieta, Chula Vista, Irvine, Ontario, and Moorpark, California. Mr. Pickel served on the Board of Directors for the California Parks and Recreation Society, District Ten, and was a Park and Recreation Commissioner for the City of Yorba Linda. He is currently a member of the Yorba Linda Planning Commission and serves as a faculty member in the Landscape Architecture Program at the University of California, Los Angeles Extension. Relevant Experience ^ Bakersfield Recreation and Parks Master Plan, Bakersfield, California • Ontario Parks and Recreation Master Plan, Ontario, California ^ Perris Parks and Recreation Master Plan, Perris, California ^ Rosita Park Master Plan, Santa Ana, California ^ McFarland Recreation and Parks Master Plan, McFarland, California ^ Diamond Bar Parks and Recreation Master Plan, Diamond Bar, California ^ Murrieta Parks and Recreation Master Plan, Murrieta, California ^ Santa Barbara Sports Field Master Plan, Santa Barbara, California ^ Big League Dreams, Redlands, California ^ Big League Dreams, League City, Texas ^ Irvine Building Master Plan, Irvine, California Professional Affiliations ^ California Park and Recreation Society ^ Southern California Municipal Athletic Federation ^ American Society of Landscape Architects ^ Current Faculty, UCLA Extension Landscape Architecture ^ American Planning Association ^ American Institute of Architects Rosemead Parks, Recreation and General Facilities Master Plan l PAGE 1.8 qualifications KEY PERSONNEL - MIG Maxine Surks Project Manager Education Landscape Architecture Professional Certificate, UCLA Extension, Los Angeles, California Certificate in Multimedia/Web Design, Pasadena City College Bachelor of Arts, English/Writing, California State University, Northridge Qualifications Maxine Surks has extensive experience in all areas of landscape architecture and master planning for the development of parks and recreation master plans and other significant design projects in Southern California. She has proven experience managing projects from the conceptual design phase through construction. Prior to joining the firm in 2003, Ms. Surks was employed by the County of Los Angeles Department of Parks and Recreation in the Planning Division, where she assisted in ADA documentation and compliance with Federal and State requirements for facility accessibility; county trails mapping; park facility design; planting plans and cost estimation. Before entering the field of landscape archi- tecture, Ms. Surks spent 13 years as a corporate communications professional, producing internal and external publications, providing writing and editing support to management, designing graphic materials, participating in strategic planning and serving as an in-house consultant for graphic and publishing software program use for such companies as Great Western Financial Securities and California Federal Bank. Relevant Experience ^ Bakersfield Recreation and Parks Master Plan, Bakersfield, California ^ Moorpark Parks.and Recreation Master Plan, Moorpark, California ^ Santa Paula Parks and Recreation Master Plan, Santa Paula, California ^ Perris Trails Master Plan Update, Perris, California ^ West San Gabriel River Parkway, Long Beach, California ^ McFarland Recreation and Park District Master Plan, McFarland, California ^ Burris Basin Recreation Area, Anaheim, California ^ William S. Hart Union High School District Master Plan, Santa Clarita, California ^ Fullerton Lemon Street Underpass and Fullerton Park Renovation Project, Fullerton, California McCoy Equestrian Facility, Chino Hills, California ^ North Long Beach Street Enhancement I & II, Long Beach, California ^ Victoria Avenue Beautification, San Bernardino, California Rosemead Parks, Recreation and General Facilities Master Plan PAGE 1.9 M I ~ G.,. - = 1 i~ L _ - qualifications KEY PERSONNEL - MIG Cindy Mendoza Technical Advisor Education Master of Arts, Cultural/Behavioral Geography, University of Oregon Bachelor of Science, Geography, minors in Environmental Studies and English, James Madison University Qualifications Cindy Mendoza specializes in comprehensive and strategic planning for parks and recreation. She has assisted in developing plans for commu- nities of all sizes, from Tacoma, Washington to Arcata, California. A geographer by education, Ms. Mendoza's background includes training and experience in recreation and youth services. Her strengths include her ability to synthesize environ- mental, cultural and behavioral information in order to develop and write clear, customized plans that reflect the needs and values of a community. Ms. Mendoza served as the Project Manager of the Albany Park and Recreation Master Plan. She helped identify recreation needs through a public involvement program, including a needs assessment survey, community fair, recreation providers focus group meeting, and sports group questionnaire. She also helped promote a new vision for parks and recreation based on community collaboration, coordinated planning, and partnerships. Through discussions with key staff and with input from the Technical Advisory Committee, she helped create an affordable five- year capital facilities plan and recommendations to revitalize park facilities; acquire new parks to serve underserved areas; increase trail-related recreation, riverfront access, and park connec- tivity; and meet sport facility needs. Relevant Experience ^ Arcata Parks and Recreation Master Plan, Arcata, California ^ Sunnyvale Parks and Recreation Master Plan, Sunnyvale, California • Gresham Parks and Recreation Master Plan, Gresham, Oregon ^ Leisure Services Plan, Medford, Oregon ^ Park and Recreation Master Plan, Albany, Oregon ^ Timber Linn Park Master Plan, Albany, Oregon ^ Presidio Trails and Bikeways Master Plan, Golden Gate National Recreation Area, San Francisco, California ^ Pierce County Parks, Recreation, and Open Space Plan, Pierce County, Washington ^ Metro Parks Tacoma Strategic Parks and Program Services Plan, Tacoma, Washington ^ Parks, Recreation and Open Space Plan, DuPont, Washington ^ Park, Recreation and Open Space Plan, West Linn, Oregon ^ Parks and Recreation Master Plan, Wilsonville, Oregon ^ Parks, Recreation and Open Space Comprehensive Plan, Eugene, Oregon ^ Park and Recreation Plan, Spokane [/alley, Washington ^ Willamalane Park and Recreation Comprehensive Plan, Springfield, Oregon ^ Livingston Park and Recreation Master Plan, Livingston, California ^ Carmel-Clay Parks and Recreation Master Plan, Carmel-Clay, Indiana Rosemead Parks, Recreation and General Facilities Master Plan PAGE 1.10 WI~LDAN Financial Services Robert D. Spencer Principal Consultant Robert D. Spencer is a Principal Consultant in the Financial Consulting Services group at Willdan Financial Services. He is an economist with extensive experience assisting public agencies with the development of sound financial and economic policies. Much of his work is related to infrastructure financing and public services funding to serve a community's growth or revitalization. Based on this expertise, Mr. Spencer has assisted agencies with land use policy, growth management, economic development, and business regulation. Comprehensive Funding and Financing Plans Mr. Spencer has prepared funding and financing plans for proposed development projects, specific plans, and master plans. His plans provide a strategy for financing backbone facilities, integrating various funding sources, and allocating costs fairly across all benefiting land uses. Recent significant projects include: • Led a series of studies for City of Santa Rosa to evaluate the financial status of over $400 million in development-related capital improvement programs and develop a strategy to address the need for substantial additional funding. • Prepared a public facilities financing plan for the Oasis Road Specific Plan for the City of Redding. The plan required $100 million in funding including $50 million in financing for backbone facilities to accommodate 2,500 dwelling units and 3.1 million square feet of retail use. • Advising Tehama County and Sutter County on public facilities financing and urban services funding plans. The Tehama project included 3,700 dwelling units and the Sutter project included 17,500 units and 50 million square feet of commercial and industrial space. • Preparing wastewater financing plans for the City of Stockton to fund $80 million in infrastructure to serve developing areas, including development projections, cash flow modeling, and connection fee justification to fund debt service on wastewater revenue bonds. Development Impact Fee Programs Mr. Spencer is one of California's leading experts on development impact fee programs. He has been engaged by over 100 cities, counties, special districts, and school districts to assist with fee 20 Years of Experience Areas of Expertise ^ Infrastructure Funding and Financing ^ Public Services Funding • Economic Analysis Education ^ Master of Public Policy, John F. Kennedy School of Government, Harvard University, with a concentration in Urban Economic Development ^ Bachelor of Arts in Economics, Colorado College Professional Affiliations ^ Urban Land Institute ^ National Impact Fee Roundtable Recent Teaching and Speaking Experience ^ National Impact Fee Roundtable, moderator and speaker (various topics), 2002-2007. ^ "Stormwater Funding Strategies," Regional Water Quality Control Board Workshop, April 23, 2008. ^ "Takings and Exactions: Imposing Conditions on Development Without 'Going Too Far," University of California at Davis Extension, 2002- 2004. ^ "Effective Local Approaches for Promoting Smart Growth: Financing and Planning Strategies," Urban Land Institute and the Association of Bay Area Governments, September 26, 2003. Rosemead Parks, Recreation and General Facilities Master Plan I PAGE 1.11 WILLDAN Financial Services programs to fund a wide range of public facilities: • Utilities (water, wastewater and storm drainage); • Streets, transit, bicycle and pedestrian facilities; • Public works, fire, police, and administrative facilities; • Parks, open space, and habitat conservation; and • Affordable housing. Mr. Spencer's assistance to local agencies includes preparation of capital improvement plans, documenting statutory nexus findings, facilitating stakeholder involvement, and analyzing economic impacts of fee programs. He has supported adoption of regional fee programs that require the participation of multiple jurisdictions. Mr. Spencer has provided expert advice to the plaintiff (City of Stockton) in a court case regarding a sewer connection fee that settled prior to trial. Recent significant projects include: • Development of regional transportation fee programs for two counties and five cities in Shasta and Tehama counties to widen Interstate 5. • Comprehensive update to City of Fresno's urban growth management (impact) fee program including fire, police, parks, and traffic facilities. Fiscal Impact Analysis Mr. Spencer has managed over 50 fiscal impact studies for a broad range of public agencies. He assists clients in understanding the fiscal impacts of land use policy decisions. Mr. Spencer has played the role of "honest broker," providing objective analysis to multiple agencies in property tax sharing negotiations for annexations and incorporations. Recent significant projects include: • Fiscal impact analysis of the Delhi Specific Plan for Merced County for 3,200 dwelling units and 3.2 million square feet of commercial and industrial space. • Ongoing fiscal impact analysis services for the City of Roseville for the past 15 years related to general plan updates, re-zonings, specific plans, annexations, and voter initiatives. • As a technical advisor and principal provided fiscal impact analysis of alternative development strategies and tax sharing negotiations support for Sacramento County related to city incorporations and annexations. Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 1.12 WILLDAN Financial Services Jeffrey Kay, AICP Project Manager Jeffrey Kay is a Project Manager in Willdan's Financial Consulting Services' Oakland office. His responsibilities include supervising analysts on development impact fee studies and preparing fiscal impact analyses. Prior to joining Willdan, Mr. Kay worked as a research analyst for the Urban Strategies Council in Oakland. His responsibilities included collecting and analyzing statistical data from a variety of sources pertaining to economic opportunity, housing, crime and real estate development in the Bay Area. Capital Improvement Programs and Infrastructure Financing Shasta County Regional Transportation Planning Agency; Regional Traffic Impact Fee Program for Mainline Interstate 5: Development of a regional transportation fee for 2 counties and 5 cities in Shasta and Tehama counties to contribute to a $546 million widening project on Interstate 5. Project included a survey of development costs across all partner jurisdictions, development of a phased capital improvement program, and an extensive public outreach effort. County of Kern: Capital improvement plan and associated funding plan for 9 facility categories, including parks, documenting over $900 million in public facility needs through 2030. City of Redding: Public facilities financing plan for the Oasis Road Specific Plan.. The plan required $100 million in funding including $50 million in financing for backbone facilities to accommodate 2,500 dwelling units and 3.1 million square feet of retail use. Development Impact Fees Counties of Shasta, Tulare and Yolo: Prepared analysis and documentation for countywide development impact fee programs covering a comprehensive range of facility categories. City of Long Beach: Prepared impact fee study for public safety (police, fire, and dispatch) facilities and an associated fee burden analysis that assessed the costs of development in eight cities. County of San Diego: Conducted multi-jurisdictional, regional impact fee study for transportation improvements. City of Shasta Lake: Conducted a development impact fee update for parks and recreation facilities. City of Soledad: Conducted a comprehensive development impact fee update for eight facility categories. 4 Years Experience Areas of Expertise ^ Public Facilities Financing ^ Development Impact Fees ^ Fiscal Impact Analyses Education ^ Master of Regional Planning; University of North Carolina, Chapel Hill, Dual Concentrations in Regional Economic Development and Community Development ^ Bachelor of Arts, Political Science, Vassar College (Correlate Sequence: Urban Studies) Professional Affiliations ^ American Planning Association ^ American Institute of Certified Planners Rosemead Parks, Recreation and General Facilities Master Plan I PAGE 1.13 WILLDAN Financiai Services Jonathan Young Senior Project Analyst Mr. Jonathan Young is a Senior Project Analyst in Willdan's Financial Consulting Services' Oakland office.Mr. Young has experience developing technically sound and defensible development impact fee programs, as well as putting impact fees in the larger context of public facilities financing. Related Experience County of Kern: Prepared analysis and documentation to establish County impact fees for the first time. Fee categories include public protection, sheriff patrol and investigation, animal control, fire, library, community and regional parks, public health, general government, and waste management. City of Rio Vista: Provided a comprehensive update of City's existing impact fee program to reflect current facility plans and growth projections. The City's impact fee program included police, fire, parks, traffic, and municipal facilities. County of Shasta and City of Redding: Provided fee documentation to establish impact fees to fund county facilities. Calculated development impact fees for justice system, public health, libraries, parks and open space, sheriffs department, traffic, and general government facilities. City of Coachella: Impact fee program for multiple public facilities including traffic, public safety, and libraries. City of Gustine: Updated impact fees for water, sewer, storm drainage, fire, police, parks, and general government. City of Rolling Hills Estates: Documented impact fees to fund traffic, park, library, and streetscape improvements. City of Soledad: Based on the findings of a new storm drainage master plan, calculated updated storm drainage impact fees. City of Oceanside: Calculated impact fee to fund development of a major new park facility. City of South Gate: Established new traffic impact fee program for arterial and traffic signal improvements. 4 Years Experience Areas of Expertise ^ Development Impact Fees ^ Fiscal and Economic Analysis ^ Funding and Financing Plans Project Highlights • County of Kern ^ City of Rio Vista • County of Shasta and City of Redding Education ^ Bachelor of Arts, Economics, Carleton College Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 1.14 RESUMES OF KEY PERSONNEL R®NAL® A. 0/1NE9 PRESIDENT LE9Sl6RE VIS60N VICE-PRESIDENT ETC INSTITIDTE 1999-PRESENT Education M. S., Leisure Services Administration, University of Illinois, 1975 B.S., History, University oflllinois, 1973 For more than 30 years, Mr. Vine has strategically involved citizens and clients into decision making processes that affect their lives, with these efforts resulting in over $1.3 billion of voter approved initiatives for a wide range of parks and recreation initiatives. Mr. Vine has worked on over 600 public opinion surveys and strategic planning and consulting assignments for a wide variety of parks and recreation master plans, strategic plans and feasibility studies for community centers, family aquatic centers, ice-rinks, trails, etc. He has extensive highly successful experience assisting communities with projects leading to sales tax and other tax referendums. Mr. Vine has directed survey efforts in 46 states across the United States, with public sector clients of various sizes ranging up to over 4 million populations. Mr. Vine is skilled in both the use of quantitative phone and mail survey research efforts and qualitative research. He has served as a facilitator for over 500 stakeholder interviews, focus groups, public forums and consensus building workshops. Ron is considered one of the nation's leading experts in the use of benchmarlcing research to assist communities in understanding the results of their citizen survey data, developing realistic performance measurements, and short and long range strategic decision-making and in the development of strategic planning initiatives to successfully pass voter initiatives. Prior to starting work as a private consultant in 1989, Mr. Vine worked for 15 years in a series of high level governmental administrative positions, including serving as the Chief Administrative Officer for the City of Topeka, Kansas where he managed a work force of over 1,200 municipal employees as well as an operations and capital budget in excess of $200 million. In this position, he was one of the first municipal officials in the country to embrace the development of public/private and non-profit partnerships, and the establishment of creative funding strategies such as public foundations as a tool for addressing community needs. Mr. Vine's unique experience in the public, non-profit, and private sectors have proven to be of tremendous benefits to his clients. Leisure Vision Key Personnel - 1 Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 1.15 RESUMES OF KEY PERSONNEL Mr. Vine has considerable experience conducting quantitative and qualitative research for large scale planning studies involving other design, planning and economics consultants. He is a recognized expert in the financial operations of public governments and non-profits and is particularly skilled in the development of innovative public private partnerships to provide needed customer services, while reducing the tax costs to construct and operate facilities. Mr. Vine has managed Market Research Surveys for over 600 parks and recreation projects including: Aberdeen (SD) Elk Grove (IL) Naperville (I L) St. Louis County (MO) Aiken (SC) Fort Wayne (IN) New Haven (CT) St. Paul (MN) Albemarle County (VA) Fulton County (GA) Normal (IL) South Burlington (VT) Arlington County (VA) Greenville CT (SC) Northville (MI) Springdale (AR) Atlanta (GA) Henderson (NV) Oakland County (MI) State of Connecticut Bend (OR) Huron (OH) Palm Desert (CA) State of Rhode Island Bloomington (IN) Kansas City (MO) Park City (UT) Superior (CO) Boonville (MO) Kettering (OH) Peoria (AZ) Tempe (AZ) Canon City (CO) Key Biscayne (FL) Platte County (MO) The Woodlands (TX) Carol Stream (IL) Las Vegas (NV) Portland (OR) Tyler (TX) Cedar Rapids (IA) Lawrence (KS) Pinellas County (FL) Union County (PA) Champaign, IL Lee Summit (MO) Richmond (VA) University Place (WA) Chandler (AZ) Lemont (IL) Rock Island (IL) University of Missouri Claremont (NH) Lindenhurst (IL) San Diego (CA) Wake County (NC) Columbia (MO) Los Angeles (CA) San Francisco (CA) Westchester Ct. (NY) Dee~eld (IL) Mecklenburg CT (NC Sheridan (WY) Wheeling (IL) Denver (CO) Miami (FL) Shoreline (WA) Winnetka (IL) E. Baton Rouge (LA) Morris County (NJ) St. Charles Ct. (MO) Mr. Vine is a regular speaker at numerous state and national conferences and workshops on conducting statistically valid surveys for public and non-profit projects and using survey feedback in strategic planning, master planning, voter elections, and short and long range decision making. Mr. Vine is currently serving as aVice-President of ETC Institute and President of Leisure Vision. Under his leadership, the firm has completed more than 600 surveys for public, non- profit, and private sector clients in 46 states across the country. The firm is recognized as a national leader in the strategic use of public input for strategic planning, customer satisfaction and importance identification, performance measurements, funding decisions, benchmarking, and strategic decision making. Leisure Vision Key Personnel - 2 Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 1.16 RESUMES OF KEY PERSONNEL DR. ELAINE TATHAM, PRESIDENT, ETC INSTITUTE PARENT COMPANY OF LEISURE VISION Education M.B.A., Management, Kansas State University, 1996, first in class Education Ed.D., Educational and Psychological Research, University of Kansas, 1971 M.A., Mathematics, University of Kansas, 1960 B.A., Mathematics, Carleton College, 1958 Professional Affiliations Olathe Medical Center Board of Trustees, member. National Association of Women Business Owners Institute of Management Consultants (New York City) Mathematical Association of America; served as president of the Kansas Section from 1979-80 City of Olathe, KS, Planning Commission, 1982 to 1992; served as chair 1987-88 Mid-America Regional Council: Urban Core Growth Strategies Committee (1991-92) Citizens' Advisory Committee to the Kansas City Power & Light Company (1982-1990) Experience Dr. Tatham serves as the President of ETC Institute, the parent company of Leisure Vision. She has served as the project manager and/or research manager on over 1,500 public opinion surveys across the country for a wide range of public, non-profit, and private sector clients. Research efforts she has lead have included projects related to customer satisfaction research; transportation research; public utilities research; libraries research; children's education and social welfare research; health care research; parks and recreation research; non-profit research, etc. Dr. Tatham has both the experience and academic credentials to design and administer all aspects related to research projects including: research design, information management, statistical applications, and analysis, quality control of research processes, and make a final assessment of the results. She is a certified management consultant through the Institute of Management Consultants (New York City). She was for 20 years an adjunct lecturer in the University of Kansas graduate Engineering Management program. Her specialties include operations research, forecasting, and system simulation for management decision-making. Leisure Vision Key Personnel - 3 Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 1.17 RESUMES OF KEY PERSONNEL Dr. Tatham was a member of the Olathe Planning Commission for almost ten years and served as chair of the commission. She is currently a member of the Board of Directors for Olathe Medical Center and serves as chair of the patient satisfaction committee. She has been instrumental in the design and successful administration of patient satisfaction surveys for more than a dozen health related organizations. Dr. Tatham has served as the research manager for over 700 governmental organizations during the past five years including: Aberdeen (SD) E. Baton Rouge (LA) ~ New Haven (CT) State of Kansas Aiken (SC) East Providence (RI) Normal (IL) State of Missouri Albemarle County (VA) Elk Grove (IL) Northville (MI) Arlington County (VA) Fort Wayne (IN) Oakland County (MI) Atlanta (GA) Fulton County (GA) Palm Desert (CA) Auburn (AL) Greenville CT (SC) Park City (UT) Bend (OR) Henderson (NV) Peoria (AZ) Bloomington (IN) Huron (OH) Platte County (MO) Blue Springs (MO) Kansas City (MO) Portland (OR) Boonville (MO) Kent (WA) Pinellas County (FL) Broward County (FL) Key Biscayne (FL) Richmond (VA) Canon City (CO) Las Vegas (NV) Rock Island (IL) Cedar Rapids (IA) Lawrence (KS) Rutland (VT) Champaign, IL Lee Summit (MO) San Francisco (CA) Chandler (AZ) Lindenhurst (IL) Sheridan (WY) Claremont (NH) Lucas County (OH) Shoreline (WA) Columbia (MO) Miami (FL) St. Charles Ct. (MO) Deerfield (IL) Mundelein (IL) St. Louis County (MO) Denver (CO) Moon Township (PA) St. Paul (MN) Des Moines (IA) Morris County (NJ) South Burlington (VT) Durham (NC) Naperville (IL) Springdale (AR) State of North Carolina State of Rhode Island State of South Carolina State of South Dakota Superior (CO) Tempe (AZ) Temple (TX) Tucson (AZ) The Woodlands (TX) Tyler (TX) Union County (PA) University Place (WA) University of Missouri Wake County (NC) Westchester Ct. (NY) West Des Moines (IA) Wheeling (IL) Winnetka (IL) Yuma (AZ) Dr. Tatham is currently serving as the senior executive and principal owner of ETC Institute a company that provides management consulting services including marketing research, demography, information management, statistical applications, strategic planning, forecasting, simulation, and operations research for management decision-making. The firm's focus is on the acquisition and display of information for management decision-making. Clients include businesses, public school systems, colleges, vocational technical schools, governmental units, and not-for-profit agencies. Leisure Vision Key Personnel - 4 Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 1.18 RESUME RICHARD 1. CRANE, JR., AIA PRINCIPAL REGISTRATION Registered Architect; State of California No. 21132 National Council of Architectural Registration Board; NCARB #40467 EXPERIENCE After graduating from Cal Poly Pomona's Architecture Program, Mr. Crane worked with Thomas Maurer AIA & Associates. Promoted, in turn, to Project Manager, to Design Administrator, and finally to Vice President, Mr. Crane was responsible for all phases of architectural process, including programming, budgeting, planning, design, construction document preparation, contract administration, and general office management. When Mr. Crane left Thomas Maurer, he joined Belair-Crane Design Group as principal partner. He remained in that position for four years, and was again responsible for all phases of architectural process. Today Mr. Crane is the principal of his own firm, Crane Architectural Group, where he provides architectural services for projects ranging from private developments to civic structures designed for public use. EDUCATION Bachelor of Architecture, California State Polytechnic University, Pomona, California Associate of Arts in Business Management, Cerritos College, Norwalk, California PROFESSIONAL AFFILIATION American Institute of Architects AIA National Trust for Historic Preservation American Planning Association APA International Conference of Building Officials COMMUNITY INVOLVEMENT Past Member, City of Fullerton Planning Commission Active Member, Rotary Club of Fullerton Past Member, City of Fullerton=s Redevelopment Design Review Committee Past Member, Fixed Guiderail Review Committee -City of Fullerton Board Member, YMCA of North Orange County Active Member, Fullerton Heritage Past Member, City of Fullerton Affordable Housing Review Committee Committee Member, City of Fullerton Redevelopment PAC ILCommittee Past Member, Parent Advisory Committee, Rolling Hills Daycare Center Past Member, Rolling Hills Elementary School Site Council Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 1.19 RESUME STEVE KALTHOFF PROJECT MANAGER EXPERIENCE After graduating from Cal Poly Pomona's Architecture Program, Mr. Kalthoff entered the employment of Crane Architectural Group. His duties have included the entire range of architectural practice, but especially the construction phase. He has long experience working with City personnel, construction teams, and regulatory agencies. He has worked on many types of projects, including park and recreation, commercial and industrial; and custom residential projects. EDUCATION Bachelor of Architecture California State Polytechnic University, Pomona, California Similar projects for which Mr. Kalthoff has provided services include the following: FULLERTON SPORTS COMPLEX -Fullerton, CA BIG LEAGUE DREAMS SPORTS COMPLEX -Chino Hills, CA BIG LEAGUE DREAMS SPORTS COMPLEX -Redding, CA SLEEPY HOLLOW COMMUNITY CENTER, Restroom/Office renovation -Chino Hills, CA PIONEER, LONEHILL, VIA VERDE PARKS, Restrooms -San Dimas, CA TUSTIN SENIOR CENTER, TUSTIN, CA BURBANK TENNIS CENTER, BURBANK, CA SANTEE SPOTS COMPLEX, SANTEE, CA MOUNTAIN LODGE COMMUNITY CENTER, LAKEWOOD, CA ASSISTANCE LEAGUE COMMUNITY CENTER, FULLERTON, CA CHINO HILLS EQUESTRIAN CENTER, Community Center -Chino Hills, CA Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 1.20 s s i • • s • • f, e • • • • ~~ • • • project approach PARKS, RECREATION AND GENERAL FACILITIES MASTER PLAN Phase I -Initiating the Project Task 1: Project Initiation Meeting MIG will meet with the City's Project Manager and staff to refine the overall work program for the project, including contract administration, scope, schedule, budget, roles and responsibilities, and logistical issues in order to tailor and focus the planning process. MIG will also collect data from the City, including demographics and population projections, digital mapping files, inventory data on all parks and facilities, and background reports. This meeting will also serve to determine the composition of the Project Management Team (PMT). In addition to the project initiation meeting above and the PMT meetings, MIG will meet with City staff throughout the project via telephone and e-mail to coordinate the development of key products and to review findings. Task 2: Refine Scope and Schedule Based on the Project Initiation Meeting, MIG will revise the scope of services, budget, process chart and timeline, and provide the City with a hard copy and a digital file of revisions. Phase II -Understanding the Context Task 3: Meeting with Project Management Team MIG recommends the formation of a Project Management Team (PMT) composed of represen- tatives from all relevant City departments. MIG will meet regularly with the PMT throughout the process for briefings and review. The purpose of the first meeting is to: ^ Review the planning process; ^ Discuss desired outcomes; ^ Clarify roles and responsibilities; ^ Identify and discuss issues and opportunities related to meeting the City's park and recreation needs; ^ Finalize specific meeting times and dates; and ^ Explain the assessment and survey process and start planning for activities. MIG will develop agendas and handouts for the meeting and provide them to the City for duplication. Task 4: Data Collection The MIG Team will review existing documents and background information pertinent to the planning effort including, but not limited to: the City's General Plan and any existing Update if applicable; current Revitalization Projects; City Council Goals; specific development plans and existing park development plans; the City's current park inventory data; other current facility information and park plans; the agency budget and Capital Improvement Plan; and information about related Citywide planning efforts. This scope of work assumes that base materials (site plans, topographic surveys, aerial photog- raphy, City- and County-wide maps in GIS format, etc.) and copies of any previous studies and reports will be available to MIG in digital format at project initiation. Task 5: Master Plan Base Map -Existing Parks and Facilities Using park inventory data provided by the City in electronic format, MIG will produce one (1) GIS or AutoCAD map of all existing park sites and major recreation buildings along with projected new park sites and opportunity areas. One (1) digital file will be provided to the City for review. Task 6: Recreation Program Evaluation MIG will review and evaluate all existing recre- ation and community activity programs. This recreation program review would also include activities sponsored by community organizations such as Little League, youth football, soccer, Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 2.1 ~~ M I G°r project approach PARKS, RECREATION AND GENERAL FACILITIES MASTER PLAN swimming programs and adult sports providers. Interviews with service clubs, civic leaders, senior advocates and others providing services will also be conducted. In concert with the park and facility assessment and program evaluation, MIG will assess and evaluate parks and recreation department opera- tions. This will be an analysis of the department's organizational structure, staffing levels and operations, including the operating budget. The MIG Team will research and compare City staffing levels, department budget and operating costs with three (3) comparable communities and agencies sharing similar development and growth characteristics with the City. MIG will list available and unavailable recreation services and facilities. Any "gaps" in the recreation programs menu will receive special attention. Staff will provide park and facility inventory data during the Project Initiation Meeting, preferably in digital format. Findings will be summarized in the Existing Conditions Summary Report. Task 7: Park and Facility Evaluation MIG will interview maintenance and operation personnel regarding current facility conditions and maintenance issues. We will also interview City staff to review program attendance and membership figures, profile participants (e.g., age, residence, length of involvement) regarding programs and determine the cost to participate. Based on the review of the City's park and facility inventory data, MIG will prepare an overall evaluation of the park system. MIG will also identify the current parkland, open space and facility standards in Rosemead, expressed in terms of a ratio of acres per 1,000 people in the City's General Plan. Task 8: Park and Facility Tour The MIG Team will tour the City parks, open spaces, trails and recreation facilities by a method determined in Task I. We will then review and evaluate the City Hall, Public Safety Services Center, one (1) City Maintenance Yard and two (2) temporary maintenance facilities as part of the park tour and review. The general conditions of the buildings will be reviewed and documented as part of the facilities evaluation. Task 9: Draft and Final Existing Recreation Resources Summary Memo Based on the park and facility inventory data provided by the City and MIG's observations from touring the system, the Team will prepare an Existing Recreation Resources Summary Memo that classifies the park and trail system and summarizes the City inventory. MIG will provide an Adobe PDF file to the City for review and revise the memo based on one (I) collated set of City comments. Task 10: Demographic Analysis and Community Profile The purpose of this task is to describe the planning area and to determine how population changes in the City will affect future needs for parks, facilities and services. Using current population data and projections provided by the City, MIG will summarize important changes and their impact on parks and recreation service provision. . MIG will provide one (1) copy and one (1) digital file of this report to the City for distribution. The City will provide one (1) set of consolidated comments to MIG. Key report findings, including City comments, will be summarized in the Community Needs Assessment Report. Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 2.2 M 1 G project approach PARKS, RECREATION AND GENERAL FACILITIES MASTER PLAN Task 11: Park Standards Benchmark Research and Report Using a list of three (3) comparable commu- nities and agencies selected by the City, MIG will research parkland standards and prepare a table to summarize the findings. The standards research will include park and facility classifica- tions, size and locations, as well as sports facilities, community centers, playgrounds, bike, equestrian and pedestrian trail systems, landscaping, passive recreation, open space and maintenance. Results will be incorporated into the Existing Conditions Summary Report. Task 12: Review of Current Operations The MIG Team will review current financial conditions of the Department in terms of service delivery costs. The purpose of this task is to analyze current costs and revenues from services provided. Findings from this task will result in departmental operation recommendations. Task 13: Existing Conditions Summary Report MIG will prepare a brief existing conditions summary report to summarize the results of all initial activities. It will include a description of planning areas; current and projected demographics along with implications for parks, recreation, trails and open space service provision; existing parks and facilities and current level of service and standards; results of standards research; and an overview of current recreation programs offered by the City. MIG will provide one (1) hard copy and one (1) digital file to City staff for reproduction and appropriate distribution. The City will provide revisions to MIG as one (1) copy of collated comments. Phase III -Defining Needs Task 14: Progress Meeting #2 with Project Management Team MIG will conduct a second meeting with the PMT to review results and input to date and to prepare for the outreach tasks in this phase, including the community telephone survey. MIG will develop agendas and handouts for the meeting and provide them to the City for dupli- cation. City staff will prepare a summary report of the meeting. Task 15: Stakeholder Interviews MIG will conduct up to ten (10) interviews with the Mayor and City Council members, Commis- sioners, individuals or representatives from stake- holder groups (e.g., Little League or soccer clubs) for input on current community priorities, issues, perceived needs and opportunities. Interviews will be conducted by telephone. MIG will develop an interview questionnaire in English, and another language if needed, for staff review and work with City staff to identify appropriate stakeholders. MIG will then provide a summary of findings to City staff. Task 16: Community Questionnaire Working with City stafl, the MIG Team will develop a community questionnaire designed to collect information about: current use of parks and facilities; activity participation rates by age; perceived recreation program, park and facility needs; and priorities for improvements. The Community Questionnaire would be distributed to the public via a variety of different channels, including community intercept events, local outreach activities and where the public gathers. The Department will be responsible for conducting outreach related to the questionnaire, such as publishing notices in local papers, the City's website, and with utility bills. Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 2.3 M G' project approach PARKS, RECREATION AND GENERAL FACILITIES MASTER PLAN ~: ;~ ~~ .. ~ ~'1 r~-~ x~ , 1'~ ~ `mot ' r~ ~" ,i4, .~.h `"'~''~N~PVf ~~. ~~~ ~~ MIG will prepare a report summarizing Community Questionnaire findings, and provide a digital file to the Department for distribution. Findings also will be included in the Master Plan Task 17: Community Intercept Events (Workshops) The purpose of community workshops is to take the planning process to the community in a forum that involves community members in developing a vision for future park and recreation services. Displays and activities would be set up to inform residents about their community resources and allow them to identify their own needs and priorities. The project team will conduct and facilitate a total of three (3) public community workshops to review (including in the planning stage), evaluate and provide a "reality check" on the research and analysis phase of the project. The community will be led through a series of input sessions and be informed of the Park Master Planning process. The results of all the analysis done to date and the survey of recreation needs will be presented to the community in the course of the workshop presentations, and additional comments will be solicited. The outcome of these workshop sessions will provide important input to determining the future of park and recreation development within the City. MIG will summarize results in a memorandum and provide a digital file to the City for distribution. Task 18: Community Telephone Survey Leisure Vision, as part of the MIG Team will administer a statistically valid random sampling phone survey of 400 households for use in the Parks and Recreation Master Plan in Rosemead to assess community needs. Overall results for the entire survey of 400 households will have a 95% level of confidence with a margin of error of +/- 5% overall. The survey will include an importance/satisfaction matrix and comparisons to Leisure Vision's propri- etary national benchmarking database of over 60,000 citizen surveys for parks and recreation projects. The surveys will be geocoded to allow GIS mapping of survey results. Leisure Vision will develop a report of survey findings and attend one meeting to present the survey results. All surveys will be administered in-house with Leisure Vision staff. Questions on the survey will be developed in partnership with City staff in association with the MIG Team. It is anticipated that the survey will take approximately 15 minutes to administer over the phone and will be administered bilingually in English and Spanish. This length will allow for between 25-28 questions to be asked, many with multiple components. Generally, it will take 3-4 survey drafts until a survey is approved. At that time, Leisure Vision staff will conduct a pretest of 8-10 households to ensure that all questions are understood and can be answered by household respondents. Should any issues arise, they will be immediately discussed with the City and MIG, and corrections will be made. The survey will be administered by Leisure Vision staff at their corporate facilities including all aspects of phone calling, development of the data base, data entry, etc. Total quality control for the project will be under the supervision of Ron Vine, Project Manager and President of Leisure Vision and Dr. Elaine Tatham, Research Manager. All phone callers and data processing staff are in the same office complex as Ron Vine and Dr. Tatham and have worked on dozens of parks and recre- Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 2.4 M __I_ , G' project approach PARKS, RECREATION AND GENERAL FACILITIES MASTER PLAN ation projects. All survey data is maintained on- site for a minimum of five years and then off-site. Leisure Vision will conduct up to eight (8) cross-tabular comparisons of survey results by key demographic factors, such.as gender, age of respondent, length of residency, income, users/non-users of services, region, etc. The demographic factors to be cross-tabbed will be selected by the City and MIG in consultation with Leisure Vision. A draft needs assessment survey report and final report will be developed for review by the City. Inclusive will be an executive summary of findings, graphs and charts, cross-tabular analysis by gender, household size and composition, age of respondent, etc. The MIG Team will provide to the City of Rosemead several unique analysis tools that have been developed over the years and will provide powerful planning instruments for the Parks and Recreation Master Plan. Leisure Vision has an unparalleled database of more than 60,000 survey responses from recreation and parks needs assessment surveys from communities across the country and in California. Benchmarking "National Averages" have been developed for numerous strategically important recreation planning and management issues including: customer satisfaction and usage of recreation programs; methods for receiving marketing information regarding recreation programs; reasons that prevent members of households from using recreation programs and facilities more often; priority recreation programs, outdoor and indoor recreation facilities to improve or develop; etc. This information will be provided as compared to survey findings from the City of Rosemead to aid in the planning process and consensus devel- opment. Leisure Vision will geocode survey results to the latitude and longitude coordinates of the area where a respondent lives. This technique allows survey data to be integrated with geographic information systems (GIS), which allows your community to "map" survey responses. In addition to enhancing the quality of presenta- tions, these maps can be used to support strategic analysis and decision making. Task 19: Recreation and Program Analysis The purpose of the Program Analysis is to identify community demand and relevant emerging trends based on the findings of the Community Needs Assessment process, and to identify potential strat- egies for program service improvements as well as improvements in marketing, inclusion of persons with disabilities, and program evaluation. This task will tie programs and services to benefits that are most important to the community. Task 20: Park and Facility Needs Analysis Based on the Standards Research, survey results, other community input and a service area analysis, MIG will identify park and facility needs in the City for each of the park classification types. Based on these needs, MIG will develop parkland and open space level-of-service standards specific to Rosemead. The standards will be developed specifically for the City, will be expressed in terms of a ratio of acres per 1,000 people and will reflect the realities of existing plans, land availability, land costs, available funding, community need and values, and goals stated in the City's General Plan. Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 2.5 project approach PARKS, RECREATION AND GENERAL FACILITIES MASTER PLAN The recommended standard will be used to compare the demand with the existing supply to identify existing needs in terms of acres, miles or number of facilities and accessibility. Future needs will be projected based on projected population growth. As part of this analysis, MIG will prepare service area maps for neighborhood parks and community parks, providing digital files. Task 21: Community Needs Assessment Report MIG will prepare a Community Needs Assessment Report with accompanying tables, charts and illustrations to summarize the results of all the assessment activities conducted to date. It will include the results of the community profile, parkland and facility inventory and evalu- ation, program analysis, interviews, focus groups, community telephone survey, focus groups and Project Team and Advisory Committee meetings. MIG will prepare a draft Community Needs Assessment Report, providing one (1) copy and one (1) digital file to the City for distribution. MIG will revise the draft Community Needs Assessment Report based on one (1) set of consoli- dated comments provided by the City. MIG will provide one (1) digital file of the revised report to the City. Task 22: Project Management Team Meeting #3 MIG will conduct a third meeting with the PMT to review the Administrative Draft Master Plan. MIG will develop agendas and handouts for the meeting and provide them to the City for dupli- cation. City staff will prepare a summary report of the meeting. Suggested revisions to the Admin- istrative Plan will be incorporated into the Draft Master Plan. Task 23: City Council Presentation MIG will present the Community Needs Assessment Report to the Rosemead City Council. Phase IV -Developing the Plan Task 24: Draft Recommendations/Strategies Based on the results of all activities and the joint workshop with the PMT. The MIG Team will draft a set of potential strategies and actions in areas such as: ^ Community Services; ^ Community Facilities; ^ Expansion and Renovation of Community Facilities; ^ Operations and Maintenance; ^ Funding; and ^ Management Results of this task will be incorporated into the Administration Draft Master Plan. Task 25: Capital Improvement Plan Based on the results of the Community Needs Assessment, MIG will create a list of all capital and non-capital projects recommended over the course of the 15-year planning horizon. Based on meetings in which the PMT and CAC will prioritize the 15-year list as high, medium and low priority, MIG will develop cost estimates for the high priority projects. Task 26: Financing Plan MIG will prepare a financing plan to: ^ Project available revenues for capital improve- ments by source, including any new revenue sources; ^ Determine the potential shortfall within the planning period, if any; ^ Identify capital requirements to implement the plan; and ^ Identify and assess options to meet those requtrements. Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 2.6 M_l G project approach PARKS, RECREATION AND GENERAL FACILITIES MASTER PLAN Results of this task will be incorporated into the Administrative Draft Master Plan. Task 27: Action. Plan MIG will draft an Action Plan that consolidates the proposed 15-year CIP, funding plan and policy recommendations into one document. The Action Plan will present a specific implementation plan for the entire City. MIG will provide a digital file of the document to the City for review. MIG will revise the Action Plan based on one (1) set of consolidated comments provided by the City and incorporate the revisions into the Draft Comprehensive Plan. Task 28: Performance Measures MIG will develop performance indicators to measure the City's success in implementing the plan. The measures will be designed to be updated annually. The performance measures will be incor- porated into the Draft Plan. Task 29: Administrative Draft Master Plan Map MIG will produce one (I) draft Master Plan map in GIS showing proposed parks, trails and special use facilities. Task 30: Administrative Draft Master Plan MIG will produce an Administrative Draft Plan for review by key staff before publishing a public document for presentation to the CAC and public. Task 31: Project Management Team Meeting #4 MIG will conduct a fourth meeting with the PMT to review the Administrative Draft Master Plan. MIG will develop agendas and handouts for the meeting and provide them to the City for duplication. City staff will prepare a summary report of the meeting. Suggested revisions to the Administrative Plan will be incorporated into the Draft Master Plan. Task 32: Draft Master Plan Based on the consolidated comments received from the City on the Administrative Draft Master Plan, MIG will prepare a Draft Master Plan for CAC and community review. The draft will be formatted as a clear, readable and attractive document suitable for public distribution. MIG will provide one (1) hard copy and one (1) digital file to the City for reproduction and appropriate distribution. The appendices will be published separately as an accompanying document. Task 33: City Council Presentation MIG will present the Draft Master Plan to the City Council for review and comment. Task 34: Final Master Plan Based on one (1) copy of collated comments prepared by the City, MIG will revise the Draft Master Plan and deliver a final document to the City. The Final Master Plan document will include an Implementation Plan which will include the following components: ^ Financial Plan; ^ Action Plan; and ^ Performance Measures MIG will provide seven (7) hard copies and one (1) digital file to City staff for reproduction and appropriate distribution. Task 35: Project Close-out MIG will complete all administrative duties, such as final invoicing and delivery of final digital files, related to the project. Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 2.7 M. ~ G project approach PARKS, RECREATION AND GENERAL FACILITIES MASTER PLAN ADDITIONAL SERVICES Task A: Youth Questionnaire As with the Community Questionnaire, MIG will work with City staff to develop a youth question- naire instrument that assesses current use of parks and facilities; perceived needs; recreation activity participation rates; and priorities for improvements. Like the Community Question- naire, the Youth Questionnaire will be distributed throughout the City's facilities, including City Hall, Library, Community Center, etc., for "tweens" and teens to obtain and complete. This will allow a broad range and large number of youth to participate. The City will be responsible for recruiting participants. Recruitment could be done via schools and local youth hangouts. MIG will prepare a report summarizing the Youth Questionnaire findings and provide a digital file to the City for distribution. Findings will also be included in the Master Plan. Task B: Focus Groups (2) Focus groups are conducted to determine key issues, priorities and community facility and programming needs of key stakeholder groups. MIG can coordinate with the City's Project Manager and the PMT to determine which focus groups to hold and work with City staff to schedule participants, facilities and provide mailing support. A preliminary list of groups may include the following: Trails, Open Space and Natural Resources Areas MIG suggests conducting a focus group with representatives from key outdoor and environ- mental organizations (e.g., bicycle groups, equestrians, naturalist organizations, etc.) and community advocates to discuss opportunities to develop trails, greenways and open space networks that protect natural resources while providing recreational opportunities. Seniors With the aging of baby boomers, seniors are a growing population segment nationwide. MIG suggests conducting a focus group with older adults to gain input into programming, service and facility needs. Tweens and Teens MIG suggests conducting focus groups with middle and high school youth (12-18 year-olds) to explore service and facility needs, and how the City could best reach this population group and motivate them to participate. Nan- Users To gain insight into how to attract non-users, MIG suggests conducting a focus group with residents who do not use City park and recreation facilities and programs. The purpose of this focus group would be to identify barriers to use and participation. Other potential focus groups include recreation providers, religious organizations, business leaders, facility managers and school principals, among others. The specific focus groups can be deter- mined during the project initiation phase. Task C: Stakeholder Interviews MIG will conduct an additional ten (10) inter- views with individuals or community representa- tives from stakeholder groups for input on current community priorities, issues, perceived needs and opportunities. Interviews will be conducted by telephone. MIG will develop an interview questionnaire in English and another language if needed for staff review and work with City staff to identify appropriate stakeholders. MIG will then provide a summary of findings to City staff. Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 2.8 M L G, project approach PARKS, RECREATION AND GENERAL FACILITIES MASTER PLAN Task D: Community Visioning Fair The purpose of the Community Visioning Fair is to take the planning process to the community in a Forum that involves community members in developing a vision for future park and recreation services. The fair would be scheduled as part of another existing local event or would be held at a location where a large number of residents visit. Displays and activities would be set up to inform residents about their community resources and allow them to identify their own community needs and priorities. Materials would be provided for children and youth to contribute their ideas. The event will involve community members of all ages in the plan development process and will attract residents who may not normally attend more conventional public meetings. Community groups can host booths with activities geared to showcase parks and activities or key questions and interactive exercises related to the vision and future of neighborhood and community parks, trails, recreation and arts opportunities and open space. Youth volunteers will lead children's input activities and games. MIG will work with the City to create the vision for the Community Fair and produce graphics to support the fair, including signage, flyers and displays. The City will help secure the fair location, invite community group participation and provide basic booth supplies and equipment. MIG will summarize results in a memorandum. One (1) digital file of the memorandum will be provided to the City for distribution. Task E: Needs and Opportunities Corps Training MIG suggests creating a Needs and Opportu- nities Corps (NOC) comprised of City staff and other outreach volunteers, parent-teacher associa- tions, homeowner groups, etc. The corps concept will allow the project to capitalize on the depth of community information, understanding and connection held by such groups by enlisting them in the outreach effort on a variety of levels. The NOC will also allow for maximum outreach coverage while having the added benefits of building local capacity and fostering strong relationships among City agencies and organiza- tions. Finally, it will assist in effectively leveraging the MIG Team's time and reach. Training and Kits MIG will develop a NOC outreach kit and training program. Atwo-hour training will be designed and conducted by MIG at one (1) location. The outreach kits will include models for outreach meeting agendas, the community and youth questionnaires, handouts describing project schedules and process, instructions for conducting outreach meetings and other project-related materials. MIG will provide an initial set of 30 community outreach kits, which will be designed for easy reproduction by City staff as needed. The NOC, trained by the MIG Team and equipped with the outreach workshop kits, will facilitate local community outreach activities. `Ihe local community outreach meetings will be designed, as scripted in the outreach kits, to ensure clear understanding of the meeting purpose and structure and to gather information at the grassroots and local community level on key community issues and opportunities associated with park and recreation services and needs. During the training session, corps members will be given a review of the kit as well as best practices for successful facilitation. The training will also provide a valuable opportunity for corps members to strategize and develop a plan for their outreach efforts. MIG will prepare 15 of these outreach kits in Spanish. Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 2.9 M i , G:' project approach PARKS, RECREATION AND GENERAL FACILITIES MASTER PLAN Outreach Activities The NOC's outreach efforts could include presenting at a regular meeting with a formed group such as chambers of commerce, block clubs, book groups, Rotary clubs, mothers groups, etc. They could also concentrate outreach efforts on more general audiences by working with schools to make classroom presentations, passing out materials at local street festivals or other community events. These same corps members can assist the project team with the planned community intercept events (Task 17). As NOC members conduct outreach meetings, they will submit notes and feedback to the City for compilation. MIG will analyze the information and prepare a "Key Findings Summary." MIG will work with the project management team to identify community leaders and other likely volunteer participants. The stakeholder interviews will also provide an effective means of identifying organizations and individuals to serve as NOC members. Task F: Asset Management Plan The MIG Team will provide an economic analysis of potential revenue generation associated with using existing and proposed recreational facilities for asset management. Proper asset management can offset maintenance and operations costs while providing advertisement opportunities for local businesses. The components we will examine for an asset management plan include: revenue from facility rentals, fees, and charges; leases or licenses for private concessions; and revenue from such programs as advertising, vending facilities and community/corporate sponsorship opportunities. MIG will prepare recommendations for designing recreational facilities with advertisement opportu- nities in mind. After reviewing all of the City's parks and recreation sites, MIG will develop a list of asset management opportunities for the City's consid- eration for inclusion in the Parks and Recreation Master Plan. These may include such items as: ^ Vending machines; ^ Parking lot and walkway banner programs; ^ Lease of park space for restaurants and other commercial ventures; ^ Shade shelter advertising; ^ Portable Food concessions; ^ Information and advertising kiosks; ^ Lease of building space to non-profits and other similar organizations; ^ ATM sites; ^ Telecommunication cell tower leases; ^ Sale or trade of surplus parkland; and ^ Naming rights and/or facility sponsorships Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 2.10 M ,G project approach TRAIL SYSTEM FEASIBILITY STUDY The City of Rosemead is interested in preparing a Feasibility Study for the development of an open space, parkland and trail system along three miles of Edison Transmission Corridor. Today, walking, jogging and bicycling are three of the top recre- ation interests in most communities. With this interest has come the demand for more ofl=street open space, recreation trails and pathways. MIG proposes to help meet this demand by devel- oping acomprehensive feasibility study for the Edison Transmission Corridor trail system that travels the length of the City. The proposed trail system would be developed on Edison Trans- mission Corridor and would take advantage of natural settings and view opportunities wherever possible. MIG has prepared a proposed scope of services describing the specific tasks that will be under- taken. These tasks are listed in the planning process's sequence. Phase A -Project Initiation Task 1: Project Initiation Meeting The MIG Team will meet with City staff to kick off the project, coordinate procedures and processes to be employed throughout the project and discuss key products and strategies. The team will review and confirm the scope of services and work plan, project objectives, approach, param- eters, schedule of work, budget and discuss project issues. In addition to the project initiation meeting, MIG will meet with City staff throughout the project during monthly teleconference calls to coordinate the development of key products and to review project findings and overall project status. MIG will prepare a brief memo to summarize the major agreements made during these discussions and provide the City with hard copies. Based on the Project Initiation Meeting, MIG will revise the scope, budget and project timeline, and provide the City with a hard copy of revisions. Task 2: Progress Meeting #1 MIG recommends the formation of a Project Management Team (PMT) composed of represen- tatives from all relevant City departments, agency and community representatives. MIG will meet regularly with the PMT throughout the process for briefings and review. The purpose of the first meeting is to: ^ Identify and discuss issues and opportunities related to meeting the City's and community's needs for the Edison Transmission Corridor open space, park and trail system; and ^ Finalize specific meeting times and dates. Community outreach for the Trail Feasibility Study will be included in the community outreach process for the Parks and Recreation Master Plan. The MIG Team will review and identify require- ments with any other governing agencies which have utility easements within the transmission corridor, access and land use jurisdiction and any other interests within the corridor. Phase B -Project Analysis Task 3: Data Collection The MIG Team will collect available data including the utility easement, existing aerial topographical survey provided by the City and other relevant information on current existing conditions. The City will provide the MIG Team with the Title Reports for all sections of the trans- mission corridor. Currently, there are approxi- mately 45 to 48 parcels within three miles of the transmission corridor, all of which are owned by Southern California Edison. Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 2.11 project approach TRAIL SYSTEM FEASIBILITY STUDY The MIG Team will review existing documents and background information pertinent to the planning and design effort including, but not limited to: existing plans, aerial and topographic information, site features, current agreements, existing environmental studies and documents provided by the City. The MIG Team will research similar recreational use agreements in other California cities. If directed by the City, the team will contact Southern California Edison to review available options for lease, purchase or use agreements. This scope of services does not include aerial photography, a topographic map,.ground survey or boundary survey. Task 4: Site Program and Analysis The MIG Team will conduct on-site reconnais- sance of the existing corridor conditions. `Ihe MIG Team will review the existing conditions, physical limitations, constraints and opportunities of the corridor and the surrounding properties and area. The MIG Team will consider natural terrain, open space, view and vistas, access, access for maintenance and operations, pedestrian circu- lation, surrounding land use, safety and security, aesthetics, utilities and other factors. The team will identify trail destination nodes such as current and proposed parks, business districts, government centers, schools and other areas along with cultural and environmental features that provide educational and opportunities, park amenities and trail heads. This will include projected residential, commercial and industrial developments. Using the data gathered from the analysis conducted above, the MIG Team will walk and assess the potential corridors for feasibility of use. The MIG Team will utilize these conditions and site analysis findings to investigate the feasibility of designing the trail system along the trans- mission corridor. Task 5: Property Acquisition The MIG Team will provide the City of Rosemead with recommendations for property acquisition along the Edison Transmission Corridor. With information provided by the City and Southern California Edison, the MIG Team will conduct market research of recent land acquisitions throughout the region. If comparable sales data is available, the MIG Team will focus on land sales for open space or recreational purposes. The team will then determine estimated market value of the subject properties and collect any available data on comparable lease arrangements, with particular emphasis on public agency/utility leases. Phase C -Financial Analysis Task 6: Prepare Estimated Cost for Capital Improvement Based on corridor use and facilities recommenda- tions from prior task, the MIG Team will generate estimated capital improvement costs. The estimate will be based on costs for comparable projects in California and will be broken down by significant components. Cost estimates will be aligned with the assumptions used in the Parks, Recreation, and Facilities Master Plan. Task 7: Prepare Estimated Cost for Maintenance and Operation The MIG Team will estimate maintenance and operational expenses by building upon similar cost estimates for maintenance and operation of standard park facilities as determined in the Parks, Recreation, and Facilities Master Plan. We will adjust the estimation as needed to reflect site specific characteristics of the corridor and its proposed uses. Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 2.12 O s s s O O A s O • • M ~ G ,~~~. ~; ~ ,r K,,. ~':_ project approach I ~~` =-=- TRAIL SYSTEM FEASIBILITY STUDY Task 8: Identify Funding Sources for all Aspects of the Project The MIG Team will review feasibility and funding potential of sources such as impact fees, special taxes and assessments, grants and public/ private partnerships. Task 9: Provide Assessment of Public Use Traffic and Volume The MIG Team will review available published sources, including the Institute of Transportation Engineers Trip Generation Handbook, to provide a high-level assessment of likely trip generation resulting from development of the associated property. Task 10: Identify possible Financial Resources Available for All Aspects of the Project Development and Operation The MIG Team will consider applicability of existing and new funding sources for land acqui- sition, land improvement and ongoing operational expenses. Acquisition and improvement may be suitable for use of impact fee revenues, whereas operation costs may be funded by assessments, special taxes or user fees. The MIG Team will suggest adjustments to the City's impact fee program if appropriate, and will consider the applicability of grants and private funding for costs, as appropriate. Finally, the MIG Team will assess overall feasibility of the project in light of estimated costs and availability of funding sources. Task 11: Teleconference Meeting with Project Management Team #2 MIG will conduct a second meeting with the Project Management Team to present the initial findings of the Site Program and Site Analysis to City staff for discussion and input. MIG will develop agendas and handouts for the meeting and provide them to the City staff for duplication and distribution. The meeting agenda and handouts will be emailed to the City's project manager for distribution prior to the teleconference meeting. Task 12: Existing Conditions and Analysis Summary Based on the MIG Team meeting and staff input, MIG will prepare an existing conditions summary report to summarize the results of all data collection including site conditions, site review, inventory, opportunities and site constraints, initial educational opportunities and site analysis activities. The report will include the health and fitness benefits for the proposed parkland, open space and trail /walkway system improvements. The report will also include the results of the project management team meetings; and City staff input. MIG will provide one (1) digital file to City staff for reproduction and appropriate distribution. The City will provide revisions to MIG as one (1) copy of collated comments. Phase D -Site Recommendations and Final Feasibility Study Task 13: Proposed Recommendations The MIG Team will prepare a Conceptual Site Plan that illustrates the open space opportunities, general parkland improvements, routing of the trails and pathways, and linkage opportunities. We will also develop park improvement design exhibits, trail segment cross-sections and open space treatment. Task 14: Prepare Final Feasibility Study The MIG Team will prepare a final document of the process, analysis, criteria and recommenda- tions, including appendices on statistics, research, recommendations and other information that went into developing the Feasibility Study for the Edison Transmission Corridor. Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 2.13 M" G project approach TRAIL SYSTEM FEASIBILITY STUDY The Conceptual Site Plan indicating the proposed parkland, open space and trail /walkway system improvements will be included in the final study document. Capital Improvement Costs identified in the Parks and Recreation Master Plan will be aligned with the estimated Capital Improvement Costs for the parkland, open space and trail /walkway system Feasibility Study. These estimated costs will be included in the final study. The final study will also include maintenance and operational cost estimates as determined in the Parks and Recreation Master Plan, and the funding potential of sources such as impact fees, special taxes and assessments, grants, and public/ private partnerships. Task 15: Presentation to Parks and Recreation Commission The MIG Team will present the Feasibility Study for the Edison Transmission Corridor to the City Parks and Recreation Commission for review and comments. The City will provide revisions to MIG as one (1) copy of collated comments. Task 16: Presentation to the City Council MIG will present the Final Feasibility Study for the Trail System to the City Council for review and approval. Task 17:.Project Close Out MIG will complete all administrative duties related to the Feasibility Study, such as final invoicing and delivery of final digital files to the City. 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S • • • f- .~ ,~ ,. ,~ ~~ , ~J Jll 1r ~' % ,' li /' l~ J J /; /' / fr i' ~ f~ a>>~= % s~ J ,. 1~ ,t r~ SECTION THREE ;- ~' ~ ,. , , ~~ . ~ 4 ~ ~ ~ _ ~ ~ i i` 1 ~ l 7 ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ 1 i r- ~ E , ~ ~ i ,1 l j t l` \, ` f / ' f ~ j i \ - ~ i t ~; i ~. ~1 i~ ~ i f,I ~ 2 1 1 f i ~ , t _.,..,!` ~~ ~~ i ,, ~~ ~' }+ i ~ , ~l ~ S ~1 ''1 f 1 I ,~~ ~~ 3 ," related experience and references M ~~ related experience and references MIG -SIMILAR PROJECTS & REFERENCES Bakersfield Recreation and Park Master Plan Bakersfield, California With 47 parks, ranging in size from two-acre "mini parks" to regional specialty parks encom- passing aquatic centers, sports complexes, and golf courses, the City of Bakersfield needed a comprehensive Park Master Plan. MIG is working closely with the City and community stakeholders to develop a Master Plan, providing the tools the City needs to make informed decisions about the future of its parks, including an existing condi- tions inventory and analysis, a demand and needs analysis, general policy guidelines, fiscal analysis, and recommendations for implementation. Bakersfield has a truly diverse population with a wide range of recreational needs. MIG led an extensive effort to gather input from the community through interviews with City staff, School District Staff, non-profit agency repre- sentatives, County officials, youth sports organi- zation members, and other stakeholders. "Ihe firm also led two community workshops, distributed surveys to stakeholders who could not participate in the interview process directly, and conducted a citywide telephone survey to further widen the input process. To guide the design of new parks in the city, MIG is developing criteria to ensure that the parks are easily accessible, include the proper recreational amenities, and meet the maintenance budget limits of the City. MIG also provided a range of policy recommendations and action items to meet future sports field demands, reduce maintenance ~-,~ costs and improve service, enhance park programer and activities, and identify sources of future funding, financing, and revenue. _ -- _.~~ ~' `i~ A Project Dates 2006-2007 Reference Dianne Hoover, Director Recreation and Parks City of Bakersfield (661) 326-3014 Rosemead Parks, Recreation and General Facilities Master Plan PAGE 3.7 M wG°~. related experience and references MIG -SIMILAR PROJECTS & REFERENCES McFarland Park & Recreation Master Plan McFarland, California The City of McFarland is a community of about 12,000 located 27 miles north of Bakersfield. Like many agricultural cities in California's Central Valley, it is in transition. With the decrease or closure of working farms in the Central Valley, much of the agricul- tural land is being bought for residential and commercial development. In the not too near future McFarland could see its population triple to 45,000 at build out. Therefore, the McFarland Recreation & Park District and the City of McFarland began working with MIG on updating its Recreation and Parks Master Plan in the fall of 2006 in order to: ^ Assess its past and future growth; ^ Identify park and recreation facility and program needs; and ^ Develop policies, guidelines and action items that will be supported by the community. In addition, MIG undertook the task of producing a five-year strategic plan for the improvement of existing parks, acquisition of park land, devel- opment of new park facilities and the provision of recreation activities that reflect the desires of the community as it exists today and into the future. Project Dates 2006-2007 Project Details Gary Farrell, General Manager McFarland Recreation and Park District (661) 792-3187 ,- # r, i ~<<: 1 f ~ " f~.i ~tf ~enlt ~ ,a1,7_ 9 '~ t~'! ~~' ,_~ `~ ~ ~ `:~~. '~~~ z~ -_ ,_, Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 3.2 ~' ~ o ~. related experience and references MIG -.SIMILAR PROJECTS & REFERENCES Perris Parks and Recreation Master Plan and Financing Strategy City of Perris, California The City of Perris located in south of Riverside and is divided by State Highway 215. The western side of the City is part of the original town devel- opment while the eastern side of the City is the more recent development. MIG was hired by the City to prepare a park and recreation master plan that would address current and future recreational needs, land acquisition opportunities, trail systems, joint use opportu- nities and maximizing park amenities in existing parks by identifying deficiencies and surplus. The firm also prepared an asset management plan to address an aggressive Capital Improvement Plan separated into short-term and long-term goals, which allows the City time to allocate money for future projects that are identified in the Needs and Demand Analysis. Project Dates 2004 - 2005 Project Details Darren Madkin, Assistant to the City Manager City of Perris (951) 943-6100, ext. 276 ~'_ ~~~ , ~ ~ ._{ ~~5 ,A ~~-~ ~ ~ ~~ ~ ~ r` ~ `~,~ } ~ `~ a--`-cam, ~~~'' ~~`~ -~ a ~.-. ~ ~ ~~ s ,. _ '~ ~. yl < < ~ ~ ~i'? ~, v 'i i- ~{ ,~, r ~~~ ~.'d.h ~'' A i ~ T ~~k l7r~s~~'t~el'' i1 ~ J ti~ i . ~4gg`~T~ ~,.; ~`' _ r t~~d~1_ ~~~~ tj,rr~tr`;"_ ~~t~I P ~':~ 7 ~~#~ '~ III i. _f~~ `~ ~,L -P 't~~, --~' ~r-~„s ~ 4r G~ ~ y,, ,. ~ ~ , s " ` ~`4Pr } t 3{ ~ ~~ '~ ~~ ~~. + ~ t ~~ .- a~ . --~ -(" ~ -_ , n ..: . a - ~, y ~ A3' .y Rosemead Parks, Recreation and General Facilities Master Plan I PAGE 3.3 LEI ~ related experience and references MIG -SIMILAR PROJECTS & REFEREfVCES Lancaster Park, Recreations and Arts Master Plan Lancaster, California the City of Lancaster is experiencing extensive growth in population and related development. In response to this, MIG is working with the City to develop a Master Plan for the Department of Parks, Recreation and Arts. Lancaster residents enjoy superior recreation and arts facilities including the Lancaster national Soccer Center and the Performing Arts Center. With its growing population, residents are seeking closer to home facilities. One product of this effort will be to update the Department's park classifi- cation and standards for incorporation into the General Plan Through this planning effort, the City strongly emphasized the involvement of the community in this effort. MIG conducted extensive public outreach including two major surveys. At the California Poppy Festival, which attracted 41,000 visitors over two days, MIG spoke with several thousand Lancaster residents over two days and received input from almost 1,000 adults, teens and children. MIG also conducted a bilingual telephone survey of more than 600 residents, MIG also received feedback from the public through input provided from a 20 person Community Advisory Committee that met quarterly throughout the project, five focus groups, and interviews with key stakeholders and decision makers. The plan was finalized in March 2007. The plan was completed according to the client-approved scope, budget and schedule. _ ~ ~j~lj ; ~-~`'~ ~./1 I ;~ tir ..; ~~r ;: ~ L .t j ~s {,, {~ ~=~ ~~ ~~~ ~_- % ~ ~~~..-~ Y (je ~; r L~ 4 ~r CN11~y ~ / ~,~ _ ANfASAA.. ~ e t ~^' •~ e ~. Project Dates 2006-2007 Project Details Lyle Norton, Director Parks, Recreation & Arts Department (661) 723-6080 Rosemead Parks, Recreation and General Facilities Master Plan PAGE 3.4 ~~ ~~ related experience and references MIG -SIMILAR PROJECTS & REFERENCES West San Gabriel River Parkway Nature Trail Lakewood, California MIG worked closely with the City of Lakewood to plan and design this trail amid its 17 acres of naturalized open space along the San Gabriel River between Carson Street and Monte Verde Park in Lakewood. Vacant, surplus land under the Department of Water & Power (DWP) transmission power line easement was "recreated" with funding from the Rivers and Mountains Conservation Authority to promote riparian habitat enhancement along the San Gabriel River. The decomposed granite trail provides access throughout the area. The construction cost for the first phase of this project was $984,000. Amenities ^ One-half mile decomposed granitetrail ^ Secured fenced entries to site ^ Fully automated irrigation system ^ California grassland cover ^ Native, riparian plant materials ^ Drought tolerant plant materials ^ Informal boulder seating area ^ Convenient parking adjacent to Monte Verde Park Awards 2007 APWA, Southern California Chapter Project of the Year, Parks & Recreation Facilities 2003 ASLA Merit Award -Quality of Life 2003 APWA Project of the Year Project Dates 2002-2003 Project Details Mr. Ken Tate, Parks Superintendent (562) 866-9771 x2430 A. ; __. ~._~ _ S J ~ i.. ., ~` rr ~ f,j ~~ ~: ~ ~ r .~_. ~ z x ~x~~~~~ ~ ~~ ~: `sue _ t~ k. ..- -~ jT, i "~ ,,, 1' fir, ' ;} ~t +~~ ~ ~~~1 ~ fi~ 4~- -. _ ._ - ~, +~X~+r`8 ~ Yn~! ~- , ..ti rss •~ ~, ~ ~~~~~ ~~~~~~~y ~~~~~~~ T~~~S ~- } , r-~ ,. , - l µ S 4 ~+ s',,~r ;,S ' ~ ~ .Y-, l :w':~y ~'l.~ -~i . ~y~'; Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 3.5 ~. ---- -- M __. . related experience and references MIG -SIMILAR PROJECTS & REFERENCES Presidio Trails and Bikeways Master Plan National Park Service and Presidio Trust, San Francisco, California The Presidio of San Francisco, one of the country's largest urban parks, is registered as a National Historic Landmark. A unit of the Golden Gate National Recreation Area, jurisdiction is shared between the National Park Service and the Presidio Trust. MIG worked with both organizations to craft the Presidio Trails and Bikeways Master Plan and Environmental Assessment, a document that now serves as a management tool, providing National Park Service and Presidio Trust staff with design guidance and an implementation framework for all future construction, modification, and mainte- nance of Presidio-wide pedestrian and bicycling trails. Originally designed as a military installation, MIG crafted a plan to better support the natural, cultural, historical, and recreational resource goals of the Presidio. The Presidio is an ideal setting for a variety of recreational activities-soft surface trails, paths, sidewalks, and roadways provide access to most of the Presidio landscape. These travel ways function as an integral part of the Presidio's transpor- tation access network, and also play a vital role in shaping visitor experience and behavior. The Trust, GGNRA and NPS have recently completed improvements to Immigration Point Outlook and surrounding trails. Project Dates 2003 Project Details Andrea Lucas National Park Service-Presidio (415) 561-4975 Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 3.6 ,Iv1 G, related experience and references MIG ADDITIONAL EXPERIENCE ^ Albany Parks and Recreation Master Plan ^ Amador County Long-Range Plan for Park and Recreation Services ^ Anaheim Parks, Recreation & Community Services Needs Assessment and Strategic Plan Update ^ Baldwin Park Comprehensive Park Master Plan ^ Calabasas Park and Recreation Master Plan ^ Carmichael District-Wide Recreation and Park Master Plan Update ^ Chico Area Recreation District Master Plan ^ Chula Vista Parks and Recreation Master Plan • Culver City Parks and Recreation Master Plan ^ El Dorado Hills Park and Recreation Facilities Master Plan ^ Danville Park, Recreation & Arts Strategic Plan ^ Diamond Bar Parks and Recreation Master Plan ^ Dublin Facility Needs Study for Camp Parks ^ East Palo Alto Recreation Services Strategic Plan ^ Fulton-El Camino Recreation and Park District Master Plan ^ Grass Valley Park, Recreation, and Open Space Plan ^ Greater Vallejo Park and Recreation Master Plan • Goleta Park and Open Space Master Plan Study ^ Huntington Beach Coastal Recreation Master Plan ^ Irvine Recreational Facilities Master Plan ^ Lancaster Parks, Recreation and Arts Master Plan ^ Livingston Park and Recreation Master Plan ^ Lodi Park and Recreation Master Plan ^ Los Angeles Park and Recreation Strategic Plan ^ Marin County Open Space District Policy ^ Marin Parklands Comprehensive Management Plan ^ Merced Park and Recreation Master Plan ^ Moorpark Parks and Recreation Master Plan ^ Murrieta Parks and Recreation Master Plan ^ Ontario Parks and Recreation Master Plan ^ Orcutt Parks Implementation Plan ^ Pleasant Hill Recreation and Park Master Plan ^ Port Hueneme Parks & Recreation Master Plan ^ Presidio Trails and Bikeways Master Plan ^ Rancho Cucamonga Parks and Recreation Master Plan ^ Redding Park & Recreation Master Plan ^ Redwood City Park Fee Study ^ Sacramento Park and Recreation Master Plan ^ San Carlos Park and Recreation Strategic Plan ^ San Gabriel River Master Plan ^ Santa Barbara Parks & Recreation Baseline Study ^ Santa Paula Parks and Recreation Master Plan ^ Santa Monica Open Space Element and Parks and Recreation Master Plan ^ Santa Ynez Valley Parks and Recreation Plan ^ Seaside Park and Recreation Master Plan ^ Shasta Lake Park and Recreation Master Plan ^ Southgate Park & Recreation Master Plan ^ West Roseville Park and Recreation Needs Assessment Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 3.7 M _ ~ G-' related experience and references WILLDAN FINANCIAL -SIMILAR PROJECTS 8~ REFERENCES Sunnyvale Parks and Open Space Plan Sunnyvale, California For the City of Sunnyvale's Parks and Open Space Plan, Willdan Financial Services served as a subconsultant to MIG. Willdan's tasks for this project included the following: Provided baseline financial analysis describing current funding for parks, open space, and recreational facilities; ^ Identified appropriate funding sources and financing mechanisms for the Parks and Open Space of the Future Plan; and ^ Developed recommendations for implemen- tation of the plan. Project Dates 2007-Present Reference David A. Lewis, Director, Parks and Recreation City of Sunnyvale (408) 740-7516 Santa Rosa Public Facility Financing Strategy and Business Plan; Park Impact Fee; Input to Park Business and Strategic Plan Santa Rosa, California The City of Santa Rosa has attempted to keep its funding for capital improvements programs up-to- date but over the past decade cost increases have far exceeded adjustments to program resources. Faced with a $172 million deficit the City engaged Willdan to determine the scope of the problem across multiple funds, identify available revenues, suggest procedural changes, and recommend alternatives for reducing costs and/or increasing revenues. As part of this process Willdan evaluated the financial status of over $400 million in devel- opment-related capital improvement programs and developed a strategy for substantial additional funding. As an implementation effort the firm provided specific support in the development of a Parks and Recreation Business and Strategic Plan, and updated the park impact fee to significantly increase park funding. Project Dates 2007-2008 Reference Michael Frank, Administrative Services Director City of Santa Rosa (707) 543-3091 Fresno Park Facilities Fee Update and Financing Plan Fresno, California In 2005, Willdan Financial completed a compre- hensive update of the City's park impact fees. The study included both land dedication and in-lieu fees based on the Quimby Act as well as devel- opment impact fees for park land and improve- ments based on the Mitigation Fee Act. Upon completion of the fee study, Willdan Financial prepared a public facilities financing plan for fire, police and park facilities. The plan included estimates of impact fee and General Fund revenues available to fund planned projects and a feasible financing plan based on available funding and debt capacity. Project Dates 2005 Reference Jon Ruiz, Assistant City Manager City of Fresno (559) 621-7774 Rosemead Parks, Recreation and General Facilities Master Plan I PAGE 3.8 0 related experience and references LEISURE VISION -SIMILAR PROJECTS & REFERENCES Palm Desert Parks and Recreation Needs Assessment Study Palm Desert, California Leisure Vision conducted a Community Attitude and Interest Survey during April and May of 2006 to help establish priorities for the future improvement of parks and recreation facilities, programs and services within the community. The survey was designed to obtain statistically valid results from households throughout the City of Palm Desert. The survey was administered by a combination of mail and phone. Leisure Vision worked extensively with City of Palm Desert officials in the development of the survey questionnaire, including conducting a series of stakeholder interviews with community leaders. This work allowed the survey to be tailored to issues of strategic importance to effec- tively plan the future system. In April 2006, surveys were mailed to a random sample of 2,500 households in the City of Palm Desert. Approximately three days after the surveys were mailed, each household that received a survey also received an electronic voice message encouraging them to complete the survey. In addition, about two weeks after the surveys were mailed, Leisure Vision began contacting house- holds by phone, either to encourage completion of the mailed surveyor to administer the survey by phone. The goal was to obtain a total of at least 600 completed surveys. This goal was accom- plished, with a total of 641 surveys having been completed. The results of the random sample of 641 households have a 95% level of confidence with a precision of at least +/-3.9%. Results of the survey showed many opportunities to improve the parks and recreation system, including strong support for a new outdoor aquatic center that the City is currently developing. Project Dates 2006 Reference Janis Steele Parks and Recreation Services Manager City of Palm Desert' (760) 776-6423 Q10." Aquatic Features Respondent Households Would Be Most Likely to Use if Incorporated into a New Outdoor Aquatic Center ty pertmtage at rospendeMS a~ho salacteC the It~tr as one of tllelr top ltxee chdces Lary mar all~;r.rtg for raft or ibtatim deeice watars~des Leiswe pool with gentle slime entry 25 yard tap lanes for exerdse, ie;;ens, etc. Hot tuL• or Jaaazi iPlater sera; s ~~ith inceractiva play feaLmes Concession area Area with deep w~stei Slwllav pawl ix Infants ur loallars ' VJatarsl:rayplaygrourd 25 yard lap Lanes fcr comped6ve s;+im Oth?r Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 3.9 Orb ;,tic. i0°.U 12% 2pe/u '25~/u ~40:b ~;~°.b ®Rtost Lihel ~^nd htosl Llke ^3rd P,lost LlLely related experience and references LEISURE VISION -SIMILAR PROJECTS & REFERENCES Parks and Recreation Needs Assessment Study Los Angeles, California Leisure Vision conducted a statistically valid mail/phone survey for this City of over 4 million residents. 2,800 surveys were completed for the City, including 400 surveys in each of 7 areas in the City. The survey was administered by mail and phone. Leisure Vision worked extensively with City of Los Angeles officials, as well as members of the prime consulting team in the development of the survey questionnaire. This work allowed the survey to be tailored to issues of strategic impor- tance to effectively plan the future system. 10,000 surveys were sent out to a random sampling of residents in Los Angeles. The surveys were sent out in both English and Spanish. Extensive cross-tabular analysis of survey responses was conducted for a wide range of demographic factors, including age of respon- dents, gender, household size and types, income, education, etc. Results are also being compared to Leisure Vision's national database of survey responses. Project Dates 2008 Contact Michael A. Schull, Civil Engineer Los Angeles Department of Recreation and Parks (213) 928-9195 Parks and Recreation Needs Assessment Survey Bend, Oregon Leisure Vision conducted a statistically valid mail/ phone survey for this rapidly growing Oregon community that won the 2006 Gold Medal Award. The survey was conducted to help establish priorities for the future development and maintenance of parks and recreation facilities, programs and services within the community, as part of a comprehensive parks and recreation master plan. The goal was to obtain at least 600 completed ' surveys. This goal was far exceeded, with 707 surveys being completed, including 372 by mail and 335 by phone. The results of the random sample of 707 households had a 95% level of confidence with a precision of at least +/-3.7%. The response rate for the entire survey was 33%, based on 2,163 surveys being delivered and 707 being completed. Extensive cross-tabular analysis of survey responses was conducted for a wide range of demographic factors, including age or respondents, gender, household size, income, ethnicity, etc., as well as comparisons of the responses from bend to Leisure Vision's national benchmarking data base. Leisure Vision worked with Bend on an update of their needs assessment survey and benchmarking in 2008. Project Dates 2004, 2008 Contact Bruce Ronning, Director of Planning and Development Bend Metro Park and Recreation District (541) 389-7275 Rosemead Parks, Recreation and General Facilities Master Plan PAGE 3.10 ~~~~ M ('`~G • • • related experience and references LEISURE VISION -SIMILAR PROJECTS & REFERENCES Bloomington Parks and Recreation Open Space Comprehensive and Strategic Plan, Survey of Adults over 50 years of age and Needs Assessment Bloomington, Indiana Leisure Vision served as the prime consultant on this 2001-2002 parks and recreation compre- hensive and strategic planning effort for this community of 75,000 residents. Ron Vine served as project manager. The community of Bloomington desired to take a very citizen driven approach to their Plan, led by a broad based community steering committee and including conducting stakeholder interviews, focus groups, public forums and a statistically valid mail/phone needs assessment survey to 600 residents of the city and county. Other components of the planning process included a comprehensive review of recreation programs, lifecycles and marketing; a review of current and potential operations and capital funding sources; a park by park inventory and analysis of current parks and recreation facilities; benchmarking comparisons of Bloomington's operations to 11 other communities regarding issues relating to numbers and types of parks, recreation, and trail facilities, capital and operating budgets, staffing, and fees and charges. Facility and park standards unique to the Bloom- ington community and based on the citizen survey, national benchmarks and community benchmarking were developed and adopted by the City. Leisure Vision has also worked with the City of Bloomington on a survey of adults over 50 years of age regarding their needs, unmet needs, and priorities for outdoor and indoor programming spaces and an updated needs assessment for a new master plan being done in 2007. Project Dates 2006 Contact Mick Renneisen, Administrator Parks and Recreation Department City of Bloomington (812) 349-3700 M Iles a fTraik Fa r Benchmaiked Communities 10,000 Citize>t~~j~hg 3Terbci~lLire fior Meanand Ci~le ~ Bbmiringtanj ~tmur~inptan Miles ofTrais ~ro~+hserl Sati'?~rnt: f; D rr~";rre.s (~ 4U,ytxl rtvro~r•ts. G~rrr~~L7e~c.~•; 9.~ rrrre$. B .hex ~ ~a.~ Lin 2lYrnn ~1 ~~ :2.7 10 15 3] ~5 L ONE----.~k~EAH----,MJG H Rosemead Parks, Recreation and General Facilities Master Plan I PAGE 3.11 i~6E' related experience and references GRANS ARCHITECTURAL GROUP -SIMILAR PROJECTS & REFERENCES McPherson Park Orange, California Crane Architects worked with MIG to prepare the Master Plan and construction documents for McPherson Park, an 18-acre collaborative development between the City of Orange and Orange Unified School District. Under a joint-use agreement, the City funded and supervised the enhancement of the renovated Magnet School grounds that included recreation amenities to serve both the students and the greater community during off hours. Design was fast-paced, and improvements were scheduled to coincide with the schools' renovation as well as the soccer and baseball seasons. Amenities ^ Concession building with restrooms ^ Concession building with office meeting room ^ Building storage and building yard ^ Five (5) Little League fields ^ Four (4) 180' x 330' soccer fields ^ Kindergarten play area ^ Two (2) ball walls ^ Six (6) basketball courts with volleyball overlay ^ Court games Project Dates 1998-1999 Project Reference Gary Wann, Director of Community and Library Services (714)744-5597 Redding Sports Park Big League Dreams City of Redding, California Crane Architects worked with MIG to create a unique sports complex for Redding that would serve the greater Redding and Northern California sports market and strengthen the local economy. The result is an extremely successful flagship community park, which earned $16 million for the City of Redding in 2005, after Phase I was constructed. The first-class, 70-acre recreation sports park was developed in a private/public partnership. Big League Dreams features three replica Major League fields (Yankee Stadium, Fenway Park, and Wrigley Field), two minor league ballfields and a four-field lighted soccer complex. Over 200 softball teams use the lighted, all-weather, synthetic turf fields year-round; indoor soccer teams and other sports use the 27,000-square-foot pavilion structure. Asecond- phase, four-field, tournament level, synthetic turf soccer complex, was completed in March 2007. All ongoing maintenance costs at Big League Dreams are incurred by the long-term operator, relieving the City of a major continual expense. Project Dates 2000-2007 Note: Major winter storms and subsequent flood damage delayed completion. Project Reference Phil Perry, Assistant City Manager (Retired) (530) 297-8977 (cellular) Rosemead Parks, Recreation and General Facilities Master Plan PAGE 3.12 related experience and references CRANE ARCHITECTURAL GROUP -SIMILAR PROJECTS & REFERENCES Big League Dreams -League City League City, Texas Prepared design, design development and construction documents for 31-acre multi-use sports complex, including: ^ Six Replica Major League Ballparks - Yankee Stadium - Crosley Field - Fenway Park - Sportsman Park - Wrigley Field . - Ebbets Field ^ Covered Multi-Sport Pavilion ^ Skate Park ^ Batting Cages ^ Instructional Area ^ Two Children's Playgrounds ^ Four Sand Volleyball Courts ^ Two Sports-Themed Concession Buildings ^ Administration Offices Project Dates 2004 - 2005 Project Reference Monica Kohlenberg, CPA Former Director of Finance City of League City, Texas Now Director of Finance City of Tomball, Texas (281) 290-1417 Rosemead Parks, Recreation and General Facilities Master Plan PAGE 3.13 ~' a • • • • • • • ~~ • • • compensation & fee schedule Preliminary Cost Estimate The following pages summarize our preliminary estimate of costs for the Parks, Recreation and General Facilities Master Plan and the Trail Feasibility Study. These cost estimates reflect the professional fees and direct costs that MIG would anticipate for projects of this type and scale. MIG will work with the City to develop a custom process and set of deliverables that are most appropriate to each project. Should we be selected, it is our intention to review the scope and project objectives carefully with City staff, and we will tailor our scopes and costs to best meet the needs and resources of the City. Cost and Pricing Data Project costs are incurred as professional time costs and direct costs associated with the perfor- mance of project tasks. Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 4.7 •••~i•i•••••i••••~•~•r••••i••~•••••••••••••••1~•• c~" n ~_ Z7 0 lD lD Q N N Z77 n N ~, 7 N 7 Q 7 N T v n N N N 7 D L~ m N .~ W N ~ O V' 00 V C.\ In .L W N ~. O. V' OD V G~ l/~ .L W N - r p ~ ~ ~ ' _ p. n' ~ B 5 w 9 9 3 S ti 5' E `~ a°o w > > d =; n 5 ~° O '~ C 7 0. C ' G G 7 G 7 ~ QO ' O w G G 0. 0. 0. -J O tl0 (~ G ~ ~ 0. 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N v~ o O , r. v ~ E s sv ,. ~ rss I cn to v> e» v> ~ v> '.. , t,s , y3 vv vi ~ ~ cs~ v~ J ,~ ~ O ~ V Go V .L~ .L tN W , j i , , ~ ~ O ~ i O V' '' .. j Oo v~ 00 ~ ,L O: O ii fp. 5H fA tA' EA [A ~ 4A di b9 fA d~ Hi EH fsi fA 69 69 b9 fA 69 di • i. 00 ~ N t+ W ~ .L V' _. .L .J .L W W r Oo _. _. N ._. _. f W ,L 00 G1 W .- W .L~ G1 V~ ~- N V' 0o N~ V V, N C\ N .L aD W lA 00 ~ O 00 W V' .L N W V~ In V' 0o V1 In .L 4~ N N O A O O 1A O l/~ V~ v~ ~ ~.n `r w v~ W .L V' O v~ vi O W ~ o o~ ~ ~. ~ O N v .Z7 o ~ N ~ ~ a ~ ;~- m O/ 7 Q a m d ~ ~ ~ Q N C 6 = n' `G ~ N v rr ~ ~ ~c (D 3 D 0 co m a 0 7 N_ O 7 n O Q O r-r 0 ~1 m~ \V f~ D m M _I 'G additional information PROPOSED ALTERNATIVE SCOPE, SCHEDULE AND BUDGET While MIG has provided a project scope, schedule and budget that meets the six-month timeline desired by the City, it is our view that a nine-month project schedule would best meet the City's needs. Furthermore, the addition of three months allows for the inclusion of additional services that will leverage the labor hours of the MIG Team, produce improved Master Plan and Feasibility Studies, and make both more defensible thanks to increased community outreach and engagement. Our proposed schedule and budget for anine- month project may be found beginning on the following page. Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 5.1 •••••••••••~•••••••••••••••••••.•••••••e•••• ICI ®°°° ~ ~ o ~ ~ c ~. ~ 3 ~ ^ C N ~ ~ O N N D G~ m N .G O W V' W 0o W V W fit W ~ W .L i W W W N W ~ W O N V N GD N V N G\ N v~ N .L N W N N N r-. N O VJ 00 V Gl v~ .P W N '- O V. ~ V ~ ~ ,~ W N -~ p n' n '~ ~ 7 °= ~ y '~ w n ~ o G n. '7 O '_' O _ o ?;, ~ N i ^J ~' -~ 0 n' ~ y ~ GO 3 n '~' ~ ~ ao '~ { I a 4. 3 ~ ,". .. ~ ~ n ~ ti y G ( a 0. '3 ~ ~ n rD ~ T ~ ip ^ ~ ~ ~ h p 3 w ~ ~ y G n a ~ p' ~ w 7 . ~ :; ~ = ~w 3 n 'y. 7 ~ '7 °' _. ~ '~ '.7 n w ~' ?'_. ..J ~ n ^ 'O y G d -w.,*, ~ n ~ ~ 7 ~ 7 H ~ ;,• ~ ~ _n '~ o G ~?. `O rv 7 " O ~ O a' ~ ~ ~ ~ 3 n ~ w '~ o0 ~~"' n O 3 c 7_ .<l z ~ O. vNO, ro 0 ~ ~ w F Q, n .'Z ~ r2o ~' 5 z n ~ ~ = 0. "7 CJO 3 a n O B c 7_ `G ~ _ ~ ~ w n O 3 c O_ ."<i ~ rv O rt to G n O 9 c 7_ .<'T 7 rv .9 [~"1 < ~ o ~ T .a -~ O G p G .yi O 7 w io n O 3 c 7 `'~ p N O. O p' ry ~ O n y G7 O 'D z O n '-~ , '7 ~ ~ w ~ o p. ~ 7 n < ~• £ N O ~• ~ v -~ o oo N ~ ^ C o N ~. S .~- ~ o vwo n ^j • ~ k y ^. vao n _ 0. p' H G 3 ~ ,0 ~ ~ n < n' o m = nj O ~ ^ '~ w '~~" d 0. w P- W ~ '~ ~ ~ 's n. p d O 3 d0 -w0 n 7 N w 7 0. 9 ~ ~ ~" ry` d w ~ ~ n' = w [r7 ^ W ~ 7~ o G G ~ w O '~ w ~ a '17 n __ `~ ~ G '~ w F a. ^i7 n __ `~ ~ w •_, O z to n io 5 .~- ^O ~y ~ d ~ ~ H i m w ~ ~ rv ~ ~ [x7 k ~ a 0. n ~. o y °' o a` ~ 7 ~ ro • w ~ ~ ~ O ^ ~ w ~ y ~ z n a ~, O b _ O.. S 0. G n '~ p ~. " ^• 7 . W 1 ~ 1 ~ _ f ! ~ _ O ~ 1 I ~`` 3 ~ f ~ _ ® O~ . ' l0 ~ I I i ~ O i _ _ O ~ ` ~ / ~ V S rmm"F' \V rmm-F `V m/~~ ~V ~• ~• "Z m~ l^V l J f"f ^~ \T! mJm \V 1.L ~~ ~• rh mO ~V rf M I G_ additional information 9-MONTH ALTERNATIVE COST OF SERVICE ~;. ~:.~ -~~~ ~ _1-a..~- ~~• ~ Task A Youth Questionnaire Optional Services Fee $3,700.00 Task B Focus Groups (2) Optional Services Fee $3,100.00 Task C Stakeholder Interviews (10 additional interviews) Optional Services Fee $3,320:00 .Task D Community Visioning Fair Optional Services Fee $9,500.00 Task E Needs and Opportunites Corps Optional Services Fee $8,200.00 Task F Assest Management Plan Optional Services Fee $2,375.00 ! Subtotal $30,195.00 - --- - - --- - - -. ~~~~-:,~~'' ~i Primary Cost~of Scrvic~~s $7y0i E25;00~ ^ - ~ ~~ Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 5.3 M I G' additional information TESTIMONIALS "On behalf of the City of Lancaster, I want to express my appreciation for your dedication and contribution to the development of a successful Parks, Recreation, Open Space and Cultural Master Plan. The stakeholders and overall community embraced the process that provided affirmation to some of our existing services and new direction in others." Lyle W Norton, Director Parks, Recreation and Arts City of Lancaster "Your staff was professional, responsive, and most helpful throughout the process, and assisted in seeing our objectives come to fruition.... . Working with organizations like MIG enables the City of Redding to provide the community with superior amenities and services. Thank you again for your assistance on this project." -Danny Baugh, Project Manager Redding Transportation & Engineering Dept. "I would work with MIG again in a heartbeat! They deliver quality products consistently and really worked as a team with my 5-member Board of Directors, 22-member Citizen's Advisory Committee and EDH CSD staff. Due to your work, our Park and Recreation Master Plan reflects the needs of our community and provides a detailed guide that we can use to continue to improve our services to District residents." -Dianna Hillyer, District Planning Director EI Dorado Hills Community Services District "Pleasant Hill Recreation & Park District has enjoyed working with MIG on the development of our Master Plan. the professional staff of MIG are outstanding and excellent to work with on the development of a plan for additional recre- ational facilities and parks in our community. They work well with our Board of Directors, Staff, and are terrific with the public. MIG is efficient, organized, and a tremendous resource of infor- ,> mation. -Bob Berggren, General Manager Pleasant Hill Recreation & Park District "I realize that it's not always an easy thing to balance the needs of the community with available resources, but the MIG staffworked diligently to produce a Master Plan, the imple- mentation of which will benefit our community for years to come." Jeff Rubin, Community Services Director City of Calabasas "I wish to express our appreciation for the magnitude and depth of the Building Acces- sibility and Feasibility Study which your firm completed... The thoroughness of the report was educative to us and its physical set up and presen- ration in the least, outstanding." - Louis R. Zlokovich, Assistant to the Superintendent Berkeley Unified School District Board of Education Rosemead Parks, Recreation and General Facilities Master Plan ~ PAGE 5.4 ..e 6 { a ® c ~/? V _ , ~. ~ o `J'~T~ ~Y '. . _ ... _ ~ n ,:.,._ Y _ ,~ • ~~ ~ i ~ ~ ~ ti ~, - ~ ( _ i E M !. p ~ Y Q ~O F~4 ~'~imu `0A x ~ ~~4. t.~ft ~, ,~ ~ ~~,~'a~ U U V oU IICJI~II IJ~ILTJ L~oc~ • • pros;,': ~ consul tang Progressive Results Optimized Salutians r~ ~ ~~ r • 0 w 1114 South Elm Street Suite 202 • Carrollton, Texas 75006 Q2 877.24>.77fi0 • ® 877.242.7761 prosconsu{ting.com i 201 South Capitol Avenue • Suite 505 Indianapolis, Indiana 46225 ~ 877.242.7760 O 877.242.7761 prosconsulting.com November 10, 2008 Ms. Gloria Molleda, City Clerk City of Rosemead 8838 E. Valley Blvd. Rosemead, CA 91770 RE: Proposal for Parks, Recreation, and General Facilities Master Plan Dear Selection Committee: PROS Consulting, LLC is very excited about the opportunity to work with the City of Rosemead on the development of a Parks, Recreation, and General Facilities Master Plan. PROS Consulting is afull-service management consulting and planning firm focusing on services to government and not-for-profit agencies. PROS has specialized experience in parks and recreation, sports strategy, municipal utilities, public works, transportation, planning and development, and municipal administrative services. Consulting services offered by PROS covers virtually every facet of local government and not-for profit operations with specialized capabilities in parks and recreation. The PROS Team has worked on more than 700 projects in over 46 states and numerous projects internationally in 7 countries. PROS has twelve (12) full-time employees with a host of independent contractors providing specialized consulting capabilities. PROS is excited to include on the team Leisure Vision, a nationally renowned survey and market research firm, which has worked with the PROS Team on hundreds of projects over the past 15 years. We have prepared a proposal that is in compliance with the Proposal Contenf in the Request for Proposal. PROS considers our approach to be sound and proven across the country in the development of helping parks and recreation agencies create sustainable systems that are driven through community input. PROS proposes a comprehensive approach to address these requirements and will deliver a living document, which will provide guidance for both short-term and long-term goals through a financially sustainable and achievable manner. We look forward to the opportunity to meet with you in person to present our approach and qualifications to perform this exciting project. If you have any questions or need additional information, please do not hesitate to call me at (317) 679.5615 or email me at leon.younger(a)prosconsultinq.com. Sincerely, PROS Consulting LLC Leon Younger President • • ! Proposal for Parks, Recreation and General Facilities Master Plan • Table ®f C®ntents ~' Section 1 - Statement of Qualifications ............................. ...............................1 • Section 2 - ............................ Project Approach .............. .. 6 ................................... Section 3 - Relevant Experience /Customer References .................................15 ~ - Section 4 p .................. Com ensation and Fee Schedule 26 ................................. • Appendix 1 -Resumes ...................................................... ................................. 28 • • • • • • • • • • • • • s • • • • • • • • • • • • • • • • • • consul trn~ • Proposal for Parks, Recreation and General Facilities Master Plan • w a r • Section 1-Statement of Qualifications PROS Consulting, LLC PROS Consulting, LLC is afull-service management consulting and planning firm focusing on services to government and not-for-profit agencies. The firm was formed in 1995 to serve the park, recreation, and leisure services industry. It is headquartered in Indianapolis, Indiana with a full-service office in Dallas, Texas. PROS has twelve full-time employees with a host of independent contractors providing specialized consulting capabilities. The full name and headquarters of the firm are: PROS Consulting, LLC 201 S. Capitol Avenue, Suite 505 Indianapolis, IN 46225 The branch office assisting with the project is: PROS Consulting, LLC 1114 South Elm, Suite 202 Carrollton, TX 75006 r ~?2 a .;~ ~ ~y~ :..C . ~ +X The PROS Team has worked on more than 700 projects in over 46 states and numerous projects internationally in 7 countries. Management consulting and planning services offered include specialized experience in parks and recreation, tourism planning and development, sports, municipal utilities, public works, transportation, general civic planning and development, and governance and administrative services. Our company's philosophy is to .provide Progressive Results through Optimized Solutions, thus our name: PROS. The PROS Team offers strong technical competence with extensive industry experience gained from working in local governments and in major consulting and engineering firms. Management consulting and planning services offered by PROS are grouped into the following practice areas. Details on each of these practice areas follow: Strategic Planning -Strategic planning is the cornerstone of PROS Consulting; Helping agencies think and operate in a more strategic manner. PROS provides facilitation, leadership, professional development and technical support for the development of strategic plans utilizing former executive level professionals and trained facilitators to direct and perform planning to help guide agencies to becoming strategy focused organizations. PROS applies its knowledge in a number of processes including our own Community Values Model tm, balanced scorecard, and traditional business planning methods. We provide leadership in policy development, institutional change and implementation of strategy. consulting 1 ,~~, City of Rosemead Master Planning -PROS philosophy"is that market needs should ~,,,~,~,&,~~ define programs that drive design. PROS approach to master ~ ~ "- ~ - ~„ planning includes translating the market and community needs into ! - ~ _~ a physical plan. We perform these services from individual sites to ~+;.~- ~ ~ - f ~ ~ e u ,~ ~~~:`. system-wide developments. Services typically include additional " k. _ ~ ~~ ~- = ~ ~'~"~ ~~ ,i ;:~: technical disci lines of landsca a architects, en ineers and ~~ << ~~ "~`~-'-~" ~ ~'` ~~~~~ ~`~~ ~~~[ P P 9 ~ ~ ;, o -~- ; ~~ architects.. Activities include needs assessments, PROS Facility _ ~;',~ , Capacity-Demand Standards, facility classifications and standards t - ' ~ _,a~ ~~ ~ ~~ ~° ,%~~,~~ E ~ 1 Y f i development, demographics and trends analysis, equity mapping ~ ~ = '~~ ~-<<~ ~`'~~- ~ ~~ R ~ o ~ -FiF~~- ~ ; and service area gaps analysis, operational standards and budget ~,~~ 4~ ,~~ ~ =y i ~ `, development, connectivity strategies, capital improvement planning ,,~~~== ~l~y~_ :_ _~u,:~, _-~ ;~_= ~- and cost estimates, and graphics/map development. In the last 10 ~'~~'~'~ years, PROS has planned more than $1.5 billion in park and recreation infrastructure that has been or is in the process of being constructed. Operations and Organizational Development -Operations and organizational development focuses on the people, processes, systems, and equipment that keep an organization operating. PROS staff members have worked in public and private agencies so they understand "the needs and constraints and apply this knowledge to formulate recommendations that can be implemented. We have several models that help to organize and demonstrate where organizations are stressed and support the development of strong alignment of resources to overall strategies. Economic Development -Leveraging the resources and opportunities of an area and its citizens is the source of the greatest strides to be made in regional economic development. PROS provides a wealth of experience from professionals who have not only provided innovative consulting for regional economic development, but reflect great accomplishments in their professional careers of actually leading economic development initiatives for governmental and quasi-governmental agencies around the United States. Working closely with our clients and the area in which they live and work helps our team indentify the leading opportunities for expanding and enhancing employment conditions, employer recruitment, tourism, local industry sustainability, establishing a global marketplace, celebrating natural/cultural resources, and regional positioning. Gains made in these areas pave the way for spreading the benefits of regional economic growth in every aspect of the area's social fabric. Public Participation and Input -The heart of every regional- plan is the insights and intelligence gathered through robust and meaningful public participation. PROS utilizes amulti-faceted approach to engaging the public in our planning projects in order to capture both quantitative and qualitative input that is usable and relevant. Through public forums, focus groups, key stakeholder interviews, and community surveys the needs and interests of the community can be triangulated from different approaches and honed to concise observations and values. Community input is valued highest among the PROS Team as the key to a project's success. 2 pros;,': consulting s s Proposal for Parks, Recreation and General Facilities Master Plan s • s • i • • • • • r i Financial Planning and Management -Finances impact everything in an agency. As such, the greatest strategies and plans have no value unless the financial component is equally solid. PROS offers financial planning professionals who understand this and develop financial plans and strategies to achieve desired operational outcomes whether they are capital or operational. Our staff includes financial professionals who have served as finance directors and business managers for public and private entities, founding their recommendations in practical solutions. We apply our knowledge through user-friendly cost of service models, revenue generation plans, pricing strategies and long range financial plans to ensure sustainability of an agency. Market and Economics -Understanding who and where the market is, the otential for success and how best to reach potential patrons is key to ~~ ,~~ - ~.„e-...,..~, - '.' ~,~.; ~:~ _ - ~-~ m ~~ ~~ ~~~~ ~~~~ - ~~.,~.o..,,.e .. P any new development. PROS knows how to identify and analyze the market, and determine the economic potential to support better decision making. PROS conducts feasibility studies to understand the markets desires and support for new facilities, services and programs. These studies drive the creation of sustainable operations. Facility types include: parks and recreation, transportation, and land development. We apply this information to quantifying the economic impact of projects to the local, regional and state economy. Environment and Land Use -Developing sound and sustainable land use guidelines and principles is at the heart of local and regional planning projects. PROS understands the political sensitivities, social realities, balanced demands, and environmental requirements that influence and direct the development of land use plans and policies. Through research and detailed analysis, environment and land use best practices are engaged as a foundation of PROS work. Social Justice -Social justice relates to the equitable access of ~ ~ ` community resources to all residents and citizens. Additionally, social justice is about the equal opportunity to enjoy the benefits of ~~ ~-- society and civic structure. PROS approaches our planning ~ ~,~a~M~BP„o~,,, '~'' projects that address social justice from the perspective of ~~ L~ ~ ~~T identifying what continued successes and needed changes are m,~. ~ ~` ...<. ~~ d J' necessary to create a greater sense of community balance, and ~ ~ ~ ~` `~ ~' prOSr~r ~ ., reflects the unique needs of diverse communities. Social justice is ~ ~ ,,M~ ~ x~,~.r about managing both reality and perceptions, and therefore also - includes acomprehensive communications strategy to inform residents of issues of needed focus, local successes, and opportunities for getting more from being a citizen and resident of the area. ®°®S:, ' 3 consul trng a_;,. A '~: City of Rosemead PROS Team Members Also on the team is long-time partner Leisure Vision. Leisure Vision has been a partner with PROS Consulting since 1995 and the two firms have partnered on hundreds of parks and recreation projects together throughout the United States, as well as in California. Leisure Vision Leisure Vision's ability to Effectively Listen & Involve Citizens and Clients has given them a reputation as one of the premier public policy market research firms in the country. Leisure Vision's services focus on involving citizens, users, and stakeholders in the decision making process and developing creative and sustainable funding strategies. Core services of the firm involve conducting statistically valid phone and mail/phone services and related market research. They have conducted more than 300 surveys for parks and recreation systems across the United States for a wide variety of projects including parks and recreation master plans, strategic plans and feasibility studies. Since 1992, the principals and associates of Leisure Vision have helped secure funding for more than $700 million of parks and recreation projects. The firm has extensive experience conducting surveys as components of plans leading to successful voter elections. Leisure Vision's work allows the community to see itself in their planning efforts, providing buy-in and trust in the process. Key Personnel The PROS Team is led by Leon Younger and supported by Barbara Heller and Brian Trusty providing the strongest team of national expertise available. Ron Vine of Leisure Vision will work with the Team on survey development. All members of the PROS Team will be available in varying capacities to assist and implement the needs and desires of this project. This includes all members working together throughout the planning process. Resumes for each team member that include previous experience is included in the Appendix with summary of qualifications below. Leon Younger -President: Leon is the founder and President of PROS Consulting. He has more than 30 years in parks, recreation, and leisure services. Leon is a recognized leader in applying innovative approaches to managing parks and recreation organizations. He has held positions as Director of Parks and Recreation in Indianapolis, Indiana; Executive Director of Lake Metroparks in Lake County, Ohio (Cleveland vicinity); and Director of Parks and Recreation in Jackson County, Missouri (Kansas City). He received the 1994 National Park and Recreation Association's Distinguished Professional .Award for his progressive and innovative thinking in management of public parks and recreation entities. Leon is routinely invited to present his management and development philosophies at conferences, workshops, and training across the United States, as well as internationally. He is co-creator of the Community Values Model TM, a business model that synthesizes community and stakeholder input into a strategic plan. He regularly addresses sessions at the National Park and Recreation Conferences and has served as a board member and instructor at the Pacific Revenue and Marketing School in San Diego, California and the Rocky Mountain Revenue and Management School in Colorado. Barbara Heller -Project Manager: Barbara has more than 25 years in the parks and recreation industry. She has worked some of the largest and most prestigious parks and recreation agencies in the country including Naperville Park District and Maryland National Capital Parks/Planning Commission. In all of her capacities throughout her career, ranging from executive director, recreation director, and management of maintenance, she has oversaw the implementation of master and strategic plans. Barbara is a regular speaker at the NRPA Congress, NRPA schools, and many state schools. She also has specialized training in meeting facilitation and development of the Master and Strategic Plans. Allen Mullins, CPA -Principal Consultant -Cost and Financial Analysis: Mr. Mullins serves as a Principal Consultant and has more than 25 years of experience in governmental operations and finance. He has managed a wide range of consulting assignments covering organizational analysis, financial planning, ratelcost-of-service studies, and accounting, financial, and customer information system selection and implementation: His industry ~~~$;, consu(t~ng Proposal for Parks, Recreation and General Facilities Master Plan • experience includes parks and recreation, municipal water and wastewater utilities and districts, public works agencies, and city and state agencies. Mr. Mullins recently served as Senior Manager for Carter & Burgess' Management Consulting practice and served as Senior Manager in KPMG Peat Marwick LLP's National Utilities Consulting Practice for nine (9) years. He was also Assistant Director of utilities responsible for business management for the City of Arlington, Texas. He has also served as Director of Finance for the City of Hurst, Texas, where he was responsible for the accounting, budgeting, utility service agreements, utility billing, data processing, purchasing and personnel divisions. Brian Trusty -Senior Consultant -Capital Improvement Planning: Brian Trusty has been a recreation and resource management professional since he formed the SierraQuest Corporation in 1993 and began his "real world" education in the rigors of self-employment. SierraQuest operated for 10 years in 22 U.S. states, launching a career of sound business practices and a strong work ethic. Mr. Trusty's professional track record demonstrates an appreciation for partnerships and an entrepreneurial approach to go beyond the traditional expectations of successful recreation and tourism enterprises. This is illustrated by his successful management of 800% gross in departmental earned revenues within his 5 years tenure as the manager of the system of nature parks for the Lower Colorado River Authority, aquasi-governmental conservation and reclamation district in the State of Texas. Mr. Trusty was the Executive Director of the Adventure Sports Center International, providing leadership in a $26 million, transforming development project in Western Maryland. He joined PROS Consulting in 2007 completing numerous projects in capital development, business planning, and strategic implementation. His project management skills and organization have allowed him to lead large planning projects and business plans across the United States contributing to successful implementation in nearly $150 million in parks and recreation within the last 5 years. He has led strategic and master plans and his been a part of many successful needs assessment projects. Damon Cobb -Senior Consultant -Park Assessment 1 Capacity Study 1 Trail Feasibility: Damon's experience includes providing market research, financial and economic consulting services to state and local governments. He has a wide range of consulting assignments covering market analysis, demographic analysis, trends analysis, cost-of-service pricing studies, strategic planning, financial models, and information technology projects. He has worked in the areas of parks and recreation, water, wastewater and storm water utilities, commercial development, and transportation. Neelay Bhatt -Senior Consultant -Demographics and Trends 1 Program Assessment 1 Standards Development 1 Needs Assessment: Mr. Bhatt has seven (7) years of experience in event planning, sales, marketing and technology, and journalism related services. He has worked for the Athens 2004 Summer Olympic and Paralympic Games and with Disney Sports and Recreation, Orlando FL as a marketing and technology associate. He has strong capabilities in sports and recreational programming areas as well as marketing /branding campaign formulation. His range of service experience includes market needs assessment, strategic planning, public input process, benchmarking studies, recreation program assessments, marketing plans, web design, and facility and program standards. Joel Henrie, AICP, CFM -Senior Consultant - GIS Mapping 1 Trail Feasibility: Mr. Henrie has seven (7) years of experience in land planning related services. He has worked in both public and private agency settings. He has strong capabilities in technical and management areas with specialized experience in mapping, planning, development, land use, zoning, policy development, and floodplain and storm water analysis. Joel is a power user in applying ESRI ArcGIS (Arclnfo) and ArcIMS to perform detailed analysis and data driven, graphical solution presentations. In addition, he has extensive experience in the areas of databases, statistical methods, web design, surveying, deeds, and property titles. Ron Vine -President of Leisure Vision -Survey Development: Ron is a co-founder and President of Leisure Vision. Ron has over 25 years consulting, market research, and consulting experience, including fifteen (15) years as a project manager, in a wide range of parks, recreation, sports, fitness, health, and general governmental projects. Projects that Ron has conducted surveys for have resulted in over $600 million in funded projects. Ron has worked on over 150 parks and recreation needs assessments, master plans, strategic plans, and feasibility . +. ~®~;, :' 5 consulting 3: Y • ,~_ City of Rosemead studies for trails and greenway systems, community centers, family aquatic centers, sports complexes, trails, ~ museums, and other specialized facilities. He has extensive highly successful experience assisting communities with projects leading to sales tax and other tax referendums. Section 2 -Project Approach Project Understanding -Master Plan The City of Rosemead desires a Parks, Recreation, and Facilities Master Plan for its parks and recreation programs, facilities, and other general use facilities that will guide decision making with regard to policy, operations, maintenance, and capital improvements over the next fifteen (15) years. The Master Plan will proved a vision for the future that will take into account the existing condition of facilities and the total parks, recreation, and municipal service needs of the community, and will provide clear implementation strategies. The Master Plan will be utilized to assist the city in creation and implementation of the capital improvements, as well as secure funding for parks, facilities, and open space. The foundation of this plan will be based on an extensive community input process to afford resident users and non- users, user groups, special interest, association, leagues and other stakeholders ample opportunity to participate in the development of this Master Plan. PROS Consulting, LLC is serving as the prime consultant responsible for directing all activities of work and leading the overall performance of the project. The PROS Team includes Leisure Vision for the community household survey. Following is a detailed approach to develop the Parks and Recreation Master Plan. Statement of Approach for Master Plan PROS Consulting, LLC proposes a comprehensive approach to address these requirements and will deliver a living document, which will provide guidance for both short-term and long-term goals through a financially sustainable and achievable manner. Task 1-Kick-Off Meeting, CommunitylStakeholderlnput, Community Values Model The foundation of this project will be based in community and stakeholder input. We will utilize contacts and relationships of Department officials to identify stakeholders, partners and leaders to gather input and disseminate information to help gain consensus on key strategies. This process has to be broad, gathering both qualitative and quantitative information from which strategies will be developed. Specific tasks include: A. Kick-off Meeting -The kick-off meeting should be attended by key staff members and PROS Team members to confirm the work plan, project goals, objectives, and expectations that will help guide actions and decisions of the PROS Team. Detailed steps of this task include: • Confirmation -The project goals, objectives, scope, and schedule will be confirmed. • Outcome Expectations -Discuss expectations of completed project components • Communications -Confirmation on lines of communication, points of contact, staff, and Steering Committee as well as other related project management details. Protocols and procedures for scheduling meetings should also be agreed to at this time. • Final Work Plan -The Final Work Plan will be prepared and presented with a detailed schedule to complete the project. • Data Collection) Cataloging -The PROS Team will collect, log and create electronic copies as appropriate (MS Word/Excel and Adobe Acrobat) of key data and information to facilitate dissemination and assimilation of information. • Prepare database of stakeholders -The PROS Team will work with the Department Project Coordinator who will gather contact information from a variety of sources. This information will be inputted into our project contact database for use by the CommunitylStakeholder Team. This information will be placed in a database for use by the Department and Team during and after the completion of this project. pros;,': consulting Proposal for Parks, Recreation and General Facilities Master Plan • B. Key Leadership Interviews -The PROS Team will perform interviews with key community leaders and stakeholders to evaluate the future vision for parks and recreation in Rosemead over a one (1) day period. The community values, strengths and weaknesses of the Department, trends, and level of services provided will also be evaluated during this time. It is important to have one-on-one interviews or small groups with these key leaders to ascertain candid input that does not always occur during focus groups. C. Focus Groups -The PROS Team will work with the Department to identify all groups and key contact persons for each group. The focus groups will identify vision, values, and key issues and provide insight into facility and program needs, operational issues, and opportunities within the system. This will provide critical input into other tasks including Facilities/Recreation Program Review and Capital Improvement Plan. It is recommended that four (4) focus groups that represent a wide range of stakeholders, community leaders, users and non-users, random citizens, and key community leaders be included. Including but not limited to: • Senior Department Staff • Select City Staff Members and Department-heads • Sports/Special Interest Groups • Key Partners, Regulatory Agencies and other local providers • Concessionaires • Education (Public School Districts, Private Schools, etc.) • Youth (junior and senior high) • Seniors • Volunteer and Friends Groups • Special Event Providers • Other Service Providers • Environmental Groups • Special/Interest Advisory Councils • Staff focus groups D. Public Forums -Public forums will serve to present information and gather feedback from citizens at large. It is important to have initial meetings early in the process and follow-up meetings during the final plan development process. We propose to utilize neutral locations in recognizable geographic locations. It will be important to get maximum media exposure/ We propose to conduct two (2) initial public forums and one (1) follow-up meeting conducted during the final briefings component of the plan. PROS will coordinate with the City to identify locations for the meetings. It is anticipated that the City will secure meeting locations and setup rooms for meetings. The purpose for these meetings will be to ensure opportunities for the general public to discuss their options and perceptions surrounding the Department. The forums will also afford the opportunity to discuss priorities of the community relating to parks, services, indoor and outdoor recreation facilities, open spaces, natural areas and trails. These meetings will present basic facts about the City and the park system including findings from previous surveys or planning work completed, as well as bring forward new ideas and alternative approaches from within the Department and around the nation to help spark creative thinking. E. Community Survey -Working with PROS Consulting, Leisure Vision will administer a statistically valid random sampling Needs Assessment Survey of 300 households in the City of Rosemead The survey will be administered by phone or by a combination of a mail/phone survey. Overall results for the entire survey of 300 households will have a 95% level of confidence with a margin of error of +/- 5.8% overall. Leisure Vision will guarantee the completion of at least 300 surveys for the entire City. Should we complete more surveys, those will be processed at no cost to the City. Leisure Vision will present the information during anon-site visit at the end of the survey process. Leisure Vision specializes in conducting survey research that assists clients in prioritizing the unmet need for outdoor and indoor facilities, developing level of performance standards, voter referendums, and other strategic issues to assist "Decision makers in making better decisions." ~~®~;,r 7 consulting .,~,~A City of Rosemead '~: "~"'°'" Questions on the survey will be developed in partnership with PROS project staff and the City of Rosemead. 0 The survey instrument will be administered at a timeline within the project where the information can best be O used to help break down barriers and build consensus. 0 The survey instrument will be 6 pages in length. This allows for between 25-28 questions to be asked, with 0 many of the questions having multiple components. The phone survey will take approximately 10-12 minutes to administer. 0 Leisure Vision has an unparalleled and proprietary data base of more than 60,000 survey responses from parks 0 and recreation needs assessment surveys from communities across the country, including California. 0 Benchmarking "National Averages" have been developed for numerous strategically important parks and recreation planning and management issues including: customer satisfaction and usage of parks and programs; methods for receiving marketing information; reasons that prevent members of households from using parks and recreation facilities more often; priority recreation programs, parks, facilities and trails to improve or develop; priority programming spaces to have in planned community centers and aquatic facilities; etc. This information will be provided as compared to survey findings from the City of Rosemead to aid in the needs assessment process and consensus development. PROS will present this information, if desired, Leisure Vision can conduct the findings for an additional cost. F. Community Values Modeltm Development -After completion of the initial community and stakeholder input, the PROS Team will synthesize and organize the community values and principles into the Community Values Model. This will entail all key team members that participated in the communityistakeholder input sessions to work together to assimilate the collected information. The Community Values Model will be presented to the Department in detail through a workshop format to confirm and gain consensus. The completed Community Values Model will provide the basis for development of the Master Plan. Task 2 -Community Profile A. Demographic and Trends Analysis -PROS will utilize the City's projections and supplement with census tract demographic data obtained from Environmental Systems Research Institute, Inc. (ESRI), the largest research and development organization dedicated to Geographical Information Systems (GIS) and specializing in population projections and market trends; for comparison purposes data will also obtained from the U.S. Census Bureau. This analysis will provide an understanding of the demographic environment for the following reasons: • To understand the market areas being served by the park and recreation system and distinguish customer. groups. • To determine changes that are occurring in the City and assist in making proactive decisions to accommodate those shifts. • Provide the basis for Equity Mapping and Service Area Analysis The City's demographic analysis will be based on US 2000 Census information, 2008 updated projections, and 5 (2013), 10 (2018), and 15 (2023) year projections. The following demographic characteristics will be included: • Population density • Age Distribution • Households • Gender • Ethnicity • Household Income This data will be mapped in GIS to produce density maps to support other tasks including the needs assessment and equity mapping. A summary report will be prepared and included as an appendix section as well as summarized in the summary report. `'> 8 ~o OS-ting Proposal for • Parks, Recreation and General Facilities Master Plan ~ B. Benchmark Analysis: PROS will perform a benchmark analysis to compare the Department to five (5) other . relevant agencies. The PROS Team will work with the City to identify the target agencies as well as the 15 key metrics to be surveyed and analyzed. The PROS Team will coordinate with each agency to identify and collect ~ the appropriate information including the City. It is important to have the Park and Recreation Director make first ~ contact with the target agencies to gain their commitment to cooperate and provide information. ~ Task 3 -Parks, Programs & Facilities Inventory and Assessment ~ A. Parks and Facilities Inventory Assessment -The PROS Team will review and update the existing inventory • of parks and facilities maintained by the City. In addition, the PROS Team will conduct a high level review of existing parks and open spaces over a two (2) day period to gain an understanding of how well the parks and ~ facilities are meeting the needs of the users. This review will be documented in a Summary of Findings ~ including a detailed inventory database. S B. Park Classifications, Facility Standards, and PROS Capacity-Demand Standards Model cm -The PROS ~ Team will analyze existing park classifications and facility standards and assess their current application. The • PROS Team will work with the City to review and confirm, modify or add to existing park classifications. These classifications will consider size of park, outcome expectations, population served, length of stay, amenity types ~ within park and operational requirements. Any new or modified classifications will be approved as required. ~ Facility standards include open space, major amenities and facilities based on the population served. The ~ PROS Team proposes to develop new facility standards based on the PROS Facilities Capacity -Demand ~ Standards Modeltm. This model establishes a more analytical approach to traditional population based facility standards. This model calculates the capacity of the current facilities based on usage factors and best ~ management practices by asset type (e.g. engineered, non-engineered, synthetic, lighted, non-lighted, etc.). ~ Using participation factors for actual (historical usage) and probable (survey data) by representative age • segment (e.g. 6 to 12 year old females for youth softball fields), the model translates the current service level for facilities based on traditional population based standards (e.g. 1 facility/ x,000 persons) per facility. ~ This capacity is then compared to demand calculated from the recreation participation trends identified in the Demographic and Trends Assessment and the needs identified during the household survey and translates this ~ into the projected service level based on traditional population based facility standards (e.g. 1 facility/ x,000 ~ persons). This model then quantifies the deficit or surplus in capacity versus demand. • C. Equity Mapping/Service Area Analysis -The PROS Team will utilize the City's demographic analysis and supplemental information obtained from ESRI. This analysis will provide an understanding of the demographic • environment for the following reasons: to understand the market areas being served by the Department's park ~ and recreation system and distinguish customer groups; to determine changes that are occurring in sub-areas ~ of the Department and assist in making proactive decisions to accommodate those shifts; and provide the basis • for Equity Mapping and Service Area Analysis. Equity mapping is performed through service area analysis. This includes mapping parks by classification and major amenities by facility standards as applied to population ~ density and geographic areas. The base information for this analysis will be 2018 projected population density ~ by census tract acquired during the demographic analysis. A service area is defined as a circular area around a ~ park or amenity whose radius encompasses the population associated with the appropriate facility standard for each park classification, zone and amenity. Using the facility standards and service areas provided by the PROS Team for each park and major facility type (amenity), a series of maps by each classification and major ~ amenities will be prepared. Maps of the entire system will be prepared. ~ This mapping identifies gaps and overlaps in service area. It is assumed that the Department will provide base ~ GIS information including inventory and general location of park sites and amenities. The PROS Team will • provide maps in digital format (ARCView and Adobe Acrobat PDF format) and hard copy. D. Recreation Program Assessment - An analysis of recreation programs, sports and special events managed ~ by the Department will be performed to assess the strengths and weaknesses of the major programming areas, ~ consulting • 0 ,4 r O City of Rosemead 0 '~: opportunities in the market to seek out and build upon, and the potential threats to identify and plan against. 0 PROS will use the results of the community input process in the evaluation to identify opportunities and 0 deficiencies for future recreation facilities, programs and services based on existing facilities and indication of 0 needs expressed by the community. The evaluation will consider, but not limited to: • Program Offering Inventory ~ o Age Segment Analysis 0 o Program Life Cycles 0 o Participation and Retention o Service Gaps 0 o Seasonal Capabilities 0 • Facility Usage 0 • Staffing antl Organization • Policies, Procedures and Standards Application ~ • Marketing, Promotions and Communication Practices 0 • Revenue and Pricing 0 • Partnerships and Sponsorships _ This assessment will be summarized to identify key issues. A summary of findings and recommendations will be performed and included in a technical memorandum. This will include strategies for addressing the key issues and areas of concern. E. Prioritized Program and Facility Needs Assessment -The Team will identify existing gaps in service areas based on current inventory and service areas. The PROS Team will synthesize the findings from the Community/Stakeholder input, citizen survey results, trends analysis, Facilities/Program Review antl field audits into a written facility needs assessment. This will list and prioritize facility, infrastructure, amenities, and program needs for the parks and recreation system and provide guidance for the Capital Plan. The Team will conduct a work session with staff to review the findings and make revisions as necessary. Task 4 -Operational and Financial Assessment A. Operational Assessment -The PROS Team will perform an analysis of the current practices of the Department to evaluate its operational situation. This analysis will identify future Department organization and staffing needs, improved operational efficiencies, policy development, process improvements, system and technology improvements, antl marketinglcommunication opportunities. This task will include recommendations in a comprehensive manner. This will include data collection, analysis and on-site observations of key organizational components in the following areas: • Inventory of services • Maintenance and Operating Standards • Organizational Design and Staffing • Customer service • Field equipment/resources • Service contracts • Workload requirements • Procedures manuals • Existing policy and procedures management • Performance measures and indicators • Information systems and technology • Marketing and communications • Partnerships/volunteer support 10 f°®~:, consulting e Proposal for Parks, Recreation and General Facilities Master Plan • s s • This assessment will be summarized to identify areas to build upon and issues to address. A summary of findings and recommendations will be performed and included in a Technical Report as well as input for the overall Strategy Matrix/Action Plan. B. Financial Review -The Project Team will perform analysis to document the financial situation of the City. The financial analysis will look at the budget, pricing policy, user fees, current and other revenue generating opportunities, grant opportunities, and the revenue forecast. This analysis will identify the financial situation of the Parks and Recreation Department with three primary goals: • Understand the financial dynamics to further advance the understanding of operations gained through the work described above • Review funding and accounting practices with an objective of accurate financial fund tracking and the ability of the Department to have more useful financial information for strategic decision-making • Seek opportunities to improve the financial sustainability of the Department including evaluating expenditures and increasing current and new sources of revenue The PROS team will review current financial policies. This review will include comparison of current policies with national standards of best practice agencies. PROS will recommend policies and adjustments to current policies where enhancements may be needed or gaps are identified. In addition to financial policies, a review of the existing operational policies that financial impacts to determine opportunities and constraints as it relates to all areas of operations including maintenance management, cost recovery, partnerships, and service levels. C. Funding Strategies -Funding strategies will be developed based in part to our review and analysis of the facilities as well as the national experience brought by the PROS Team. The PROS Team has identified numerous funding methods that can be applied. This will include an analysis of Softball and Baseball tournaments and other trends. These strategies include: • Fees and charges • Endowments/grants/Non-profits : _ .. • Sponsorships • Partnerships • Dedicated funding sources.. The PROS Team will present findings and recommendations through a Financial Workshop for staff. Task 5 -Parks and Recreation Master Plan Development The Master Plan will be framed and prepared through a series of workshops with the Department, staff, and meetings with the City Council. The overall vision and mission statements will be affirmed or modified, and direction for the Department will be established along with individual action strategies that were identified from all the research work completed. Key recommendations and tactics that support each action strategy to its fullest outcome will be outlined in a strategy matrix with priorities, timelines, measurement, and teams within the Department or external partners to focus on the next 5, 10 and 15 years. Specific tasks include: A. Develop Vision, Mission and Values Statements and GoalslObjectives -The Community Values Model developed in Task 1 will form the strategic. direction for the master plan as well as the framework for the Strategy Matrix. The supporting vision and mission statements will be affirmed or developed with Department staff and work session. In addition, core businesses will be confirmed. Following this effort, goals/objectives and policies will be established and prioritized with short term, mid-term, and long term goals. A status briefing will be presented to the City Council to gain input and consensus on direction. Also defined will be those activities and experiences that do not further the mission, vision and values of the organization. B. Finalize Strategy MatrixlAction Plan -Upon consensus of the vision, mission, goals and objectives, the remaining strategy matrix will be completed with supporting strategies, actions, responsibilities, ~~'®S; 11 consulting \; Y .~~, City of Rosemead 0 0 O priorities/timelines, performance measurements, and assigned teams. This will be reviewed with Senior staff in a one-day workshop. The Strategy Matrix will be used to evaluate operational impacts associated with implementation including funding requirements. It is important to assess how ready the organization is to change and adopt significant policies to implement the plan. C. Capital Improvement Plan -The PROS Team will coordinate with the Department related to the development of the prioritized capital improvement plan (CIP). It is understood that the PROS Team will transfer information to the Department who will be responsible for the ultimate development of the CIP. D. Draft Plan Preparation -The Master Plan report will be a summary report with appendices of supporting material. The plan will establish a definitive direction for the Department's parks and recreation system. The plan should be one that generates energy and advocacy. A draft plan (10 copies, 1 black and white, and 1 color reproducible copy) will be developed and distributed to senior staff members for review. E. Plan Briefings/Public Meetings - It is expected that the PROS Team will make one (1) presentation to the public, and one (1) presentation to the City Council. Outreach for community participation will be performed through the same process as performed for the initial meetings. F. Final Plan Preparation =The final Master Plan will be prepared (10 copies, 1 black and white, 1 color reproducible copy, and 2 digital disks), along with 10 copies (electronic copy included) of an executive summary, and delivered to the City including 3 sets of associated appendices (technical reports organized in 3" binders). The final report will be professionally edited and formatted. Electronic copies of material will be in Microsoft Office and Adobe Acrobat PDF format. Timeline for Master Plan A following schedule depicting the time to complete the Master Plan tasks is presented below, as well as highlighted areas to meet with the City of Rosemead on meeting dates. Specific dates will be set during the,kick-off. meeting process. PROS is confident of our ability to meet this schedule and will consider any special requirements by the City. Months 1 2 3 4 5 6 .. 7 8 9 Task Task 1 -Kick-Off Meeting, Communit /Stakeholder Input, and Communit Values Model _ _ ~"' `~ - ~ ~~~~~ ~ `~ Task 2 -Communit Profile - Task 3 -Parks, Pro rams & Facilities InJento and Assessment Task 4 - O erational and Financial Assessment Task 5 -Parks, Recreation and General Facilities Master Plan Ke Meef"~In'iRates~,r: _•' Project Understanding -Feasibility Study for Developing Open Space, Parkland, and Public Trails Along Edison Transmission Corridor PROS Consulting, LLC understands that the City of Rosemead is interested in exploring the feasibility of developing a public trail along the nearly. three-mile length of Southern California~Edison Transmission Corridor (easement) that travels the length of the City. It is the goal of the City to establish a public trail that would link the community via an open space/public walking/bike trail. The trail would consist primarily of pathways, turf, trees, and other passive elements, though bathroom facilities, playgrounds, and multi-use sports fields should be considered. 12 p/~os;,~ consul tang Proposal for • Parks, Recreation and General Facilities Master Plan ~ Statement of Approach for Trail Feasibility Study ~ To gain efficiencies and provide a greater ability to gauge public interest and generate support, PROS Consulting, • LLC proposes a comprehensive approach to address the feasibility of the development of a trail along the Southern California Edison Transmission Corridor in conjunction with the Master Plan. Through effectively determining the ~ public need through the public input and survey process of the Master Plan, a more complete, inclusive approach for ~ the Southern California Edison Transmission Corridor trail feasibility may be applied to the facility and asset need, ~ and ultimately, the facility development plan. This study will establish feasibility through objective analysis of the • following elements: • Vital consideration must be given to resource conservation, security for unstaffed facilities, and accessibility through private property ~ Potential park uses and desirable ancillary facilities ~ Property/easement acquisition and/or usage agreements • Cost associated with development as well as operations and maintenance and potential funding opportunities and sources ~ Mobility and transportation assessment ~ Task 1-Market Analysis • In conjunction with the Master Plan, a market and needs analysis will be performed to quantify the needs expressed by the local market. Efficiencies gained through the performance of the Master Plan -specifically the community ~ input and survey, economic and demographic analysis, and facility and amenity prioritized needs -will allow for a ~ comprehensive approach when determining feasibility of the trail. Specific tasks include: ~ A. Stakeholder Interviews - A total of four (4) stakeholder interviews will be conducted with the necessary ~ governing bodies and/or existing land owners as identified with the City to evaluate existing ideas. B. Market Analysis -Synthesize the community input, survey, and overall market quantified in the Master Plan, ~ PROS will research the recreational trail market within the City and surrounding region to document and quantify ~ total recreational trail opportunities. This documentation will include a description and characteristics of the trail, • including length, surface materials, trail heads and cooling/warming huts, and all associated signage. Density maps completed for the Master Plan will be amended to include the trail analysis and the correlating ~ service areas. A summary report will be prepared. ~ Task 2 -Concept Development • Following the market analysis, PROS will refine the concept development plan that translates the market and program needs into facility, land, operations and partnering plans. The concept development process as follows: ~ A. Parcel Analysis -PROS will conduct an assessment of existing properties adjacent to and surrounding the ~ proposed trail corridor for ownership and current assessed valuations as well as fair market value. It is ~ assumed that the City will provide current assessed values and ownership data in formats congruent with GIS. ~ A technical memorandum will be prepared to present the findings. ~ B. Acquisition of Legal Right Away Analysis -PROS will organize information on existing conditions and future • possibilities for connectivity of the potential trail way, as well as identify potential alignments so that the process of securing interests in land/right-of-ways. This will serve as a guide for development of the trail through the ~ processes of right-0f-way acquisition, development, and maintenance. Opportunities and constraints, as well as ~ potential for negative exposure, will be addressed in this task. ~ C. Traffic Analysis -Traffic analysis ~ will be conducted to estimate the total loads associated with adjacent ~ roadways. Analysis will estimate total volume as well as average speed of travel. Alternative pedestrian access • points and respites (i.e. crosswalks, refuge islands, bollards, etc.) will be recommended based on proximity to and potential for interaction between pedestrians and vehicular traffic. • ~ D. Draft Development Plan -PROS will prepare a development plan including concept and location development, including but not limited to, ROW width, average grade, trail width, parking areas, access points, trail segments, ~ ~/°~~;,~ 13 consul ting • ,,:~ ~`~ •~: City of Rosemead loops, existing and potential linkages to other trails, signage, trail amenities (e.g. tables, benches, garbage disposal, potential for trailside camping, etc. Following adjustments to concept through work sessions with the Department, PROS will prepare budgetary construction cost estimates for initial investment and operations. Task 3 -Finance and Operations Analysis The Finance and Operations Analysis will be performed in conjunction with the Concept Development task. The Finance and Operations Analysis translates concepts into hard numbers that establish the baseline for decision- making. Specific tasks include: A. Operational Standards -PROS will establish operational standards and costs for the Southern California Edison Transmission Corridor trail based on full operations. This will include operation guidelines, maintenance standards, staffing levels needed, and customer service requirements based on established and agreed upon outcomes. This task will require a workshop with City stakeholders and the PROS team. Operational costs for the facility will be finalized. B. Partner and Management Strategy -PROS will evaluate partnership and management alternatives opportunities and develop a strategy to support formal agreements. This will include identification of potential partners by specific amenity, funding parameters, and agreement guidelines to support formal agreements. Management altematives will be developed to guide decision-making by the City. C. Finance Plan -Based on the operational plan for the trail and debt service, PROS will develop a funding strategy for the desired outcome as specified by the City. Funding options will be identified and evaluated against their potential support and success. These options will include a combination of options partnerships/sponsorships, revenue generation, grants, and other available resources. All investment and development costs will be detailed in the finance plan and compared against potential funding strategies to depict the budgetary impact that the proposed trail will have on the City's operations budget. The finance plan will be presented to the City in Microsoft Excel format for use as a dynamic planning and budgeting tool. D. Feasibility Analysis -The final feasibility report will be prepared with analysis of findings and recommendations. Briefings on the analysis will be made to the appropriate officials and concurrence achieved as to direction and final recommendations. Timeline for Trail Feasibility A following schedule depicting the time to complete the tasks is presented below, as well as highlighted areas to meet with the City of Rosemead on meeting dates. Specific dates will be set during the kick-off meeting process. PROS is confident of our ability to meet this schedule and will consider any special requirements by the City. Edison Transmission Corridor Trail Feasibli Months (in relation to Master Plan): 1 2 3 4 5 6 7 8 9 Task 1 -Market Mal sis li~ Task 2 - Conce t Develo ment ~'~' Task 3 -Finance and Operations Mal sis e ~ eetin pates ~ ~~-. ,, 14 pros;,': consulting r~ ~~ Proposal for • Parks, Recreation and General Facilities Master Plan ! Section 3 -Relevant Experience 1 Customer References ~ The PROS Team has been responsible for the evaluation of hundreds of park and recreation agencies throughout ~ the United States over the past 14 years. ~ Following is a list of projects in California conducted by PROS Team members. ~ Cosumnes (Elk Grove) Community Services District, Elk Grove, Master Plan ~ Healdsburg Recreation Needs Assessment, Saggio Hills Master Plan, Villa Chanticleer Business Plan, • and Parks and Open Space Plan • Long Beach, Implementation Plan • Long Beach, Restaurant and Golf Feasibility Study ! Los Angeles, Recreation Center Assessment • Los Angeles, Develop Park Advisory Board • Los Angeles Needs Assessment ~ • San Francisco, Recreation Plan ~ • San Francisco, Master Plan • San Francisco, Vision Plan • San Francisco, Golf Course Assessment • Elings Park (Santa Barbara), Feasibility Study and Business Plan ! Fairfield, Vision Plan ~ Fairfield, Organizational Review • Folsom, Golf Feasibility Study • Golden Gate National Parks Conservancy, Maintenance Management Plans (The Presidio, Lands End * & Crissy Field) ~ Long Beach, Strategic Plan ~ Oakley, Resource Management Plan ~ Oakland, Strategic Master Plan • Roseville, Strategic Business Plan ! Roseville, Reasons Farm Feasibility Study ! Roseville, Golf Business Plan • • Roseville, Tourism Market Plan • San Jose, Pricing Philosophy and Revenue Enhancement Plan • Sacramento, Gold Rush Park Feasibility ~ Sacramento, Golf Course Cost of Service Study and Business Plan ~ • San Bernardino, Hospitality and Revenue Plan • San Mateo, Parks, Facilities and Programs Strategic Plan • Santee, Parks and Recreation Master Plan ! • Santa Barbara, Recreation Plan ~ Tracy, Resource Management Plan • Tracy, Resource Management Plan - II ~ Detailed de scriptions for select projects in California, the Southwest and similar project throughout the United States • follow. The following is a list of recent projects completed in the last 5 years that represents the breadth and depth ' s capabilities. of our Team ~ consul tmg Ao .1 .' '~ v .'.'-.f' `~~. City of Rosemead 0 PROS Consulting Related Experience Q Cosumnes Community Services District Update to the Parks and Facilities Master Plan ~, City of Elk Grove, California 0 Beginning in 2007, the Cosumnes Community Services District (District) desired an update to its Parks Facilities/Physical Development Master Plan. The Master Plan Update guided decision-making for the future development and management of its parks, recreation and open space. According to the Census Bureau, the District supports the fastest growing city in America with 136,000 persons. The strain placed on the park and recreation facilities was tremendous. As the District grappled with these challenges, it also had to consider its strong fiscal strength and balance future development and maintenance responsibilities with its financial capabilities. PROS Consulting, in association with Jacobs, completed the Master Plan in June 2008. The project team toured the entire park system, performing a general observation of the park facilities and amenities including: general state and condition, compatibility with neighborhoods and community, connectivity to the surrounding neighborhoods, aesthetics and design, safety and security, public 0 0 0 a 0 1~ 0 Q 0 0 0 access, program capacity and compatibility with users, partnership ~ opportunities, and revenue generation opportunities. Based on these findings from this review and the community Q and stakeholder input, the Capital Improvement Plan was assimilated, as well as the submission of the draft master 0 plan. The purpose of the project was to determine the strengths, weaknesses, and opportunities associated with each park, as well as the entire system. Sports and recreation program assessments, a capital improvement plan, 0 and a needs assessment completed and the District's standards were also updated with the PROS Facilities 0 Capacity- Demand Standards ModelT"' which looked at all parks and fields in the system. 0 Project Contact - ~ Fred J. Bremerman 0 Cosumnes Community Services District 0 8820 Elk Grove Blvd., Suite 3 Elk Grove, CA 95624 0 916.405.5305 0 City of Healdsburg Parks and Recreation Needs Assessment and Parks and Open Space Plan Healdsburg, California For nearly 150 years, the City of Healdsburg has sustained itself as a quaint community with strong pride in its rural character. Today, the City of Healdsburg finds itself having to address new growth that is attracted because of its quality of life, its tourist destination as rich vineyards make up the uniquness of the City, while holding onto the very essence of what makes Healdsburg distinctive. As Healdsburg strives to deal with this growth, the challenges are compounded in addressing the evolving, recreation needs of its current residents. To hel address these issues the Cit of Healdsbur Parks O 0 0 0 0 Q 0 0 0 P Y 9 16 p~`OS:,~: ~ consul tang O Proposal for Parks, Recreation and General Facilities Master Plan r • and Recreation Department retained PROS Consulting in 2006, LLC and Jacobs to prepare a Recreation. Needs Assessment. The Parks and Recreation system has long served the needs of its residents as well as being a regional provider for outlying areas. Healdsburg residents are very passionate about maintaining the characteristics of their community with a vision of creating opportunities to support their recreation needs. The Needs Assessment defined the needs, opportunities and strategies required to Achieve the Community's Vision for parks and recreation. The objective of the Needs Assessment was to identify the current and future needs for parks and recreation facilities and services through an open and public process, compare these needs against current capacity of facilities and services, and establish the necessary steps to meet these needs in the future. The outcome of this project was a Recreation Needs Assessment that identified the necessary facility and program opportunities to be developed over the next ten (10) years through an open and public process. These tasks were applied to develop the comprehensive report, providing guidance for future decisions, both operational and capital. The Needs Assessment presented short term and long term requirements along with overarching strategies for implementation. This project was completed in less than 120 days to meet a strict requirement imposed by a developer who was funding a portion of the project. Based on current residential development in the Saggio Hills area, the PROS Team evaluated the opportunities fora 35 acre park associated with the development. Following site assessment, discussions with various stakeholders including the Developer, City Officials, and various user groups, three concepts were presented. The two final concept master plans were prepared with preliminary cost estimates. In 2007, PROS Consulting, LLC was also retained to complete the Parks and Open Space Master Plan that was completed in February of 2008. Thee Parks and Open Space Master Plan was developed to guide the City of Healdsburg in its role as a local and regional recreation provider, supporter of social related activities and partner in the development and delivery of positive experiences through quality parks, recreation facilities and programs. The Parks and Open Space Master Plan for the City of Healdsburg established the Parks and Recreation's core services and responsibilities, defined service priorities and capital investments, and outlined the manner in which the parks and recreation facilities and program services, will be delivered, while also addressing the funding options for implementation. The Master Plan addressed regional open space that surrounds the City and how the partnership with Sonoma County Agricultural Preservation and Open Space District will occur, as well as funding options with local developers. The overall process master plan consisted of the following components: • Comprehensive community input process • Statistically-valid household phone survey • Demographic trends analysis • Facility and program assessment • Facility inventory, classification and standards • Service area analysis for parks and facilities • Prioritized facility/program needs assessment • Capital Improvement Plan • Maintenance Management Plan • Community values-strategic objectives • Vision and mission development • Facility development plan/Implementation plan ®°®~:,+ consul trng 17 ,,.v e '~: City of Rosemead • Villa Chanticleer Business Plan • Saggio Hills Park Concept Plans Project Contact - David Mickaelian, Community Services Director 401 Grove Street Healdsburg, CA 95448 (707) 431.3301 Parks and Recreation Business Plan Development City of Roseville, California PROS Consulting, LLC was retained to prepare a Business Plan to guide operational decisions for the. City of Roseville Parks and Recreation Department. The Business Plan Development entailed several tasks including: • Operating Standards • Core Program Development • Financial Management Plan • Organizational Staffing Plan • Benchmark/Trends Analysis • Park Impact Fee Analysis As an element of the business planning process, PROS evaluated and developed operating standards for recreation facilities and programs. These standards included: • Facilities • Service per population • Maintenance frequency and activity • Operational costs/recovery goals • Core facilities • Recreation Programs • Core services and experience standards • Operational costs/recovery goals • Marketing and communications • Performance Measures • Maintenance Standards • Park Core Service Criteria • Performance Measures • Park/Facility Classifications • Maintenance Standards Descriptions PROS also developed a cost of service model to incorporate and allocate direct and indirect costs to park types based on park classifications, neighborhood and community, in order to make management decisions for operations and maintenance, and ultimately, impact on revenues, subsidy levels, and operational effectiveness. Project Contact - Mike Shellito, Assistant City Manager 311 VernonStreet Roseville, CA 95678 (916)774-5201 18 pros;,': consulting • • • • Proposal for Parks, Recreation and General Facilities Master Plan • • • • City of Los Angeles Department of Recreation and Parks Community Needs Assessment Los Angeles, California The City of Los Angeles Department of Recreation and Parks is commencing the process of developing a citywide park master plan and a five year capital improvement plan. The first step of this process is to conduct a "Needs Assessment" for the City. The Needs Assessment will gather, assess and analyze information regarding current and future recreational needs. Key issues affecting park usage will be determined and presented in a Final Report which contained detailed recommendations and conclusions and will be supported by an Action Plan for the Department. Los Angeles Facility / Amenity Priority Rankings by Area Ranking: Ranking: Overall South Ranking: Ranking: Ranking: North Ranking: Ranking: Ranking Valley Hartor East LA Central Valley West LA South LA Welkin and bikin trails Small Nei hborhood Parks Indoor Fitness and Exercise Facilities • Indoor Pools / A vatic Facilities ' ~"~ ~ ~~' Nature Trails 14 ~ ~ -~ "t 15 Shelters and Picnic Areas 13 Indoor Runnin / Welkin Tracks r - ~ 11 ~ 15 Outdoor Svrimmin Pools 12 r 12 12 Indoor G ms 15 17 Lar a arks and re Tonal arks n 14 _ 11 Pla round E vi moot 11 12 14 11 16 Communi Gardens 12 11 11 15 13 13 16 Packet Perks 13 16 16 16 20 12 Nature / Environmental center 14 13 13 13 16 14 11 13 Indoor Communi Centers 15 18 16 12 12 10 18 OH-leash do erk 16 14 19 19 17 14 __ ~r Outdoor Tennis Courts 17 20 11 15 15 20 Outdoor Am nitheater 18 15 17 17 Y 18 Oumoor Baskamall courts 19 20 18 18 om ... ~ 17 Youth Soccer Fleas 20 19 20 20 20 14 Golf Lourses/Drivin Rene 19 17 _ ' 19 Outdoor S lash Perks 17 '' ~~ - - 19 Skate Parks ~ r~ _ ~' • ~ 1M '' Outdoor Voile ball courts > _ _', f}; 7. _ / .. -'.'NI _ . ~ ~ - . Adult Soccer Fields - =~ ~' ~r ~ _ ? ^ ~ ~ Youth baseball Fields '~ ~~ t-' _ ~ '/'~ ~ ~ ' F~'r Youth softball folds M _ ~ k~ y A ~ ' Adult Softball Fields 1 ' W. ~' Youth Football and Rub Fields _ _ ~ C1 .K 's( Equestrian Trails ~ In 2007, Mia Lehrer + Associates and PROS Consulting were retained to lead this, project. The objective of the ~ Needs Assessment and subsequent master planning process was to develop strategies to help prioritize .and • address the tremendous needs for additional recreation and park land, improvements necessary to existing facilities to meet current and future community needs, prevention of future maintenance problems, and to offer positive ~ alternatives to an increasingly dense and urbanized population. • • • • Project Contact- Mr. Mike Shull Department of Recreation Parks Senior Civil Engineer 1200 W. 7th Street, 7th Floor Los Angeles, CA 90012 Tel: 213-928-9191 Santee Community Services Department Master Plan City of Santee, California The City of Santee Department of Parks and Recreation retained PROS Consulting, LLC for the preparation of a Parks and Recreation Comprehensive Master Plan. The Master Plan was abroad-based strategic planning tool for the entire Department that provided clear direction for the next ten years, through build-out, and provided a vision for the long-term development of the organization. The Master Plan served as a property and facilities tool, and a management and program ~~ 4.Ad u G.dkq Pee kAm 4afn.. City of Santee, California ""°......m~+.~~,~...~..s - [rad~Sa~LWt~uxedPoWraa 0.n Ba+ebng Fiddp)-\ma6 (60''60') IDID Strict Arta IaMM a 1S,k'~me ~'' _ ,y - :, "--i ...'.._-.- ._ j,/j\ ~~~ _ _ ~` ~~, - ~' 9 _ \.~ / - ~ ~_;,- l l ' ~ ~`_ _ _ -~ _ _ y~ - t e ~ ~ ~ Pros: planning tool directed to all levels of department administration and staff, along with legislative boards and commissions. The Master Plan identified and integrated ~~'®~;, consulting 19 }` • 9 . ~~ '~: ... City of Rosemead the benefits of properly planned properties, facilities and programs that lead to the improvement of the quality of life within Santee. Santee desired to create a balanced approach of type of parks, recreation facilities and programs that would unite the community to create a great sense of place for people to live, work, and play. The process involved and in-depth assessment of the City of Santee parks and recreation needs to be used to supplement the City's General Plan recommendations for parks and recreation, and to update the Department's Capital Improvement Program. PROS Consulting, LLC proposed a comprehensive approach to address these requirements and the stated variables in a way that delivered a living document that provided guidance on every decision, operational, or capital. This Master Plan addressed short term and long term requirements through a financially sustainable and achievable manner. Project Contact- John Coates Community Services Director 10601 Magnolia Avenue, Building #6 Santee, CA 92071 619.258.4100 City of Everett Strategic Master Plan Everett, Washington The City retained PROS Consulting, LLC to assist in the creation of a Parks and Recreation Strategic Master Plan in early 2006. The development of the strategic plan was in close coordination with City staff that included shared responsibilities in performance of certain tasks. This plan was developed through a highly involved public process to identify the current and future needs for parks, recreation, and facilities. The strategic plan also evaluated the current. delivery of services and established the necessary steps to meet the community needs and desires for the future. The plan is a dynamic living document that is responsive to changing trends and community needs and creates a work plan for staff to follow. ~--~ N _._. ~,,~ A t~c. - ''I '~ ~ ~ ~'. ,~f -~ ,~ Z~ ~ ' ~~ '~ _ 1~ ° •~-`~ ~ `~~~~? l ~~ , ~~ ~ N , . l J ~'~Y a - '.:-,~ f , ~..?~ ~ W ac.~a -_ I ii=- _- %' Community input was sought through a variety of methods including focus groups, public forums and a citizen household survey. From this input, key issues that needed to be addressed were brought forward and community values were identified. This formulated a vision statement that demonstrates a preferred future for the Department to work toward achieving in the next 10 years. Parks and recreation facilities help create healthy living and social environments, economic development, community development, as well as a sense of belonging for residents. The uniqueness of the city of Everett's parks and recreation system, however, is the diversity of special places where residents of all ages can create healthy opportunities to play, learn, and grow. The City of Everett, the sixth largest City in the State of Washington, is home to more than 40 parks and approximately 1,600 acres of impressive regional and waterfront parks, playgrounds, trails, and other open space areas. With such a large and increasingly diverse population, the challenge for the City lies in developing appropriate parks, recreation programs and facilities to meet the current and future needs of the community. Everett is home to many successful companies, particularly Boeing, and boasts the second-largest marina on the West Coast. The challenge was meeting the diverse and changing needs of the citizens, while operating within a defined and established management model for parks and recreation .services. This included establishing the. consul tang r~ u Proposal for • Parks, Recreation and General Facilities Master Plan ~ appropriate level and locations of neighborhood and community parks, trails, outdoor and indoor recreation facilities, • program services, partnerships, and financial makeup of the parks and recreation system for the future. ~ Overall, the city of Everett Parks and Recreation Department is well respected in the community. It has a committed • staff that wants to do the right things in delivery of parks and recreation services, but much of their efforts were not being done in the right manner under "best practices" in the parks and recreation industry. To achieve this "best in ~ class" status, the Department has to work as a team and not as individual divisions or persons. The goal of the ~ Strategic Master Plan was to unite the Department as one agency by establishing the correct resources and training. • The Strategic Master Plan laid out the requirements to achieve the community's vision in terms of standards for parks, recreation programs and facilities to "Position Parks and Recreation For the Future" as one of the City's ~ greatest assets. 0 0 • • Project Contact - Lori Cummings Assistant Director 802 E. Mukilteo Blvd. Everett, WA 98203 425.257.8353 Gold Rush Park Vision, Concept and Feasibility Study Sacramento, California In 2006, PROS Consulting was responsible for developing the Vision, Concept and Feasibility Study for the proposed Gold Rush Park in Sacramento. This park is located on 900 acres adjacent to the Sacramento River and downtown Sacramento. Anot-for-profit group, Gold Rush Foundation, Inc. retained PROS to evaluate a new vision of Sacramento's downtown as a true regional center with the parks, sport venues, museums and other attractions that would lure suburbanites back to the city core, partially reversing the flight from downtown that began ahalf- century ago. If developed, it would connect the American River Parkway with the Sacramento River riverfront area being redeveloped by Sacramento and West Sacramento. The subject property is primarily neglected and abandoned industrial, commercial and residential properties. The objective is to convert this low value property through the acquisition of open space and subsequent redevelopment into high-value properties with greater economic impact to the city and state. The PROS Team conducted an extensive community and stakeholder input, vision, concept, design standards, funding options, and a development plan that will frame the ultimate feasibility. The PROS Team organized the community needs into a vision for Gold Rush Park includin eneral pro rams size ~~ ~--~ '. ~ ~~~~ ~ ' ;j i - __ O l 0.` ® "~ rosy;'. _.___ -__ Secrmnerrto, Culilomie - Cmmr Bu.pc~ 99 9 facilities, amenities, and design standards. The needs assessment provides guidelines for concept development. Select facilities and amenities include: • Active Recreation areas • Natural open space • Trails and connections • Residential Development areas • Commercial/Institutional Development Areas ~~;, 21 consulting ~~ ~~?;r City of Rosemead ,~~, A detailed site analysis was performed to establish a baseline concept development based on the community needs 0 assessment. A project composite map was developed to identify opportunities and constraints for the site. The 0 PROS team developed initial design standards and principles for park features and amenities. 0 PROS also developed a detailed economic model to measure the cost-benefit for the conversion of property 0 considering acquisition and demolition costs, lost tax revenue and new tax and lease revenue. The park was organized into development zones, from which economic analysis was applied based on the proposed 0 redevelopment plan. Funding options were identified based on a wide variety of sources. 0 Upon completion of the community input and concept development, the PROS Team presented the final concept 0 development plan. This plan was reviewed and discussed with City of Sacramento leadership to gain final input for 0 establishing the final feasibility plan that was presented to the community, media, and City Council. 0 Project Contact - ~ Joe Genshlea Gold Rush Park Foundation Chair 400 Capitol Mall, 11th Floor Sacramento, CA 65814 (916) 558-6020 Lake Grapevine Feasibility Study Grapevine, Texas The City of Grapevine has a tremendous recreational asset in Lake Grapevine that is uniquely situated in the Dallas/Fort Worth Metroplex. With the existence of nearly 1,600 acres of property along the shoreline, the City is poised to capitalize on it's potential. However, in the light of economic constraints, the City wished to evaluate the feasibility of developing land use, programming and facility types that would generate revenue to support and offset capital improvements, maintenance and operational costs. Included in the Lake Grapevine Feasibility Study was an RV Park, which was integral in the success of the Lake Grapevine's Plan. PROS members performed a feasibility study to evaluate revenue generating developments related to parks, recreation, and leisure activities. The scope of services includes: Site Analysis, market analysis, concept development, pro-forma development, operations plan, and feasibility analysis. Recommendations included am RV Park, sports tourism, indoor and outdoor sports facility, outdoor adventure park, and other related activities. The ultimate plan will present a Development Plan including conceptual operational plan and potential partnering and financing/funding opportunities. In addition, afive-year.pro-forma (financial plan) was developed that will focus on potential revenues and expenses based on development/operational assumptions. Specific marketing and promotional recommendations were included to gain awareness and penetrate target markets. This will include a cost-benefit analysis to compare costs to operational and other identified monetary benefits. Project Contact - Doug Evans Director 22 p~®$:,t consul tang • City of Grapevine P.O. Box 95104 Grapevine, TX 76009 817.410.3120 Leisure Vision Related Experience PARKS AND RECREATION NEEDS ASSESSMENT STUDY (2006) Palm Desert, California • • • • • • r • • • Leisure Vlslon conducted a Community Attitude and Interest Survey during April and May of 2006 to help establish priorities for the future improvement of parks and recreation facilities, programs and services within the community. The survey was designed to obtain statistically valid results from households throughout the City of Palm Desert. The survey was administered by a combination of mail and phone. Leisure Vision worked extensively with City of Palm Desert officials in the development of the survey questionnaire, including conducting a series of stakeholder interviews with community leaders. This work allowed the survey to be Proposal for Parks, Recreation and General Facilities Master Plan 010. Aquatic Features Respondent Households Would Be Most Likely to Use if Incorporeted into a ldew Outdoor Aquatic Center Mc ~xarssam ~~aK.m„as oneut~r9 mrK rnd~~ la, rfra e1~vy Tar ra a fl~+, aeae 2B% Levre Pod ms~Y~'r'Y ~4p ~Y ~% ~~a<~a~ ~5,6 watrsam.a,ea~,are~'t.3aiQ; id% c~n~ moo a Lt-~I~J vatic Pr*~'cin~i. ~ ~.,_ 1 1,396 ~ L ~: [mtI'u vC.vG v ff~as tl~~-- 1J N.94 ~r r'LT~Ran] t gyp ': ~i ?S )•~^_lrp Wvx is ~~n{'zL~ s.zr i-I 6'F ®6Rait Likety 03rd Most Lkely 03rd Most Ldcely 5 u L. ~~+ FT I _ tailored to issues of strategic importance to effectively plan the future system. In April 2006, surveys were mailed to a random sample of 2,500 households in the City of Palm Desert. Approximately three days after the surveys were mailed, each household that received a survey also received an electronic voice message encouraging them to complete the survey. In addition, about two weeks after the surveys were mailed, Leisure Vision began contacting hoiaseliolds by phone, either to encourage completion of the mailed survey or to administer the survey by phone. The goal was to obtain a total of at least 600 completed surveys. This goal was accomplished, with a total of 641 surveys having been completed. The results of the random sample of 641 households have a 95% level of confidence with a precision of at least +/-3.9%. Results of the survey showed many opportunities to improve the parks and recreation system, including strong support for a new outdoor aquatic center that the City is currently developing. JANIS STEELE, Parks and Recreation Services Manager City of Palm Desert 73-510 Fred Waring Road Palm Desert, California 92260 (760) 776-6423 PARKS AND RECREATION NEEDS ASSESSMENT SURVEY (2004 and 2008) Bend, Oregon Leisure Vision conducted a statistically valid mail/phone survey for this rapidly growing Oregon community that won the 2006 Gold Medal Award. The survey was conducted to help establish priorities for the future development and maintenance of parks and recreation facilities, programs and services within the community, as part of a comprehensive parks and recreation master plan. The goal was to obtain at least 600 completed surveys. This goal was far exceeded, 02. Have Respondent Households Participated in Programs Offered by the Bend Metro Park and Recreation District During the Past 12 Months by percentage of re~ondents N, ~2b. flow Respondents Learned About r~gg6 Parks and Recreation Programs and Activities BMPRD Pmgr4m Guide ~ ~-'~`- '~ 74% The Bullefi 47% ~ I rdenaeendneignbprc 4s% I I _ Direct mailings 27% 42e°hs The Source 24% I I People and Pads 21% School announcamantgdigday boaN 20% Convenations vith BMPRD daR 1~% I I I Televison 13L% - Radio 12`b I I BMPRD Nbbete gob Pmmotionsat BMPRD events S% Oplar organization's publici 4% 0% 20% 40% 60% 80% Sacra.-. I asnr Vi~irnt7C Mritw IAasv X#N) ~Q ®~/~ consulting 23 ;. ~~~ ~. City of Rosemead with 707 surveys being completed, including 372 by mail -and 335 by phone. The results of the random sample of 707 households had a 95% level of confidence with a precision of at least +/-3.7%. The response rate for the entire survey was 33%, based on 2,163 surveys being delivered and 707 being completed. Extensive cross-tabular analysis of survey responses was conducted for a wide range of demographic factors, including age or respondents, gender, household size, income, ethnicity, etc., as well as comparisons of the responses from bend to Leisure Vision's national benchmarking data base. Leisure Vision is currently conducting an update of this needs assessment effort. BRUCE RONNING, Director of Planning and Development Bend Metro Park and Recreation District 200 Pacific Park Lane Bend, Oregon 97701 (541) 389-7275 PARKS AND RECREATION NEEDS ASSESSMENT STUDY (2008) Los Angeles, California Leisure Vision conducted a statistically valid mail/phone survey for this City of over 4 million residents. Leisure Vision administered 2,800 surveys for the city, with a representative sampling within each of 7 geographic areas. The margin of error of +/-1.9%. The survey was conducted as part of a parks and recreation master plan. The survey was administered by mail and phone. Leisure Vision worked extensively with City of Los Angeles officials in the development of the survey questionnaire. This work allowed the survey to be tailored to issues of strategic importance to effectively plan the future system. Q15. Organiatwns Respondent Households Have Used for ' -. Indoor acid Outdoor Recreation and Sports Activities During the.Past 12 Months [y DeTa~3~arr~mcaes,!!>trpM awKescalexmaxl - ia~,~rc•~c~,e;~ 5nti vta~ 3Z% ~~ 't - =mar ~x+aFa ran[" 24%< SYrod Gcmd (a~4zs ^~ ~5~~ .~ ,~ ~ Q~ ~_t~~~„a 10,000 households throughout the City of Los Angeles. The survey was mailed in both English and Spanish. Approximately three days after the surveys were mailed, each household that received a survey also received an electronic voice message encouraging them to complete the survey. In addition, about two weeks after the surveys were mailed, Leisure Vision began contacting households by phone. Those who indicated they had not returned the survey were given the option of completing it by phone. Leisure Vision mailed surveys to a random sample of Extensive cross-tabular analysis of survey responses was conducted for a wide range of demographic factors, including age of respondents, gender, household size and types, income, education, etc. Results were compared to Leisure Vision's national database of survey responses. Mr. Mike Shull Department of Recreation Parks Senior Civil Engineer 1200 W. 7th Street, 7th Floor Los Angeles, CA 90012 Tel: 213-928-9191 consulting r~ ~~ Proposal for . Parks, Recreation and General Facilities Master Plan ~ Customer References ~ Master Plans City of Healdsburg Needs Assessment and Park and Open Space Master Plan - 2007 and 2008 David Mickaelian, Community Services Director ~ 401 Grove Street ~ Healdsburg, CA 95448 (707) 431.3301 • dmickaelian a(~,ci.healdsburp.ca.us ~ Cosumnes Community Services District Master Plan Update - 2008 • Fred J. Bremerman Cosumnes Community Services District ~ 8820 Elk Grove Blvd., Suite 3 ~ Elk Grove, CA 95624 916.405.5305 • fredbremerman a(~.csdparks.com ~ City of Everett Strategic Master Plan - 2007 Lori Cummings Assistant Director ~ 802 E. Mukilteo Blvd. ~ Everett, WA 98203 • 425.257.8353 Icummings(a)ci.everett.wa.us ! Feasibility Studies ~ Gold Rush Park Feasibility Study - 2007 Joe Genshlea ~ Gold Rush Park Foundation Chair ~ 400 Capitol Mall, 11th Floor Sacramento, CA 65814 ~ (916) 558-6020 ~ Igenshlea(a)weintraub.com • Business Planning and Impact Fee Study - 2006-2007 City of Roseville ~ Mike Shellito ~ Assistant City Manager 311 VernonStreet ~ Roseville, CA 95678 * (916)774-5201 ~ mshellito(a.roseville.ca.us Lake Grapevine Feasibility Study - 2006 '~ Doug Evans # Director City of Grapevine ~ P.O. Box 95104 +, Grapevine, TX 76009 i (817) 410-3120 devans ci.grapevine.tx.us consulting i ~4Y~ City of Rosemead • Section 4 -Compensation and Fee Schedule • PROS Consulting, LLC will perform the scope of services described in the Project Approach and have prepared the ~ following cost breakdown. PROS has based this fee on our current understanding of the City's goal for the Master ~ Plan and the Southern California Edison Transmission Corridor Trail Feasibility. We would appreciate the • opportunity to meet and discuss the scope and fees to ensure they are consistent with the expectations of the City of Rosemead. The first fee is for the Master Plan, followed by the Trail Feasibility fee breakdown. ~ City of Rosemead Parks, Recreation and General Facilities Master Plan • Proposed Fees 10-Nov-08 ~ Total Ta§k 1 -Kick-0ff!Meeting. CommunitylStakeholderlnput, andlCommunity Values Model. A. Kick-Off Meeting $ 1,840 B. Key Leadership/Focus Group Interviews $ 2,160 C. Focus Group Interviews $ 2,160 D. Public Forums $ 5,880 E. Household Survey $ 360 F. Community Values Model $ 2,680 Expenses 3,200 Subtotal Dollars $ 26,830 Task 2 - Communi ~ ;P,rofile w A. Demographic and Trends Analysis $ 2,060 B. Benchmark Analysis $ 3,320 Expenses $ 500 Subtotal Dollars $ 5,880 Task;3'= Parks, Pro rariis 8 Facilities Irivento and'Assessment A. Parks and Facilities Inventory Assessment $ 4,660 B. Parks Classifications, Facility Standards, and PROS Capacity-Demand Standards Model $ 11,060 C. Equity MappinglService Area Analysis $ 6,020 D. Recreation Program Assessment $ 4,420 E. Prioritized Program and Facility Needs Assessment $ 2,200 Expenses $ 4,000 Subtotal Dollars $ 32,360 Task;4;- 0, eTational and.FuiancialsAssessment~ " ' _~' - . - A. Operational Assessment $ 7,560 B. Financial Review $ 7,560 C. Funding Strategies $ 3,100 Expenses $ 2,800 Subtotal Dollars $ 21,020 Task~5 =Parks, Recreation~enil GeneFal'facilities Master Plain- ~ "" ' - A. Vision, Mission, Goals 8 Objectives $ 4,400 B. Finalize Strategy MatrixlAction Plan $ 1,300 C. CapitallmprovementPlan $ 3,180 D. Draft Plan Preparation $ 5,840 E. Plan BriefingslPublic Meetings $ 4,400 F. Final Plan Preparation $ 4,920 Expenses $ 3,200 Subtotal Dollars $ 27,240 TOTAL EXPENSES $ 13,700 TOTAL FEES $ 99,630 TOTAL DOLLARS $ 113,330 2s pros;,': consul tang Proposal for Parks, Recreation and General Facilities Master Plan 0 0 0 0 0 0 0 0 0 i City of Rosemead Feasibility Study for Public Trail Along Transmission Corridor Proposed Fees 10-Nov-08 Total 'cask 1 - MarkefArial sis A. Stakeholderlnterveiws $ 1,240 B. Market Analysis $ 1,240 Expenses 1,600 Subtotal Dollars $ 4,080 Task 2 - Conce t,Develo menf A. Parcel Analysis $ 1,240 B. Acquisition of Legal ROW Analysis $ 1,240 C. Traffic Analysis $ 1,240 D. Draft Development Plan $ 2,180 Expenses $ - Subtotal Dollars $ 5,900 ;Task 3 Finance and.Q erations Anal sis A. Operational Standards $ 620 B. Partner and Management Strategy $ 940 C. Finance Plan $ 1,240 D. Feasibility Analysis $ 1,960 Expenses 1,600 Subtotal Dollars $ 6,360 TOTAL EXPENSES $ 3,200 TOTAL FEES $ 13,140 TOTAL DOLLARS $ 16,340 ®a~ i ~r: consulting 27 .1-Y. ,.. City of Rosemead Appendix 1-Resumes Leon E. Younger President PROS Consulting LLC Education M.P.A., University of Kansas, Aug. 1988 B.S., Recreation Administration, Kansas State University, May 1975 Employment History President, PROS Consulting, LLC, Sep. 1995 to present Director/Chairman of the Board, Indianapolis Parks and Recreation, Apr. 1992 to Sept. 1995 Executive Director, Lake MetroParks (OH), Jun. 1988 to Mar. 1995 Director, Jackson County (MO) Park'zs and Recreation, Aug. 1983 to Jun. 1988 Certification Certified Park and Recreation Professional Professional Experience Leon is the founder and President of PROS Consulting. He has more than 29 years in parks, recreation, and leisure services. Leon is a recognized leader in applying innovative approaches to managing parks and recreation organizations. He has held positions as Director of Parks and Recreation in Indianapolis, Indiana; Executive Director of Lake Metroparks in Lake County, Ohio (Cleveland vicinity); and Director of Parks and Recreation in Jackson County, Missouri (Kansas City). He received the 1994 National Park and Recreation Association's Distinguished Professional Award for his progressive and innovative thinking in management of public parks and recreation entities. Leon is routinely invited to present his management and development philosophies at conferences, workshops, and training across the United States, as well as internationally. He is co-creator of the Community Values ModeITM, a business model-that synthesizes community and stakeholder input into a strategic plan. He regularly addresses sessions at the National Park and Recreation Conferences and has.served as a board member and instructor at the Pacific Revenue and Marketing School in San Diego, California and the Rocky Mountain Revenue and Management School in Colorado. Relevant project experience: Comprehensive/Strategic Plans • Anderson Park District, Anderson, OH • Batavia Park District, Batavia, IL • Bloomington Parks and Recreation, Bloomington, IN • Bourbonnais Township Park District, Bourbonnais, IL • Brighton Parks and Recreation, Brighton, CO • CarmellClay Township, Carmel, IN • Carrollton Parks and Recreation, Carrollton, TX • Charoltte-Mecklenburg County, Charlotte, NC • Cosumnes Community Services District, Elk Grove, CA • Charlottesville Parks & Recreation, VA • Council Bluffs Parks and Recreation, Council Bluffs, NE • Dallas Parks and Recreation, Dallas, TX • DeKalb County Parks and Recreation, Atlanta, GA • Elmhurst Park District, Elmhurst, IL • Fairmount Park Strategic Plan, Philadelphia, PA 2s pros;,': consul tang Proposal for • Parks, Recreation and General Facilities Master Plan • Fair Park, Dallas, TX • Fairfax County, Virginia • Ferguson Park and Recreation, MO e Florence Parks and Recreation, Florence, AL ~ Glendale Parks and Recreation, Glendale, AZ • Gwinnett County Parks and Recreation, Gwinnett County, GA • Indiana Amateur Baseball Association, Indianapolis, IN ~ Lafayette Parks and Recreation, Lafayette, IN (Columbian Park and Wabash Riverfront) ~ • Little Rock Parks and Recreation, Little Rock, AR • Los Angeles Parks and Recreation, Los Angeles, CA • Long Beach Parks, Recreation and Marine, Long, Beach, CA ~ Maricopa County, Phoenix, AZ ~ Mesa Parks and Recreation, Mesa, AZ ~ National Whitetail Deer Education Museum, Cambridge, OH • Naperville Park District, IL 0 New Haven Parks and Recreation, New Haven, CT ~ Norfolk Parks, Recreation and General Services, Norfolk, VA (Award Winning) • Oakland County, Pontiac, MI • Olathe Parks and Recreation, Olathe, KS ~ Omaha Parks and Recreation, Omaha, NE ~ Owensboro and Daviess County Parks and Recreation Departments, Owensboro, KY (joint plan) • Polk County Conservation Board, Polk County, IA • Reston Association, VA ~ Ridgeland Parks and Recreation, Ridgeland, MS ~ City of Roanoke Parks and Recreation, Roanoke, VA • Roanoke County Parks, Recreation and Tourism; VA • City of Roseville, CA ~ Sarasota Parks and Recreation, Sarasota, FL S St. Charles County, MO (Award Winning) ~ St. Louis County Parks and Recreation, St. Louis, MO • Tempe Parks and Recreation, Tempe, AZ ~ Topeka Parks and Recreation Dept., Topeka, KS ~ Tucson Parks and Recreation, Tucson, AZ Tulsa Parks and Recreation Dept., Tulsa, OK (Award Winning) • • Tulsa County Expo and Fairgrounds, Tulsa, OK ~ • Wichita Parks and Recreation Dept., Wichita, KS ~ !lision Plans • San Francisco Partnership for Parks, San Francisco, CA (1997 and 2001) • Lakeland Community College, Mentor, OH ~ • Oklahoma Tourism and Recreation Dept., Oklahoma City, OK ~ City of Fairfield Community Service Department, Fairfield, CA • Derby Parks and Recreation, Derby, KS • Broad Ripple Village Association, Indianapolis, IN ~ Highland Village Parks and Recreation, Highland Village, TX ~ Operational ReviewsiOusiness Plans/Financial Plans • Adventure Sports Center International, McHenry, MD • City of Little Rock War Memorial Center ~ City of Aspen, CO ~ • Charlotte-Mecklenburg County, NC • Addison Park District, IL • consulting ,~ 34"y City of Rosemead '~; • Lake County, IL ~ • Kettering, OH • • City of Dallas, TX • City of Denton, TX ~ • Washington, IL ~ • Cross Roads Village, Genesee County, MI • • Metro Parks Tacoma, WA • Onondaga County Parks, Onondaga Co., NY ~ • Cedar Rapids Parks and Recreation Dept., Cedar Rapids, IA ~ • Columbia , MO • • Chattanooga Parks and Recreation, Chattanooga, TN • Sarasota County, Sarasota, FL ~ • Saluda Shoals, Irmo Chapin Park District, SC ~ • City of Tacoma, WA • Feasibility Studies • Harbour Marina and Restaurant Development, Little Rock, AR ~ • City of Flower Mound, TX ~ • City of Beachwood, OH ~ • Hazelwood Parks and Recreation, Hazelwood, MO • Lakeland Community College, Mentor, OH ~ • First Baptist Church Athletics, Indianapolis, IN ~ • Middle Bass Island (ODNR), Ohio ~ • Grand Lake St. Marys (ODNR), Ohio • City of Grapevine, Texas ~ 30 p/`~5.,~ consu(t~ng • • Proposal for • Parks, Recreation and General Facilities Master Plan • Barbara Heller ~ Principal Consultant ~ PROS Consulting, LLC • Education Master Degree in Public Administration, the American University, Washington, D.C. • Bachelor of Science, Recreation and Parks, the Pennsylvania State University, University Park, Pa. ~ V11ork Experience ~ 2007-present PROS CONSULTING, LLC, Principal Consultant Responsible for strategic planning, master planning, operational assessments, program analysis, service • system reviews, and marketing assessments for park and recreation agencies throughout the United • States. Work includes leading projects, facilitating public meetings, report writing, and analyzing • organizational infrastructure. Also involved in facilitation of training, including staff and elected official workshops. • • o Completed Ottawa Recreation Commission, Blue Valley Recreation Commission and Wheeling Park District Comprehensive Plans • o Developed operational and programming assessments for Maricopa County, • Mecklenburg County, Richmond, Oakland County • o Staff/board training includes the Park District of Oak Park and Carol Stream Park District • 2004-2007 Naperville Park District, Naperville, Illinois • Executive Director -responsible for overall leadership of a park district for a community of 140,000, ~ including a $32 million budget, 105 full time staff and 2,500 acres of parkland. Duties include • overseeing park and recreation services. o Completed a recreation master plan, marketing plan, and strategic plan • o Implemented a resident Futures Committee ~ o Implemented employee cross functional teams, including Voice of the Customer, Culture • Club, and Innovation team o Improved operating and capital budget processes ~ 1995.2004 Elk Grove Park District, Elk Grove Village, Illinois • Executive Director -responsible for overall leadership of a park district. $16 million budget, 70 full-time and • 500 part-time staff. Duties include overseeing the recreation service delivery process, maintenance and • planning for 44 parks, golf course operations, theme park, recreation centers, water park operations and managing financial and human resources. • o Developed organizational strategic and master plans. ~ o Winner of the Lincoln Award Commitment to Excellence, a Malcolm Baldrige state quality award program. o Successfully led two referendum campaigns. ~ o Needs assessment results show high level of public satisfaction toward the district. • o Created an organizational service model including consumer advisory panels, focus groups, mystery shopping, and market research techniques. • 1989-1995 Arlington Parks and Recreation Department, Arlington, Texas • Assistant Director -responsible for the successful management of widely diversified municipal programs • including: golf course operations, parks, aquatics, athletics, recreation and senior centers for a community • of 275,000. Managed 40 full-time and 500 part-time staff. Managed a $4.4 million budget. o Initiated benchmarking studies, service model, and process and service improvements as • part of the organization's total quality program. • • • consul tang ,., ~~ 3`Y +; , City of Rosemead o Team member of an $18 million capital improvement program, including renovation/construction of aquatic facilities, athletic complexes, tennis center, and recreation centers. o Increased revenues by 26% through improved program quality, pricing strategies, and customer surveys. 1988 Maryland National Capital ParkslPlanning Commission, Montgomery County, Maryland Assistant Division Chief -responsible for facility management and maintenance of 50 park sites including a regional park, golf course, horse center, nature center, and numerous local and neighborhood parks. Managed 50 full-time staff and a $3 million dollar budget in a county operation of over 800,000 residents. 1976.1988 Prince William County Parks Authority, Manassas, Virginia 1984-1988 Recreation Superintendent -responsible for facility management and recreation services for a county of 200,000. Included were operation of parks, swimming pools, waterslides, marina operations, recreation centers and food concessions. Involved in capital projects including pool renovations, design of a recreation center, concession buildings, golf course, and the development of park master plans. 1980-1984 Personnel Director -hired as a Personnel Specialist in 1980 and was promoted to Personnel Director in 1981. Responsible for all aspects of human resource management including staffing, performance management, employee relations, training, and compensation. 1976-1978 Tennis Coordinator and District Programmer-developed a countywide tennis program including lessons, tournaments, and national junior tennis league. Promoted to District Programmer and was responsible for managing acommunity-based recreation program. 19781980 LAKE RIDGE PARKS AND RECREATION ASSOCIATION, INC., Woodbridge, Virginia Recreation Director - Managed a comprehensive recreation program for a planned residential community, including recreation programming, aquatics operations, neighborhood park development, and development of social activities. PROFESSIONAL MEMBERSHIPS AMID AFFILIATIONS • National Recreation and Parks Association and the Great Lakes Regional Council • American Society for Quality, Association for Quality and Participation, and the Public Sector Network • Illinois Parks and Recreation Association • Speaking engagements at NRPA congress 1995-2005, IAPD and IPRA annual conference, NRPA schools, and many state conferences • Trained examiner for the Lincoln Award for Business Excellence, based on Malcolm Baldridge criteria • Graduate of the Center for Creative Leadership program on Leadership Development _• consulting • Proposal for Parks, Recreation and General Facilities Master Plan • Allen Mullins, CPA Principal Consultant PROS Consulting, LLC Education B.A., Liberal Arts, 1974, Union University M.B.A., Accounting, 1980, University, of Texas at Arlington License Certified Public Accountant, Texas Professional Experience Mr. Mullins has more than 25 years of experience in~governmental operations and finance. He has managed a wide range of consulting assignments covering rate studies, cost-of-service studies, organizational analysis, and accounting, financial, and customer information system selection and implementation. His industry experience includes public utilities, public works agencies, and city and state agencies. He has also provided advice on rate litigation and has prepared rate-filing packages for rate cases at Water Commissions and the Public Utilities Commissions. Mr. Mullins recently served as Senior Manager for Carter & Burgess' Management Consulting practice. He was also Assistant Director of utilities for the City of Arlington, Texas. His responsibilities included budget, financial planning, utility billing, customer services, meter reading, meter services, property management, and operations research, including negotiation of intergovernmental agreements for water and wastewater services. He has also served as Director of Finance for the City of Hurst, Texas, where he was responsible for the accounting, budgeting, utility service agreements, utility billing, data processing, purchasing and personnel divisions. He also served as Senior Manager in KPMG Peat Marwick LLP's National Utilities Consulting Practice for nine (9) years. • Presidio Landscape Maintenance Management Plan, San Francisco, CA; Principal Consultant. PROS Consulting evaluated operations and landscape management to address long term maintenance needs for the Presidio's historic 400 acres of landscaped areas. Responsible for preparing a cost of service analysis related to existing and proposed operational standards. • Facilities Maintenance Management Plan, Miami-Dade County, FL; Principal Consultant.. Evaluating the Construction and Maintenance Services Division to assess the operations and develop a Facilities, Maintenance Management plan that will provide the most effective and efficient operations that can be implemented within the available resources. • Dallas Park & Recreation Long Range Strategic Plan, Dallas, TX; Senior Manager. Developed a strategic plan for redevelopment of the 4th largest US City's Park System. Services including development of aweb- based park inventory database system, management information system needs assessment, and funding analysis for the capital improvement plan. • Long Range Revenue and Business Plan, Lake County Forest Preserve, Illinois; Principal Consultant.. Responsible for determining future needs, evaluating the ability to deliver services, analyzing costs, fees, charges and development of recommendations and priorities for long-range sustainable operations to develop along-range business and revenue plan for a county wide Forest Preserve North of Chicago. Duties include analysis of facilities, customer service programs, finances, organization, concessions, and maintenance operations. • Fairmount Park Strategic Plan, Philadelphia, Pennsylvania; Management Consultant. Preparing a strategic plan for the historic Fairmount Park system in Philadelphia. Applying Community Values Model tm methodology as the framework for the strategic plan, performing operational review of all functional areas of the department, financial evaluation, partnership development, governance review and strategic plan development. f~~;, ' 33 consulting )~'r .; - c`, ',~: City of Rosemead • Consultant. Developed a feasibility study for locating afull-service marina, restaurant, and high-end condominium development located on the Arkansas River in downtown Little Rock adjacent to the proposed President Clinton Library. Project included performing market analysis, pricing strategy and pro-forma development. Project also included development of apublic-private partnership with the City of Little Rock. • Arkansas Parks Program Management, Little Rock, AR; Senior Management Consultant. In conjunction with the Program Management Services of the $180 million CIP, provided consulting related to Fixed Capital Asset Determination for GASB 34 Compliance. • Dallas Water Utilities (DWU) Water and Retail Rate Study, Dallas, TX; Project Manager. Prepared retail rates study, including a depreciation analysis of infrastructure assets and established an excess water user tier for residential retail customers.. • Water Rate Update, Central Arkansas Water; Project Manager. Update of Water Rate Study to establish retail and wholesale water rates for fiscal years 2004 and 2005 incompliance with the merger agreement. • Water and Wastewater Cost of Service and Rate Study, City of Rowlett; Project Manager. Prepared water and wastewater revenue requirements and rates as part of the utilities capital improvement program. The revenue requirements included a cashflow analysis to establish a minimum cash reserve level and included the cash financing of renewal and replacement projects. • Dallas Citywide Fee and Revenue Study, Dallas, Texas; Project Manager. Determined to what extent the full cost of associated services are recovered by revenues and to identify new revenuelfee sources and/or fee increases. Performed a comprehensive study of 11 departments detailing the current costs of services provided to outside users. • SAWS Evaluation and Assessment of Water & Wastewater Operations, San Antonio, TX; Management Consultant. Providing a comprehensive evaluation and assessment of water and wastewater operations for the San Antonio Water System (SAWS) as part of their Continuous Improvement Program. Working directly for the Board of Directors, scope includes the analysis of general and administrative activities and related costs, benchmarking and an analysis and recommendations on organization and staffing. • Stormwater Utility Organization Development; Project Manager. Managed financial functions and participated in the organizational development of stormwater utilities for the more then ten (10) cities including of San Antonio, Dallas, Plano, and Irving. Included cost of service, rates and customer class development, billing system development, organization development, and ordinance preparation. • Water & Wastewater Utility Reorganization, Egypt; Management Consultant. Provided assistance to management in amulti-year effort to develop the institutional framework for • Reorganizing the water and wastewater utility for the cities along the Suez Canal in Egypt. (U.S. Agency for International Development Project). • Metropolitan Water District of Southern California Water District Diagnostic .Review, Los Angeles, CA; Project Manager. Managed a diagnostic review of the rate development, financial planning, and financial policies of the Metropolitan Water District of Southern California. • TxDOT Business Process Redesign Project, Austin, TX; Management Consultant. Managed the fiscal services business process redesign project for the Texas Department of Transportation. The project included the analysis and reengineering of budgeting, payroll, financial planning, accounts payable, financial reporting, and accounting information systems. • NTTA Maintenance Management Consultant, Dallas, Texas;- Management Consultant. Assisted in the development of an implementation plan, asset management system, maintenance strategy, collection and analysis of information, financial and policy definition related to the GASB 34 modified approach. • Lancaster Recreation Center Operations and Management Audit, Lancaster, Texas. Senior Manager. Performed operations and management audit for the recreation center in Lancaster. An audit was performed to identify management improvements to enhance financial sustainability. Developed a cost of service model to document costs on an activity and program level. The outcome was a strategy matrix outlining detailed findings and action plan for addressing operational and management issues along with a citywide citizens survey recreation needs assessment. • Harbour Marina and Mixed Use Development Feasibility Study, Little Rock, AR; Senior Management consulting Proposal for Parks, Recreation and General Facilities Master Plan • Dallas Water Utilities Management Audit, Dallas, Texas; Management Consultant. Performed a management audit of the Utility for the City Auditor which included the financial, business, and planning functions. • US Naval Operations Evaluation, Norfolk, VA. Participated in study of the future role of the US Navy in owning and operating the RDF facility serving the Norfolk Naval Shipyard. • Wastewater and Solid Waste Financial and Operational Performance Evaluation, San Antonio, TX, Project Manager. Managed an implementation project to improve financial and operational performance of the wastewater and solid waste service of the Department of Environmental Management for the City of San Antonio, Texas. Tasks included the benchmarking of performance measures and the evaluation of results. • Texas Schools Performance Evaluation, Kingsville, Texas. Management Consultant. Provided a performance audit of the transportation and facilities operations of the school district under the a study commissioned by the Texas Controller's office. ~+;, 35 consul trng • l ' • '4., Y ~{ City of Rosemead ';~: • Brian Trusty • Senior Consultant • Education • Texas A&M University, College Station, TX • Bachelor of Science in Political Science, 1995 _ Texas A&M University, College Station, TX Master of Science in Recreation and Resource Development, 1999 Professional Experience Brian Trusty has been a recreation and resource management professional since he formed the SierraQuest Corporation in 1993 and began his "real world" education in the rigors of self-employment. SierraQuest operated for 10 years, launching a career of sound business practices and a strong work ethic. Mr. Trusty's professional track record demonstrates an appreciation for partnerships and an entrepreneurial approach to go beyond the traditional expectations of successful recreation and tourism enterprises. Mr. Trusty was the Executive Director of the Adventure Sports Center International, providing leadership in a $24 million, transforming project development for Western Maryland. He joined PROS Consulting in 2007 completing numerous projects in development, business planning, and strategic development. His project management skills and- organization have allowed him to lead large planning projects and business plans. He has led strategic plans and his been a part of many successful needs assessment projects. SierraQuest programming spanned North America with quality adventure recreation experiences serving thousands each year in 22 U.S. states, Canada and Mexico. • While managing the Lower Colorado River Authority's system of nature parks, revenues from recreation and community programs and services increased by 800% in four years. • Mr. Trusty was the Executive Director of the Adventure Sports Center International, providing leadership in a $24 million, transforming project in economic development for Western Maryland. • He joined PROS Consulting, LLC in 2007 and has completed numerous projects that include business planning and strategic development Adventure Sports Center International, McHenry, MD Executive Director Mr. Trusty was responsible for the management of construction and development of a $24 million adventure sport facility in Western Maryland, including a re-circulating whitewater course unlike any design previously built, a 600- . seat outdoor amphitheater, a Headquarters and Operations Building, and the International Whitewater Hall of Fame. The Adventure Sport Center venues also included the 550-acre Fork Run Recreation Area for hiking, mountain biking, rock climbing, bouldering, and canopy adventures. Mr. Trusty was also responsible for developing the operations of this world-class facility to provide sustainable financial solvency from the first year of operations. He provided the leadership that resulted in preventing 25% budget overruns in construction contracts through appropriate value-engineering that held issues of performance, long-term maintenance, and project scope sacred. He recruited a staff that includes former U.S. Olympic Team members and recreation professionals from around the country. The Adventure Sports Center International opened to the public in Spring 2007. Lower Colorado River Authority (LCRA-, Austin, TX Manager of LCRA Nature Parks Mr. Trusty was responsible for the management of six (6) nature park facilities and their respective programs in Central Texas, including Canyon of the Eagles Lodge and Nature Park, Nightengale Archeological Center, Westcave Preserve, McKinney Roughs Nature Park, Cooper Farm and the Matagorda Bay Nature Park. Mr. Trusty-was hired 36 pros;,': consul tmg S Proposal for Parks, Recreation and General Facilities Master Plan s e w • • w • • • by LCRA to develop their nature park system to be entrepreneurial and recover at least 50% of their operating costs. In four years, departmental revenues had increased by 800% bringing the department in line with its goals. While at LCRA Mr. Trusty was appointed by the Texas Parks and Wildlife Commission Chair to the TPWD Education and Outreach Advisory Committee. He served for two years and was instrumental in the development of an education and outreach strategic plan for the agency. Additionally, by executive appointment Mr. Trusty completed a similar strategic plan for LCRA across all agency lines of business. SierraQuest Corporation, San il~arcos, TX President and Operations Qirector In 1993, Mr. Trusty formed SierraQuest Corporation to design and deliver quality adventure education and recreation programs to groups and individuals of all skills and backgrounds. He was responsible for the development and management of programs that operated in 22 states, Canada and Mexico, including whitewater paddling, rock climbing, backpacking, rappelling, canyoneering, horesback programs, spelunking, and mountain biking. SierraQuest Corporation operated for 10 years and became the single largest commercial provider of adventure education services to scouting groups in the United States. Serving thousands of youth and adults every year, SierraQuest providing a great platform for the growth of Mr. Trusty's career. Publications • Contributing author to "Setting the Boundary Conditions of Democratic Peace: Understanding Cultural Bias in Foreign Policy Decision-Making," Alex Mintz and Nehemia Geva, Journal of International Relations, May 1995. • Book Review: (Tourism and Public Policy, Colin Hall and John Jenkins, Routledge Publishing, 1995.) Journal of Tourism Planning, Fall 1996. consulting • ~\ Y • City of Rosemead • ':~: ~~~~~~' DAMON COBB • Senior Consultant PROS Consulting LLC Education B.B.A., Economics, Sam Houston State University Professional Experience Mr. Cobb's experience includes providing financial and economic consulting services to state and local governments. He has a wide range of consulting assignments covering cost-of-service pricing studies, economic/market analysis, strategic planning, accounting and financial models, and information technology projects. He has worked in the areas of parks and recreation, water, wastewater and storm water utilities, commercial development, and transportation. Mr. Cobb was a former consultant for Carter & Burgess in their Management Consulting practice. Relevant project experience includes: • Mesquite Recreation Strategic Plan, Mesquite, TX; Project Consultant. Performed a strategic plan focused on recreation programming and facilities development. Performed extensive community input, facilities inventory and assessment, program analysis, policy development. Recommendations include a major shift to regional recreation facilities, streamlined organization, and cost based fees. • Dallas Park & Recreation Long Range Strategic Plan, Dallas, TX; Project Consultant. Developed a strategic plan for redevelopment of the 4th largest US City's Park System. Services include extensive community and stakeholder input, inventory and condition assessment of 450+ parks and facilities, development of a web-based park inventory database system, management information system needs assessment, environmental scan of the department, detailed assessment of the maintenance operation, benchmarking analysis, demographic analysis, business plan development for 10 revenue generating facilities, development of a Community Values ModeITM and strategic plan, preparation of a capital improvement plan, partnership development and funding analysis. • Virginia Beach Parks and Recreation Strategic Plan, Virginia Beach, VA; Project Consultant. PROS will serve as an advisor, assisting in organizing and guiding the development of the plan being prepared by the Department. The strategic plan will identify along-term vision and strategies to guide the Department for the next 10 years. This plan will be shaped through input from all of the park's major stakeholders including city leaders and the community at large across the city. • Reston Parks and Recreation Master Plan Update, Reston, VA; Project Consultant. PROS serves as an advisor, assisting in organizing. and. guiding the development of the plan being prepared by the Reston Association. The strategic plan will identify a actions and strategies to guide the Association for the next 10 years. This plan considers all areas of open space, programming, organization, finance, and public involvement. • Fairmount Park Strategic Plan, Philadelphia, Pennsylvania; Deputy Project Manager. Preparing a strategic plan for the historic Fairmount Park system in Philadelphia. Applying Community Values .Model tm methodology as the framework for the strategic plan, performing operational review of all functional areas of the department, financial evaluation, partnership development, governance review and strategic plan development. • Fair Park Comprehensive Development Plan, Dallas, Texas. Management Consultant. Fair Park is a 274 acre park near downtown Dallas that is home to the State Fair of Texas and is a Registered Historic National Landmark. Established to celebrate the Texas. Centennial Exposition in 1936, Fair Park is the home of the largest collection of historic art-deco buildings in the United States. Services include market analysis, needs assessment, economic analysis, partnership plan, conceptual and final plan development, and preparation of a business plan. • Grapevine Lake Revenue Generating Feasibility Study; Project Consultant. Prepared feasibility study including market analysis, concept design, and pro-forma development for potential revenue generating opportunities on 1,600 acres of shoreline property. This property is leased from the Corps of Engineers. consulting 0 • Proposal for Parks, Recreation and General Facilities Master Plan • O 0 e 0 s • • • • • Long Range Revenue and Business Plan, Lake County Forest Preserve, Illinois; Project Consultant. Responsible for determining future needs, evaluating the ability to deliver services, analyzing costs, fees, charges and development of recommendations and priorities for long-range sustainable operations to develop along-range business and revenue plan for a county wide Forest Preserve North of Chicago. Duties include analysis of facilities, customer service programs, finances, organization, concessions, and maintenance operations. • Harbour Marina and Mixed Use Development Feasibility Study, Little Rock, AR; Project Consultant. Developed a feasibility study for locating afull-service marina, restaurant, and high-end condominium development located on the Arkansas River in downtown Little Rock adjacent to the proposed President Clinton Library. Project included performing market analysis, pricing strategy and pro-forma development. Project also included development of apublic-private partnership with the City of Little Rock. • Dallas Citywide Fee and Revenue Study, Dallas, Texas; Consultant. Determined to what extent the full cost of associated services are recovered by revenues and to identify new revenue/fee sources and/or fee increases. Performed a comprehensive study of 11 departments detailing the current costs of services provided to outside users. • Lancaster Recreation Center Operations and Management Audit, Lancaster, Texas. Project Consultant. Performed operations and management audit for the recreation center in Lancaster. An audit was performed to identify management improvements to enhance financial sustainability. Developed a cost of service model to document costs on an activity and program level. The outcome was a strategy matrix outlining detailed. findings and action plan for addressing operational and management issues along with a citywide citizens survey recreation needs assessment. • Arkansas Parks Program Management, Little Rock, AR; Consultant. In conjunction with the Program Management Services of the $180 million CIP, provided consulting related to Fixed Capital Asset Determination for GASB 34 Compliance. • Work Order Management System Requirements Definition, Dallas, Texas. Project Consultant. Developed functional requirements for a work order management system to improve efficiency of the maintenance of facilities for Dallas Park and Recreation Department. Prepared formal request for proposal. Project includes the Zoo, Fair Park, Facility Services, and 6 maintenance districts. • San Antonio Water System (SAWS) SAP ERP Planning and Implementation, San Antonio, Texas; Consultant. Providing support services in the Program Management Office for the planning and implementation phases of a new business information system consisting of SAP Enterprise Resource Plan. This consists of developing the blueprint, system integration, change management, and hosting for five modules including finance, inventory, customer information, work order management, and human resource, Specific tasks included development of requirements and three (3) formal requests for proposals for system integrator, change management, and software/hardware hosting services. Also performing project controls and data management related service. consulting '~~ ~f ~. ~. City of Rosemead • JOEL B. HENRIE, AICP, CFM Senior Consultant PROS Consulting, LLC Education B.S. in Geography, GIS/Planning Emphasis, Utah State University 1999 B.S. in Environmental Studies, GIS Emphasis, Utah State University 1999 Certifications American Institute of Certified Planners (AICP) Certified Floodplain Manager (CFM) Cadastral Computer Mapper (CCM) Professional Experience Mr. Henrie has seven (7) years of experience in land planning related services. He has worked in both public and private agency settings. He has strong capabilities in technical and management areas with specialized experience in mapping, planning, development, land use, zoning, policy development, and floodplain and storm water analysis. Joel is a power user in applying ESRI ArcGIS (Arclnfo) and ArcIMS to perform detailed analysis and data driven, graphical solution presentations. In addition, he has extensive experience in the areas of databases, statistical methods, web design, surveying, deeds, and property titles. Relevant project experience includes: • Assistant Manager/Planning Systems Analyst: Denton County Public Works/Planning and GIS, Denton, TX - Responsible for the Administration and Supervision of the Department's day to day Operations of current and long-range planning, permits, floodplain, subdivisions, storm water, land use, zoning, code enforcement, and GIS for a County of 500,000+ with an unincorporated population of 65,000 +. Notable achievements include: o Reorganized the Department to improve efficiency during explosive growth period (7-8%IYear and 10,000+ New Residences in 4 Years) o Created and implemented new permitting, subdivision, land use, and budgeting processes and databases o Implemented an ArcIMS Website o Created and implemented a storm water program and support personnel o Implemented cross-application of GIS into all divisions including implementing a paperless office o Assist manager with preparing, implementing, and monitoring departmental budget and handling departmental HR and policy issues o .Provided staff .support for commissioners court, planning. and zoning commission, development support committee, and numerous other county committees o Served on the ULI Vision North Texas Regional Visioning Committee • GIS Analyst: TrinTel Communications Corporate Office, Dallas, TX -Establishment of and transition to ESRI Mapping Platform (ArcMap 8.1), creation and maintenance of weekly and monthly analysis maps and processes for business development and upper management, production of mapping packages for marketability analysis and marketing, creation and automation of the tower site catalogue individual maps, establishment of mapping designs and templates, geodatabase layout and design, GIS server architecture design, database analysis for error correction, GIS site analysis for construction, special requests analysis, and it support. • Zoning and Site Acquisition Agent: SDS Wireless (TrinTel Communications), Portland, OR & Los Osos, CA - Government permitting and site acquisition for wireless communications facilities located in California, Oregon, Washington, Utah, .and Arizona. Maintained working inventory of 30 plus strategic sites, creation of automated site candidate to zoning application packages. Worked primarily with local jurisdictions to procure cups and sups, variances, SHPBO and NWI approval, NEPA and SEPA authorization, and FAA and FCC consent. • Cadastral Mapper/GIS Tech: Box Elder County RecorderlClerk's Department, Brigham City, UT -Real Property Research, GIS, Cadastre & COGO, Conveyance, Abstracting, Title Searching, Election Analysis and Support, Database Administrator, Subdivision and Annexation Reviewer, Representative for County Commission and Planning Commission Meetings, V.P. Employees Committee, Safety Committee, Civil Court Representative, Departmental Presenter, County Marketing and Branding, and Supervision and Training of 2 Employees. consulting Proposal for • Parks, Recreation and General Facilities Master Plan ~ Planner/GIS Tech/Cadastral Mapper: Box Elder County Planning Department, Brigham City, UT -County ® Zoning and Voting Maps Creator, Executive Member of County Wetlands Plan, Organize Data for County S.0.6. Plan, Process and Update Ordinance and Code and Master Plan Changes, Process and Update Zoning ~ and Subdivision Applications, Representative for County Commission and Planning Commission Meetings, ~ Facilitator of the State of Utah's Citizen Planning and 21st Century Community Seminars, County Graphic Creator, Water Conservation Field Surveys, County City/County Data Liaison, and County Web Site Webmaster ~ and Designer. ~ Swing Manufacturing Lead: Harris Research (ChemDry) Corporate Office, Logan, UT -Supervised Integration of ~ Chemicals into Products by Means of: Automatic Aerosol line, Electronic Liquid Fillers, Mixing Vats, Air Cappers, and Valuers; Forklift Operator, Pump Operator and Inspector, Quality Control, Inventory, and • Supervision and Training of 5 to 15 Employees. ~ Surveyor: GMc2 (Gilson, McKellar, McWhorter and Associates) Engineering, Draper, UT -Government and Private ® Contracting, Construction and Land Surveying, Topography, Radial Stakeout, GPS, Legal Description Searching, Legal Survey Intervention, Field Design, Plan Interpretation and Correction, Levels, Client-to-Construction • Coordinator, and Supervision and Training of 1 Employee. B O • s • • • • • s • • • • s 0 consulting ,~: ,... City of Rosemead NEELAY K. BHATT Senior Consultant PROS Consulting, LLC Education Masters in Sports Administration and Facility Management, Ohio University 2005 Masters in Business Administration, Ohio University 2004 Post Graduate Diploma in Advertising and Public Relations, University of Mumbai, 2003 B.A. in Psychology, University of Mumbai, 2002 Professional Experience Mr. Bhatt has four (4) years of experience in event planning, sales, marketing and technology, and journalism related services. He has worked for the Athens 2004 Summer Olympic and Paralympic Games and with Disney Sports and Recreation, Orlando FL as a marketing and technology associate. He has strong capabilities in sports and recreational programming areas as well as marketing /branding campaign formulation. His range of service experience includes market needs assessment; strategic planning, public input process, benchmarking studies; recreation program assessments, marketing plans, web design, and facility and program standards. Relevant project experience includes: • Everett Strategic Plan, Everett WA; Project Consultant. Provided strategic consulting services for public input process, and recommendations related to recreation programming, facility needs assessment and facility standards for parks and amenities • Adventure Sports Center International Strategic Marketing Plan, Garrett County, MD; Project Consultant. Worked on the development of a strategic marketing and branding plan • Clayton Parks and Recreation Recreational Program Assessment, Clayton M0; Project Consultant. Performed a recreational program assessment and offered strategic recommendations for future parks and recreation programs and special events in the City of Clayton, as well as conducted staff workshops • The Harvest Foundation, Martinsville, VA. Project Consultant; Developed a PR plan for The Harvest Foundation / Southern Virginia Recreation Facilities Authority (SVRFA) press event. Also involved in website and content development for SVRFA. Will be working on marketing and event programming for the Indoor Fieldhouse and Outdoor Soccer Complex in Martinsville, VA. • Santee Parks and Recreation Master Plan, Santee, CA; Project Consultant. Provided strategic input for parks and recreation facility and amenities standards and needs assessments. Also performed recreation program assessment and provided recommendations for the same. • Roanoke County Parks and Recreation Master Plan Update, Roanoke County, VA. Project Consultant. Conducted a facility needs assessment analysis and facility standards analysis. Also provided recommendations on addressing gaps in the recreation program offerings for Roanoke County • City of Roanoke Master Plan Update, City of Roanoke, VA; Project Consultant. Performed a recreational programming assessment and analysis. Also provided strategic consulting services on facility standards and community needs assessment. • Warren County Benchmark Studies, Warren County, VA; Project Consultant. Developed a database of comparable counties and performed benchmark analysis of financial; operational and facility-wide variables. • Healdsburg Parks and Recreation Master Plan; Healdsburg, CA; Project Consultant. Provided consulting services on recreation program assessment for the City of Healdsburg Parks and Recreation Master Plan. • Sandusky Parks and Recreation Master Plan, Sandusky, OH. Project Consultant. Conducted public input and stakeholder input process and offered strategic input on community survey and needs assessment analysis. • Urbana Park District Strategic Plan, Urbana, IL; Project Consultant. Performed overall assessment of recreation programs and provided recommendations to met unmet needs and trends. 42 ~ro$:,~ consul tang Proposal for • Parks, Recreation and General Facilities Master Plan ~ • Mesquite Recreation Strategic Plan, Mesquite TX; Project Consultant. Performed a benchmark study focused • on multi-sports facilities • City of Charlottesville Benchmark Studies, Charlottesville, VA; Project Consultant; Developed a benchmark ~ template for evaluating comparative cities on their transition from community recreation centers to a regional ~ recreation center. r s • • • • • • • • p~°®~;,' consulting 43 • .~ • ~,~.~ City of Rosemead RONAL®A. VINE • PRESIDENT • Leisure Vision, ESC Institute • EDUCATION ~ M.S. in Leisure Services Administration. • University of Illinois 1975 B.S. in History Minor in Psychology University of Illinois, 1973 PROFESSIONAL EXPERIENCE Ron is a co-founder and President of Leisure Vision. Ron has over 25 years consulting, market research, and consulting experience, including fifteen (15) years as a project manager, in a wide range of parks, recreation, sports, fitness, health, and general governmental projects. Projects that Ron has conducted surveys for have resulted in over $600 million in funded projects. Ron has worked on over 150 parks and recreation needs assessments, master plans, strategic plans, and feasibility studies for trails and greenway systems, community centers, family aquatic centers, sports complexes, trails, museums, and other specialized facilities. He has extensive highly, successful experience assisting communities with projects leading to sales tax and other tax referendums Ron has extensive experience formulating and creating public involvement processes leading to consensus solutions. He has facilitated more than 200 stakeholder interviews focus groups, and public forums. He has been involved in successful public private partnership projects to develop performance halls, baseball complexes, zoo exhibits, railroad museums, historic homes, tennis facilities, soccer complexes, and other important community projects. Ron is very skilled in the development of public foundations and board development for these foundations. He has conducted numerous fund-raising assessments for public and non-profit facilities. Ron is a regular speaker at state and national conferences relating to issues including strategic planning, using statistically valid surveys mail and phone surveys to assist decision makers, developing public/private partnerships to build leisure facilities, master planning, benchmarking, and communications with city managers. Ron began his career as a National .Parks and. Recreation Association .Intern. for the Champaign Park District, Champaign, Illinois. He served as the Assistant Superintendent and Superintendent of Recreation for Topeka, Kansas; as well as the City's first Director of Parks and Recreation. As the first professional Director of Parks and Recreation for Topeka, Ron was responsible for management of 6 previously independent divisions, including parks, recreation, golf course, municipal zoo, municipal auditorium, and concessions operations. Ron also served as the Acting Chief Administrative Officer for the City of Topeka. His unique background in both the public and private sectors is of particular value to clients. EXAMPLES OF MAJOR PROJECT EXPERIENCE Consulting and Surveys for Master Plans, Strategic Plans, Needs Assessments Arlington County, Virginia; Columbia, Missouri; Columbus, Ohio; Elk Grove, Illinois; Mundelein, Illinois; Naperville, Illinois; Deerfield, Illinois State of Rhode Island; DeKalb County, Georgia; Florence; Alabama; Joplin, Missouri; Bloomington, Indiana; Mid-America Regional Council, KC Metro; Lawrence, Kansas; Mesa, Arizona; Peoria, Arizona; New Haven, Connecticut; Woodlands, Texas; Norfolk, Virginia; Olathe, Kansas; O'Fallon, Missouri; Denver, Colorado; St. Charles County, M0; St. Louis County, Missouri; Tempe, Arizona; Peoria, Arizona; Windsor, C0; Greenville County, SC; Wentzville, M0; Macomb, Michigan; Key Biscayne, Florida; Northville, Michigan; Kalamazoo, Michigan; Aberdeen, South Dakota consul tang Proposal for Parks, Recreation and General Facilities Master Plan s • • • • • • • • • • • Consulting and Surveys for Feasibility Studies (community centers, aquatic facilities, sport complexes, cultural facilities) Aurora, Colorado; Casper, Wyoming; Columbia, Missouri; Jackson County, Missouri; Kansas City, Missouri; Kirkwood, Missouri; Maryville, Missouri; Poplar Bluff, Missouri; Provo, Utah; Rock Island, Illinois; Rolla, Missouri; Warrensburg, Missouri; Lucas County, Ohio; South Burlington, Vermont; Chanute, Kansas; Victor, NY; Moon Township, PA; Radnor, PA; Portland, OR Consulting and Surveys for Non-Profits & Associations Missouri Parks and Recreation Association; National Intramural-Recreational Sports Association; Railroad Days, Topeka, KS; Sunflower Soccer Association, Topeka, KS; Railroad Days, Topeka, KS; Wisconsin Parks and Recreation Association; Women's Foundation, Kansas City, Missouri; Iowa City Public Library, Iowa City, Iowa; Performing Arts Center, Topeka, Kansas; Price Towers Art Center; Bartlesville, Oklahoma; Railroad Days; Topeka, KS pros;,:> 45 consulting ~~ ~ ; ®~s ~• ~ 8838 E. VALLEY BOULEVARD • P.O. BOX 399 ROSEMEAD, CALIFORNIA 91770 TELEPHONE (626) 589-2100 FAX (626) 307-9218. .' PUBLIC NOTICE REQUEST FOR PROPOSALS The City of Rosemead is accepting proposals for the following: RFP 2008-OS PARKS, RECREATION, AND GENERAL FACILITIES MASTER PLAN Sealed Proposals will be accepted until 11:00 a.m. on Thursday, November 13, 2008, in Rosemead City Hall, 8838 E. Valley Boulevard, Rosemead, CA 91770. Request for Proposals will be made available in electronic form upon request or it may be downloaded from the City of Rosemead's website at www.cityofroselnead.org. Questions or comments concerning this RFP are to be directed to: City of Rosemead David Montgomery-Scott Parks & Recreation Director 8838 E Valley Blvd Rosemead, CA 91770 Voice: (626) 569-2160 E-mail: dms~cityofrose~nead.org 9 DATED THIS 15`" DAY OF OCTOBER, 2008. ' Glori 4 Molleda, City Clerk City, of Rosemead 8838. E. Valley Boulevard Rosemead, California 91770 ~~t~ ~ ~~ 8838 E. VALLEY BOULEVARD • P.O. BOX 399 ROSEMEAD, CALIFORNIA 91770 TELEPHONE (626) 569-2100 FAX (626) 307-9218 . October 15, 2008 The City of Rosemead is requesting proposals from qualified professional consultants for the development of a Parks, Recreation, and Facilities Master , Plan. The City of Rosemead is a general law city that was incorporated in 1959 and operates under the City Council/City Manager form of government. 65 regular full-time and 140 part-time team members serve 60,000 residents. Details of the Master Plan are on the attached Request for Proposals. We welcome your proposals for the project, as well as your assistance in forwarding this information to those you think might be interested in submitting a proposal. Proposals are due by 11:00 a.m. on November 13, 2008 and the City of Rosemead plans to conduct interviews during the week of November 24, 2008. We anticipate an award of bid on December 16, 2008. If you have any questions or need additional information, .please do not hesitate to contact me at the following: David Montgomery-Scott, Parks & Recreation Director City of Rosemead 8838 E. Valley Blvd. Rosemead, CA 91770 Email: dms _cityofrosemead.org (626) 569-2160 Thank you very much. We look forward to hearing from you! Sincerely, Pa "ry-Scott on Director City of Rosemead REQUEST FOR PROPOSAL PARKS, RECREATION, AND GENERAL FACILITIES MASTER PLAN AND SUPPLEMENTARY WORK: FEASIBILITY STUDY FOR DEVELOPING PUBLIC OPEN SPACE AND TRAIL -SOUTHERN CALIFORNIA EDISON TRANSMISSION CORRIDOR PROPOSAL DUE: NOVEMBER 13, 2008 RFP#: 2008-05 INTRODUCTION The City of Rosemead desires to engage a professional service firm or team to create a comprehensive Parks, Recreation, and General Facilities Master Plan. In addition to the work relating to the Master Plan, a feasibility study for the development of open space/parkland/trails along the Southern California Edison Transmission Corridor shall be made a part of the scope of work and final report. COMMUNITY PROFILE The City of Rosemead is a general law City which serves an ethnically diverse population of approximately 60,000, and operates under a City Council/City Manager form of government. The City is 5.2 square miles in size and located in the San Gabriel Valley of Southern California. Rosemead is easily accessible to several southern California freeways which connect it to broader Los Angeles County, as well as Ventura, Orange and San Bernardino counties. Incorporated in 1959, Rosemead will soon celebrate its fiftieth year of incorporation. The City has approximately 65 regular full-time and 140 part-time team members. These personnel are stationed primarily at City Hall, the Public Safety Services Center, two maintenance facilities, and a variety of recreation facilities. The City offers a wide range of municipal. services administered by the following business units: City Manager's Office: Administration and Public Affairs Internal Business Unit: City, Clerk, Finance, and Human Resources External Business Unit: Development Services, Public Works Services, Public Safety, and Parks & Recreation The Parks and Recreation Department currently manages nine parks, two swimming pools, and two recreation centers. Rosemead offers a variety of recreational activities for all ages including aquatics and sports, special interest classes, senior programs, and community special events. The City is pursuing along-term lease of the facilities and grounds of the former Duff School site with the Garvey School District.. A separate Master Plan of Garvey Park is presently underway. However, its recommendations will need to be included as part of the goals of the proposed master plan. Rosemead is abutted to the southeast by Los Angeles County's Whittier Narrows Regional Park. The 1,500-acre recreation complex offers a wide variety of recreational activities. 2 z AREA MAP sots ^ •' ~ ~ d!! 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Plo r Ivd a ~ ~.-. ~~ Montebello a 90601 ` 9 ~ ~m Y Oletritt g a r ~ ~ ~ ~ m "~~ 040 ` 0660 Turnbutj:C-ar~_rY°n~Rd• °' 0 0 l '~-= m,,,,,,,,~~ . ~ O,l i Beverty'Bhrd~ SCOPE OF THE PROJECT Provide a comprehensive 15-year Parks, Recreation, and General Facilities Master Plan. Additionally, include a proposal to conduct a feasibility study for the development of parks, open space, and public trails along the Southern California Edison Transmission Corridor. '3 PARKS, RECREATION, AND FACILITIES MASTER PLAN OBJECTIVE The City seeks to establish a Master Plan for its parks and recreation programs and facilities and other general use- facilities (including City Hall, Public Safety Service Center, and maintenance facilities) that will guide decision making with regard to policy, operations, maintenance, and capital improvements over the next fifteen (15) years. J The Master Plan for the City of Rosemead should provide a vision for the future, taking into account the existing condition of all facilities and the total parks, recreation, and municipal service needs of the community, and provide clear implementation strategies. The Master Plan will be utilized to assist the City in creation and implementation of recommended capital improvements and securing funds for parks, facilities, and open space. The Master Plan will guide policy decisions regarding future development in the City of Rosemead. - SCOPE OF WORK INVENTORY / Compile an inventory assessment of all existing parks, trails, open space, and recreation facilities as well as general use/service facilities (i.e., City Hall, Public Services Center, and maintenance facilities). The assessment will include a comparative analysis to communities of similar size and density, using regionally and nationally accepted standards. The analysis should consider the capacity of each amenity found within the system (playgrounds, ball fields, trails, etc.) as well as functionality, accessibility, condition, comfort and convenience, and expected life span. / Record deficiencies or substandard elements of each site. / Develop a rehabilitation program and recommended hierarchy of priorities. / Identify and map Rosemead's public parklands and facilities. / Identify and compile existing programs and services operated by the City of Rosemead. / Investigate, inventory, and classify all public, private, or commercial organizations involved in park and recreation activities and other municipal services within the city of Rosemead. NEEDS ASSESSMENT / Identify the City's and community's 15-year needs for active and passive recreation facilities and program development and general municipal services through departmental and public consultation. This project will require significant Team Member and public involvement and should include interviews with all departments, .a minimum of three (3) public workshops, a minimum of two (2) 4 focus group meetings (participants to be determined), and acommunity-wide survey to keep community members informed and to solicit input from the public during the process. / Review and. analyze current department service levels relative to existing financial and human resource allocations and make recommendations for addressing gaps in service provisions. / Determine parks, recreation, facility, and service trends that will fundamentally affect municipal services for afifteen-year period. COST & FINANCIAL ANALYSIS / Provide information required to develop a 15-year detailed funding and financing plan -including costs to implement the recommendations for development of new parks and facilities and for the renovation of existing parks and facilities. / Segregate costs resulting from the correction of current deficiencies from those necessitated by growth from new development and from those that result from increases in existing standards. / Prepare cost projections in current dollars for the recommended priorities for capital improvements. Cost estimates shall include acquisition, capital improvements, operations (i.e., programs), and maintenance. IMPLEMENTATION PLAN / Develop an Action Plan to be incorporated within the Master Plan document to meet specific needs that include management alternatives, program opportunities, facility needs, and land acquisition. / Incorporate the following essential elements into the action plan and implementation strategies: (1) Results of research and inventory analysis, (2) Needs and demand analysis, (3) Facility enhancement and existing resource improvement (4) Site inventory/new site acquisition program, (5) Recommended new facility development, (6) Land use, existing facilities and proposed park sites, and their service radius, (7) Development standards and design guidelines for park development and facility design, (8) Preservation of Open Space, (9) Recreational program ranking and priorities, (10) Financial element detailing alternatives for funding and financing acquisition, development and operations, (11) Recommendations for updating existing park ordinances and fees, (12) and any other information consultant deems appropriate. / Prepare a priority schedule for implementation of programs, capital construction, facility renovation, and land acquisition and rank by order of most to least feasible. / Provide professional support renderings, maps, plans, graphs, charts, and photographs to illustrate all data. / Prepare Master Plan as a bound document, which includes all text, graphs, tables, charts, maps, plans, illustrations, photographs, and other reference or supplemental materials. / Include a summary of conclusions and recommendations. ` 5 SUPPLEMENTAL SCOPE OF WORK -FEASIBILITY STUDY FOR DEVELOPING OPEN SPACE, PARKLAND, AND PUBLIC TRAILS ALONG EDISON TRANSMISSION CORRIDOR PROJECT DESCRIPTION The City of Rosemead is interested in looking at the feasibility of developing a public trail along the nearly three-mile length of Southern California Edison Transmission Corridor (easement) that travels the length of the City. It is the goal of the City to establish a .public trail that would link the community via an open space/public walking/biking trail. The trail would consist primarily of pathways, turf, trees, and other passive elements, though bathroom facilities, playgrounds, and multi-use sports fields should be considered. Natural areas and viewing opportunities shall be preserved and incorporated wherever possible. SCOPE OF WORK / Review project area. Important consideration must be given to the logistical challenges of resource conservation, security for unstaffed facilities, and accessibility through private property. / Evaluate preliminary feasibility of potential park uses and desirable facilities. / Provide plan and recommendation for property tenure. / Identify any requirements and/or agreements necessary with Southern, California Edison and/or other existing property owners. / Prepare estimated cost for property lease and/or acquisition. / Prepare estimated cost for capital improvement. / Prepare estimated cost for maintenance and operation. / Identify liability and other risk exposure the completed project may have on the City, other agencies, and adjacent property owners and how to mitigate. / Identify funding sources for all aspects of the project - acquisition, improvements, and maintenance/operations. / Provide assessment of public use traffic and volume. / Identify all possible financial resources available for all aspects of the project development and operation. PROPOSAL CONTENT Responders to this Request for Proposal shall submit five (5) copies of the following: / Statement of Qualifications • Include the full name, physical and mailing addresses, phone number and fax numbers and identification of primary contact person. • Provide a brief history of the firm and number of years in business. • Demonstrate the firm's capability of completing scope of work. • Provide brief resumes on the key staff that will be assigned to this project. 6 • Any other information related to the firm's resources, background, or experience that may be relevant to the project. / Project Approach • Provide a statement of approach to the project, which addresses each of the tasks outlined above, include methodologies and plans used. • Provide a proposed schedule for the completion of the project. • Provide any other information, which would help demonstrate your understanding of what is involved in completing the project. / Related Experience/Customer References • Provide at least five (5) examples of projects similar in scope and size your firm has completed (preferably with comparable cities). • For each project identified provide the geographic location, overview and general description of project, and specific service provided. • Provide a list of at least five (5) organizations, which can be used as references for work performed in the areas of service required (three Master Plan and two feasibility studies/economic impact analyses). Information must include (1) name of organization, (2) contact person name and phone number, (3) dates of service, and (4) list of services provided. / Compensation and Fee Schedule • Provide a description of the total amount of professional fees associated with this scope of work. Compensation methods shall detail all direct expense costs for all anticipated services and be itemized by task. Please separate costs into two categories based upon (1) Scope of Work relating to Parks & Recreation Master Plan, (2) Feasibility study for the development of a public trail along Southern California Edison Transmission Corridor. / Additionallnformation • Provide any other information, which would help demonstrate your understanding and capabilities for completing scope of work. PROPOSAL SUBMISSION INSTRUCTIONS GENERAL INFORMATION / The evaluation and selection of a contractor and the contract will be based on the information submitted in the vendor's proposal plus the references and any required on-site visits or oral presentations. Failure to respond to each of the requirements in the RFP may be the basis for rejection. / Each submitting firm must have access to the technical and professional disciplines necessary to provide the full range of services required for the Scope of Work. If a particular service was not mentioned specifically in the RFP, but is necessary for completion of the project, the service is to be provided as part of this general contract scope and not as an "extra" or "additional-expense service," or "change of scope service" requiring additional billing to the City. 7 / City estimates award of bid to take place on December 16, 2008. / Selected firm must be available to begin work within thirty (30) days from award of bid. / The City reserves the right to reject any or all proposals. The City will not be liable for, nor pay any cost incurred by responding firms relating to the preparation of proposal or the making of presentations. An explicit provision of the RFP is that any oral communication is not binding on the City's proposal process or award of the contract. INSTRUCTIONS " / Proposals must be received no later than 11:00 a.m., Thursday, November 13, 2008. Proposals should be signed by an authorized individual to bind the firm, and must be valid for at least 90 days. Please submit the proposal to the following address: Gloria Molleda; City Clerk City of Rosemead 8838 E. Valley Boulevard Rosemead, CA 91770 All questions or request for information should be directed to: David Montgomery-Scott Parks & Recreation Director " City of Rosemead 8838 E. Valley Blvd. Rosemead, CA 91770 (626) 569-2160 8 .;+` i _, ~ ~~ i ~~ r~ J: ~.. ~~~ .~~:~ '~~ `~' `~~ Introduction Letter L ~ Statement of Qualifications Company Background/Primary Contact ..................................................3 ' Firm's Capabilities ...................................................................................4 Key Personnel /Resume ..........................................................................6 ' II. Project Approach -Master Plan Project Understanding .............................................................................16 _ Methodology ............................................................................................21 Scope of Work .........................................................................................26 Proposed Schedule .........................................................................38 Project Approach -Feasibility Study. ' Scope of Work .........................................................................................39 .~ III. Related Experience/Customer References ...........................................................43 ' IV. Com ensation and Fee Schedule p Master Plan ..............................................................................................54 ,~ Supplemental Feasibility Study ...............................................................57 Additional Information ............................................................................60 C C' Parks, Recreation, anti' General Facilities Master Plan for the City of Rosemead n 7 The RJM standard of performance is achieved through an effort to understand and address the goals and concerns of all project participants, and in our ability to embrace our client's goals and concerns as our own. By understanding the total project, we will fulfill the client's requirements for a successful job. Our multidisciplinary practice offers exceptional coordination, efficiency and communication throughout each assignment. RJM DE9CN CROUP, INC. Planning and design of community/recreation facilities is a specialty of our team. Our Parks and Recreation Master Plan's are based on a process of visionary planning and design solutions which articulate and reinforce a sense of place, that are responsive to financial goals and parameters, anticipate market conditions and future trends, and ultimately design aesthetic and functional environments that speak to the larger goals of creating community and connection. Response to Request for Proposal I 4 Patricia Birdsall Sports Park -Temecula, CA ' Parks, Recreation, and General Facilities Master Plan for the Ciry of Rosemead RJM The RJM Design Team should be selected for this exciting project because we possess a proven ability - "We Deliver". RJM will act as an extension of the City staff. In addition, we will maintain open dialogue with the City staff, and involved agencies, and work closely with the Project Team. Utilizing this process, ensures the City a Parks, Recreation, and General Facilities Master Plan which, reflects the vision and priorities of the citizens of Rosemead. ' RJM Design Group proposed project team can take a project from start to finish, from initial study to preliminary planning and the final product. Our team offers the City of Rosemead the following: ' • Previous Experience and Knowledge in the Area • Relevant, Project-Specific Experience in Park and Recreation Planning and Facility Design, ' Park and Recreation Programs and Needs Assessment Analysis, Park Planning and Design, Community Outreach, Demographic Analysis, Survey Specialist, and extensive Southern California Edison Transmission Corridor project experience. ' • Program Analysis, Maintenance and Operations Analysis. • Principal-level Project Management with Extensive Relevant Experience • Proven Schedule and Budget Adherence • Full-Service Capabilities We provide highly personalized service tailored to meet the specific requirements of our clients. The ' principals of RJM Design Group have a "hands-on" involvement on each and every project providing direct responsibility and communication to the client. ' Our comprehensive design team possesses extensive experience in the development of similar projects. We have completed numerous projects within the vicinity and are well aware of the local government ' requirements and environmental issues. RJM Design Group offers its clients personalized service that is delivered on time and within budget. The ' principals of RJM maintain personal involvement in all aspects of project planning and development. The basis of our team's reputation as a talented, professional planning and design firm is service. Our success is based on our ability to perform, meeting the needs of the client and the project. We are well aware of our role in the overall scheme; to provide creative planning, design and management service within an established budget and schedule. Our graphic design technology has been fully integrated with our computerized project management and budgeting systems to continually enhance overall performance, quality, and project ' coordination. ' With this proposal, we have presented the RJM Design Team and the wide variety of services that we can provide to the City of Rosemead. The City of Rosemead project will benefit from securing the services of a firm who can provide not only the dedication of seasoned professionals, but also unlimited access to a rich and varied foundation of related planning, landscape architecture, park design and speciality disciplines. RJM and its subconsultants are that team. The only team that will provide you with recommendations specific to the unique recreation needs of the residents of Rosemead. Response to Request for Proposal ~ 5 Parks, Recreation, and General Facilities Master Plcrn for the Ciry of Rosemead RJM ~.r~ ~~. Qom. The objective of the RJM Design Team is to provide high quality services through sound cost-effective planning and design. With this objective in mind, we have assembled the most qualified team with individuals who are confident, competent, and caring as well as who will provide strong leadership and standards of excellence. Robert J. Mueting, ASLA, AIA RJM Design Group, [nc. Zachary Mueting RJM Design Group, Inc. Kristen Schnell Stacia Mancini I I Chris Coman I I Pam Wooldridge Research Network. Ltd. James Fletcher Coman Consulting Response to Request for Proposal I 6 Parks, Recreation, and General Facilities Master Plan for the Ciry of Rosemead r i RJM ~~N.~K~.mn~~ RJM has assembled a comprehensive, well rounded team of accomplished and recognized professionals to fully meet the consulting requirements for the City of Rosemead. Due to the importance, the community impact and the magnitude of this project, the team's expertise encompasses park and recreation program and needs assessment analysts, park planning and design, community outreach, demographic expertise and survey specialist disciplines. Each team member was selected on the basis of direct and related experience to enable the firm and its associated individuals to focus on this particular assignment. This manner of team assembly assures our commitment to providing the finest available professional service. RJM Design Group will provide project management and professional planning services, as well as overall project design, coordination, and administration for the Parks, Recreation, and General Facilities Master Plan for the City of Rosemead. Following is a description of the function and relationship of key individuals: ' Title: Consultant Team Leader/Project Principal C i L L Function: Mr. Mueting will be the Consultant Team Leader and will maintain continuous contact with the City's Project Representative. He will direct the project from start to finish and will keep team members informed on all matters. He will be mindful of the political and public attitudes regarding the project. Through his passion for workshop facilitation and public outreach, Bob has provided invaluable clarity and direction on community-based planning projects for multiple public and private organizations. Bob's goal has been to continually provide creative solutions with an emphasis and appreciation of the natural environment. He has designed a wide range of innovative,~award winning environments for a diverse clientele. In addition, Bob has assisted his clients with all aspects of development from pre-planning strategies through detailed design and construction. Every project is approached with one thing in mind - to meet the client's needs and expectations with integrity, quality and complete satisfaction. Bob holds a Bachelor ofArchitecture from the University of Nebraska and a Masters Degree in Landscape Architecture from the University of Michigan. He is registered in the State of California and Michigan as a Landscape Architect in addition to his Architectural registration in the State of California. Response to Request for Proposal ~ ~ Parks, Recreation, and General Facilities Master Plan for the City of Rosemead u RJM ~~~q~mtINnnC Experience: City of Azusa Recreation, Parks, Green Space and Family Services, Master Plan, Azusa, CA Green Space/Recreation Element and Recreation & Parks Master Plan, Pasadena, CA Yucaipa Parks and Recreation Master Plan, Yucaipa, CA Santa Clarita Central Park, City of Santa Clarita Parks, Recreation and Open Space Master Plan Update, Chino Hills, CA Southern California Edison Trail Master Plan, Chino, CA San Bernardino Parks and Recreation Open Space Master Plan, San Bernardino, CA Pamplico Park, Santa Clarita, CA Santa Clarita Park and Recreation Facility Infrastructure Master Plan, City of Santa Clarita Laguna Hills Master Plan of Parks and Recreation, Laguna Hills, CA Aliso Viejo Streets & Trails Amenities Master Plan, Aliso Viejo, CA i Master Plan of Park, Recreation, Trails, and Open Space, City of Dana Point, CA Open Space Master Plan of Parks and Recreation Update, City of Costa Mesa, CA ' Irvine Narrows Trail Development, City of Irvine, CA Chino Hills Parks, Recreation, and Open Space Master Plan, Chino Hills, CA Parks and Recreation Master Plan, City of Murrieta ~ .~ • •• ' Title: Landscape Planner ' ' • Masters Degree/Landscape Function: Given Zachary's strong background in information Architecture/California Polytechnic technology, as well as his understanding of State University/Pomona, CA landscape architecture, he will assist in the • Bachelor of science/Information development of public participation and outreach Technology/ColoradoTechnical ' methods through various information systems. University, Co • Bachelor of Science/Information Zachary will aslo assist with the planning and systems Management/ inventory analysis as well as digital graphic ColoradoTechnical University, Co development and production of all materials related to the project. ' Experience: Parks and Recreation Master Plan Update, Aliso Viejo Community Association, CA Parks, Recreation and Open Space Master Plan Update, City of Chino Hills, CA ' Parks, Recreation and Open Space Master Plan Update, City of Santa Clarita, CA Recreational Needs Assessment, Laguna Woods Village, CA Parks, Recreation, Trails, and Open Space Master Plan Update, City of San Bernardino, CA ' Parks and Recreation Master Plan, City of Murrieta, CA Development of community specific online /mailer survey systems ' Extensive development in visual communication through 3D graphic elements Video communication systems design and implementation Web design ' Response to Request for Proposal Parks, Recreation, and General Facilities Master Plan for the Ciry of Rosemead G i 0 1 J u Title: Project Coordinator/Administrative Assistant RJM ~m.~v~.um~i~OT~ ~G Function: Kristen has seven years experience working on Parks and Recreation Master Plans. She will assist in the project coordination, research, attend workshops and team meetings. As Project Coordinator, her responsibilities include tracking all pertinent data and distributing to the consultant team, tracking project schedule and ensuring target dates are met, correspondence with Client, preparing inventory matrices, preparing mapping exhibits, attending workshops and preparing workshop summaries, and preparation of the master plan report. Mrs. Schnell has considerable experience working within the processing systems of several California jurisdictions. Experience: Recreation Needs Assessment, City of West Hollywood, CA Parks and Recreation Master Plan, La Quinta, CA Update of Open Space Master Plan of Parks and Recreation, City of Costa Mesa, CA Recreation, Parks, Green Space and Family Services Master Plan, City of Azusa, CA Parks, Recreation, and Open Space Master Plan, City of Dana Point, CA Parks and Recreation Master Plan, City of Yucaipa, CA Parks and Recreation Master Plan Update, Aliso Viejo Community Association, CA Recreation and Parks Master Plan, City of Pasadena, CA Parks, Recreation and Open Space Master Plan Update, City of Chino Hills, CA Parks, Recreation, Trails, and Open Space Master Plan Update, Ciry of San Bernardino, CA Parks and Recreation Master Plan, City of Murrieta, CA U ~~~'"' - . Response to Reguest for Proposal ,i Parks, Recreation, and General Facilities Master Plan for the City of Rosemead RJM ~a~. aG Due to previous extensive experience in working together, the team already has continuity and cohesiveness. In addition, we have individual and collectively completed numerous similar assignments successfully. Because of our great interest in this professional opportunity, we are prepared to arrange our collective schedules of commitment to allow this assignment to be undertaken in a responsive and timely manner in order to accommodate the City of Rosemead. 2224 87th Street Ct. NW Gig Harbor, WA 98332 949- 929-9173 phone /253-514-8579 fax Title: Pam Wooldridge, Principal Role: Primary Telephone Survey Researcher and Analyst ' Education: B.A., English/ California State University, Fullerton Special Skills: Recreation Survey Research; Public Education Needs Assessments; Residential Development Feasibility; Community Development Product Analysts t Function: As President of Research Network Ltd. since 1982, Ms. Wooldridge has utilized her skills in survey research to poll resident population bases to address the specialized needs of the ' public sector as well as non-real estate private sector clients. In particular, Ms. Wooldridge has developed and implemented resident needs assessments for such services as parks and recreation, transportation planning, economic development, child care, and public education throughout California. Such needs assessments take advantage of her background in demographic analysis, land development, as well as consumer research to ' provide intuitive and actionable results for many public and private sector clients. Ms. Wooldridge will have responsibility for primary telephone survey research, coordination ' and subsequent analysis. Furthermore, Ms. Wooldridge is familiar with the community and its surrounding areas due to her phone survey for the 1992 Park, Recreation, Trails and Open Space Facilities Master Plan for the City of San Bernardino. ' Ex erience: Ms. Wooldrid e ro'ects with RJM include: Cit of Dana Point Parks, Recreation and O en p g P J Y P Space Master Plan; Aliso Viejo Master Streets & Trails Amenities Plan, Aliso Viejo, CA; ' Master Plan of Park, Recreation, Trails, and Open Space, City of Dana Point, CA; Green Space/Recreation Element and Recreation & Parks Master Plan, Pasadena, CA; Chino Hills ' Parks, Recreation, and Open Space Master Plan; and City of Costa Mesa Parks and Recreation Master Plan Update. ~~ Response to Request for Proposal 10 __ I Parks, Recreation, and General Facilities Master Plan for the City of Rosemead L 1 RJM ~~ ~~. ~~ Community Wide Survevs Resident surveys aimed at understanding public service expectations for municipalities such as the Cities of Laguna Hills and Highland. Ms. Wooldridge conducted random sample surveys for the resident households in the Cities of Fremont, Sacramento, Chino Hills, Chula Vista, Highland, Laguna Hills, Stockton, San Bernardino, Temecula and Upland, California, to establish public service usage and attitudes. The Design and Implementation of Multiple SurveX On behalf of The Irvine Company, Ms. Wooldridge designed and implemented surveys for studying the resident and employee populations of the City of Irvine to assess housing, public service, and child care needs of the community. Polling More than 3,800 resident households of San Diego County were polled recently on behalf of the County of San Diego. The thrust of these interviews was the assessment of current behavior, attitudes and needs for bicycle facilities. Random Survevs The Santa Margarita Company, developers of one of Orange County's premier planned communities engaged Research Network Ltd. to prepare a random survey of its recent new ' home purchasers to compile information for use in decisions for housing design, community services, and finance of a new planned community. ,. ' 4619 E. Warwood Rd. Long Beach, CA 90808 ' 562-421-2234 phone / 562-896-1995 Cell Title: Stacia Mancini, Principal ' Role: Program Analyst ' Education: B.S. University of La Verne Firm Profile: The firm provides strategic planning and management consulting services to the public ' and private sector. Our Goal is to help you "create community partnerships." The firm can address any aspect of planning, funding or managing parks, recreation facilities and ' community services. Specializing in public/private partnerships, Ms. Mancini works with clients to develop new partnerships or strengthen existing ones to enhance revenues and improve services. ' During her career in public administration, she has gained significant experience in public ' Response to Request for Proposal I 11 Parks, Recreation, and General Facilities Master Plan for the City of Rosemead r RJM ouvcnr cxove. Q:c collaboration through the facilitation of both community and employee groups. She has effectively facilitated community consensus workshops, strategic planning sessions, and employee team building exercises. She has worked with citizen task forces, elected and appointed public officials, and non-profit boards. Function: Ms. Mancini offers a comprehensive range of services to manage projects from conception to implementation or to execute a specific component of a project. In addition, the firm uses its meeting facilitation expertise to work with commissions, community and/or employee groups to build a consensus on issues. This is particularly important for strategic planning and complex or controversial projects. t Experience: Ms. Mancini projects with RJM include: City of Dana Point Parks, Chino Hills Master Plan, and City of Costa Mesa Parks and Recreation Master Plan Update. ~i • City of Dana Point Park and Recreation Master Plan, City of Dana Point, CA • City of Laguna Niguel Park and Recreation Master Plan, City of Laguna Niguel, CA • O'Neil Regional Park Phase One Improvements, Orange County, CA • Oceanside Master Plan of Parks and Recreation • Uptown Yucaipa Specific Plan, City of Yucaipa, CA Ms. Mancini is also currently working on a Park and Recreation Master Plan for the City of Huntington Park. Response to Request for Proposal ~ l 2 ~r:~,~ Parks, Recreation, and General Facilities Master Plan for the City of Rosemead RJM ~~ gym. ~G ' 73424 Goldflower Street Palm Desert, CA 92260 760-776-4189 phone l 760-776-8790 fax Title: Chris Coman, Principal ' Role: Demographic and Demand Analyst ' Education: B.S. Drexel University- Chemistry/M.S. San Diego State College -Business Administration Function: Ms. Coman has participated in numerous feasibility studies for mass spectator and recreation- oriented facilities including stadiums, civic centers, convention/exhibition halls, parks, theme parks, visitor centers and other public facilities. These studies involved recreational, cultural, and entertainment events. She has also developed techniques used to determine recreation ' needs and convert these to facility and land requirements as input to the preparation of local and regional park master plans. Another of her areas of specialization is evaluation of financing techniques for recreation facilities. ' Experience: Ms. Coman recent projects with RJM include: City of Dana Point Parks, Recreation and Open Space Master Plan; City of Yucaipa Parks and Recreation Master Plan; and City of 1 Costa Mesa Parks and Recreation Master Plan Update. ' City of Murrieta Park and Recreation Demand Analysis Park and recreation demand analysis, demographic trends and financing recommendations for Parks and Recreation Master Plan for the City of Murrieta, California - m progress. ' Cit oy f Laguna Niguel Park and Recreation Demand Analysis Park and recreation demand analysis and demographic trends for the City of Laguna Niguel ' Parks and Recreation Comprehensive Master Plan. City of Fremont Park and Recreation Demand Analysis 1 Park and recreation demand analysis and demographic trends for the City of Fremont Parks and Recreation Comprehensive Master Plan. r ii CitX of Diamond Bar and Recreation Demand Analysis Park and recreation demand analysis, demographic trends and financing recommendations for Parks and Recreation Master Plan for the City of Diamond Bar, California. Dana Point Harbor Market Analysis Market analysis and Master Plan assessment study for Dana Point Harbor in Dana Point, California prepared for the County of Orange. Response zo Rega~est for Proposal I 13 1 Parks, Recreation, and General Facilities Master Plan for the City of Rosemead ' 272 Pin on Hills Drive Y ' Chico, California 95928 530-891-6453 phone ' Title: James E. Fletcher, Ph.D., Principal Role: Consultant Specialist RJM ~~ ~e~. ~G ' Education: Ph.D. from Michigan State University in Resource Development with minors in Park and ' Firm Profile: Dr. Fletcher has served as a faculty member in recreation and park departments for a total of 30 years at Michigan State University, Texas A&M University, and California State University, ' Chico, and currently serves as chair of the academic department. His experience in park and recreation management spans 33 years and includes numerous studies in recreation as well as other public policy areas mcludmg transportation, health care, fish and wildlife, and Recreation Resources and Urban and Regional Planning. Master's degree from Texas Tech University is in Park Administration and Landscape ' Architecture Bachelor's Degree from Texas A&M University in Recreation and Parks ' consumer protection. More specifically, he has completed numerous research and consulting projects that have focused on assessing market potential for recreation services including concessions operations. For the past 12 years, he has directed survey research programs ' through the Survey Research Center and the Program for Applied Research and Evaluation at California State University, and Chico. ' Function: His field experience includes service as a seasonal ranger for the National Park Service, Superintendent of Parks for the City of Montgomery, Alabama, Recreation Specialist for the U.S. Army Corp of Engineers Waterways Experiment Station, and a private consultant. His ' professional experience as a city parks superintendent for a rapidly growing city of 160,000 was heavily focused on improving management in a parks department with 138 full-time and 40 seasonal employees. One specific area was restructuring and improved management ' of city-owned concession operations for tennis, golf, food concessions, and a city zoo. He has more than seven years of successful retail management experience as owner/manager of ' afull-service hobby store which include market analysis, purchasing and inventory control, advertising, pricing, and management of accounts receivable. ' Experience: Dr. Fletcher projects with RJM include: Chino Hills Parks, Recreation, and Open Space Master Plan ' ___ Response to Regrrest for Proposal I 14 _~~ Parks, Recreation, and General Facilities Master Plan for the City of Rosemead RJM DESIGM1 GROUP, CiC. Address: 4619 E. Warwood Road Long Beach, CA 90808 Telephone (562) 421-2234 Cell (562) 896-1995 Legal Name: RESEARCH NETWORK, LTD. ~ ~ . - 1 Address: 2224 87th Street Ct. NW Gig Harbor, WA 98332 Telephone(949) 929-9173 ` Fax. (253)514-8579 Contact Person: Pam Wooldridge, Principal Primary Telephone Survey Researcher and Analyst pa~nela:wooldridge@comcast.net Legal Name: STACIA MANCINI Contact Person: Stacia Mancini Program Analyst staciamancini@yahoo.com Legal Narne: COMAN CONSULTING Address:- 73424 Goldflower Street Palm Desert, CA 92260 Telephone (760) 776-4189 ; . Fax (760) 776-8790 Contact Person: ~ ~ _.. o _. _~ Chris Conran, Prineipal~ ~-~- -~~ ~ ~~ Demographic and Demand Analyst ~~ Legal Name: Address: JAMES E. FLETCHER, PH.D 272 Pinyon Hills Drive Chico, CA 95928 Telephone (530) 891-6453 Contact Person: James E. Fletcher, Ph.D., Principal Consultant Specialist fletcher73 @sbcglobal.net ~~ ~~ii~i ~ t UR ~ ~ _ - V Response to Regz~est for Proposal ~ 15 Parks, Recreation, and General Facilities Master Plan for the City of Rosemead __ ii C L RJM pB51GN t:ItOUP, WC. The City of Rosemead is located in the San Gabriel Valley in Los Angeles County. The City is easily accessible by the broader Los Angeles county, as well as Ventura, Orange, and San Bernardino counties due its convenient proximity to several freeways. The City of Rosemead encompasses approximately 5.2 square miles and is home to nine parks, two swimming pools, and two recreation centers. The City offers a variety of recreational opportunities for its 60,000 residents, which include sports, special interest classes, senior programs, and community special events. PARKS, RECREATION, AND GENERAL FACILITIES MASTER PLAN City of Rosemead's comprehensive, long-term Parks, Recreation, and General Facilities Master Plan will provide a strategy for making decisions with regard to policy operations, maintenance, and capital improvements over the next 15 years. The plan will include short-term steps that can be taken in the next few years, medium-term actions, ,and long-term strategies for implementation. In addition to the Parks, Recreation, and General Facilities Master Plan, an element will be included outlining a feasibility study for the development of open space/parkland/trails along the Southern California Edison Transmission Corridor. ' What is in a Master Plan? • Vision for future parks and recreation • Clear implementation strategies and recommendations for: / Improving today's parks and public spaces / Acquiring land for tomorrow's parks and public spaces ' / Developing parks, open space, and public trails along the Southern California Edison Transmission Corridor ' / Funding sources for the park and public space system and the Department of Parks and Recreation ' The Parks, Recreation, and Facilities Master Plan is an important step toward providing a better parks system that will increase the quality of life and create new signature spaces for residents to enjoy. In addition, the City's Master Plan will be a road map, setting out priorities for recreational needs and a resource document ' providing a guide for the orderly development and management of Parks and Recreation Facilities for the City of Rosemead. ' Response to Request for Proposal I 16 ~, Parks, Recreation, and General Facilities Master Plan for the Ciry of Rosemead RJM DF.SIS:N CROUP,1`tC. The development of the Parks, Recreation, and General Facilities Master Plan is built upon community input, which will include community workshops, a statistically valid community-wide telephone survey, focus groups, and a sports organization survey. In addition the City Staff, and the City Council will be encouraged to participate in order to provide insight and guidance in this effort. ' RJM Design Group offers an extensive amount of experience in the suggested approach to preparing the Park, Recreation, and General Facilities Master Plan for the City of Rosemead. This experience is based ' upon past involvement in the successful completion of numerous Park and Recreation Master Plans for communities throughout California. ' Based upon our review of the Request for Proposals (RFP), RJM Design Group understands that the City of Rosemead is seeking the services of a qualified professional consulting firm to produce a comprehensive 15-year Master Plan that will guide policy decisions regarding future development. RJM's understanding of ' the project has been derived from our conversations with staff, our research, and our project team's extensive experience in the planning and development of parks and recreational facilities. Understanding the recreation needs and preferences of Rosemead residents depends upon an understanding of the population and its demographic characteristics. Our reent reserach of Rosemead's demographics is as follows: ' 2008 Population: 57,422 (up 7.3% from 2000) 2008 Housing Units: 14,702 (up 2.5% from 2000) • Median age is 32.3 years ' • 51.2% of households report having children under 18 years old • Householders are predominantly Asian (primarily Chinese and Vietnamese) 44.7% with the secon ' largest group being Hispanic (39.2%) This data will assist RJM Design Group, Inc. and City staff m understanding the unique park and recreational needs of the community, as well as demographic information we will obtain through the community-wide telephone survey. ' Understanding the vision for the City of Rosemead, combined with our extensive experience and the information gathered during the preparation of this proposal, this effort will include the key services necessary to complete the Master Plan summarized below: O Data Collection and Analysis • Inventory of Existing Public Facilities ' • Inventory of Existing Public Recreation Programs • Needs Assessment which includes Three (3) Public Workshop and Two (2) Focus Groups, Interviews with City Departments, and Statistically Valid Community-Wide Phone Survey • Coordination/Communication with Affected/Interested Agencies • Identify Recreation Program Enhancements ' • Identify Proposed Improvements for Parks, Recreation, and Open Space Areas Response to Request for Proposal I 17 _- ' Parks, Recreation, and General Facilities Master Plan for the City of Rosemead ii i • Financial Analysis • Prepare the Master Plan with City Input • Presentations to City Staff/Council • Review and Adoption SUPPLEMENTAL FEASIBILITY STUDY Below is an overview of RJM Design Group, Inc.'s understanding of the feasibility study for the City of Rosemead and our approach to achieving the tasks identif,l ~n the scope of work. Fr .~.'~ PROJ~T~C~~JE"CTIUP/S " . ,-c., > Based~pon our review of the City of Rosemead ,~-:.. . RJM ~~~~ ~~. Request for Proposal, RJM Design Group, Inc. understands that the City of Rosemead is seeking the services of a qualified professional consulting firm to prepare the feasibility study for developing open space, parkland, and public trails along Edison transmission corridor. RJM's understanding of the project has been derived from our discussions with City Staff and our firm's prior experience of similar facilities. From the information gathered during the preparation of this proposal, we understand that the primary objectives of the City of Rosemead project are as follows: • Review project area regarding: resource conservation, security and accessibility. • Evaluate feasibility of potential park uses. • Identify any requirements and/or agreements necessary with Southern California Edison and/or other existing property owners. • Prepare estimated cost for property lease and/or acquisition. • Prepare estimated cost for maintenance and operation. • Identify liability and other risk exposure and mitigation improvements, and maintenance/operations. • Provide assessment of traffic • Identify all possible financial resources for development and operation. ' In summary, the potential linear park development will provide the community with additional outdoor recreation opportunities. The park plan has the opportunity to provide a balanced by passive uses such as picnicking, strolling and general open play and possible active recreation elements. ' Specific design elements should respond to accessibility, safety standards, and existing site conditions. The general site development of the park will contribute to a cohesive sense of place and common focus for the future of the community. ' PROJECT APPROACH Response to Request for Proposal ~ 18 ~- .~ . Parks, Recreation, and General Facilities Master Plan for the City of Rosemead RJM DESIGN DROOP, LtiG The approach incorporates techniques which we have used successfully on similar projects including extensive coordination with the City and Agency Staff and integration of their expertise into the design ' process. COORDINATION WITH CITY STAFF, RIVERS AND MOUNTAINS CONSERVANCY (RMC) AND ' S.C.E. REPRESENTATIVES RJM's Design Team, individually and collectively, has directed many interdisciplinary planning and ' design projects. We have found that team work and close coordination between the client, consultants and public agencies is essential to a successful project. We recognize that the design team will be responsible for ensuring that a high degree of coordination occurs and the project milestones are met. A major priority of the design team will be to establish a regular dialogue with the City Staff, RMC, and S.C.E. so that our products reflect city/agency goals and policies. ' PROJECT MANAGEMENT 1 1 The importance of this project demands an organizational framework which focuses specialists in varied disciplines towards one common goal. Our Design Team has been specially selected from the best talent available. Our approach to this project is based on a strong relationship between the team members and a thorough understanding of the project requirements. We suggest working with a representative from the City that will form the conduit through which all project information is exchanged and relayed to the proper audiences. Our objective is to define the problem, gather all pertinent facts, analyze the information, develop the best alternatives, and select the most viable solutions for implementation. It is the responsibility of our Design Team Leader to ensure that the team is efficiently moving in the right directions in accordance with the project requirements and the desires of the City of Rosemead. CORRIDOR PLANNING WORKSHOP We have developed a process that combines our planning and design expertise with the talents and knowledge of City/Agency staff. We strongly believe that this approach will add depth and vision to the overall plan. The Design Team suggests a workshop with City Staff, S.C.E. representatives and representatives from the RMC. The workshop will be conducted by the Design Team to clarify project goals, obtain comment, and in general open the lines of communication between all involved parties. We propose to work closely with the City Staff to organize and further define the approach to be used in this element of the process. A properly designed workshop process with Response to Request for Proposal ~ 19 Parks, Recreation, and General Facilities Master Plan for the City of Rosemead ii u RJM ~A[~* (i(OVP, Q~G City staff will ensure that opportunities for review and comment occur at the appropriate stages in the process. DESIGN ALTERNATIVES The Design Team has found that alternative plans are developed more efficiently through a systematic process of concept development, interdisciplinary review/critique and refinement. Frequent dialogue among the City Staff and Design Team Members is a dynamic and effective way to structure efficient design concepts. This process results in rapid consensus on the major components of alternative plans. Throughout the design process, park security and visibility will be of utmost importance. The proposed design solutions will provide for resource conservation, security, access, minimize maintenance costs, and provide maximum protection from vandalism and provide creative solutions to current S.C.E. development criteria. ' Response to Regcrest for Proposal I 20 Parks, Recreation, and General Facilities Master Plan for the Ciry of Rosemead n CONFIDENTIAL RJM IM~~N GpR\~OtR~, CY~C Our approach incorporates several techniques that we have used successfully on similar projects. It includes extensive coordination with the City Staff, City Commission, City Council, community special interest groups, and the integration oftheirexpertiseintotheplanningprocess, ~~ ~--~:. ,. " ~>>~.-~" -~"-' which will contact a statistically valid community wide' _~ ~ ~ ~'~ ~", telephone survey and a community workshop process. ~-. ~a~:'~a,~ ~ ~~_ ~~ti '~5` This will help establish a public consensus on program and ~ Q" ~ ;'' _ 'b~'-'1 _ facility requirements. ~ ~ ~ ~ ~, i f ~ ~ ~~~' ~~_~ ~~la~ - ~~ti Our process and products have been streamlined over the past several years, with the ultimate goal of providing an efficient and effective tool for the development, management and operation of the parks, programs and services specific to the needs of each community. The second phase of the project will involve a thorough Community Inventory Analysis. We will conduct a Citywide tour, with City staff, to inventory and assess the recreation facilities, open space, parks, and recreation facilitie. A complete inventory of recreation programs and services offered within the last 2 years will take place simultaneously. City planning documents, facility and field scheduling, joint use agreements, and site plans are studied, and research regarding the demographics and recreation trends are considered so that a complete understanding of the unique community characteristics and policies will be considered throughout the process of developing the Parks, Recreation, and General Facilities Master Plan. _ r r ~ , ~ ~ ~~ Y ~ ~'li ~ ~ ~'~ ~~ V.. ~ ` ~c 4n ~~~ ~ ^!7~ ~'s II~ ~., '~ "~ r ,: ~ ~ 1'~~','y Z Py~ y xh .:~~ Understanding the recreation needs and preferences of the City of Rosemead residents depends upon an understanding of the population and its demographic characteristics. Steps in this process involve a review of data regarding Rosemead's population base as defined in recent Census data, as well as updates to the current year of key variables as provided by the California Department of Finance. Demographic data regarding age, household size, ethnic profile and income characteristics will be obtained for the City of Rosemead as available. Trends in these measures, which tend to be highly correlated with recreation patterns, will be examined. Today's decisions regarding recreation facilities and programs need to accommodate both population growth as Response to Request for Proposal ~ 21 Parks, Recreation, and Genez•al Facilities Master Plan for the City of Rosemead C n u n 1 RJM D~wv~ooCuou~~ixiJP. RaC well as changes in demography. The historic data will be analyzed and projections of future population will be prepared using information and input from other agencies and City staff. This evaluation will provide estimates of the current population base and projections of future growth. The next phase, and perhaps the most important, is the Needs Assessment. This will include an extensive community outreach effort and a statistically valid demand and needs analysis that is unique to the community. The community outreach effort consists of a community wide telephone survey, community workshops, focus groups, and community questionnaires. In addition to the demand/needs analysis, we conduct a park acreage analysis and service area/facility distribution analysis. All of these `needs assessment tools' are considered and the facility and program needs are prioritized based on commonalities and frequency of issues identified from the various research and analysis tools. The final phases include the Recommendations and Implementation portion of the project. These phases also includes the preparation of the Master Plan document and presentation to Commission and City Council. We believe the Master Plan document should identify and address the unique issues within the community, carry out the intent of the General Plan Goals and Policies, as well as determining the community's unique recreation facility and program needs. ' RJM's Consultant Team, individually and collectively, has directed many interdisciplinary community planning projects. We have found that teamwork and close coordination between the consultants and public agencies is essential to a successful project. We recognize that the design team will be responsible for 1 ensuring that a high degree of coordination occurs and that project milestones are met. A major priority of the consultant team will be to establish a regular dialogue with the community, City Staff, Commission and Council, and interested parties so that our products reflect community goals and City policies. Sample Management. By using a statistically random sampling technique, accurate estimates of the proportion of the population base that participates as well as the proportion and characteristics of those who do not participate in each of the activities being analyzed can be obtained. The validity of the sample will be managed through the use of tools such as the following: • Random telephone number selection. • Comparisons of key data developed through the survey process to known benchmark statistics (i.e. U.S. Census) assuring that the sample is representative of the universe of households. This sample management will be a function of survey design and the ' Response to Regzzest for Proposal I 22 ' Parks, Recreation, and General Facilities Muster Plan for the City of Rosemead ongoing supervision of the field work. Questionnaire Design. The Consultants will design a questionnaire for the survey to be conducted by telephone. The subject areas of this interview may include, but are not limited to, ' selected demography and attitudes regarding recreation facilities and current usage patterns of community/neighborhood parks and recreation facilities. Profiles of users and non-users will be ' developed and reasons for non-use explored. Most importantly, RJM D£SION GROUP.INC. respondents will be questioned regarding how frequently they, ' and all members of their household, participate in the various activities that most commonly occur in local parks. The answers to this questioning will be used to develop participation rates specific to the residents of Rosemead. ' Data will be collected by supervised professional interviewers using the resources of a professional field research facility. Ten percent of the total interviews will be validated for accuracy by supervisory staff of ' the field research firm. Processing. After editing and coding are completed, the interviews will then be computer-processed with ' appropriate cross-tabulations specified. The Consultant will prepare a written summary of the findings of the research. These findings will include a detailed analysis of the results of each area of inquiry. ' ~ 7 The objective of the data analysis is aimed at determining the recreational preferences or demands of the residents and to estimate the type and number of facilities necessary to satisfy those preferences. These estimates answer the questions of what and how many facilities should be built. It is the job of the Consultant Team and City policy makers to determine how, where and when these common facilities will be provided. In order to determine the specific needs for parks, recreation facilities and programs within the City of Rosemead, it is first necessary to define the unique participation patterns and resulting facility usage of the residents of Rosemead. Participation rates in a comprehensive variety of recreation activities will be developed specifically for residents of Rosemead, based on the phone survey data and data compiled through governmental and professional organization sources within the recreation industry, in addition to community research. These participation rates will be adjusted according to various demographic measures in order to make projections into the future, which take into consideration the changing demographic profile as determined by the demographic projections. ' Response to Request for Proposal I 23 ~~~ Parks, Recreation, and General Facilities Master Plan for the City of Rosemead ii 0 i RJM ues~cn cROVe, c~c An integral component in the development of community recreation/park facilities is our utilization of a comprehensive public participation workshop process. The community will participate in a series of input sessions and will be informed of the Master Plan process. The results of the telephone survey will be presented to the community in the course of the workshop presentations and additional comments solicited. The outcome of these sessions will provide important input to prioritization of future park, recreation, and open space development in the City of Rosemead. Questionnaires will also be handed out during the workshop, which will help facilitate organization of community input, issues and concerns. The Consultant Team in concert with City Staff will preside over a series of community workshop. The workshop will focus on what the public sees as community characteristics, issues, and current opportunities and constraints to address the community's issues. The next step of the workshop will focus on special interest or sports groups their experiences with the recreation programs and facilities in the City of Rosemead. The final procedure of the workshop will reflect the citizens input from the first two forums, summarize the Master Plan process, and seek public comment regarding prioritization of recreation facility and program needs. We propose to work closely with City Staff to organize and further define the approach to be used in this process. A properly designed public participation program will ensure that opportunities for public review and comment occur at the appropriate stage in the process. Participants in the workshop should include the Community Services Commission, community leaders, special interest group representatives, City Staff, City Council, Business Interests, School District, Homeowners Associations, Seniors Groups and the community at large. Please note that the objective of the Master Plan "workshop" process is to allow for a diverse group of community members and user groups with different objectives to work together and to begin to develop consensus as to the most appropriate and best use of the community resources. It is our goal to assist the community through a carefully scripted workshop process that provides for an appropriate forum for discussion of recreational facilities and programs. Again, we look forward to discussing this process, the schedule and project milestones with the City staff. Response to Regcrest for Proposal I 24 ' Parks, Recreation, and General Facilities Master:Plan for the City of Rosemead u ii 0 0 1 u L the City has been designated as the Project Director. Our goal is to work closely with the City Project Director. The Project Director shall form the conduit through which all information is exchanged. Our proposed Consultant Team Leader, Bob Mueting, (Project Principal) is the City's Project Director counterpart. Our approach to this project endeavors to make decisions on a timely basis during all phases of the project. RJM ~~~o~.~c Our objective is to further our understanding of the City's park and recreation needs, gather all pertinent facts, analyze the information, develop `visionary' alternatives and select the most viable solutions for the Parks, Recreation, and General Facilities Master Plan. The Consultant Team is responsible for meeting informally at intermittent meetings, as determined by the Project Director or as called for by the Consultant Team, to frequently monitor and review portions of the Planning Process as it progresses. In addition, milestone status reports regarding the master plan will be provided to City Staff. It is the responsibility of our Consultant Team Leader to ensure that the team is efficiently moving in the right direction in accordance with the project requirements and the desires of the City of Rosemead. C I T Y Q F P A R A D E .y A ~E{0.E,~,T1~7~ Ati"tr Fa6RlS~ s1A~EF~ P1..4M ~-~~ j~4 ~~,; Response to Request for Proposal I 25 A single representative from Parks, Recreation, and General Facilities Master Plan for the City ofRosemead RJM OBJECTIVE The Consultant Team will conduct acommunity-based planning effort to evaluate and develop awell-planned systematic approach to parks, recreation, and general facilities needs in the City of Rosemead. As part of this planning effort, the Consultant Team shall develop an understanding of the City's parks, recreation programs, and general facilities, gather all pertinent facts, analyze information, develop alternatives and recommend viable solutions for both current and future needs. The planning effort shall include an inventory and assessment of City-wide facilities, existing use patterns and identify deficiencies as may be pertinent to the development of new programs and facilities. The goal of the master plan is to set the framework for decision makers in the planning and rehabilitation of the City's parks, recreation, and general facilities as well as a planning tool that sets park and facility standards. The Master Plan created from this work effort will provide a systematic and prioritized approach to the implementation of needed park and facility projects. SCOPE OF WORK The services that the Consultant Team shall perform under this scope of work include the following: PHASE 1.0: PROJECT INITIATION TASK 1.1 Conduct an initial meeting with the City to confirm and clarify the scope of work and project parameters, project background and objectives, determine public involvement strategies, work products, methodology, schedule, and roles and responsibilities. ' TASK 1.2 Update project schedule with milestone target dates. TASK 1.3 Coordinate document review information. City staff to provide pertinent data including, but ' not limited to: • Rosemead's General Plan ' Current Parks and Recreation Master Plans • Rosemead Trail Plan • Capital Improvement Project information on parks and facilities ' Park and amenity listing • City parks plan • Recreation guides for Fall/Winter and Spring/Summer seasons for the past 2 years • Joint use school site and amenity information • Joint use agreements • Contact listing for park and recreation representatives, youth sports leagues, private/ ' non-profit recreation services, etc. • Community Demographics • City's 5-Year Capital Improvement Plan • ~ Recreation Facilities Rental Data ' Response to Request for Proposal I 26 ~_~ Parks, Recreation, and General Facilities Master Plan for the City of Rosemead RJM • Recreation Programs Registration Data (what facilities are used) • Special Events Data (what facilities are used) • Other Relevant Documents (NOTE: It is assumed that text, charts, and maps from the City are available in a digital format.) TASK 1.4 Review ertinent data provided by the City, and prepare data base information in a convenient p recall format. MEETINGS: One (1) Meeting with City staff PRODUCTS: Refined Project Time Schedule, Information Request PHASE 2.0: INVENTORY TASK 21 Inventory of Existing Facilities A. Conduct site visit/facility tour with City staff to photo inventory each park, recreation, and facility, and potential opportunity sites. Conduct on site visual analysis, describe and record existing park sites and recreation facilities in the City of Rosemead. (Private facilities and schools are not included on site visit/facility tour.) 1. City to provide recreation element inventory for each facility. 2. City to provide floor and site plans for each facility. 3. City to provide digital aerials and/or site plans for each park (if available). 4. RJM to prepare updated inventory matrix of existing facilities which will include ' type of park facility location, size, quantity of amenities, usage, capacity, quality and condition. Note: It is assumed that it will not be necessary to visit private facilities or agencies, i.e. Homeowner's Associations. City to provide information on private facilities and agencies for discussion and consideration when evaluating the community's needs. However these facilities will not be counted in the public recreation facility inventory since they are not typically controlled or operated by the City. ' B. Prepare matrix of opportunity sites (proposed, planned or under construction) in the City of Rosemead. ' C. Meeting with City Staff to review parks and facilities inventory, and opportunity sites. 1. Discuss and evaluate opportunities with City Staff to create new community recreation facilities, including in areas such as abandoned right-of--way, drainage and flood control sites, vacant land, utility corridors, etc 2. Discuss and evaluate with City Staff the potential for new and enhanced partnerships ~~~~ Response to Request for Proposal 27 Parks, Recreation, and General Facilities Master Plan for the Ciry of Rosemead TASK 2.2 RJM nsrcN caa~re, mc. to maximize the community's existing resources. Specifically assess the physical feasibility of property regarding joint-use opportunities at existing school sites to meet park and recreation needs. Inventory of Existing Programs A. Work with City staff to develop an inventory of existing public recreation programming offered by the City and other providers. Data that will be collected on programs will include: frequency, ages served, attendance and other pertinent details. ' B. Prepare a current services matrix that identifies park and recreation service providers in the community. This will be used to establish the City's role in providing park and recreation services. ' C. Evaluate programming at j oint use school district facilities, and identify how these currently support City programming. City staff to assist in compiling data on programming at ' school sites. D. Investigate, inventory, and classify all public, private, or commercial organizations ' involved in park and recreation activities and other municipal services within the City of Rosemead. E. Identify potential partnership opportunities including non-profit partnerships that meet the recreation needs of the community and to set the baseline for the analysis and evaluation. TASK 2.3 Recreation Department Service Level Analysis ' Review and analyze current department service levels relative to existing financial and human resource allocations and make recommendations for addressing gaps in service provision. Determine parks, recreation, facility, and service trends that will fundamentally affect municipal services fora 15-year period. ' TASK 2.4 Maintenance and Operations Inventory A. Review existing and future conditions/issues related to park and recreation maintenance in the City of Rosemead. ' 1. Review national standards for park and recreation maintenance. 2. Review park and recreation maintenance practices and standards utilized by cities of ' comparable size. 3. Review existing maintenance standards and practices currently used by the City of Rosemead. Conduct in-depth interviews with park staff, recreation staff, and ' maintenance and operations managers and supervisors. t Response to Request for Proposal I 28 Parks, Recreation, and General Facilities Master Plan for the Ciry of Rosemead RJM B. Assemble and review all existing documents related to maintenance from the City of Rosemead. C. Make on-site visits with city staff to park and recreation areas and facilities in the City of Rosemead to conduct an inventory of current standards, levels of maintenance and maintenance practices. D. Review and analyze current maintenance service levels relative to existing financial and human resource allocations and make recommendations for addressing gaps in maintenance service provisions. ' TASK. 2.5 Base Map Preparation ' Using information provided by the City, we will prepare a base map of the planning area. This map will be used to: A. Update the existing parks, open space and recreation facilities map. B. Develop a service radius map of existing neighborhood parks. MEETINGS: One (1) meeting with the City staff Facility Tour with the City staff PRODUCTS: Existin Recreation Facilities Matrix g Existing Recreation Facilities Map Service Area Radius Map Inventory of Services and Programs Inventory of Joint Use School District Facilities Summary of Maintenance and Operations Inventory PHASE 3.0 NEEDS ASSESSMENT ' TASK 3.1 Socio-Demographic Analysis and Projections. Understanding the recreation needs and preferences of Rosemead residents first depends upon an understanding of the population and its demographic characteristics. Steps in this process involve a review of data regarding Rosemead's population base as defined in the 1990 and 2000 Censuses and updates provided by the City or other sources, such as Claritas. Current year estimates of key variables can also be obtained from the California Department of Finance. As available, demographic data regarding age, household size, ethnic profile ' and income characteristics will be used in the analysis. Trends in these measures, which tend to be highly correlated with recreation patterns, will be examined. Today's decisions regarding recreation facilities and programs need to accommodate both population growth as well as change in demography. The historic data will be analyzed and projections of future population will be prepared using information and input from other agencies and City staff. ~~ _ _ _ Response to Request for Proposal ~ 29 _..a ~. Parks, Recreation, and General Facilities Master Plan for the City of Rosemead 0 0 r ' TASK 3.2 L r RJM osvcty carom, v:r_ This evaluation will provide estimates of the current population base and projections of future growth over the next 15 years. Detailed demographic data regarding such variables as age, presence of children, ethnicity, household size, and income characteristics will be analyzed in order to identify special populations such as seniors, teens, preschoolers, etc. for use in the demand analysis. Special attention will be given to any sub-groups of the population which show unusual trends of change. Analysis of Demand for Parks and Recreation Services Within Rosemead. In order to determine the current and forecast needs for parks and recreation facilities within Rosemead, it is first necessary to define the recreation usage patterns and resulting park facility usage of the residents of the City. Several sources of information will be used to fully identify the needs and priorities for park facilities and related recreation programs in Rosemead. ' A. Recreation Activity Participation Rates and Standards Over the last 30 years, a number of national and State base studies have been prepared to ' define population participation rates for a wide variety of recreation and park activities. However, these rates have been determined to be inaccurate for use at the local level and are no longer recommended for such use. Their inadequacies are grounded in their ' inability, from a National or State perspective, to represent the population and recreation needs of a local jurisdiction. ' Techniques described below will generate participation rates which are specific to the current residents of Rosemead. These rates will then be used to determine the recreation ' needs which are unique to the City. B. Telephone Survey ' The Consultant recommends random sample telephone interviewing as the most effective and statistically reliable method to generate unbiased, detailed and accurate data regarding ' the true current demand for recreation facilities and programs specific to the City of Rosemead. All other survey methods (mail surveys, web-based surveys, on-site interviews, ' focus groups, etc.) derive results that may be biased or not statistically representative of l ti h i Ci on. t e ent re ty popu a ' The ability of the telephone survey to represent the current recreation needs of Rosemead's residents is the result of the design of a custom survey questionnaire for the City of Rosemead. The subject areas of this survey will be developed through conversations ' with Staff and/or community stakeholders. Questionnaire topics may include, but are not limited to, selected demography and attitudes regarding recreation facilities and current usage patterns ofcommunity/neighborhood parks and recreation facilities. Profiles of users ' and non-users can also be developed and reasons for non-use explored. Most importantly, ' 'T ~i Response to Request for Proposal I 30 _.~s ;:.~ Parks, Recreation, and General Facilities Master Plan for the City of Rosemead L L i C C RJM respondents can be questioned regarding how frequently they, and all members of their household, participate in the various activities which most commonly occur in local parks. The answers to this questioning will be used to develop current participation rates specific to the residents of Rosemead. For the telephone survey, we recommend completion of 250 questionnaires among a random sample of Rosemead resident households, yielding an error margin of ~ 6.3% at a 95% confidence level, with a questionnaire length of approximately 10 minutes. This scope assumes that the primary language of the survey will be English with up to 35% of the interviews conducted in other languages (Spanish, Chinese, Vietnamese) as required by the respondents. This work effort will facilitate an understanding of the differences in recreation attitudes, patterns, and preferences of distinct population groups that comprise the City. Statistically reliable analysis of the results of the survey questions may be available for up to two geographic areas of the City (to be determined with Staff) as well as a menu of respondent and response variables (e.g., ethnicity, presence of children, income, frequency of recreation facility or program use, etc.) The integrity of the responses to the telephone survey will be assured through professional interview techniques. Data will be collected by supervised professional interviewers using the resources of a professional field research facility. Ten percent of the total interviews will be validated for accuracy by supervisory staff of the field research firm. The Consultant will prepare a written summary of the findings of the survey research. These findings will include a detailed analysis of the results of each area of inquiry as well differences in attitudes or recreation patterns that are apparent when examined by distinct population groups that comprise the City. Phone conference with City to review subject areas of custom survey questionnaire and demographics. C. Sports Organization Survey Soliciting the attitudes and perceived needs of community stakeholders is an essential element in the process. This survey can not only achieve the objective of outreach to these community stakeholders, it further provides valuable information regarding facility usage, team size, recreation seasonality, player volume that is most important in the foundation of the facility needs calculation. The consultants will provide a survey form containing questions relevant to the usage of City recreation facilities by sports organizations in the City. It is expected that the City will take responsibility for distributing these forms to the organized sports groups within the City and following up to assure that each group returns a completed survey. For those groups who do not return survey information, City staff ' will be expected to provide as much information as possible based on their knowledge of the sports organizations in the City. The results will then be tabulated and used to verify and update the resident survey-based participation rates in these sports for use in the demand analysis. The consultants will use the data as provided to verify and update the participation rates in these sports for use in the demand analysis. ~ , ,~ • M Response to Request for Proposal 31 _ , ,~-~. Parks, Recreation, and General Facilities Master Plan for the City of Rosemead RJM [1F SIC:N f•RU1.7.It~C.. 1. Phone conference with City to review summary of sports organization surveys and phone survey results D. Focus Groups 1 Two (2) Focus Groups will be conducted with the City staff and community stakeholders for the purpose of reviewing the data findings and defining implications for facilities and programs. Focus groups provide effective interaction in determining the needs of specific ' populations in more detail than possible in a large group session. We will work with the Department staff to identify 10-12 participants for each focus group. Focus groups are conducted over a one day time frame for a period of up to two hours. Outcomes and questions necessary to achieve those outcomes will be developed with staff. Possible participants might be: • One Staff Focus Group • One Community Leader/Agency Focus Group E. Interviews ' Conduct interview of key stakeholders important to the determination, development and delivery of parks, recreation programs and services as well as the Master Plan process. Interviews with Rosemead representatives, school district representatives, staff from the Parks, and Recreation Department and other departments within the City of Rosemead, ' senior organizations, and other special interest groups and agencies to determine their perceived needs for recreation facilities and programs -will be used to obtain more qualitative input and to assist in prioritizing the needs identified in the phone survey, ' questionnaires and workshops. City Project Manager will assist in preparing the list of interviewees. No show interviews will be included with the total interview scheduled as apart of the scope and charged accordingly. Draft interview questions are provided two ' (2) weeks before interviews are conducted. Interview summary report is provided no less than 30 days after the conclusion of all interviews. Interviews will be conducted over a one (1) day period of time and shall include up to six (6) interviews. F. Community Workshops The Consultant Team in concert with City Staff will prepare for and conduct three (3) community workshops to determine how recreation and community service programs, ' services and facilities can best support the community. Each workshop includes up to a four-hour session, inclusive, for up to 50 participants. ' We propose to work closely with City Staff to organize and define the approach to be used in this process. City staff will be responsible for the promotion of the workshops, facility and equipment coordination, and provision of staff to assist with the workshops. Staff training will be provided by consultant team relative to how to work with groups to scribe and/or facilitate individual groups. Number of staff needed is coordinated with ~K= ~~ ~ ~~ ~ `' Response to Request for Proposal ~ 32 ~f''~~,.,~r Parks, Recreation, and General Facilities Master Plan for the City of Rosemead ~!. ' TASK 3.3. ~I n ii ii RJM [N~S.SIICN GI200P, ITiC consultant team no less than two (2) weeks prior to the workshop. The Community Services Commission to attend all three workshops. 1. Community Workshop # 1 The first public workshop will focus on what the public sees as community characteristics, issues, and current opportunities and constraints to address the community's issues. 2. Community Workshop #2 The second workshop will focus on a special interest group (i.e. sports group) and their experiences with the recreation programs and facilities in the City of Murrieta. 3. Community Workshop #3 The final workshop will reflect the citizen input from the focus groups, phone survey, and the first two workshops, summarize the Master Plan process, and seek public comment regarding prioritization of recreation facility and program needs. Development of Facility Standards. The results of the telephone survey regarding the level of participation in a specific variety of recreation activities by the residents of Rosemead will be calculated and arrayed as a starting point in the analysis. Using a statistical analysis technique which the Consultants have developed for similar studies done elsewhere, the participation rates will be converted into peak day demand estimates for each of the types of recreation activities. By applying design standards, which will be developed in conjunction with the City staff, an estimate of the number of facilities of each type required to satisfy the current and projected demand will be determined. These relationships can be converted into facility standards or "facility need ratios" which relate specifically to the City of Rosemead. They will take the format of one facility required for every X thousand population and will be specific to a menu of different types of recreation facilities. These measures of facility need will be used to determine how many of each type of facility (e.g., ball fields by type, tennis courts, picnic tables, etc.) are required both currently and projected over the next 15 years as the population of Rosemead grows and changes. This analysis represents a unique methodology which has been tested by the Consultant in numerous other park and recreation needs studies and provides facility standards which are specific to the residents of the City of Rosemead. The approach used follows the most recent recommendations of National Recreation and Park Association as determined by their Standards Revision Task Force and utilizes participation data unique to the community being studied. Considerations such as seasonality, design day (or peak day usage), design capacity, and turnover rates are all incorporated into this advanced approach to determining facility need. Response to Request for Proposal ~ 33 Parks, Recreation, and General Facilities Master Plan for the City of Rosemead RJM DESIGF [~iOUP.II:C_ The facility standards based on the results of the analysis will be compared to those developed elsewhere and to other information collected during the course of the study to test for reasonableness and applicability to conditions in Rosemead. If indicated, adjustments will be made to the demand estimates. TASK 3.4 Needs Analysis The demand estimates described above will then be evaluated in light of the current inventory ofrecreation facilities to identify surpluses and deficiencies in the existing parks and recreation- related facilities to serve the population base as it exists now and with projections over the next 15 years. The degree of need will be used as one criteria to help establish priorities in developing the implementation plan. One of the primary advantages to this methodology for determining need is that it provides a quantitative, unbiased evaluation of the surpluses and deficits in the City's park and recreation facilities, both currently and in terms of future development. Thereby, special interest group needs are exhibited in a context of the entire spectrum of recreation needs and consensus is more readily obtained. TASK. 3.5 Recreation Trends Analysis Research recreation trend information through resources such as American Demographics Institute of the Future, CPRS, NRPA, the State of California Park and Recreation Department Opinions and Attitudes Survey (2002), the CPRS Action Plan -Creating Community in the 2151 Century, Outdoor Industry Association Surveys, and others and determine implications for Rosemead. ' TASK 3.6 Program Gap Analysis ' Complete Gap Analysis comparing existing programming with community needs and preferences to identify program deficiencies and opportunities for future program and service delivery. ' Review and analyse current department service levels relative to existing financial and human resource allocations and make recommendations for addressing gaps in service provisions. ' TASK 3.7 Acreage Analysis ' Analyze existing park acreage deficiencies based on City adopted park acreage standards. TASK 3.8 Meeting with City Staff to review needs assessment summary reports, finalize inventory, and ' review demand & needs analysis. ~ MEETINGS: Three (3) Meetings with Staff ' Six (6) Stakeholder Interviews Two (2) Focus Group Meetings Conduct Three (3) Community Workshops Response to Reguest for Proposal ~ 34 Parks, Recreation, and General Facilities Master Plan for the City of Rosemead - RJM PRODUCTS: Community Profile ' Telephone Survey, Subject List, Questions, and Summary Report Workshop Summaries & .Questionnaires Facility Demand and Needs Analysis Stakeholder Interview Questions Stakeholder Interview Summary ' Focus Group Agenda, Questions, and Summary Report ' PHASE 4 COST AND FINANCIAL ANALYSIS TASK 4.1 Cost and Financial Analysis. ' For the financial analysis portion of the study, the Consultants will provide the basic information required to implement a detailed financing plan. Costs to develop new parks and/ or facilities, refurbish existing facilities will be identified and arrayed. Costs resulting from ' the correction of current deficiencies will be segregated from those necessitated by growth from new development and those which may be the result of increasing existing standards. This analysis will provide a matrix within which proposed funding vehicles can be evaluated ' and alternative strategies analyzed. Based on the maintenance standards and practices identified through the "Inventory" and "NeedsAssessment"phases ofthe masterplanprocess,prepare estimated costs for maintenance and operation of existing as well as new park areas and recreation facilities. TASK 4.2 Funding Analysis. ' The Consultant will identify and describe park and recreation funding resources which are currently utilized or proposed for the City of Rosemead as well as developing an exhaustive list of others which may be feasible for use by the City. This assessment will evaluate the ' long-term viability of each alternative resource, including the assumptions made. Special opportunities for public/private partnerships will be explored. The political, financial, administrative and legal feasibility of each funding resource or mechanism for each possible ' type of park or recreation program and facility will be assessed through discussions with City staff and other knowledgeable authorities. ' During the development of the Implementation Plan, the Consultant will match alternative funding resources and capacities to specific capital improvements proposed for the comprehensive master plan. Capital costs associated with acquiring and improving new and existing facilities and areas will be estimated. Funding alternatives which are legally, politically, and financially feasible for each project will be identified. This information will provide decision makers with an overview of the financial feasibility of each proposed project. TASK 4.3 Funding Strategy ' Prepare an overall funding strategy for capital improvements. This could include multi- funding sources, such as a bond measure, SDC's, grants, serial levies, special state and local budget allocations and partnerships, as well as the formation of a 501 (c) (3) non-profit as a ' foundation to seek grants for programs and construction. Response to Request for Proposal I 35 ~~ Parks, Recreation, and General Facilities Master Plan for the Ciry of Rosemead TASK. 4.4 Capital Improvement Plan RJM A short-term capital improvement plan will be developed listing projects in their priority, their cost and potential funding sources. PRODUCTS: Financial/Funding Analysis Summary, Criteria for Prioritizing Projects, List ' of Potential Funding Sources, Capital Improvement Plan, Review of Park System Fees PHASE 5.0 IMPLEMENTATION PLAN TASK 5.1 Parkland and Facility Evaluation and Recommendations A. Based on the community planning process, the Consultant shall develop priorities related to the type and number of facilities/amenities/elements recommended for the City of Rosemead Parks, Recreation, and General Facilities Master Plan. ' B. Prepare recommendations for appropriate and compatible recreation/open space, and trail uses. C. Identify opportunities and constraints based on current and future needs of the City for the renovation and retrofit of existing parks and facilities. ' D. Prepare preliminary concept diagrams consistent with recreational demands and programming needs identified and park land capacity to meet them. E. Prepare proposed Recreation Facility Map. ' TASK 5.2 Recreation Program Evaluation and Recommendations A. Identify and define specific program issues that impact the future delivery of services, and the role of the Department and other organizations in delivering services considering age groups, location and cultural preferences. ' B. Based on input from the public participation process and telephone survey develop strategic opportunities and strategies to meet the recreational and facility needs of the future, and link with the Department vision and mission. C. Draft document with recommendations specific to programming needs and ' recommendations. TASK 5.3 Maintenance and Operations Evaluation and Reccomodations ' A. Review and update existing park ordinances and fees. Prepare recommendations for fees and other funding sources that will help to offset the maintenance and operating costs for new as well as existing park areas and recreation facilities. B. Prepare conclusions and recommendations related to maintenance and operations in the ~~~ . _ Response to Reguestfor Proposal ~ 36 _~~; Parks, Recreation, and General Facilities Master Plan for the City of Rosemead n n RJM DH_5]GN GROtR'. GtiG implementation of the master plan. • Synthesize findings regarding current maintenance and operations practices in the City of Rosemead. • Review findings related to maintenance from the community meetings, interviews with city staff, and the community survey. • Prepare draft recommendations regarding needed changes in levels of service and support for maintenance of facilities, parks, community services, and open space. • Summarize cost estimates and possible funding sources for maintenance and operation. ' PHASE 6.0 MASTER PLAN DOCUMENT ' TASK 6.1 Draft Master Plan A. Based on previously outlined tasks, RJM Design Group, Inc. shall develop a text ' only "screen" draft Master Plan Document and submit to City for review. The City will review the "screen" draft document and provide all refinements compiled on one copy. ' B. Meeting with City staff to review and discuss refinements to "screen" draft document. C. Following City staff review, we will prepare a final draft version for general public distribution and consideration at formal public hearings. Final draft documents will ' include recommendations specific to parks, recreation and open space, and all summaries related to the development of the findings such as the workshop, community profile, inventories, and prioritization matrix, recently completed studies, phone survey, and questionnaires. (one digital and one hard copy) D. Prepare Power Point presentation of Master Plan process and findings. ' TASK 6.2 Master Plan Presentation A. Meeting with City staff to preview PowerPoint Presentation and discuss Commission/ Council joint work session logistics. ' B. This task includes preparation and attendance at (1) joint work session with the Park Commission and City Council. ' C. After formal City Council action, RJM Design Group, Inc. shall prepare a finalized master plan document that incorporates all Council-directed changes. ' MEETINGS: Two (2) Meetings with City staff One (1) Work Session Commission/City Council Meeting PRODUCTS: Power Point Presentation ~~ ~ ~I .~ Response to Request for Proposal 37 ' ~~~'_ u Parks, Recreation, and General Facilities Master Plan for the City of Rosemead RJM One unbound hardcopy of the final plan and one (1) CD containing an electronic PDF file. The final Master Plan will include maps and text that provides the following information: • Executive Summary • Description of the planning process • Summary of the community profile information • Assessment of parks and programs offered • Park and facility needs assessment • Park design standards • Recommendations and policies • Implementing and funding recommendations Upon our review of the Request for Proposal (RFP). we feel our work can be completed within 6-8 months. However, the City review process is beyound our control and could involve a slightly longer time frame. The Feasibility Study for Development of Open/Space/Parkland/Trails along the Southern California Edison Transmission Corridor will run concurrently with the Parks, Recreation, and General Facilities Master Plan. TASK TIME PHASE 1.0 Project Initiation 1 - 2 weeks PHASE 2.0 Inventory 3 - 4 weeks PHASE 3.0 Needs Assessment 10 - 12 weeks PHASE 4.0 Cost and Financial Analysis 3 - 4 weeks PHASE 5.0 Implementation Plan 3 - 4 weeks PHASE 6.0 Master Plan Document 4 - 8 weeks ---- ,~,~ -~ ~ R ~ Response to Requestfor Proposal 38 ~1~.~ Parks, Recreation, and General Facilities Master Plan for the City of Rosemead R3M PF.:SIGI~ GROOP. IWG RJM Design Group, Inc. is pleased to submit our supplemental proposal for the preparation of landscape architectural services for the City of Rosemead. We believe that upon review of our approach and past ' experience, you will find our proposal custom tailored to the needs and desires required for the success of this project. Our firm has extensive experience in the design of parks/trail elements within utility corridors. t Our previous project experience with numerous communities throughout Southern California has given us an appreciation for the design and development process for similar City park/recreation projects. We ' have recently completed Olympiad Park, Flamenco and Pinecrest Parks in Mission Viejo. All of which are located within the S.C.E. transmission corridors. We have also prepared Trail Master Plans for the City of Aliso Viejo and the Inland Empire Utility Agency, involving S.C.E. coordination. The City of Chino Trail Master Plan exists entirely within the S.C.E. corridor. Our most recent projects for the City of Irvine include the CPRS award winning Venta Spur Trail. We are currently working with the City ofAliso Viejo ' and Bellflower on trail implementation within S.C:E. corridors. Based upon your request for proposal, and our review and understanding of the existing site conditions, we ' have developed a scope of work which defines a timely and efficient approach to providing the feasibility study for open space, parkland, and trails along the S.C.E. Corridor. Throughout our proposed activities, we anticipate close coordination with the City. This close coordination and review of our work progress on an ongoing basis will ensure project complet most professional and expeditious manner. We look forward to your review and evaluation of our proposal and encourage you to discuss o and enthusiasm with any of our clients. PART I: 1 PHASE 1.0 RESOURCE DOCUMENTATION ion in the ur abilities ' A. PROJECT KICK-OFF MEETING In collaboration with City Staff, our firm shall review, elaborate upon, and clarify the overall objectives for the development of the proposed Edison Right-of--Way Corridor Project for the City of Rosemead. We shall also verify the expected goals and criteria to be met within each phase of our services. During this review, we shall ' determine appropriate procedures to promote efficient working relationships and communication among all participants. We suggest the following logistical procedures be refined and further determined with input from the City. ' 1. Project Schedule '~"~.~ ~ Response to Request for Proposal ~ 39 .,~ ~; .,, Parks, Recreation, and General Facilities Master Plan for the Ciry of Rosemead - RJM 2. Project Budget 3. Potential Project Phasing t B. PARTICIPATION OF PROJECT COMMITTEE (CITY STAFF, S.C.E. REPRESENTATIVES, RMC REPRESENTATIVE, RECREATION AND PARKS ' COMMISSION, AND COMMUNITY REPRESENTATIVES) ' Assist the City in establishing a Project Committee and laying the ground work for receiving community input necessary to develop a comprehensive program to meet the needs of the City of Rosemead. ' C. DATA COLLECTION AND UNIFICATION ' Establish a comprehensive database through a thorough review and analysis of existing pertinent information. City to provide the following documents: ' 1. Title Report/Boundary Description 2. Site topo and boundary map (digital) 3. Site and adjacent Property ownership data 4. Adjacent Development Plans 5. SCE easement restrictions 6. Utility Easement Plans (Sewer, Water, Storm Drain, Gas, Electric, Telephone and Cable) 7. Existing and proposed Infrastructure Plans (Street, Sewer, Water, Storm Drain, Trail, Planting and Irrigation) 8. Existing site infrastructure plans ' D. PHOTO DOCUMENT SITE E. PREPARE OPPORTUNITY AND CONSTRAINTS /SITE ANALYSIS F. MEET WITH CITY ' Meet with City staff members to review existing plans to define project boundary, site access and circulation opportunities. 1. Discuss City preferences for operation and maintenance. MEETINGS: Two (2) Meetings with City Staff PRODUCTS: Schedule, Data Base, Opportunities and Constrainsts Analysis ' PHASE 2.0 PROGRAMMING A primary service proposed within our overall scope of work is an intensive interactive programming effort scheduled during the first portion of the project. A workshop shall be conducted with members of the City staff, S.C.E. Representatives, RMC Representatives, Response to Request for Proposal ~ 40 ~.~y Parks, Recreation, and General Facilities Master Plan for the City of Rosemead RJM °~",~°«c Project Committee, Community Representatives, and our Design Team to review and discuss the analysis studies and to summarize the project goals and potential development opportunities. The Programming effort is an intensive and concentrated scenario of site planning, and functional relationships and familiarization of the S.C.E. development criteria by all involved parties. The programming effort is one of the most important aspects of the entire project in that it shall establish the immediate foundation and relationships for all park components. A. Workshop ' The objective of the workshop process is to allow for a group of diverse individuals to work together in a "hands-on" process to begin to develop consensus as to the most appropriate and best use of the available resources at the site. It is our goal to assist the City through a carefully scripted process that provides for an appropriate blending of uses and a common understanding that will assist in the development of the feasibility study for the project. ' The steps involved with this process are as follows: ' 1. Conduct a brief presentation of the existing conditions as summarized by the opportunity and constraint exhibit. 2. Conduct a Site Awareness Tour on-site with all workshop participants. 3. Present strategic discussion topics through a series of questions to facilitate the development of consensus as to the elements to be considered for the ' program. 4. Work collectively as a group to develop schematic alternatives (at a conceptual level) for potential improvements (2-3 alternatives). ' B. Compile summary diagram of alternatives and concensus showing spatial relationships, site facilities, and circulation patterns. C. Meeting with City staff to review plan alternatives, spatial arrangements, and proposed improvements. ' MEETINGS: Two (2) City Staff Meetings PRODUCTS: Diagramtic Alternatives and Consensus Plan ' PHASE 3.0 CONCEPT PLAN A. Prepare concept plan based upon the workshop concensus plan and City comments. ' B. Project Budgeting: Prepare. a preliminary opinion of Probable Construction Costs based on the Conceptual Plan. _ ~ ~~ ~~ Response to Request for Proposal ~ 41 ~.S w..~-.,~ 1 1 Parks,.Recreation, and General Facilities Master Plan for the Ciry of Rosemead RJM o~vc[v~uvr. fir,. C. Meet with City staff for review of concept plan and preliminary Preliminary Opinion of Probable Construction Cost. D. Meet with workshop participants to present concept plan and discuss issues related to SCE, RMC, and other property owner's requirements, potential risk exposure, and possible mitigation. MEETINGS: One (1) City Staff Review Meeting One (1) Meeting with Workshop Participants PRODUCTS: Preliminary Concept Plan Preliminary Opinion of Probable Construction Cost PHASE 4.0 FEASIBILITY STUDY DOCUMENTATION A. Prepare refined concept plan based upon workshop participants input and direction of City Staff. 1. Prepare Preliminary Opinion of Probable lease/acquisition cost. 2. Update Preliminary Opinion of Probable Construction Cost 3. Prepare Preliminary Opinion of Probable Maintenance and Operations Cost 4. Assess pedestrian bicycle traffic volume and circulation B. Identification of funding sources and possible financial resources for acquisition, maintenance and operations will be included as part of the Park and Recreation Master Plan documentation. C. Meet with City and Southern California Edison D. Prepare brief Feasibility Study Report. E. Conduct presentation of design concept plan as part of the public review process for the Park and Recreation Master Plan. MEETINGS: One (1) City Review Meeting (S.C.E.) One (1) Public Presentation Meeting PRODUCTS: Concept Plan Feasibility Study Report Response to Regcrest for Proposal I 42 Parks, Recreation, and General Facilities Master Plan for the City of Rosemead i L RJM Experience in Parks and Recreation Master Plans The consultants for this project must have a balance of experience pertaining to the planning and design of community/recreational facilities through a consensus buildingpublic participationprocessand astatistically valid needs assessment. Over the past few years, our consultant team has been involved in the following projects: Project Name: Recreation, Parks, Green Space and Family Services Master Plan Geographic Location: North of the 210 freeway, east of the 605 freeway Client: City of Azusa 320 N. Orange Place -Azusa, CA 91702 Reference: Randy Noriega, Co-Director of Parks and Recreation (RETIRED) (626) 812-5266 ' Date Completed: Adopted March 2004 n ii Project Description: The citizens of Azusa are actively engaged in charting a 21st Century vision for community revitalization. Recreation and parks are vital elements that contribute to community health and prosperity, part of our birthright as Americans "to pursue happiness". Because of our "unique natural, historic and cultural heritage," these resources have a central role in Azusa's goal of "being the Gateway to the American Dream" for families. Recreation activities, parks and natural environments foster a sense of multi-cultural society and can teach the importance of our history and environment, connecting people to places and places to people. Service Provided: This Azusa Parks, Recreation, Green Space and Family Services Master Plan is based on the vision that parks and programs are essential for youth to develop, essential to build strong families and essential to create a safe and healthy community. These attributes were identified by citizens in the planning process and are the foundation upon which programs, services and facilities should be designed, developed and delivered. Recreation, Parks, Green Space and Family Services Master Plan Response to Reguest for Proposal I 43 Parks, Recreation, and General Facilities Master Plan for the City of Rosemead Project Name: ' Geographical Location: ' Client: ' Reference: Date Completed: ' Project Description: ' number of challenges in the provision of open spaces and facilities. ' Service Provided: RJM Recreation and Parks Master Plan, Green Space/Recreation Element of General Plan Adjacent to the 210 freeway, east of the 2 freeway City of Pasadena 175 N. Garfield Avenue -Pasadena, CA 9 1 1 09-72 1 5 Jason Kruckeberg, Former Senior Planner/Project Manager (Currently Project Director for the City of Arcadia) (626) 574-5442 ,~„ __ March 2006 As the City nears it's built out population, Pasadena faces a .~L,m. - - ~:s-= u~~~ ,_ - /• ~~~~ ,.no rw=:~ ti i .~. ~...... r ~ The City has a variety of parks and open spaces that serve a huge range of activities and user groups, including not only Pasadena residents, but regional user groups as well. As community demand for recreation types changes over time, facilities attempt to keep pace with this demand. Partially in response to changes in community demand, Pasadena has evolved with a rich and varied range of private institutions, public and private schools, and non-profit organizations that offer recreation facilities and programs to residents of the area. In recent years, the City has experienced new challenges stemming from substantial new growth in the Central District and an influx of housing stock much different than historical suburban development. In addition, the Northwest region of the City is increasingly dense, with a high concentration of children, and access to parks and green spaces is a key issue in this area. For all of these reasons, the City of Pasadena must look to creative means to provide open spaces and recreational programs and facilities to its evolving population. Recreation and Parks Master Plan, Green Space/Recreation Element of General Plan _ _ Response to Regarest for Proposal I 44 Parks, Recreation, and General Facilities Master Plan for the City of Rosemead n Project Name: Geographic Location: Client: ' Reference: Date Completed: Project Description: Parks, Recreation & Open Space Master Plan Update Ajacent to the 71 freeway, north of the 91 freeway City of Chino Hills 2001 Grand Avenue -Chino Hills, CA 91709 Kathy Gotch, Assistant City Manager (909) 364-2627 RJM ian~vw~x.~GR~OP. ~G May 2007 ®_---•- 8°" "' s ~ p ~a r a- Chino Hills is a unique city -~' . _ a•- recognized for its open space, e,;l.~_. diverse housing options, ..'.=,~.~ neighborhood orientation, and rural character. The City's ~~- General Plan, first adopted in ~; 1994, establishes a vision for -----°-~°- the City that is well on its way to fulfilment. RJM Design Group prepared the City's first Parks, Recreation and Open Space Master Plan in 1994, and was hired to update the master plan since the City has experienced rapid growth and development over the last decade. The Master Plan provides data and analysis which, leads to the recommendations that will help establish the recreation facility and program needs, for the communities present and future use. The report is a flexible document, ' presenting findings and recommendations that will be evaluated, validated, and/ or modified periodically as the City responds to unforeseen opportunities and constraints as well as changes in residents' needs and demands. The community wide needs assessment determined that the greatest facility and program needs in the City include; an aquatic facility and programming, indoor basketball courts and a gymnasium, senior programming, and a community center that includes a senior component. Concept plans for existing park improvements as well as 19 new sites for recreation opportunities were produced and included in the Master Plan. ' Service Provided: Parks, Recreation & Open Space Master Plan Update Response to Request for Proposal ~ 45 Parks, Recreation, and General Facilities Master Plan for the City of Rosemead Project Name: Geographic Location: Client: Reference: r 7 1 Date Completed: Project Description: Service Provided: Parks and Recreation Master Plan Off the 10 freeway, between San Bernardino and Palm Spring City of Yucaipa 34272 Yucaipa Blvd. -Yucaipa, CA 92399 Dave Copley, Director of Community Services (909) 797-2489 Ext.255 Adopted March 2005 RJM DFSIt~i (atOVP, th'C Yucaipa is a community with a population of 45,412 as of January 2003. It is anticipated that it will grow to 59,042 residents by the year 2025. Twelve (12) City-owned recreation facilities, ten (10) public schools and one (1) community college serve Yucaipa residents. Within Yucaipa's borders and nearby, significant, diverse recreational facilities owned and/or operated by others are available. The San Bernardino Mountains, Yucaipa Regional Park, and the new Wildwood Canyon State Park represent significant, unique opportunities with respect to recreation, open space, and community identity. The development of the Master Plan was built upon community input. Residents participated in the planning process. This included community workshops, stakeholder interviews, workshop surveys, and a sports user group questionnaire. Additionally, community data from the General Plan Update document was also utilized in the development of the Master Plan. Extensive consultation, research, and analysis have been undertaken and combined together to produce the Yucaipa Parks and Recreation Master Plan. The Park and Recreation Master Plan is fiscal responsible that recommends the highest priority recreation needs of current and future Yucaipa residents. Through the planning efforts involved in the master plan process, all of the needs and concerns of residents are considered and coalesce into a final document that creates a common vision for the future of the community in support of the Yucaipa General Plan. Parks and Recreation Master Plan Response to Request for Proposal ~ 46 Parks, Recreation, and General Facilities Master Plan for the Ciry of Rosemead L u C u Project Name: Parks, Recreation and Open Space Master Plan Geographic Location: Southern Orange County, south of the 5 freeway Client: City of Dana Point 34052 Del Obispo Road -Dana Point, CA 92629-1805 Reference: Kevin Evans, Parks and Recreation Director (949) 248-3532 RJM DR.SiCN CROI?P, ING Date Completed: Adopted September 2005 -copy of report can be reviewed on City website http://danapointdocs.org/PDF/parks.pdf Project Description: Dana Point is a city with limited expansion potential, having an estimated population, in 2003, of approximately 36,247 and expecting to reach a population level of 42,561 by the year 2025. The City of Dana Point owns and controls 65.7 acres of public parkland at twenty-one (21) sites. The development of the Master Plan was built upon community input. Many residents participated in the planning process. The 2001 mail survey of 1,736 residents was provided as a starting point and foundation for the Master Plan. In addition, outreach included community workshops, random telephone survey, stakeholder interviews, workshop surveys, and a sports user group questionnaire. City Staff also participated to provide insight and guidance in this effort. Extensive consultation, research, and analysis have been combined to produce the Master Plan. Through the planning efforts involved in the Master Plan process, needs and concerns of residents were considered and incorporated into the final document that creates a common vision for the future of the community in support of the General Plan. ' Service Provided: Parks, Recreation and Open Space Master Plan ~ ~ x l ~s ~ I ~ ~~~V V~..+r~+ ~ j A j 1 ~... -.~-.,.. ~ i~. ~~ q~tis ~0. a...w '~ b ~ Y ~ ~ ~& fir., ~ n ~ ~,. `` " ~: ~~,..< •..~ ~•~ ,F ~Y "r~rgFµ T 0.~n~ cunt P,rVS. ,~ htit2ef PI31 ~~ '~ E~NI12.24 e EzBtBp Rg Ndff» NN,9W £ FarlliNe~s Response to Request for Proposal I 47 ~~"'"_ Parks, Recreation, and General Facilities Master Plan for the City of Rosemead - RJM_ ' o.ne9~~.m:u~mPaw~ Project Name: Update of Open Space Master Plan of Parks and Recreation ' Geographic Location: Client: ' Reference: L r i Date Completed: Costa Mesa Statistics: Project Description: ' Service Provided: South of the 405 freeway, adjacent of the 55 freeway City of Costa Mesa 77 Fair Drive -Costa Mesa, CA 92626 Stacia Mancini (562) 421-2234 Adopted January 2003; copy of report can be reviewed on City's website at http://www.ci.costa-mesa.ca.us/recreation/ _ master~lan.pdf _;f Costa Mesa is a mature City nearing build out capacity. Costa Mesa's population is expected to increase from the 2002 estimate of 110,720 to 122,200 by 2025. Thirty- five (35) City-owned recreation facilities, combined with regional facilities nearby and with school campuses, together constitute an open space and park system in which a variety of passive and active recreation experiences are possible. This Parks & Recreation Master Plan was intended to be an implementation tool to the City of Costa Mesa 2000 General Plan, providing a guide for the orderly development and management of recreation facilities and programs for the City. It was an update of the Parks, Recreation, and Open Space Master Plan adopted in 1996. Population changes, the opportunity to conduct a statistically valid telephone survey, and the need to renovate TeWinkle Park in the context of the overall community recreation needs prompted the update effort. The needs analysis and recommendations were community-based, generated with extensive community involvement that included (4) community workshops, a community-wide telephone survey, stakeholder interviews, demand and needs analysis, and an analysis of the distribution of sports facilities in the City. Concurrent with this master plan effort was a planning process for the improvement and enhancement of one of the City's major existing recreational facilities, TeWinkle Park. Update of Open Space Master Plan of Parks and Recreation Response to Rega~est for Proposal ~ 48 Ei6i6it iS-1 F_dxlingQ proyorrd Bn~edaQ FerLltl~s u u n 0 Parks., Recreation, and General Facilities Master Plan for the City of Rosemead RJM DTSICN CROUP, LtiG Project Name: San Gabriel River View Park Geographic Location: North of the 91 freeway and west of the 605 freeway Client: City of Bellflower 16600 Civic Center Drive Bellflower, CA 90706 Reference: Brian Lee (562)804-1424 Ext. 2218 P Project Description: The City of Bellflower saw the opportunity to apply for a grant from the Rivers and Moutain Conservancy (RMC) to improve a 16-acre strip of land adjacent to the San Gabriel River. The project would transform a vacant piece of land into a passive park. The biggest challenenge would be to gain approval from Southern California Edison (SCE) as the property was also located within an Edison Transmission Corridor. Through a series of meetings and design studies the park improvments were approved by both RMC and SCE. Service Provided: San Gabriel River Park Master Plan u ' I ews ~._.: ~~ wi rue .~. ~, ns ~ut ., .a~ = o mww yw ___ ,s+~ ' ~~ ^-,~- '~" ; . ,ice ~ w y~,~:. ~ ~ac~ -araeaw u RIVER VIEW' 1'.4RK f7 CITY OF 13ELLFL0IWER eeuswwFx, cwurc wni~ ,!i. . ey• ' Response to Rega~est for Proposal I 49 ~~ ~~...- ~ := r ~ --- _ -- ~~ [~s~~'~ ~ ~' ~~`~ PLANT LEGEND SAN GABRIEL RIVER PARK u rv ov uip.~.f'i.nwF:a Parks, Recreation, and General Facilities Master Plan for the Ciry of Rosemead ii i Project Name: Southern California Edison Trail Master Plan Geographic Location: Adjacent to the 71 freeway, south of the 60 freeway Client: City of Chino 13220 Central Ave. -Chino, CA 91709 Reference: Mike Kolling (909) 627-7577 RJM Project Description: A 55-acre project in the City of Chino that involved working in conjunction with Southern California Edison and the City of Chino. Existing Southern California Edison landscape guidelines were evaluated and new standards were developed and approved. The Master Plan for this area develops appropriate uses for the easement areas, including interpretive "Nature Walks" equestrian and bicycle trails, a xeriscape demonstration garden, passive open space, equestrian trail head with corrals, native planting areas including grasslands, California scrub/sage, riparian/woodland, and the development of a Burrowing Owl Habitat Area. ' Service Provided: r ~~~~~;i%f J'r~) gca a~wwiry ,ars2~ntx/ 61~J ° ~Y fLL~971P/~7N 7)7NL- 9'GyC<6 lA4JL- ^-i F.~gf1C63TFV4V TI~'V4~ V 12 3 m~~¢ ~iae ~ ..aecovnaRy v-~ ~9 A'1Mkgi 7AN4 GFd'~SA.66 /. MCY}v7xW o[swt/ ~.6~~/ EdIM F FCFN AK' BaA4t~ ~ ~ Southern California Edison Trail Master Plan Response to Requestfor Proposal ~ 50 r~~j rinr~~';:~~, ~J~~i~.~ '~~L~~~t ~ ~' • 7P.+ir.,5 ~~pu~~av T/~uic. yaw A'/.uts. /N•c',u16, 'si~usa/ ..VV.a9r,4Y~ditcWiv6 6aou~rn ~ G°PN ~~' ~/6~6NBrrWOa~ -,S~RAG./ PLai~ .c~~oNSraaT.a~/~arnc/ p~oVic i(ftBA X~4//.'.~CS~V '!-°/!/.rTlfi CCiV~TA1a7 T/D.t/.gkEAS N.9TU,R6 C/.4LX. • ~..~"GILl.l9S~L~ ~tl~l+4 • buR¢oWiu6 o~/c fy4e/rx r Parks, Recreation, and General Facilities Master Plan for the Ciry of Rosemead ' Project Name: Florence Joyner Olympiad Park ' Geographic Location: Southern Orange County, north of 5 freeway Client: City of Mission Viejo 200 Civic Center ' Mission Viejo, CA 92691 ' Project Description 1 Service Provided: u RJM Florence Joyner Olympiad Park is a 22-acre park dedicated to Florence Griffith Joyner the Olympic Gold Medalist who made her home in Mission Viejo, California. The park features a bronze statue of "Flo-Jo" winning the 100-meter race at the 1988 Seoul Olympics. The Florence Joyner Olympiad Park features fiver Olympic Gardens that offer a large wood shelter, a tulip fence incorporating the Olympic Rigns, a wooden bridge, sundial, a community rose garden, an aromatic herb garden, and a tone waterfall wall. Other amenities at the park include a baseball field, two soccer/ football fields, two playgrounds, a picnic structure, and barbecues. In addition, the Park needed to accomodate Edison's requirements for vehicular access and circulation. Two points of access were provided that respond to the stringent requirements of Edison's Maintenance/Access criteria and simulataneouslyproyide additional hiking/trail opportunities, while preserving the aesthetic character of this speciality park. Florence Joyner Olympiad Park Master Plan ' Response to RequestJor Proposal I 51 Trail Access to the Edison's Transmission Corridor Edison's Transmission Corridor r L u i n Parks, Recreation, and General Facilities Muster Plan for the City of Rosemead - RJM Project Name: Streets and Trails Amenities Master Plan ~~_~ .- ~ 1 Geographic Location: Southern Orange County, __ „'``~~` south of the 5 freeway '~ ~ u~~~ Client: City ofAliso Viejo `'~~`' ~ ~'~~' 12 Journey, Suite 100 ~~;s ~~':a ti` :~.~- ~ - ~^ Aliso Viejo, CA 92656 ~4k ~~~'~" ~~_ .• ,~~ ~- Project Description: The Streets and Trails Amenities Master Plan provides alterntive concepts to enhance the steets and trails throughout Aliso Viejo so that the city can become a more walkable and livable community, in addition to aesthetically ~ ~- ,~,~, ~ ~_, ~ enhance the existing street system. The development of, conceptual studies, '~~" ,-- = ~ _ z streetscapes, and trail design concepts is based on four planning principles: i ~~ - ~ w i ~~~~ ,~, ~,. Provide safe, functional, aesthetic design: The amenities provided ~~- '~~~~ ~ in the project area should respond to stakeholder input, `~ ~~~ + ~-~i'.,I ~,~,~„~.~~ ~. environmental context, and functional intent. . _=~ +~ ~~ ~ ~ ~' Develop recommendations, which will enhance and support pedestrian ff " `~~"+ and bicycle linkages to existing "destination" land uses inthe ocmmunity. ~ '- -k° -,, ~,~ ; _ Utilize existing site resources where feasible. ""~ ~ Develop city design guidelines appropriate for public facilities. ~~ ~ ~~~ ~,~~ ~~ •:. ~"~~~'~'~ ,. -~ ~: ,~ The development of streetscapes and trail concepts and amenities is based ~~, ~~ ~ " ~ on the compilation of data from a detailed analysis of existing documents ,. ~,~.,...,,w~~' and site conditions, the "Taking Part" Community Workshop, staff input, and council review. Service Provided: Streets and Trails Amenities Master Plan Response to Request for Proposal I 52 Parks, Recreation, and General Facilities Master Plan for the Ciry of Rosemead Project Project Location Contact/Address/Phone RJM IM `1CN DROOP, ^'1G City of Bellflower, San Gabriel Bellflower, CA Brian Lee River Park 16600 Civic Center Drive Bellflower, CA 90706 (562) 804-1424~Ext. 2218 P City of Chino Hills Parks, Chino Hills, CA. Mike Fleager, Recreation & Open Space Director of Community Services Master Plan Update 2001 Grand Ave. Chino Hills, CA 91709-4869 (949) 364-2711 City of Pasadena Recreation Pasadena, CA. Jason Kruckeberg Master Plan Former City of Pasadena Senior Planner Community Development Administrator City of Arcadia 240 West Huntington Drive Arcadia, CA 91066-6021 (626) 574-5442 City of Yucaipa Parks and Yucaipa, CA. Dave Copley Recreation Master Plan Director of Community Services 34272 Yucaipa Blvd. Yucaipa, CA 92399 (909) 797-2489 Ext.255 -City of Dana Point Parks, Dana Point, CA. Kevin Evans Recreation & Open Space Recreation Manager Master Plan 34052 Del Obispo Dana Point, CA 92629-1805 (949) 248-3532 City of Azusa, Recreation, Azusa, CA Parks, Green Space and Family Services Master Plan Randy Noriega Co-Director of Parks and Recreation (RETIRED) (626) 812-5266_ r __ _ ~ x- _ _ Response to Rega~est for Proposal I 53 .' T _ Parks, Recreation, and General Facilities Master Plan for the City of Rosemead RJM ' PARKS RECREATION AND GENERAL FACILITIES MASTER PLAN FEE SCHEDULE ' it is the objective of the Consultant Team to provide the most comprehensive, yet efficient approach to the development of the City of Banning Parks and Recreation Master Plan Update. Fees for each phase of the scope of work are as follows: Phase, l.0 Project Initiation $ 5,040.00 ' Phase 2.0 Inventory $ 19,800.00 Phase 3.0 Needs Assessment $ 73,455.00 Phase 4.0 Cost and Financial Analysis $ 14,060.00 Phase 5.0 Implentation Plan $ 14,220.00 Phase 6.0 Master Plan Document $ 28,490.00 ' TOTAL FEE $155,065.00 ' Note: This fee summary represents our current understanding of the project scope. We would welcome the opportunity to meet with you to discuss our approach to this Scope of Work and revise it as necessary to more accurately meet the needs of the City. ' REIMBURSABLE EXPENSE ALLOWANCE (ESTIMATED AT $ 10,000. ) ' When incurred, the following project expenses will be billed at cost plus 15% handling fee. These expenses will be subtracted from the reimbursable expense allowance and billed monthly under separate invoice. ' All reproduction, copying, printing, plotting, photography, graphics, and delivery. • Long Distance telephone, fax. • Public transportation, charter or rental and mileage. ' Special rendered exhibits and printed reports. To minimize the allowance for reimbursable printing, we suggest that the City open an account with a local blueprint company which would save dollars allotted to consultant administration and mark up. Reimbursable expenses include: plotting, printing, reproduction, photo, delivery, andpostage at costplus 15%. ADDITIONAL SERVICES Additional services to be provided upon client authorization and billed per the allocated lump sum or p; Response to Request for Proposal 54 ~~~ IV~' ~ hourly rates identified herein: 1. Changes to the Basic Services. (Hourly) ' 2. Revisions to drawings, maps, or other documents, which are inconsistent with previously given approvals or instructions. (Hourly) Parks, Recreation, and General Facilities Master Plan for the City of Rosemead RJM ' ~~~~KRP~ ~G 3. Revisions to drawings, maps, or other documents, required by the enactment or revision of codes, laws or regulations, subsequent to the preparation of such documents. ' 4. ADA compliance and accessibility documentation or report. ' HOURLY RATES ' RJM DESIGN GROUP, INC. PRINCIPAL LANDSCAPE ARCHITECT $145 - $165 per hour ' ASSOCIATE LANDSCAPE ARCHITECT PROJECT LANDSCAPE ARCHITECT $130 - $140 per hour $115 - $125 per hour JOB CAPTAIN/LANDSCAPE DESIGNER $100 - $110 per hour CADD TECHNICIAN $ 85 - $ 95 per hour ' DRAFTSPERSON $ 70 - $ 80 per hour WORD PROCESSING $ 55 - $ 65 per hour RESEARCH NETWORK LTD. PRINCIPAL $150 per hour ' STACIA MANCINI PRINCIPAL $120 per hour ' COMAN CONSULTING ' PRINCIPAL $140 per hour AMES FLETCHER J ' PRINCIPAL $130 per hour Billings for all time and materials and contract extension work shall be in accordance with the level of work ' performed and will be broken into the categories listed above. Fee Escalation: ' ' Fees will be escalated each August 1st in accordance with any i s Price Index or ncrease in the Consumer other mutually agreed upon cost index. All provisions for fee escalation pertain to all contract extensions ' and additional work. D ' Response to Request for Proposal I 55 !r" Parks, Recreation, and General Facilities Master Plan for the Ciry of Rosemead FEE BREAKDOWN RJM DESIGN GROUP, INC. RJM 1~;~1~ ~,t>P. ~.~. CITY OF ROSEMEAD PARKS AND RECREATION, AND GENERAL FACILITIES MASTER PLAN MAN HOURS/FEE BREAKDOWN c m t ~ YT _ _ _ ~~ - t m a m ¢ v N = i m e° c o E TASK DESCRIPTION - c ~ m c U `m . °o r h o O 3 LL m q o f E u m u U O o E ~ u~ c u a u v E y m E c ~ O E o c E o c~ E a o n _ a~ ~ ' y a` o u ~ w Phase l-PROJEC7INITIATION Task 1.2 - U tlale Pro'ect Schedule 1 2 Task 1.3 -Review Documents 4 Task 1.4-Review Pertinent Data 12 12 2 Task 4.2 -Fundin Anal sis 2 2 12 Task 4.3 -Fundin Strafe 2 2 6 Task 4.4 - Ca ital Im rovement Plan 4 6 2 Response to Request for Proposal ~ 56 Grand Total: $ 155,065.00 ' Parks, Recreation, and General Facilities Muster Plan for the City of Rosenzeud ' SUPPLEMENTAL FEASIBILITY STUDY RJM w~aciv caocm, crc ' It is our objective to provide the most comprehensive, yet efficient approach to the development of the ' REIMBURSABLE EXPENSE ALLOWANCE (ESTIMATED AT $2,500.00) When incurred, the following project expenses will be billed at cost plus 15% handling fee. These ' expenses will be subtracted from the reimbursable expense allowance and billed monthly under separate invoice. Feasibility Study for Developing Open Space, Parkland, and Public Trials along Edison Transmission Corridor. ' A. BASIC FEE ' Phase 1 Resource Documentation $ 8,670.00 Phase 2 Programming $ 11,190.00 Phase 3 Concept Plan $ 9,060.00 ' Phase 4 Feasibility Study Document $ 11,260.00 Total: $ 40,180.00 u 1 • All reproduction, copying, printing, plotting, photography, graphics, and delivery. • Long Distance telephone and fax. • Public transportation, charter or rental and mileage. • Special rendered exhibits and printed reports. To minimize the allowance for reimbursable printing, we suggest that the City open an account with a local blueprint company which would save dollars allotted to consultant administration and mark up. Reimbursable expenses include: plotting, printing, reproduction, photo, delivery, and postage at cost plus 15%. HOURLY RATES Compensation for supplemental services will be on an hourly basis at the following standard rates: ' RJM DESIGN GROUP. INC. PRINCIPAL LANDSCAPE ARCHITECT $145 - $165 per hour ASSOCIATE LANDSCAPE ARCHITECT $130 - $140 per hour PROJECT LANDSCAPE ARCHITECT $115 - $125 per hour ' JOB CAPTAIN/LANDSCAPE DESIGNER $100 - $110 per hour CADD TECHNICIAN $ 85 - $ 95 per hour ' DRAFTSPERSON $ 70 - $ 80 per hour WORD PROCESSING $ 55 - $ 65 per hour ~~ Response to Request for Proposal ~ 57 Parks, Recreation, and General Facilities Muster Plan for the Ciry of Rosemead r L u i RJM ~;.~,~~otR.Q~ Fees will be escalated each August 1st in accordance with any increase in the Consumer's Price Index or other mutually agreed upon cost index. ADDITIONAL SERVICES The following services will be performed at the request of the Client and shall be considered additional services to the above, reimbursable on an hourly basis: A. Attendance at and/or presentations to regulatory agencies, public hearings, and staff meetings beyond those identified in the Scope of Work. B. Additional presentation drawings, and/or renderings. C. Revisions to the work following as a result of changes in governmental agency ordinances, policies, or requirements; changes in scope or modifications to the project; design of, and/or participation in work beyond the designated site; or due to project phasing. D. Preparation of field surveying to verify as-built record drawings of existing conditions, including irrigation, landscape, and utilities, etc. E. Review and analysis of existing property ownership or legal descriptions. CONSULTANTS A. No special consulting services are included as part of the professional services. B. If it is in the interest of the project to engage or retain the services of any other consultants (environmental consultant, horticulturist/arborist, soils engineer, architect, structural, electrical or civil engineering), then upon Client's written authorization, RJM may engage or retain any such consultant, and the engagement of each consultant shall be an expenditure reimbursable to RJM, plus a 15% coordination fee. C. Should the services of a surveyor, geologist, or soils engineer be required, the Client shall select, retain, or engage such consultant directly. ' - _ Response to Request for Proposal I 58 Parks, Recreation, and General Facilities Master Plan for the Ciry of Rosemead FEE BREAKDOWN RJM DESIGN GROUP, INC. Feasibility Study for Developing Open Space, Parkland, and Public Trail -Southern California Edison Transmission Corridor RJM DESIGN GROUP, INC. -STAFF ~ ~, o ~ L c 0 o_ rn Q ~` v TASK DESCRIPTION ~ c n. V m ~ U 'a ~ N ~ c -p m a J a` Phase I -RESOURCE DOCUMENTATION A. Project Kick-off Meeting 8 6 4 B. Project Committee 4 2 C. Data Collection and Unification 2 8 4 D. Photo Document Site 6 6 E. Opportunity and Constraints 2 8 F. Meeting with City 4 4 2 Subtotal Hours: 26 32 4 8 Hourly Rate: $ 165.00 $ 110.00 $ 85.00 $ 65.00 Phase 1 Subtotals: $ 4,290.00 $ 3,520.00 $ 340.00 $ 520.00 Phase 1 Total: $ 8,670.00 Phase 2 - PROGRAMMWG A. Workshop 20 20 4 8 B. Summary Diagram 4 12 8 8 C. Meeting with City 6 6 Subtotal Hours: 30 38 12 16 Hourly Rate: $ 165.00 $ 110.00 $ 85.00 $ 65.00 Phase 2 Subtotals: $ 4,950.00 $ 4,180.00 $ 1,020.00 $ 1,040.00 Phase 2 Total: $ 11,190.00 Phase 3 -CONCEPT PLAN A. Prepare Concept Plan 8 12 B. Project Budgeting 2 8 4 C. Meeting with City 6 6 D. Present Concept Plans to Workshop Participants 12 12 Subtotal Hours: 28 38 - 4 Hourly Rate: $ 165.00 $ 110.00 $ 85.00 $ 65.00 Phase 3 Subtotals: $ 4,620.00 $ 4,180.00 $ - $ 260.00 Phase 3 Total: $ 9,060.00 Phase 4 -FEASIBILITY STUDY DOCUMENT A. Refine Concept Plan 10 8 8 B. Identificaiotn of Funding Sources 2 C. Meeting with City 6 6 D. Brief Feasibility Study Report 6 20 4 12 E. Presentation of Design Concept 8 4 Subtotal Hours: 32 38 12 12 Hourly Rate: $ 165.00 $ 110.00 $ 85.00 $ 65.00 Phase 4 Subtotals: $ 5,280.00 $ 4,180.00 $ 1,020.00 $ 780.00 Phase 4 Total: $ 11,260.00 GRAND TOTAL: $ 40,180.00 RJM n„~ooeYnNi~s~i~.~ma,~ cmna Response to Regcrest for Proposal I 59 Parks, Recreation, and General Facilities Master Plan for the City of Rosemead 0 u i J G RJM O851GN GROUP. Wr. This fee summary represents our current understanding of the project scope and complexity for the City of Rosemead Parks, Recreation, and General Faciliities Master Plan and Feasibility Study for Developing Public Open Space and Trails for the Southern California Edison Transmission Corridor. Should the anticipated scope of work change, we would welcome the opportunity to meet with you to discuss our approach to this Scope of Work and revise it as necessary to more accurately meet the needs of the City of Rosemead. ' _ Response to Request for Proposal I 60