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Fullerton, CA 92832
(714) 871 -3638
IN ASSOCIATION WITH
Willcian Financial
Leisure Vision
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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
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table of contents
SECTIONONE 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
SECTIONTWO 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
SECTIONTHREE 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 I TABLE OF CONTENTS
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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: jimp@migcom.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 a benefits -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 I 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 I PAGE 1.2
MINI- `t
qualifications
ABOUT WILLDAN FINANCIAL
Willdan Financial
1700 Broadway, Sixth Floor
Oakland, California 94612
ph: (800) 755 -MUNI (6864) 1 fx: (888) 326 -6864
Contact Person
Jeff Kay, Project Manager
jeffk@muni.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.
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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 I PAGE 1.3
qualifications
ABOUT LEISURE VISION
Leisure Vision
725 W. Frontier Circle
Olathe, Kansas 66061
ph: (913) 829 -1215
Contact Person
Ron Vine, President
rvine@etcinstitute.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 I PAGE 1.4
N1- 1 G
qualifications
ABOUT CRANE ARCHITECTURAL GROUP
Crane Architectural Group
110 E Wilshire Ave, Suite 300
Fullerton, CA 92832
ph: (714) 525 -0363
Contact Person
Richard Crane, AIA, President
crane@cranearchitecturalgrp.com
Crane Architectural Group is a service - 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.
CRANE ARCHRECTURA! GROUP
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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 I PAGE 1.5
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 next
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 I PAGE 1.6
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qualifications
TEAM ORGANIZATION
COMMUNITY
OUTREACH &
NEEDS ASSESSMENT
Maxine Surks
Jim Pickel
Cindy Mendoza
MIG
PROJECT
MANAGEMENT
Jim Pickel, ASLA
Principal -in- Charge
Maxine Surks
Project Manager
MIG
INVENTORY,
MASTER
FUNDING AND
COMMUNITY
FACILITIES &
PLANNING &
FINANCIAL
TELEPHONE
PROGRAM
DOCUMENTATION
STRATEGY
SURVEY
EVALUATION
Maxine Surks
Jim Pickel
Jeffrey Kay
Ron Vine
Jim Pickel
Maxine Surks
Robert Spencer
Elaine Tatham
Cindy Mendoza
Cindy Mendoza
Carlos Villarreal
Leisure Vision
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 I PAGE 1.7
I M WG:
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 I PAGE 1.9
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 Valley, 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 I PAGE 1.10
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
WILLDAN
Financial Services
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
W a—J WILLDAN
VAFinancial 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 I PAGE 1.12
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.
WILLDAN
Financial Services
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
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.
WILLDAN
MEFinancial Services
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 I PAGE 1.14
RESUMES OF KEY PERSONNEL
RONALD A. VINES PRESIDENT LEISURE VISION
VICE-PRESIDENT ETC INSTITUTE
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 benchmarking 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 I 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 (IL)
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)
Deerfield (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 a Vice - 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 I 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 I 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 I PAGE 1.18
RESUME
RICHARD J. CRANE, 7R., 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 II.Committee
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 I 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 I PAGE 1.20
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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 I 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 1. 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 (1) 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 I PAGE 2.2
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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 staff, 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 I PAGE 2.3
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PARKS, RECREATION AND GENERAL FACILITIES MASTER PLAN
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 I PAGE 2.4
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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 I PAGE 2.5
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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
requirements.
Rosemead Parks, Recreation and General Facilities Master Plan I PAGE 2.6
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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 (1) 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 I PAGE 2.7
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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
" teens" 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.
Non-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 I PAGE 2.8
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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. A two -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.
The 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 I PAGE 2.9
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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 I PAGE 2.10
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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 off- street
open space, recreation trails and pathways.
MIG proposes to help meet this demand by devel-
oping a comprehensive 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 I PAGE 2.11
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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. The
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 I PAGE 2.12
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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 I PAGE 2.13
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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.
Rosemead Parks, Recreation and General Facilities Master Plan I PAGE 2.14
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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. The 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 programsr
and activities, and identify sources of future
funding, financing, and revenue.
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 I PAGE 3.1
MIN 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
Rosemead Parks, Recreation and General Facilities Master Plan I PAGE 3.2
f
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4,
1_M
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
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Rosemead Parks, Recreation and General Facilities Master Plan I PAGE 3.3
Ivl G
related experience and references
MIG - SIMILAR PROJECTS & REFERENCES
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.
Project Dates
2006 -2007
Project Details
Lyle Norton, Director
Parks, Recreation & Arts Department
(661) 723 -6080
Rosemead Parks, Recreation and General Facilities Master Plan I 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
Rosemead Parks, Recreation and General Facilities Master Plan I PAGE 3.5
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.
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Project Dates
2003
Project Details
Andrea Lucas
National Park Service – Presidio
(415) 561 -4975
Rosemead Parks, Recreation and General Facilities Master Plan I 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 I PAGE 3.7
rM I G-'
related experience and references
WILLDAN FINANCIAL - SIMILAR PROJECTS & 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
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 survey or 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
010." Aquatic Features Respondent Households Would Be Most
Likely to Use if Incorporated into a New Outdoor Aquatic Center
ty percentage olrespmdents who selected the Item as one of their top Mree choices
La river all orratg for raft or flotawl deme 28•N.
ry
ooler sides 2r o
Leiswe pool with gentle slope entry 26%
25 yard lap lanes for exerase, fessons. etc. 2 6,
Hot tuh or Jacuzzi 16%
Water sprays %%ith inceracliva play features 1456
concession area
area Wit') deep wwstei 43`76
S7telav pool for Infants or loaders 896
Water sprayplaygiomd 8'?6
25 yard lap tanes to cornpeitive Van) 656 •.
Other 3%
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®Most Mely C32nd Most Likely ❑3rd Most L efy
Rosemead Parks, Recreation and General Facilities Master Plan I PAGE 3.9
t
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 4 -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 I PAGE 3.10
•
•
•
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
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Rosemead Parks, Recreation and General Facilities Master Plan I PAGE 3.11
related experience and references
CRANE 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. A second -
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 I 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 I PAGE 3.13
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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 I PAGE 4.1
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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 a nine -
month project may be found beginning on the
following page.
r
Rosemead Parks, Recreation and General Facilities Master Plan I PAGE 5.1
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additional information
9 -MONTH ALTERNATIVE COST OF SERVICE
Rosemead Parks, Recreation and General Facilities Master Plan I PAGE 5.3
1M1 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
El 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 staff worked
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-
tation 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 I PAGE 5.4