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PROFESSIONAL SERVICES CONTRACT Master Planning Services for Regional County Parks Office of Procurement Services Serial # 240007-ROQ Contract # 240007-ROQ C-__________________________________________ Master Planning Services for Regional County Parks Page | 1 Professional Services Contract Serial # 240007-ROQ CONSULTANT AGREEMENT (240007 – ROQ, Master Planning Services for Regional County Parks) This Consultant Agreement (“Agreement”) is dated February 7, 2024, and is between Maricopa County, hereafter “County”, acting by and through its Board of Supervisors, and J2 Engineering and Environmental Design, LLC (“Consultant”) for Consultant services related to Master Planning Services for Regional County Parks (“Project”) described on Exhibit A. 1.0 AGREEMENT 1.1 Documents: This Agreement constitutes the entire contract between County and Consultant for services related to the Project and supersedes all prior and contemporaneous communications, representations and contracts, oral and written, with respect to its subject matter. This Agreement incorporates the following documents(s): Exhibit: Exhibit Title: Exhibit Date: Exhibit A Scope of Services/SOW August 15, 2023 Exhibit B Proposal, Fee Schedule (Rev 3) January 11, 2024 Exhibit C Reserved Exhibit A is incorporated for the limited purposes of establishing Consultant’s Services. The incorporation of Exhibit A is only for the purpose of identifying the services. 1.2 Conflicts: If a conflict, ambiguity or other discrepancy exists in the interpretation of this Agreement, Consultant must comply with the more stringent obligation, duty and responsibility. 1.3 Amendments: No subsequent agreement between County and Consultant binds on either party unless it is in writing and signed by the authorized representative of both County and Consultant. All amendments to this Contract shall be in writing and approved Maricopa County Office of Procurement Services shall be responsible for approving all amendments for Maricopa County. 2.0 COMPENSATION 2.1 Basic Compensation. For proper performance of Basic Services, subject to Article 5.0, County will pay Consultant the lump-sum fee of $1,337,132.00 as outlined in Exhibit B. 2.2 Additional Compensation. For proper performance of properly authorized Additional Services, subject to Article 5.0, County will pay for Consultant on a lump sum or on an hourly basis in accordance with the hourly billing rates stated in Exhibit B. Such services must have been requested by County in writing before any work is performed or the services will not be compensated. 2.3 Reimbursable Expenses. In addition to Compensation, subject to Article 5.0 County will pay the reasonable costs and expenses incurred by Consultant in the performance of this Master Planning Services for Regional County Parks Page | 2 Professional Services Contract Serial # 240007-ROQ Agreement. Such costs and expenses must have been requested by County in writing prior to being incurred or they will not be paid. A. Reimbursable expenses may be approved for: 1. Printing costs by a non-COUNTY contracted printing service vendor, if requested by the COUNTY. 2. Approved travel expenses where travel is required as part of the project scope shall be billed by CONSULTANT only for those travel expenses that are in compliance with the County’s Vendor Travel Policy and travel expenses shall be pre-approved by the County in writing. B. Costs associated with normal office supplies and equipment expenses shall not be considered as Additional Reimbursable Expenses paid by the COUNTY as these costs shall be considered as normal overhead and operating costs which are factored into the CONSULTANTS fee. Normal overhead and operating costs shall include but are not limited to: 1. Paper, pens, pencils, copier supplies, and computer media. 2. Drafting supplies tools & equipment. 3. Telephone and facsimile equipment, rental & toll charges. 4. Office rental, utility, and other overhead expenses. 5. Plan and specification reproduction costs for CONSULTING review purposes. 6. Postage and delivery costs. 7. Use or rental of computer equipment or related supplies. 8. Overtime work necessary to meet deadlines stipulated within the COUNTY’S Notice to Proceed. C. Unless specifically authorized in writing in advance as part of the approve scope of work, the COUNTY will not pay for any of the following expenses of the CONSULTANT: 1. Vehicle mileage to any COUNTY-owned facility located within the State of Arizona. 2. Vehicle mileage for the CONSULTANT or its sub-consultants to attend project related meetings located within the State of Arizona. 3. Meal costs for employees of CONSULTANT or its sub-consultants whether or not employees of the COUNTY are in attendance for meetings or other gatherings related to project work for the COUNTY, except where authorized in writing in advance for out-of-state consultants/sub-consultants traveling to Arizona or out of state travel related to the assignment. D. Unless specifically authorized in writing, the CONSULTANT shall use the COUNTY contracted printing vendor for all reproduction work if such copies are required by the COUNTY. E. The CONSULTANT shall accompany each payment request for Reimbursable Expenses with a copy of the original vendor invoice for any and all Reimbursable Expense costs. The COUNTY reserves the right to reject any and all requests for payment of Reimbursable Expenses costs where no invoice or receipt is attached. Master Planning Services for Regional County Parks Page | 3 Professional Services Contract Serial # 240007-ROQ F. The CONSULTANT shall only be paid the actual amount charged to the CONSULTANT by the original vendor for Reimbursable Expenses. 2.4 Prompt Pay. Consultant agrees to discharge all its obligations and to make payments to its subcontractors and suppliers in accordance with A.R.S. § 32-1129. 3.0 SERVICES “Services” refers to all Basic and Additional Services as follows: 3.1 Basic Services. Consultant will perform all services required of it in Exhibit A and all other services customarily provided by other consultants performing the same or similar services on projects of the same or similar size and complexity (“Basic Services”). 3.2 Additional Services. Consultant will perform other services within its expertise, but not part of Basic Services, if and only to the extent such services have been requested in writing by County (“Additional Services”). County has no obligation to compensate Consultant for any Additional Services performed without prior written authorization; Consultant has a duty to notify County immediately by telephone, and confirm in writing within two (2) business days, following the occurrence of any event, condition or circumstance that may require Consultant to perform Additional Services. County is not obligated to authorize any Additional Services, except to the extent such Additional Services are authorized in writing by County prior to their being performed by Consultant. 3.3 Extent of Services. Consultant has a duty to perform all Services reasonably expected of a properly qualified and competent consultant performing in the same or similar services on projects of similar size and complexity. 4.0 SCHEDULE 4.1 Timely performance is a material obligation and stated time limitations are of the essence in this Agreement. Consultant has duty to perform all Services in accordance with the time requirements stated in Exhibit “A”. In all instances, Consultant will perform the Services expeditiously, in accordance with the Schedule so as to cause no delay to the County. 5.0 PAYMENT 5.1 Withholding. County may withhold from payment to Consultant any amount which the County determines in good faith to be reasonably necessary to protect County from loss resulting from Consultant’s failure to have complied with a material obligation of this Agreement. 5.2 Invoicing. Consultant will submit a monthly invoice by the fifth (5th) day of each calendar month. Each invoice will itemize in detail the full amount of Compensation and Reimbursable Expenses incurred through the last day of the preceding month. Proper documentation must accompany each invoice in a form reasonably acceptable to County. At a minimum, proper documentation includes, but is not limited to, the following information current through the date of Consultant’s invoice: (1) project number; (2) project name and description; (3) name of County’s authorized representative or project manager; (4) invoice number and date of invoice; (5) detailed description of services Master Planning Services for Regional County Parks Page | 4 Professional Services Contract Serial # 240007-ROQ rendered and dates of performance; (6) service type (contract installment, or hourly additional services); (7) contract amount (by phase); (8) percentage complete (by phase); (9) invoice amount (by phase – current and previous); and (10) amount invoiced to date. Consultant will submit invoices to the County electronically. Consultant represents that the information contained in each invoice is true and correct. 5.3 Taxes. Every payment to Consultant under this Agreement is inclusive of every kind of tax, duty, withholding, assessments and other levies imposed by any tax authority with jurisdiction over such payment. 5.4 Hourly Rates. Any hourly rates stated in Exhibit B are applicable to the position for which the rates are specified. Substitution or replacement of an individual in any position does not result in any increase to the corresponding hourly rate. Consultant’s hourly rates are fixed from the date of this Agreement, extending for the duration of the Project. Thereafter, Consultant may request in writing an adjustment to the hour rates, which will occur only following County’s written approval. 5.5 Payments to Third Parties. Consultant will promptly pay all subcontractors, vendors, suppliers and other third parties furnishing to Consultant any services, labor or materials related to the Project. Consultant has a material obligation to pay such third parties within the shorter of the maximum time period permitted by applicable law or (30) calendar days. All 3rd party payments shall be billed to the County without mark-up. 6.0 INSURANCE 6.1 Insurance Policies & Minimum Coverage Limits. During the Coverage Term described in Section 6.2, Consultant has a duty to procure and maintain the Insurance Policies stated below with the minimum limits of liability equal to or greater than the minimum Coverage Limits required below. Certificates of each insurance must be provided to County. Thirty (30) days advance notice of alteration or cancellation of coverage must be supplied to County. All premiums for insurance coverage required by the Agreement are the sole responsibility of Consultant and included in Consultant’s Compensation. The required Insurance Policies and Minimum Coverage Limits are: Insurance Policies: Minimum Coverage Limits: Workers’ Compensation Statutory Employer’s Liability $2,000,000 (Per Occurrence/Aggregate) General Liability $4,000,000 (Per Occurrence/Aggregate) Automobile Liability $2,000,000 (Per Occurrence/Aggregate) Excess (Umbrella) Liability $2,000,000 (Per Occurrence/Aggregate) Professional Liability $2,000,000 (Per Occurrence/Aggregate) 6.2 Coverage Term. Each policy of Professional Liability insurance will be a claims-made policy and will be retroactive to the earlier of the date of this Agreement or the actual date Master Planning Services for Regional County Parks Page | 5 Professional Services Contract Serial # 240007-ROQ of commencement of the Services. All Insurance Policies continue during performance of this Agreement and for a period extending until six (6) months following the date of Completion of the Project. 6.3 Evidence of Insurance. Prior to commencing the Services, Consultant has a duty to provide County with a certificate of insurance evidencing compliance with the requirements of this Agreement. Each certificate will stipulate that if the required insurance policies are to be altered or canceled prior to completion or termination of this Agreement, the issuing company will provide County at least thirty (30) days’ prior written notice of such event. County’s receipt of Consultant’s certificate(s) of insurance is a condition preceding Consultant’s right to any receive payment of any amount under this Agreement. The failure to provide certificate(s) of insurance with fifteen (15) days following the date of this Agreement is a material nonperformance. 6.4 Representation & Warranty of Insurance Coverage. Consultant represents that it now carries and will continue to maintain during the Coverage Term the Insurance Policies and Minimum Coverage Limits stated in this Article. During the Coverage Term, Consultant warrants that it will maintain the Maintain Coverage Limits stated in this Article and that its insurance policies are and will remain in compliance with the following: (1) County is named as an additional insured on Consultant’s General Liability and Automobile Liability policies; (2) each of Consultant’s insurance policies is primary to, non- contributing and not in excess of any other insurance available to County. 7.0 INDEMNIFICATION 7.1 Consultant’s Duty to Indemnify. To the fullest extent permitted by law, the Consultant shall defend, indemnify and hold harmless the County, its agents, representatives, officers, directors, officials, and employees from and against all claims, damage losses, and expenses, including but not limited to attorney fees, court costs, expert witness fees, and the cost of appellate proceedings, relating to, arising out of, or alleged to have resulted from the acts, errors, omissions or mistakes of the Consultant, its agents, representatives, employees, or subcontractors relating to the performance of this contract. Consultant’s duty to defend, indemnify and hold harmless the County, its agents, representatives, officers, directors, officials, and employees shall arise in connection with any claim, damage loss or expense that is attributable to bodily injury, sickness, disease, death or injury to, impairment, or destruction of property, including loss of use resulting therefrom, caused by any acts, errors, omissions or mistakes of the Consultant in the performance of this contract including any person for whose acts, errors, omissions or mistakes, the Contractor may be legally liable. 7.1.1 The amount and type of insurance requirements set forth below will in no way be construed as limiting the scope of the indemnity in Article 7.1. 8.0 DELIVERABLES 8.1 Deliverables, Copyrights & Use. Upon execution of this Agreement, Consultant grants, conveys and otherwise transfers to County all ownership and copyrights in all drawings, specifications and other documents (electronic, paper, digital, photographic and other media) prepared by Consultant under this Agreement (“Deliverables”). Consultant has an unconditional duty to deliver all Deliverables to County on or before the date such Master Planning Services for Regional County Parks Page | 6 Professional Services Contract Serial # 240007-ROQ documents are required to be delivered under this Agreement or within seven (7) days following receipt of a written demand for delivery by County, whichever is later. Consultant’s failure to deliver the Deliverables in accordance with this Section is a material breach of this Agreement. In no event is payment of compensation or any other amount a condition precedent to the obligation to deliver the Deliverables as required by this Section. Consultant may retain copies, including reproducible copies, of the Deliverables for information, reference or other reasons required by law but such Deliverables are confidential. Consultant will not make changes to any drawings, specifications or other documents (including, without limitation, electronic files) furnished to Consultant by County without prior written consent. All drawings, specifications and other documents (electronic, paper, digital, photographic and other media) provided to Consultant by County remain the property of County. County will hold Consultant harmless if County uses the Deliverables for any purpose unrelated to the Project. County will hold Consultant harmless if County uses the Deliverables for any purpose unrelated to the Project without Consultant’s written consent or professional involvement. 9.0 DISPUTES 9.1 Continued Performance. Pending resolution of any Dispute, Consultant has a duty to continue performing the Services in accordance with this Agreement. County will continue to pay Consultant properly due and undisputed amounts owed under this Agreement. 9.2 Consolidation and Joinder. Consultant hereby unconditionally consents to consolidation and joinder in any dispute resolution proceeding (including, but not limited to, arbitration) in which County is a party and the matter in controversy results, in whole or in part, from the actual or alleged act, error or omission of Consultant. 9.3 Exhibit D to this contract is incorporated herein as the sole method of resolving disputes involving this Contact. 10.0 ANTI CORRUPTION/TERMINATION The County hereby gives notice that pursuant to A.R.S. § 38-511A, this contract may be canceled without penalty or further obligation within three (3) years after execution if any personal significantly involved in initiation, negotiation, securing, drafting or creating the contract on behalf of the County is, at any time while the contract or any extension of the contract is in effect, an employee or agent of any other party to the contract in any capacity or a Contractor to any other party of the contract with respect to the subject matter of the contract. Cancellation under this section shall be effective when written notice from the County is received by all of the parties to the contract. In addition, the County may recoup any fee or commission paid or due to any person significantly involved in initiation, negotiation, securing, drafting or creating the contract on behalf of the County from any other party to the contract arising as a result of the contract. 11.0 TERMINATION FOR CAUSE 11.1 County may terminate or suspend performance under this Agreement on the seventh (7th) calendar day following Consultant’s receipt of County’s written notice of termination for cause and for any reason including, without limitation, the convenience of County. The term “cause” includes, without limitation: (1) actions which may result in a significant Master Planning Services for Regional County Parks Page | 7 Professional Services Contract Serial # 240007-ROQ detriment to County, (2) the material breach of this Agreement, (3) the failure to carry, maintain or otherwise provide evidence that Consultant has procured the insurance required by this Agreement; (4) The failure to timely perform the Services; (5) the failure to deliver the Deliverables as required by this Agreement; and (6) the failure to pay third parties as required by Section 5.5. On the effective date of termination or suspension Consultant has a duty to immediately cease further performance of the Services and promptly take such actions as are reasonably required to secure the Deliverables. Within seven (7) days following receipt of notice of termination or suspension, Consultant has a duty to: (a) deliver to County originals of the Deliverables (whether or not completed) together with all confidential information and other documents which are the property of County; and (b) submit to County a final invoice through the effective date of termination or suspension. County’s obligation to pay an appropriate Consultant’s final invoice is conditioned upon receipt of the Deliverables (current as of the effective date of termination or suspension). 12.0 TERMINATION FOR CONVENIENCE The County reserves the right to terminate the Contract, in whole or in part at any time, when in the best interests of the County without penalty or recourse. Upon receipt of the written notice, the Consultant shall immediately stop all work, as directed in the notice, notify all subcontractors of the effective date of the termination and minimize all further costs to the County. In the event of termination under this paragraph, all documents, data and reports prepared by the Consultant under the Contract shall become the property of and be delivered to the County upon demand. The Consultant shall be entitled to receive just and equitable compensation for work in progress, work completed and materials accepted before the effective date of the termination. 13.0 SUSPENSION OF WORK The County may order the Consultant, in writing to suspend, delay, or interrupt all or any part of the work of this Contract for the period of time the County Procurement Officer determines appropriate for the convenience of the County. If the performance of all or any part of the work is, for an unreasonable period of time, suspended, delayed, or interrupted (1) by an unreasonable act of the Procurement Officer in the administration of this Contract, or (2) by the Procurement Officer’s unreasonable failure to act within the time specified in this contract (or within a reasonable time if not specified), an adjustment shall be made for any increase in the cost of performance of the contract (excluding profit) necessarily caused by the unreasonable suspension, delay, or interruption, and the contract modified in writing accordingly. However, no adjustment shall be made under this provision for any suspension, delay, or interruption to the extent that performance would have been so suspended, delayed, or interrupted by any other cause, including the fault of negligence of the Consultant, or for which an equitable adjustment is provided for or excluded under any other term or condition of this contract. A claim under this provision shall not be allowed: For any costs incurred more than 20 days before the Consultant shall have notified the Procurement Officer in writing of the act or failure to act involved (but this requirement shall not apply as to a claim resulting from a suspension order); and Master Planning Services for Regional County Parks Page | 8 Professional Services Contract Serial # 240007-ROQ Unless the claim, in an amount stated, is asserted in writing as soon as practicable after the termination of the suspension, delay, or interruption, but not later than the date of final payment under the contract. 14.0 NEGOTIATION CLAUSE Recovery of damages related to expenses incurred by Consultant for a delay for which the County is responsible, which is unreasonable under the circumstances and which was not within the contemplation of the parties to the contract, shall be negotiated between Consultant and the County. This provision shall be construed so as to give full effect to any provision in the contract which requires notice of delays, provides for arbitration or other procedure for settlement or provides for liquidated damages. 15.0 COMPLIANCE WITH LAWS Consultant is required to comply with all Federal, State and local ordinances and regulations. Consultant’s signature on this contract certifies compliance with the provisions of the I-9 requirements of the Immigration Reform Control Act of 1986 for all personnel that Contractor and any subcontractors employ to complete this Project. It is understood that the County shall conduct itself in accordance with the provisions of the Maricopa County Procurement Code. The Contractor warrants that it is in compliance with A.R.S. § 41-4401 and further acknowledges: (1) That the Consultant and its sub-contractors, if any, warrant their compliance with all Federal immigration laws and regulations that relate to their employees and their compliance with A.R.S. § 23-214, subsection A; After December 31, 2007, every employer, after hiring an employee, shall verify the employment eligibility of the employee through the e-verify program and shall keep a record of the verification for the duration of the employee’s employment or at least three (3) years, whichever is longer. (2) That a breach of a warranty under subsection 1 above, shall be deed a material breach of the contract that is subject to penalties up to and including termination of the contract(s); (3) That the contracting government entity retains the legal right to inspect the papers of any Consultant or subcontractor employee who works on the contract to ensure that the Consultant or subcontractor is complying with the warranty provided under subsection 1 above and that the Consultant agrees to make all papers and employment records of said employee(s) available during normal working hours in order to facilitate such an inspection. (4) That nothing herein shall make any Consultant or subcontractor an agent or employee of the contracting government entity. 16.0 SBE PROGRAM Master Planning Services for Regional County Parks Page | 9 Professional Services Contract Serial # 240007-ROQ It is Maricopa County’s policy to endeavor to ensure in every way possible that small business participation firms shall have the opportunity to provide professional services, materials, and contractual services to the County in a nondiscriminatory manner. 17.0 SBE PARTICIPATION PAY FORM This form is to be submitted with each pay application or invoice. Any pay application or invoice without this form attached is subject to rejection as not being a completed pay application or invoice pursuant to the terms of the contract. 18.0 ANTI-DISCRIMINATION PROVISION Consultant agrees not to discriminate against any employee or applicant for employment because of race, age, color, religion, sex, disability, or national origin, and further agrees not to engage in any unlawful employment practices. Consultant further agrees to insert this provision in all subcontracts hereunder. CONTRACTOR agrees to comply with all provisions and requirements of Arizona Executive Order 2009-09 including flow down of all provisions and requirements to any subcontractors. Executive Order 2009-09 supersedes Executive order 99-4 and amends Executive order 75-5 and may be viewed and downloaded at the Governor of the State of Arizona’s website http://www.azgovernor.gov/dms/upload/EO_2009_09.pdf which is hereby incorporated into this contract as if set forth in full herein. During the performance of this contract, CONTRACTOR shall not discriminate against any employee, client or any or any other individual in any way because of that person’s age, race, creed, color, religion, sex, disability or national origin. 19.0 INFLUENCE As prescribed in MCI-1203 of the Maricopa County Procurement Code, any effort to influence an employee or agent to breach the Maricopa County Ethical Code of Conduct, or any unethical conduct, may be grounds for Disbarment or Suspension under MC1-902. An attempt to influence includes, but is not limited to: (1) A person offering or providing a gratuity, gift, tip, present, donation, money entertainment or educational passes or tickets, or any type valuable contribution or subsidy; (2) That is offered or given with the intent to influence a decision, obtain a contract, garner favorable treatment, or gain favorable consideration of any kind. If a person attempts to influence any employee or agent of Maricopa County, the Chief Procurement Officer, or his designee, reserves the right to seek any remedy provided by the Maricopa County Procurement Code, any remedy in equity or in the law, or any remedy provided by this contact. 20.0 AUDIT RIGHTS Master Planning Services for Regional County Parks Page | 10 Professional Services Contract Serial # 240007-ROQ In accordance with section MCI 371 of the Maricopa County Procurement Code the Contractor agrees to retain all books, records, accounts, statements, reports, files, and other records and back-up documentation relevant to this Contract for six (6) years after final payment or until after the resolution of any audit questions which could be more than six (6) years, whichever is latest. The County, Federal or State auditors and any other persons duly authorized by the Office of Procurement Services shall have full access to, and the right to examine, copy and make use of, any and all said materials. If the Contractor’s books, records, accounts, statements, reports, files, and other records and back-up documentation relevant to this Contract are not sufficient to support and document that requested services were provided, the Contractor shall reimburse Maricopa County for the services not so adequately supported and documented. If at any time it is determined by the County that a cost for which payment has been made is a disallowed cost, the County shall notify the Contractor in writing of the disallowance. The course of action to address the disallowance shall be at sole discretion of the County, and may include either an adjustment to future claim submitted by the Contractor by the amount of the disallowance, or to require reimbursement forthwith of the disallowed amount by the Contractor by issuing a check payable to Maricopa County. 21.0 MISCELLANEOUS 21.1 Severability. If any provision or part of a provision of this Agreement is determined to be superseded, invalid, illegal, or otherwise unenforceable under any Applicable Law or court order, such determination will not impair or otherwise affect the validity, legality, or enforceability of the remaining provision or parts of the provision of the Agreement, which remain in full force and effect as if the unenforceable provision or part were deleted. 21.2 No Waiver. The failure of either party to insist, in any one or more instances, on the performance of any obligation or right under the Agreement does not constitute a waiver or relinquishment of such obligation or right with respect to future performance. 21.3 Independent Contractor. Consultant is an independent contractor, not an employee of County. Without limiting the foregoing Consultant acknowledges and agrees that County will not include employees of Consultant in any of its employee benefit plans and Consultant will pay taxes on payments received. 21.4 Successors and Assigns. County and Consultant, respectively, bind themselves, their partners, successors, assigns and legal representatives to the other party to this Agreement and to the partners, successors, assigns and legal representatives of such other party with respect to all covenants of this Agreement. Neither Party will assign, sublet or transfer any interest in this Agreement without the written consent of the other, provided. 21.5. Consultant. No portion of the Services may be subcontracted to any other party without the prior written consent of County. In the event such consent is given, Consultant must include in all subcontracts terms and conditions which bind each sub-consultant to Consultant to the same extent Sub-consultant is bound to County in this Agreement including, but not limited to, the payment, indemnification, dispute resolution and audit terms. Nothing contained in this Agreement creates a contractual relationship with or a cause of action in favor of a third party against either Consultant or County. Master Planning Services for Regional County Parks Page | 11 Professional Services Contract Serial # 240007-ROQ 21.6 Counterparts. This Agreement may be executed simultaneously in two or more counterparts, each of which is deemed an original. When proving this Agreement, it is only necessary to produce or account for the counterpart signed by the party against whom the proof is being presented. 21.7 Notices & Authorized Representatives. Notices are sufficient if in writing and delivered by hand, email or by regular mail to the authorized representative of the other party; notices sent by regular mail will also be transmitted by facsimile or email at the time of mailing. Unless otherwise designated in writing, the signatories to this Agreement are the parties’ authorized representatives for all purposes. 21.8 CERTIFICATION REGARDING DEBARMENT AND SUSPENSION 21.8.1 The undersigned (authorized official signing for the contractor/bidder) certifies to the best of his or her knowledge and belief, that the contractor/bidder, and its principals: 21.8.1.1 Are not presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from covered transactions by any Federal Department or agency 21.8.1.2 Have not within 3-year period preceding this solicitation/contract been convicted of or had a civil judgment rendered against them for commission of fraud or a criminal offense in connection with obtaining, attempting to obtain, or performing a public (Federal, State or local) transaction or contract under a public transaction; violation of Federal or State antitrust statues or commission of embezzlement, theft, forgery, bribery, falsification or destruction of records, making false statements, or receiving stolen property; 21.8.1.3 Are not presently indicted or otherwise criminally or civilly charged by a government entity (Federal, State or local) with commission of any of the offenses enumerated in this paragraph of this certification; and 21.8.1.4 have not within a 3-year period preceding this Contract had one or more public transaction (Federal, State or local) terminated for cause of default. 21.8.2 Should the contractor/bidder not be able to provide this certification, a comprehensive explanation as to why should be attached to its contract. 21.8.3 The contractor agrees to include, without modification, this clause in all lower tier covered transactions (i.e. transactions with subcontractors) and in all solicitations for lower tier covered transactions related to this contract. 21.9 UNIFORM ADMINISTRATIVE REQUIREMENTS: When applicable and by entering into this Contract the Contractor agrees to comply with all applicable provisions of Title 2, Subtitle A, Chapter II, PART 200—UNIFORM ADMINISTRATIVE REQUIREMENTS, COST PRINCIPLES, AND AUDIT REQUIREMENTS FOR FEDERAL AWARDS contained in Title 2 C.F.R. § 200 et seq. Master Planning Services for Regional County Parks Page | 12 Professional Services Contract Serial # 240007-ROQ 21.10 FORCED LABOR: By submitting a bid for this solicitation and/or entering into a contract as a result of this solicitation, contractor agrees to comply with all applicable portions of Arizona Revised Statutes Section 35-394. Contracting; procurement; prohibition; written certification; remedy; termination; exception; definitions. Contractor certifies that it does not currently, and agrees for the duration of the contract, that it will not use: The forced labor of ethnic Uyghurs in the People’s Republic of China. Any goods or services produced by the forced labor of ethnic Uyghurs in the People’s Republic of China. Any contractors, subcontractors or suppliers that use the forced labor or any good or services produced by the forced labor of ethnic Uyghurs in the People’s Republic of China. If contractor becomes aware during the term of the agreement that contractor is not in compliance with this paragraph, the contractor shall notify the County within five business days after becoming aware of the noncompliance. If the contractor fails to provide a written certification to the County that the contractor has remedied the noncompliance within 180 days after notifying the County of its noncompliance, then the agreement terminates, except that if the agreement termination date occurs before the end the 180 day period, the agreement terminates on the agreement termination date. 21.11 WRITTEN CERTIFICATION PURSUANT TO A.R.S. § 35-393.01 If vendor engages in for-profit activity and has 10 or more employees, and if this agreement has a value of $100,000 or more, vendor certifies it is not currently engaged in, and agrees for the duration of this agreement to not engage in, a boycott of goods or services from Israel. This certification does not apply to a boycott prohibited by 50 U.S.C. § 4842 or a regulation issued pursuant to 50 U.S.C. § 4842 Master Planning Services for Regional County Parks Page | 13 Professional Services Contract Serial # 240007-ROQ IN WITNESS WHEREOF: Five (5) identical counter parts of this contract, each of which shall for all purposes be deemed an original thereof, have been duly executed by the parties hereinabove named, on the date and year first above written. J2 _________________________________ Engineering & Environmental Design, LLC By: _____________________________ Consultant Its duly authorized _________________ By: _____________________________ Aaron Allan _________________________________ Printed Name Signature Title: ___________________________ Vice President Date: ___________________________ 1/15/2024 ________________________________ 06-1648988 ________________________________ Tax Identification Number Vendor Payment Terms Maricopa County RECOMMENDED BY: ___________________________________ Parks and Recreation Department Director ______________________ Date LEGAL REVIEW: Approved as to form and within the powers and authority granted under the laws of the State of Arizona _____________________________________ Deputy County Attorney Date BOARD OF SUPERVISOR’S APPROVAL: By: ___________________________ Chairman, Board of Supervisors Date: _________________________ ATTEST: By: ___________________________ ___906-72_____________________ Clerk of the Board NIGP Commodity Code (Advantage) Master Planning Services for Regional County Parks Page | 14 Professional Services Contract Serial # 240007-ROQ PAGE 1 EXHIBIT 4 Maricopa County Parks and Recreation Department Scope of Work for Master Planning Services for Regional County Parks Maricopa County Parks and Recreation Department (MCPRD) is one of the largest regional park systems in the United States. It offers visitors the best of the Sonoran Desert in eight regional parks/recreation areas, one education center, two conservation areas, two concession parks, a regional trail system, and one regional park under development. MCPRD offer many activities, such as hiking, picnicking, camping, mountain biking, and more, including multiple campgrounds, day-use areas, and over 650 miles of hiking, equestrian, and cycling trails within approximately 120,000 acres. Our vision is to connect people with nature through regional parks, trails, and programs, inspire an appreciation for the Sonoran Desert's beauty and natural open spaces, and create life-long positive memories. Project Description MCPRD is soliciting qualified professional consulting services to develop nine Park Master Plans over three years. Through extensive community and stakeholder engagement, the master plans shall identify how to connect the diverse uses at each park location, prioritize opportunities for resource management, and determine what infrastructure is needed to support recreation. The selected consultant will provide MCPRD with professional services highlighting each site’s limitations, possibilities, interconnections between its existing and future amenities, and connections to the surrounding neighborhoods. At this time, MCPRD anticipates Park Master Plan development based on the following schedule: Year One: • Cave Creek Regional Park (including Black Mountain) • Spur Cross Conservation Area (including Oscar Meyer Land) • Lake Pleasant Regional Park (including Agua Fria Conservation Area and Desert Outdoor Center) Year Two: • Buckeye Hills Regional Park • Estrella Mountain Regional Park • White Tank Mountain Regional Park PAGE 2 Year Three: • San Tan Mountain Regional Park • Usery Mountain Regional Park • McDowell Mountain Regional Park One comprehensive Master Plan shall be developed for each location listed above. Information on each location is on our website at www.maricopa.gov/parks. The master plan(s) shall include: • Review of the original or last completed master plan update for each park. • A standard metholdology and template that can be used in future planning for consistency and efficiency. • Develop an estimated cost for capital improvements listed in the master plan, including proposed facility renovations and infrastructure improvements. • A resource analysis to evaluate the existing resources, facilities, and programming against emerging trends and benchmarks for gaps in service and new opportunities. • Review of land ownership and acquisition constraints (i.e. agreements, R&PP requirements, conservation easement). • Evaluation of existing conditions at each park, incorporating related planning documents from other agencies that may impact the park, as well as outcomes identified in the Department's Strategic System Master Plan. • Extensive community and stakeholder engagement • A comprehensive needs assessment for each park. This will include a thorough analysis of existing park assets and amenities to determine deficiencies and recommendations for future growth. Documentation of the priorities and demands of the current population and long-range planning for anticipated population growth and changes. • Develop and prioritize an implementation plan for each park that outlines anticipated costs and operation and maintenance implications. Project Deliverables: As each master plan is completed, a final project report documenting the project process and key deliverables in original-editable format, GIS/shapefile (for any plans), and .pdf format shall be provided. The format will be as follows: • Executive Summary, • Site plan of existing conditions, a summary of site and resource analysis, • Synthesis of findings of the public process including, but not limited to: user surveys, stakeholders input, open houses, and feedback on concepts, • Economic development strategies that balance services, recreation, and enjoyment of the park, PAGE 3 • Site plan of future conditions, including proposed amenities, • Phasing plan and estimated cost breakdown of proposed amenities, • Development requirements (SHPO NEPA, POD, etc.) and constraints (water utilities, zoning, etc), • Park zoning requirements to achieve conservation goals, • Current and future carrying capacity strategies that identy increase capacity in specific locations while protecting resources and visitor experiences, • Opportunities to expand the role of concessionaires in providing and maintaining facilities and opportunities, • Recommendation to conform with the latest trends and growth projections. A final master plan draft for each location will be reviewed by MCPRD for feedback and revisions prior to the final Park Master Plan completion. Guiding Principles MCPRD's planning process will be guided by Guiding Principles that set the stage for planning process design, citizen engagement, prioritization of plan elements/programming, and implementation/decision-making. The following Guiding Principles will help guide the Mission and Vision of Maricopa County Parks and Recreation: 1. Indigenous Acknowledgement: Maricopa County participates with Fort McDowell Yavapai Nation, Gila River Indian Community, Salt River Pima-Maricopa Indian Community, and Tohono O’odham Nation. 2. Inclusion and Equity: a. Provide multi-generational opportunities b. Implement community outreach and participation to ensure multicultural opportunities c. Ensure equitable access to park facilities, programs, and events d. Design and implement park projects and programming to include access by people with disabilities e. Geographic diversity of projects and programs f. Respond to changing recreational needs and priorities 3. Quality over Quantity: A necessary balance between the quality of parks and community recreation facilities with the overall quantity of facilities. 4. Resiliency and Sustainability: Adhere to climate change adaptation strategies and approaches for recreation. Ensure long-term adaptability and provide recreational opportunities that will not compromise environmental quality over time. Other considerations include: a. Cost reasonableness b. Operational and maintenance costs, including energy efficiency and energy reduction strategies PAGE 4 c. Use durable, low-maintenance, and natural/native materials d. Balance of naturalized and maintained landscapes from a user, ecological, and maintenance perspective e. Place-appropriate use of the land f. Create high-quality, timeless design g. Follow best practices in the management and maintenance of currently built assets 5. Natural Resource Management: Protect, restore, and preserve natural resources and ecological systems. a. Native and Invasive Species – promote removing invasive species and incorporating native plantings i. Phase out the use of non-native nursery species that are not appropriate for the region 6. Community Partnerships: Cultivate strategic use of volunteers and community groups to perform mission-critical work that would otherwise go undone due to staffing and funding limitations. 7. Healthy Community: Supporting health and well-being is a priority. Maricopa County will actively promote access for all to recreation in a clean, safe environment. Investments and policies will advance and maximize health and health equity. 8. Safety: Provide a safe, secure, welcoming park and recreational experience. a. Ensure adequate and appropriate lighting when applicable b. Provide trail wayfinding and trail length and character information through on-site signage, online platforms, or other means c. Signage and wayfinding placement in collaboration with emergency response teams d. Apply crime prevention principles in the planning and design of individual parks, trails, and facilities 9. Cost Recovery: Apply a cost recovery and financial performance model to sustain programs, built assets/facilities, and lands over 10 years. 10. Land Management: Designate land that requires protection as open space, including ecologically valuable or natural areas. J2 Engineering & Environmental Design, LLC | 4649 E. Cotton Gin Loop, Suite B2 Phoenix, AZ 85040 January 11, 2024 – Revision 3 Corry Slama Office of Procurement Services Maricopa County 301 W. Jefferson Street, Suite 700 Phoenix, AZ 85003 Re: Master Planning Services for Regional County Parks (240007-ROQ) Dear Mr. Slama, J2 Engineering and Environmental Design, LLC (J2 Design) is pleased to provide professional landscape architecture master planning services for nine of the County’s regional parks. This scope of services is based upon our understanding of the project from our scoping meeting held on Tuesday, November 7th, with County staff, J2 Design Staff, as well as sub-consultant staff members from BerryDunn and EPG. Additional feedback was received from on-going email and phone correspondence. J2 will serve as the prime consultant for the project with BerryDunn as the Key Partner leading the planning efforts. J2 has also partnered with EPG, a landscape architecture and environmental firm to help meet the three year project schedule. Project Understanding: Maricopa County Parks (MCP) desires to develop a separate master plan document for nine of its parks. Per the initial schedule developed by MCP, J2 has outlined our expectation for the next three years. In 2024, we aim to complete a comprehensive assessment of the entire park system and then start developing master plans for Cave Creek, Spur Cross Ranch, and McDowell Mountain. Moving on to 2025, our focus will shift to Lake Pleasant, Estrella Mountain, and finally, Buckeye Hills. To wrap up the project in 2026, the design team will finish with White Tank, Usery Mountain, and San Tan Mountain Regional Parks. Throughout this process, we will engage with the community and recognized stakeholders to gather input on the recreational needs of the County. The master plan will assess the current infrastructure at each regional park and offer recommendations for future improvements complete with opinions of probable costs and renderings. The finalized master plan document will present goals and action items for the County to implement. Master Planning Services For Regional County Parks 1 J2 Engineering & Environmental Design, LLC | 4649 E. Cotton Gin Loop, Suite B2 Phoenix, AZ 85040 Our Lump Sum fee is as follows: Year 2024 J2 Design: $146,982.00 BerryDunn: $161,940.00 EPG: $189,766.00 Total Fee 2024: $498,688.00 Year 2025 J2 Design: $149,103.00 BerryDunn: $125,049.00 EPG: $158,713.00 Total Fee 2025: $432,865.00 Year 2026 J2 Design: $153,895.00 BerryDunn: $136,230.00 EPG: $85,454.00 Total Fee 2026: $375,579.00 Subtotal Fee Years ‘24, ‘25, and ‘26 $1,307,132.00 NEPA Evaluation Allowance $30,000.00 Total Fee $1,337,132.00 Thank you for the opportunity to continue to provide professional services on this project and serve Maricopa County. Please contact me if you have any questions. Sincerely, Adam Hawkins, PLA, ASLA Project Manager ahawkins@j2design.us c: 623.694.6134 o: 602.438.2221 xt 138 Master Planning Services For Regional County Parks 2 J2 Engineering & Environmental Design, LLC | 4649 E. Cotton Gin Loop, Suite B2 Phoenix, AZ 85040 Scope of Services: Design Task 100: Project Management and Coordination J2 will serve as the overall prime consultant tasked with developing the project work plan and schedule for each of the nine park sites. J2 will coordinate with MCP as well as our sub- consultants (BerryDunn & EPG) to map out a schedule for the entire year including when to hold open house events and which park events to attend as part of a drop-in event. Deliverables: • Project work plan (Excel)(PDF) • Project schedule (Excel)(PDF) Task 200: Public Input, Community Engagement, and Public Outreach, Project Meetings J2 will assist BerryDunn in the public engagement aspects of the project to solicit community input. J2 will provide input into the engagement strategy prepared by BerryDunn. J2 will review the online engagement platform developed and administered by BerryDunn. J2 will attend meetings with MCP staff, stakeholders, parks board members, board of county supervisors and attend Community Events. Meetings: • Kick-Off Meeting – One (1) meeting per year, three (3) meetings. • The kick-off meeting is anticipated to be two (2) hours in duration. J2 will have two (2) representatives at this meeting. • Site Visit – One (1) Per Park - Nine (9) meetings. • Each site visit is anticipated to be eight (8) hours in duration inclusive of travel time. J2 will have two (2) representatives at this meeting. • Monthly Coordination Meeting – One (1) Per Month – Thirty Six (36) meetings. • Each monthly coordination meeting is anticipated to be two (2) hours in duration and be held virtually. J2 will have two (2) representatives at this meeting. • Open House Events – Four (4) Meetings per 3 Parks – Twelve (12) meetings. • Each open house event is anticipated to be four (4) hours in duration inclusive of travel time and setup. J2 will have two (2) representatives at this meeting. • Stakeholder Meetings – One (1) Per Park – Nine (9) meetings. • Each Stakeholder meeting is anticipated to be six (6) hours in duration inclusive of travel time and setup. It is also anticipated that all stakeholder groups (private and public) will meet at one time to condense number of meetings required. J2 will have two (2) representatives at this meeting. • Parks Board Meeting – Three (3) total meetings, one (1) per year. • Each parks board meeting is anticipated to be four (4) hours in duration inclusive of travel time. J2 will have two (2) representatives at this meeting. • Board of Supervisors Meeting – One (1) total meeting. Master Planning Services For Regional County Parks 3 J2 Engineering & Environmental Design, LLC | 4649 E. Cotton Gin Loop, Suite B2 Phoenix, AZ 85040 • Each board of supervisors meeting is anticipated to be four (4) hours in duration inclusive of travel time. J2 will have two (2) representatives at this meeting. Task 300: Data Collection and Analysis J2 will assist EPG in collection of data on existing Maricopa County Park Facilities. J2 will perform site visits to verify existing conditions and provide ratings of facilities based on the BerryDunn GRASP system. Task 400: Draft Plan Development After the project team has met with the majority of the project stakeholders in task 200, and completed a review of the existing data in task 300, J2 and its sub-consultant team will begin to develop the draft master plan report. Refer to appendix A, for an outline of the proposed report and its contents. Once the draft plan is ready for review, J2 will forward to MCP staff for their review and feedback. Deliverables: • Draft Plan (PDF) • MCP Comment Form (Word) & (PDF) Task 500: Final Plan Development After MCP staff has reviewed the draft master plan report as prepared in task 400, J2 and its sub-consultant team will begin to finalize the master plan report document. Refer to appendix A, for an outline of the proposed report and its contents. Deliverables: • Final Master Plan Report (PDF) Master Planning Services For Regional County Parks 4 J2 Engineering & Environmental Design, LLC | 4649 E. Cotton Gin Loop, Suite B2 Phoenix, AZ 85040 Sub Consultants Team Members J2 has requested scope and fee submittals from the following consultants: BerryDunn to develop a comprehensive engagement strategy to maximize stakeholder interaction and feedback. Berrydunn will also develop and review an overall parks needs assessment. EPG to assist in the development of the master plan document. EPG will also be responsible for data collection at each of the nine regional parks. Design Allowance The following allowances may only be utilized if authorized in advance by the County. The proposed allowance shall not be authorized until a full modified scope is known and the allowance may need to be increased if the required scope exceeds the established allowance amount. A National Environmental Policy Act (NEPA) Evaluation Allowance – An allowance has been developed to cover extra design and research costs for creating the necessary reports and assessments. This is to the meet the requirements of the federal agencies (BLM, BOR) that oversee certain County parks. Based on discussions with the County‘s park staff, only one parks, Lake Pleasant, is expected to use this allowance for the NEPA evaluation, and it assumes only an update to existing environmental assessment and not the development of a new environmental assessment. All other parks are considered excluded from utilizing the allowance. Master Planning Services For Regional County Parks 5 J2 Engineering & Environmental Design, LLC | 4649 E. Cotton Gin Loop, Suite B2 Phoenix, AZ 85040 General Project Understanding Maricopa County shall designate a person for the project to act as the Client’s representative with respect to the services to be performed or furnished by the Design Team under this agreement. Such person, department, or committee shall have complete authority to transmit instructions, receive information, interpret, and define the Client's policies and decisions with respect to the Design Team's services for the Project. Maricopa County shall also provide key team personnel to be available in coordination meetings including operations and plan review representatives. Maricopa County shall make available to the Design Team all existing available data and records relevant to the project. Maricopa County shall approve in a timely manner all criteria and information as to Client's requirements for the Project including planning objectives and constraints, performance requirements, any budgetary limitations, and the submittal by the Design Team at the various phases of the projects. Maricopa County shall furnish to the Design Team, upon the request of the Design Team for performing the services, any existing pertinent data prepared by or services of others, including electronic base maps, drawings of physical conditions, environmental or cultural assessments, impact statements, and other relevant planning studies or data pertaining to the project. Maricopa County shall give prompt notice to Design Team whenever Client observes or otherwise becomes aware of any development that affects the scope of services or the time schedule of the Design Team. Maricopa County warrants and represents that members of the Design Team have the right to enter upon the real property involved herein, and extends this right to J2. The Design Team agrees to exercise due care in the performance of all services pursuant hereto. Master Planning Services For Regional County Parks 6 J2 Engineering & Environmental Design, LLC | 4649 E. Cotton Gin Loop, Suite B2 Phoenix, AZ 85040 Design Assumptions and Exclusions: 1. All meeting minutes will be prepared by J2 Design 2. Public information and engagement materials will be prepared by BerryDunn or J2 Design 3. Reproduction of hard copies have not been included in this proposal. 4. Base inventory data will be collected by BerryDunn for the GRASP system and J2 will assist in “boots on the ground” verification. 5. This scope of services assumes a three year long design schedule. 6. Construction Documents are not included with the scope. 7. No drop in events are included, input will be gathered at open houses only 8. No recap meetings are included, any project recap meetings will be coordinated with regularly scheduled monthly design meeting. 9. All other items not listed in this scope of work are considered excluded. We would expect to start our services promptly after receipt of your acceptance, along with the Maricopa County’s approval, and complete our services in a timely manner. This Exhibit represents the entire understanding of the Scope of Work as set out herein and may only be modified in writing signed by both parties. Master Planning Services For Regional County Parks 7 Master Planning Maricopa Services County For Regional Parks County Parks Maricopa County and Recreation Department J2 Engineering and Environmental Design, LLC 1/11/2024 Fee Summary For Master Planning Services for Regional County Parks Prepared by 1/11/2024 J2 Engineering and Environmental Design, LLC 2024 - Initial Project Assessments, Cave Creek, Spur Cross Ranch, and McDowell Mountain Regional Parks J2 Design Fee $146,982.00 Berry Dunn Fee $161,940.00 EPG Fee $189,766.00 Total Fee for 2024 $498,688.00 2025 -Estrella Mountain, Lake Pleasant, and Buckeye Hills Regional Parks J2 Design Fee $149,103.00 Berry Dunn Fee $125,049.00 EPG Fee $158,713.00 Total Fee for 2025 $432,865.00 2026 - White Tank, Usery Mountain, and San Tan Mountain Regional Parks J2 Design Fee $153,895.00 Berry Dunn Fee $136,230.00 EPG Fee $85,454.00 Total Fee for 2026 $375,579.00 Subtotal for Years '24, '25, and '26 $1,307,132.00 NEPA Evaluation Allowance $30,000.00 Total Fee for Master Planning $1,337,132.00 Services for Regional County Parks J2 Design | Year 1 | 2024 Berry Dunn | Year 1 | 2024 EPG | Year 1 | 2024 Landscape Landscape Senior Consultant Sr. Landscape Landscape Landscape Archaeologist, Auth. Project Project Labor Category: Designer Labor Category: Manager (3) Staff Consultant Administration Labor Category: Sr. Associate GIS Technician Architect Sr. Architect (4) Architect Architect Designer Biologist, Editor Reviewer Accountant Rate: $ 192.58 $ 132.16 $ 87.68 Rate: $ 340.00 $ 290.00 $ 210.00 $ 130.00 Rate: $ 218.50 $ 169.80 $ 135.70 $ 94.50 $ 138.95 $ 114.75 $ 223.50 $ 123.25 BD EPG Task # Task Description: J2 Hours Total Task # Task Description: Task # Task Description: Hours Total Hours Total 100 Project Management and Coordination 100 Project Management and Coordination 100 Project Management and Coordination 102 Project Work Plan and Schedule 30 10 40 102 Project Work Plan and Schedule 10 2 12 102 Project Work Plan and Schedule 5 5 4 14 200 Public Input, Community Engagement, and Public Outreach 200 Public Input, Community Engagement, and Public Outreach 200 Public Input, Community Engagement, and Public Outreach 201 Comprehensive Engagement Strategy 10 10 201 Comprehensive Engagement Strategy 4 5 9 201 Comprehensive Engagement Strategy 0 Online Engagement Platform Development and Upkeep Online Engagement Platform Development and Upkeep Online Engagement Platform Development and Upkeep 202 10 10 202 2 32 34 202 0 (Social Pinpoint) (Social Pinpoint) (Social Pinpoint) 203 Kick-Off Meeting - (1 Mtg. Per Year) 6 6 12 203 Kick-Off Meeting - (1 Mtg. Per Year) 6 6 12 203 Kick-Off Meeting - (1 Mtg. Per Year) 6 6 12 204 Site Visit - 1 Per Park (3 Visits) 24 24 48 204 Site Visit - 1 Per Park (3 Visits) 24 24 48 204 Site Visit - 1 Per Park (3 Visits) 16 16 16 24 72 205 Statistically-Valid Survey Development (BD) 205 Statistically-Valid Survey Development (BD) 8 8 205 Statistically-Valid Survey Development (BD) 0 206 Monthly Coordination Meetings (Virtual) (12 Mtgs.) 24 24 48 206 Monthly Coordination Meetings (Virtual) (12 Mtgs.) 18 8 26 206 Monthly Coordination Meetings (Virtual) (12 Mtgs.) 24 24 36 84 207 Open House Events - 4 Meetings Per 3 Parks (4 Mtgs.) 16 16 32 207 Open House Events - 4 Meetings Per 3 Parks (4 Mtgs.) 8 6 14 207 Open House Events - 4 Meetings Per 3 Parks (4 Mtgs.) 12 12 24 208 Stakeholder Meeting - 1 Meeting per Park (3 Mtgs.) 18 18 36 208 Stakeholder Meeting - 1 Meeting per Park (3 Mtgs.) 6 6 12 208 Stakeholder Meeting - 1 Meeting per Park (3 Mtgs.) 8 8 16 209 Parks Board Meeting - 1 Meeting 4 4 8 209 Parks Board Meeting - 1 Meeting 2 2 209 Parks Board Meeting - 1 Meeting 4 3 7 210 Board of Supervisors Meeting - 1 Meeting Total 210 Board of Supervisors Meeting - 1 Meeting Total 0 210 Board of Supervisors Meeting - 1 Meeting Total 0 211 Meeting Sign in Sheets, Agendas, and Minutes 21 21 42 211 Meeting Sign in Sheets, Agendas, and Minutes 0 211 Meeting Sign in Sheets, Agendas, and Minutes 0 300 Data Collection and Analysis 300 Data Collection and Analysis 300 Data Collection and Analysis 301 Park, Facility, Aquatics and Open Space Inventory 32 32 64 301 Park, Facility, Aquatics and Open Space Inventory 10 16 26 301 Park, Facility, Aquatics and Open Space Inventory 40 100 120 120 48 16 444 302 Evaluation of Current Levels of Service 302 Evaluation of Current Levels of Service 8 8 16 302 Evaluation of Current Levels of Service 2 2 4 303 County Demographics 303 County Demographics 2 9 3 14 303 County Demographics 0 Benchmarking and Comparison of Parks and Recreation Benchmarking and Comparison of Parks and Recreation Benchmarking and Comparison of Parks and Recreation 304 304 3 9 2 14 304 2 2 4 Resources Resources Resources 305 Operations and Maintenance Plan 305 Operations and Maintenance Plan 8 2 10 305 Operations and Maintenance Plan 0 306 Budget, Operation, and Staffing Assessment 306 Budget, Operation, and Staffing Assessment 8 8 306 Budget, Operation, and Staffing Assessment 0 307 Trends and Growth 307 Trends and Growth 2 8 10 307 Trends and Growth 0 308 Place.ai 308 Place.ai 6 30 2 38 308 Place.ai 0 309 Carrying Capacity 309 Carrying Capacity 8 8 309 Carrying Capacity 0 310 Expanding Concessionaires Opportunities 310 Expanding Concessionaires Opportunities 8 8 310 Expanding Concessionaires Opportunities 0 311 Monitoring Strategies 311 Monitoring Strategies 8 8 311 Monitoring Strategies 0 312 Recreation Program Assessment 312 Recreation Program Assessment 3 8 2 13 312 Recreation Program Assessment 0 313 Demands and Needs Assessment 313 Demands and Needs Assessment 3 8 11 313 Demands and Needs Assessment 0 314 Organizational Assessment 314 Organizational Assessment 5 2 7 314 Organizational Assessment 0 Cost Recovery (basic), Economic Development and Cost Recovery (basic), Economic Development and Cost Recovery (basic), Economic Development and 315 315 5 6 2 13 315 0 Funding Strategies Funding Strategies Funding Strategies 400 Draft Plans 400 Draft Plans 400 Draft Plans 401 Development of Written Reports 26 90 136 252 401 Development of Written Reports 12 2 3 17 401 Development of Written Reports 24 48 60 32 24 4 192 402 Development of Proposed Site Improvement Concepts 20 84 224 328 402 Development of Proposed Site Improvement Concepts 0 402 Development of Proposed Site Improvement Concepts 40 120 120 4 284 403 Development of DRAFT Circulation Plan 4 26 30 60 403 Development of DRAFT Circulation Plan 0 403 Development of DRAFT Circulation Plan 4 4 8 404 Develop Opinions of Probable Cost 2 12 22 36 404 Develop Opinions of Probable Cost 0 404 Develop Opinions of Probable Cost 6 12 12 2 32 500 Final Plan 500 Final Plan 500 Final Plan 501 Development of Final Master Plan Report 40 90 130 501 Development of Final Master Plan Report 6 2 8 501 Development of Final Master Plan Report 8 24 32 8 2 74 502 Development of Proposed Site Improvements Concepts 40 120 160 502 Development of Proposed Site Improvements Concepts 0 502 Development of Proposed Site Improvements Concepts 8 24 32 2 66 503 Development of Final Circulation Plan 4 20 24 503 Development of Final Circulation Plan 0 503 Development of Final Circulation Plan 2 2 4 504 Develop Final Opinions of Probable Cost 6 16 22 504 Develop Final Opinions of Probable Cost 0 504 Develop Final Opinions of Probable Cost 4 8 8 1 21 J2 Hours per Labor Category: 52 497 813 1362 Berry Dunn Hours per Labor Category: 193 171 24 18 406 EPG Hours per Labor Category: 215 0 420 400 176 80 31 40 1362 J2 Fee per Labor Category: $ 10,014.00 $ 65,684.00 $ 71,284.00 $ 146,982.00 Berry Dunn Fee per Labor Category: $ 65,620.00 $ 49,590.00 $ 5,040.00 $ 2,340.00 $ 122,590.00 EPG Fee per Labor Category: $ 46,978.00 $ - $ 56,994.00 $ 37,800.00 $ 24,455.00 $ 9,180.00 $ 6,929.00 $ 4,930.00 $ 187,266.00 Year One Fee Amount Sub consultants: Fee Amount Sub consultants: Fee Amount J2 Design $ 146,982.00 ETC - Statistically Valid Survey $ 22,500.00 BerryDunn $ 161,940.00 Total Fee BD - Year 1 - 2024 Total Fee - EPG Year 1 - 2024 EPG $ 189,766.00 $ 161,940.00 $ 189,766.00 Total Sub consultants: $ 498,688.00 Total Sub consultants: $ 22,500.00 Total Sub consultants: $ - Allowances: Fee Amount Allowances: Fee Amount Allowances: Fee Amount BerryDunn Travel Expenses $ 16,850.00 Printing and Board Mounting $ 2,000.00 $ - $ - Mileage $ 500.00 Total Allowances: $ - Total Allowances: $ 16,850.00 Total Allowances: $ 2,500.00 Total Fee - Year 1 - 2024 Including J2 Design, All Sub-Consultants and Allowances $ 498,688.00 J2 Design | Year 2 | 2025 Berry Dunn | Year 2 | 2025 EPG | Year 2 | 2025 Landscape Landscape Senior Consultant Sr. Landscape Landscape Landscape Archaeologist, Auth. Project Project Labor Category: Designer Labor Category: Manager (3) Staff Consultant Administration Labor Category: Sr. Associate GIS Technician Architect Sr. Architect (4) Architect Architect Designer Biologist, Editor Reviewer Accountant Rate: $ 198.36 $ 136.12 $ 90.31 Rate: $ 350.20 $ 298.70 $ 216.30 $ 133.90 Rate: $ 225.05 $ 174.89 $ 139.77 $ 97.33 $ 143.11 $ 118.20 $ 230.20 $ 126.94 EPG Task # . J2 Hours Total Task # Task Description: BD Hours Total Task # Task Description: Hours Total 100 Project Management and Coordination 100 Project Management and Coordination 100 Project Management and Coordination 102 Project Work Plan and Schedule 30 10 40 102 Project Work Plan and Schedule 10 2 12 102 Project Work Plan and Schedule 5 5 4 14 200 Public Input, Community Engagement, and Public Outreach 200 Public Input, Community Engagement, and Public Outreach 200 Public Input, Community Engagement, and Public Outreach 201 Comprehensive Engagement Strategy 10 10 201 Comprehensive Engagement Strategy 4 5 9 201 Comprehensive Engagement Strategy Online Engagement Platform Development and Upkeep Online Engagement Platform Development and Upkeep Online Engagement Platform Development and Upkeep 202 6 6 202 2 16 18 202 (Social Pinpoint) (Social Pinpoint) (Social Pinpoint) 203 Kick-Off Meeting - (1 Mtg. Per Year) 6 6 12 203 Kick-Off Meeting - (1 Mtg. Per Year) 6 6 12 203 Kick-Off Meeting - (1 Mtg. Per Year) 6 6 12 204 Site Visit - 1 Per Park (3 Visits) 24 24 48 204 Site Visit - 1 Per Park (3 Visits) 24 24 48 204 Site Visit - 1 Per Park (3 Visits) 16 16 16 24 72 205 Statistically-Valid Survey Development 205 Statistically-Valid Survey Development 8 8 205 Statistically-Valid Survey Development 206 Monthly Coordination Meetings (Virtual) (12 Mtgs.) 24 24 48 206 Monthly Coordination Meetings (Virtual) (12 Mtgs.) 18 8 26 206 Monthly Coordination Meetings (Virtual) (12 Mtgs.) 24 24 36 84 207 Open House Events - 4 Meetings Per 3 Parks (4 Mtgs.) 16 16 32 207 Open House Events - 4 Meetings Per 3 Parks (4 Mtgs.) 8 8 16 207 Open House Events - 4 Meetings Per 3 Parks (4 Mtgs.) 12 12 24 208 Stakeholder Meeting - 1 Meeting per Park (3 Mtgs.) 18 18 36 208 Stakeholder Meeting - 1 Meeting per Park (3 Mtgs.) 6 6 12 208 Stakeholder Meeting - 1 Meeting per Park (3 Mtgs.) 8 8 16 209 Parks Board Meeting - 1 Meeting 4 4 8 209 Parks Board Meeting - 1 Meeting 2 2 209 Parks Board Meeting - 1 Meeting 4 3 7 210 Board of Supervisors Meeting - 1 Meeting Total 210 Board of Supervisors Meeting - 1 Meeting Total 210 Board of Supervisors Meeting - 1 Meeting Total 211 Meeting Sign in Sheets, Agendas, and Minutes 21 21 42 211 Meeting Sign in Sheets, Agendas, and Minutes 211 Meeting Sign in Sheets, Agendas, and Minutes 300 Data Collection and Analysis 300 Data Collection and Analysis 300 Data Collection and Analysis 301 Park, Facility, Aquatics and Open Space Inventory 36 36 72 301 Park, Facility, Aquatics and Open Space Inventory 10 16 26 301 Park, Facility, Aquatics and Open Space Inventory 40 80 96 96 32 12 356 302 Evaluation of Current Levels of Service 302 Evaluation of Current Levels of Service 8 8 16 302 Evaluation of Current Levels of Service 2 2 4 303 County Demographics 303 County Demographics 303 County Demographics Benchmarking and Comparison of Parks and Recreation Benchmarking and Comparison of Parks and Recreation Benchmarking and Comparison of Parks and Recreation 304 304 304 2 2 4 Resources Resources Resources 305 Operations and Maintenance Plan 305 Operations and Maintenance Plan 8 2 10 305 Operations and Maintenance Plan 306 Budget, Operation, and Staffing Assessment 306 Budget, Operation, and Staffing Assessment 8 8 306 Budget, Operation, and Staffing Assessment 307 Trends and Growth 307 Trends and Growth 307 Trends and Growth 308 Place.ai 308 Place.ai 6 30 2 38 308 Place.ai 309 Carrying Capacity 309 Carrying Capacity 8 8 309 Carrying Capacity 310 Expanding Concessionaires Opportunities 310 Expanding Concessionaires Opportunities 8 8 310 Expanding Concessionaires Opportunities 311 Monitoring Strategies 311 Monitoring Strategies 8 8 311 Monitoring Strategies 312 Recreation Program Assessment 312 Recreation Program Assessment 3 8 2 13 312 Recreation Program Assessment 313 Demands and Needs Assessment 313 Demands and Needs Assessment 3 8 11 313 Demands and Needs Assessment 314 Organizational Assessment 314 Organizational Assessment 5 2 7 314 Organizational Assessment Cost Recovery (basic), Economic Development and Cost Recovery (basic), Economic Development and Cost Recovery (basic), Economic Development and 315 315 5 6 2 13 315 Funding Strategies Funding Strategies Funding Strategies 400 Draft Plans 400 Draft Plans 400 Draft Plans 401 Development of Written Reports 26 90 136 252 401 Development of Written Reports 12 2 3 17 401 Development of Written Reports 21 36 48 20 20 3 148 402 Development of Proposed Site Improvement Concepts 20 84 224 328 402 Development of Proposed Site Improvement Concepts 402 Development of Proposed Site Improvement Concepts 40 80 80 2 202 403 Development of DRAFT Circulation Plan 3 12 24 39 403 Development of DRAFT Circulation Plan 403 Development of DRAFT Circulation Plan 1 1 2 404 Develop Opinions of Probable Cost 2 12 22 36 404 Develop Opinions of Probable Cost 404 Develop Opinions of Probable Cost 4 8 8 1 21 500 Final Plan 500 Final Plan 500 Final Plan 501 Development of Final Master Plan Report 40 90 130 501 Development of Final Master Plan Report 6 2 8 501 Development of Final Master Plan Report 6 16 24 6 1 53 502 Development of Proposed Site Improvements Concepts 40 120 160 502 Development of Proposed Site Improvements Concepts 502 Development of Proposed Site Improvements Concepts 6 16 24 1 47 503 Development of Final Circulation Plan 4 20 24 503 Development of Final Circulation Plan 503 Development of Final Circulation Plan 1 1 2 504 Develop Final Opinions of Probable Cost 6 16 22 504 Develop Final Opinions of Probable Cost 504 Develop Final Opinions of Probable Cost 2 6 6 1 15 J2 Hours per Labor Category: 51 483 811 1345 Berry Dunn Hours per Labor Category: 186 131 24 13 354 EPG Hours per Labor Category: 200 0 322 302 140 58 21 40 1083 J2 Fee per Labor Category: $ 10,116.00 $ 65,746.00 $ 73,241.00 $ 149,103.00 Berry Dunn Fee per Labor Category: $ 65,137.00 $ 39,130.00 $ 5,191.00 $ 1,741.00 $ 111,199.00 EPG Fee per Labor Category: $ 45,010.00 $ - $ 45,006.00 $ 29,394.00 $ 20,035.00 $ 6,856.00 $ 4,834.00 $ 5,078.00 $ 156,213.00 Year One Fee Amount Sub consultants: Fee Amount Sub consultants: Fee Amount J2 Design $ 149,103.00 BerryDunn $ 125,049.00 Total Fee BD - Year 2 - 2025 Total Fee EPG - Year 2 - 2025 EPG $ 158,713.00 $ 125,049.00 $ 158,713.00 Total Sub consultants: $ 432,865.00 Total Sub consultants: $ - Total Sub consultants: $ - Allowances: Fee Amount Allowances: Fee Amount Allowances: Fee Amount BerryDunn Travel Expenses $ 13,850.00 Printing and Board Mounting $ 2,000.00 $ - $ - Mileage $ 500.00 Total Allowances: $ - Total Allowances: $ 13,850.00 Total Allowances: $ 2,500.00 Total Fee - Year 2 - 2025 Including J2 Design, All Sub-Consultants and Allowances $ 432,865.00 J2 Design | Year 3 | 2026 Berry Dunn | Year 3 | 2026 EPG | Year 3 | 2026 Landscape Landscape Senior Consultant Sr. Landscape Landscape Landscape Archaeologist, Auth. Project Project Labor Category: Designer Labor Category: Manager (3) Staff Consultant Administration Labor Category: Sr. Associate GIS Technician Architect Sr. Architect (4) Architect Architect Designer Biologist, Editor Reviewer Accountant Rate: $ 204.31 $ 140.20 $ 93.01 Rate: $ 359.81 $ 307.61 $ 222.18 $ 137.92 Rate: $ 231.81 $ 180.14 $ 143.96 $ 100.25 $ 147.40 $ 121.74 $ 237.11 $ 130.74 BD EPG Task # . J2 Hours Total Task # Task Description: Task # Task Description: Hours Total Hours Total 100 Project Management and Coordination 100 Project Management and Coordination 100 Project Management and Coordination 102 Project Work Plan and Schedule 30 10 40 102 Project Work Plan and Schedule 12 2 14 102 Project Work Plan and Schedule 6 6 4 16 200 Public Input, Community Engagement, and Public Outreach 200 Public Input, Community Engagement, and Public Outreach 200 Public Input, Community Engagement, and Public Outreach 201 Comprehensive Engagement Strategy 12 12 201 Comprehensive Engagement Strategy 6 6 12 201 Comprehensive Engagement Strategy Online Engagement Platform Development and Upkeep Online Engagement Platform Development and Upkeep Online Engagement Platform Development and Upkeep 202 6 6 202 2 16 18 202 (Social Pinpoint) (Social Pinpoint) (Social Pinpoint) 203 Kick-Off Meeting - (1 Mtg. Per Year) 6 6 12 203 Kick-Off Meeting - (1 Mtg. Per Year) 6 6 12 203 Kick-Off Meeting - (1 Mtg. Per Year) 3 3 6 204 Site Visit - 1 Per Park (3 Visits) 24 24 48 204 Site Visit - 1 Per Park (3 Visits) 24 24 48 204 Site Visit - 1 Per Park (3 Visits) 16 16 16 24 72 205 Statistically-Valid Survey Development 205 Statistically-Valid Survey Development 8 8 205 Statistically-Valid Survey Development 206 Monthly Coordination Meetings (Virtual) (12 Mtgs.) 24 24 48 206 Monthly Coordination Meetings (Virtual) (12 Mtgs.) 18 8 26 206 Monthly Coordination Meetings (Virtual) (12 Mtgs.) 24 24 36 84 207 Open House Events - 4 Meetings Per 3 Parks (4 Mtgs.) 16 16 32 207 Open House Events - 4 Meetings Per 3 Parks (4 Mtgs.) 8 8 16 207 Open House Events - 4 Meetings Per 3 Parks (4 Mtgs.) 12 12 24 208 Stakeholder Meeting - 1 Meeting per Park (3 Mtgs.) 18 18 36 208 Stakeholder Meeting - 1 Meeting per Park (3 Mtgs.) 6 6 12 208 Stakeholder Meeting - 1 Meeting per Park (3 Mtgs.) 8 8 16 209 Parks Board Meeting - 1 Meeting 4 4 8 209 Parks Board Meeting - 1 Meeting 2 2 209 Parks Board Meeting - 1 Meeting 4 3 7 210 Board of Supervisors Meeting - 1 Meeting Total 2 2 210 Board of Supervisors Meeting - 1 Meeting Total 2 210 Board of Supervisors Meeting - 1 Meeting Total 2 211 Meeting Sign in Sheets, Agendas, and Minutes 20 20 40 211 Meeting Sign in Sheets, Agendas, and Minutes 211 Meeting Sign in Sheets, Agendas, and Minutes 300 Data Collection and Analysis 300 Data Collection and Analysis 300 Data Collection and Analysis 301 Park, Facility, Aquatics and Open Space Inventory 36 36 72 301 Park, Facility, Aquatics and Open Space Inventory 16 18 34 301 Park, Facility, Aquatics and Open Space Inventory 8 16 16 80 24 4 148 302 Evaluation of Current Levels of Service 302 Evaluation of Current Levels of Service 10 10 20 302 Evaluation of Current Levels of Service 303 County Demographics 303 County Demographics 303 County Demographics Benchmarking and Comparison of Parks and Recreation Benchmarking and Comparison of Parks and Recreation Benchmarking and Comparison of Parks and Recreation 304 304 304 2 2 Resources Resources Resources 305 Operations and Maintenance Plan 305 Operations and Maintenance Plan 8 2 10 305 Operations and Maintenance Plan 306 Budget, Operation, and Staffing Assessment 306 Budget, Operation, and Staffing Assessment 8 8 306 Budget, Operation, and Staffing Assessment 307 Trends and Growth 307 Trends and Growth 307 Trends and Growth 308 Place.ai 308 Place.ai 6 30 2 38 308 Place.ai 309 Carrying Capacity 309 Carrying Capacity 9 9 309 Carrying Capacity 310 Expanding Concessionaires Opportunities 310 Expanding Concessionaires Opportunities 9 9 310 Expanding Concessionaires Opportunities 311 Monitoring Strategies 311 Monitoring Strategies 9 9 311 Monitoring Strategies 312 Recreation Program Assessment 312 Recreation Program Assessment 3 8 2 13 312 Recreation Program Assessment 313 Demands and Needs Assessment 313 Demands and Needs Assessment 3 8 11 313 Demands and Needs Assessment 314 Organizational Assessment 314 Organizational Assessment 6 2 8 314 Organizational Assessment Cost Recovery (basic), Economic Development and Cost Recovery (basic), Economic Development and Cost Recovery (basic), Economic Development and 315 315 6 6 2 14 315 Funding Strategies Funding Strategies Funding Strategies 400 Draft Plans 400 Draft Plans 400 Draft Plans 401 Development of Written Reports 26 90 136 252 401 Development of Written Reports 12 2 3 17 401 Development of Written Reports 6 16 16 18 16 2 74 402 Development of Proposed Site Improvement Concepts 20 84 224 328 402 Development of Proposed Site Improvement Concepts 402 Development of Proposed Site Improvement Concepts 4 24 24 2 54 403 Development of DRAFT Circulation Plan 3 12 24 39 403 Development of DRAFT Circulation Plan 403 Development of DRAFT Circulation Plan 0 404 Develop Opinions of Probable Cost 2 12 22 36 404 Develop Opinions of Probable Cost 404 Develop Opinions of Probable Cost 1 4 4 1 10 500 Final Plan 500 Final Plan 500 Final Plan 501 Development of Final Master Plan Report 40 90 130 501 Development of Final Master Plan Report 6 2 8 501 Development of Final Master Plan Report 1 4 4 4 1 14 502 Development of Proposed Site Improvements Concepts 40 120 160 502 Development of Proposed Site Improvements Concepts 502 Development of Proposed Site Improvements Concepts 1 4 4 9 503 Development of Final Circulation Plan 4 20 24 503 Development of Final Circulation Plan 503 Development of Final Circulation Plan 0 504 Develop Final Opinions of Probable Cost 6 16 22 504 Develop Final Opinions of Probable Cost 504 Develop Final Opinions of Probable Cost 1 2 2 5 J2 Hours per Labor Category: 51 486 810 1347 Berry Dunn Hours per Labor Category: 205 132 28 13 378 EPG Hours per Labor Category: 99 0 142 86 122 44 10 40 543 J2 Fee per Labor Category: $ 10,420.00 $ 68,137.00 $ 75,338.00 $ 153,895.00 Berry Dunn Fee per Labor Category: $ 73,761.00 $ 40,605.00 $ 6,221.00 $ 1,793.00 $ 122,380.00 EPG Fee per Labor Category: $ 22,949.00 $ - $ 20,442.00 $ 8,622.00 $ 17,983.00 $ 5,357.00 $ 2,371.00 $ 5,230.00 $ 82,954.00 Year 3 - 2025 Summary Fee Amount Sub consultants: Fee Amount Sub consultants: Fee Amount J2 Design $ 153,895.00 BerryDunn $ 136,230.00 Total Fee BD - Year 3 - 2026 Total Fee EPG - Year 3 - 2026 EPG $ 85,454.00 $ 136,230.00 $ 85,454.00 Total Sub consultants: $ 375,579.00 Total Sub consultants: $ - Total Sub consultants: $ - Allowances: Fee Amount Allowances: Fee Amount Allowances: Fee Amount $ - BerryDunn Travel Expenses $ 13,850.00 Printing and Board Mounting $ 2,000.00 $ - $ - Mileage $ 500.00 Total Allowances: $ - Total Allowances: $ 13,850.00 Total Allowances: $ 2,500.00 Total Fee - Year 3 - 2026 Including J2 Design, All Sub-Consultants and Allowances $ 375,579.00 APPENDIX A Maricopa County Parks & Recreation Department Outline / Table of Contents for Master Plan Reports Chapter 1 – Introduction - Executive Summary - Project background, Location, Area History - Project Goals Chapter 2 – Master Plan Process - Project Goals - Public Meeting Summary (Summary of each public meeting, event drop in, open house, etc.) - Public Outreach Efforts (Project Website, Social Media, Newsletter, Surveys) Chapter 3 – Data Inventory and Analysis - Location in Maricopa County Parks System - Water Resources o FEMA flood zones o Surface Water Hydrology o Groundwater Resources - Earth Resources o Geology o Topography & Slope Analysis - Biological Resources o Wildlife (Sensitive Species) o Wildlife Linkages o Vegetation - Cultural Resources o Pre-Historic o Recent History o Active Mining Claims and Historical Mining Remnants o Ranching/Herding - Visual Resource Management o VRM Classes o Sensitive Views - Land Use o Surrounding Land Use / Ownership o Existing Land Use and Zoning o Future Land Use o Transportation / Access - Public / Private Utilities - Existing Grazing Leases / BLM Land Use Activities - Drive Time Analysis - Composite Site Analysis - Constraints Analysis and Suitability Chapter 4 - Recreational Opportunities - Existing Recreation Related Facilities (Outside Park) - Existing Recreation within Park o Trails o Nature Center o Picnic Areas o Playground o Mountain Biking o Facilities (Ramadas, Restroom, Nature Centers, Etc.) Chapter 5 – Needs Assessment - Operations and Maintenance Plan - Benchmarking - Budget, Operation, and Staffing Assessment - Trends and Growth - Carrying Capacity - Monitoring Strategies - Park inventory and Level of Service (LOS) - Recreation Program Assessment - Demand and Needs Assessment - Organizational Assessment Chapter 6 – Master Plan Development - New Development & - Description of Alternative Concepts - Description of Preferred Concept - Proposed Capital Improvement Projects o Renderings of Key Capital Improvement Projects 11 x 1 o Phasing Map o Opinion of Probable Costs - Circulation Plan Chapter 7 – Conclusion APPENDIX B Maricopa County Parks & Recreation Department Schedule Overview 2024 Year • Initial Methodology and System Wide Needs Assessment • Cave Creek –Minor Update - (J2) • Spur Cross Ranch – Moderate Update - (EPG) • McDowell Mountain – Moderate Update - (EPG) 2025 Year • Estrella Mountain – Minor (EPG) • Lake Pleasant – Major Update (J2/EPG) • Buckeye Hills – Major Update (J2/EPG) 2026 Year • White Tank Mountain – Minor Update - (J2) • Usery Mountain – Moderate Update (J2) • San Tan Mountain – Major Update (J2/EPG) BerryDunn Work Plan Maricopa County, Arizona Below and on the following pages, we provide a detailed account of our work plan to complete the County’s desired tasks. The overarching benefits you can expect from our approach include: A methodology based on our extensive experience conducting similar projects Quality assurance processes that incorporate the County’s review and approval of all deliverables and key milestones Built-in project management and change management best practices—focused on keeping the project on time, on budget, and progressing at a healthy pace—for stakeholders to understand how and why the assessment activities may affect their day-to-day roles A comprehensive approach to the County’s desired outcome, helping staff to trust and feel confident in the work completed and the plans for moving forward We have broken this scope down into the following elements: • Overall project tasks (2024) • Cave Creek, Spur Cross Ranch, and McDowell Mountain Parks (2024) • Lake Pleasant, Estrella Mountain, and Buckeye Hills Parks (2025) • Usery Mountain, San Tan Mountain, and White Tank Mountain Parks (2026) Overall Project Scope Our team will complete the following overarching tasks to inform recommendations for each park over the course the project. Task 1: Analyze County Demographics. We will identify the constituency of potential park system users through a demographic analysis and market profile, utilizing all information available from previous planning efforts and gathered from the County, the U.S. Census Bureau, Esri sources, and other national and local sources. We will work directly with your leadership to help document growth and redevelopment areas and BerryDunn Work Plan 1 land use changes. A detailed demographic analysis of Maricopa County will outline trends and information that could affect the need for facilities and programming. Task 2: Benchmark the County Against Comparable Agencies. To help ensure the County and its community have a clear understanding of the key topics and trends influencing the county parks over the next several years, we will look at comparative trends and available benchmarks for asset management, facilities, programs and services, and related planning aspects. We will assess the County’s ability to provide recreation opportunities to existing and future residents within each park, compared to appropriate national standards and public park and recreation agencies of similar size and scope approved by the County. Benchmarking will include, but is not limited to, recommended number of recreation facilities, parkland acres, greenbelt, and beautification areas. Additional topics may be identified to help understand and prioritize other community concerns, including but not limited to sustainability and resilience, social equity and affordability, and other industry trends. Task 3: Evaluate Industry Trends. Our team will lead a strategic analysis that will consider regional and national trends and their impact on design and programming within the county parks. Building off local engagement findings, this analysis will identify and assess how administrative and planning trends, technology and customer service apply specifically to County planning efforts. The intent is to understand how future trends can impact planning today through identifying areas of service shortfalls. Task 4: Conduct a County-wide Statistically Valid Survey. We will work with ETC Institute (ETC) to create a geographically diverse survey to be mailed to a representative sample of households within the County. The survey will provide critical information in determining community values, satisfaction levels, needs and priorities, preferred marketing channels, level of awareness, current usage levels, and demographic information for long-range planning efforts. ETC will meet with the project team and County staff via phone or video call to discuss the goals and objectives for the project. To facilitate the survey design process, ETC will also provide County staff with sample surveys created for similar projects. It is anticipated that three to four drafts of the survey will be prepared before the survey is approved by the County. The survey will be up to six pages in length. ETC will participate in meetings by phone or video call to develop the survey. Our team will conduct a pilot test of the survey to help ensure the questions are understood. Based on the results of the pilot test, ETC will recommend changes (if needed) to the survey. We will select a random sample of households to be contacted for the survey. ETC will administer the survey by a combination of mail and online. We will mail the survey and cover letter to a random sample of households in the County with the option to answer the survey via mail or online. We will monitor the distribution of the sample to ensure that the sample reasonably reflects the demographic composition of the study area with regard to geographic dispersion, age, gender, race/ethnicity, and other factors. ETC Institute will weigh the data as needed if one or more demographic groups is over/underrepresented relative to recent U.S. Census Bureau estimates for the County’s population. Following survey distribution, ETC will submit a final report to the project team. At a minimum, this report will include the following items: • Formal report that includes an executive summary of the survey methodology and a description of major findings. • Charts and graphs that show the overall results of each question on the survey. BerryDunn Work Plan 2 • Cross-tabulations that show the results for different demographic groups and other variables as desired by the County. • Importance-Satisfaction Analysis and Priority Investment Analysis that will identify the areas where the greatest opportunities exist to enhance overall satisfaction with County parks services and the needs of the community. • Tabular data that shows the results for each question on the survey, including open ended questions. • A copy of the survey instrument. Task 5: Develop a Detailed Engagement Strategy. Our team will develop an engagement strategy for the duration of the project, executing specific engagement tasks in each planning phase as detailed in subsequent sections. To reach a broader section of community members, we have proposed a hybrid approach for this master planning project. We chose this approach for the following reasons: • An interactive, virtual project site can give residents a “home base” to give opinions and check on ongoing events. This consistent access to project communication will support our stated goal to engage the community throughout the engagement. • In-person events will play a key role in reaching disconnected community groups or groups with limited access to technology. • Multiple channels of engagement will support efforts to include users and non-users within the County’s system. As we develop a Detailed Engagement Strategy with the County, we will discuss both virtual and in-person options, identify and describe methods of community involvement, confirm key stakeholders, create a schedule for public input events and surveys, develop a schedule for the promotion and coordination of stakeholder input events, and identify specific stakeholder interview and focus group questions. This approach will be guided by reviewing previous engagement documents from the County and identifying gaps in data that should be explored further. The Detailed Engagement Strategy will also be developed with the County’s culture and identity in mind. Task 6: Develop and Facilitate a Customized Project Website. We will work with County staff to create a freshly branded project Social Pinpoint site that will keep key stakeholders informed of the project and provide a means to share valuable input. Using this interactive online tool can strengthen the County’s relationship with its stakeholders, resulting in a diverse collection of feedback that will inform better planning outcomes. We will collaboratively determine which Social Pinpoint tools will best serve the desired outreach outcomes. We anticipate that the County will see value in utilizing Social Pinpoint’s survey, mapping, forums, and ideas wall, and look forward to discussing and customizing the County’s landing page to reflect its needs and desires, goals and objectives, and community culture. Our team will plan to maintain the project website throughout the planning process in an effort to keep residents and staff up to date on project progress for each of these park master plans and promote any participatory events. BerryDunn Work Plan 3 Work Plan – Cave Creek, Spur Cross Ranch, and McDowell Mountain Parks (2024) This project will kick off with Cave Creek, Spur Cross, and Lake Pleasant Parks. BerryDunn will complete the following tasks during this phase of the project. Task 1: Facilitate a Kickoff Meeting. In addition to the overall project kickoff, we will facilitate two strategic kickoff meetings, one for the East Valley and one for the West Valley, prior to the planning process for the parks in these areas. These kickoff meetings will serve as an opportunity to introduce our project team members, discuss goals, present our approach and methodology, review key project dates, and answer questions. As part of the kickoff, we would ask that the County’s project manager for each project participates and speaks to the goals and objectives of the initiative, which helps to establish internal support and readiness to participate in the project. We will also discuss the public and staff engagement process to determine if any updates should be made to the prepared strategy. Task 2: Conduct a Site Tour. Following kickoff for each park plan, we will tour the park site. We will conduct a site analysis of each park site. The analysis will identify the pros and cons of the site and evaluate how the site will affect programming and operations. Each site will be scored and ranked on criteria including size, location to residents, accessibility, marketability, topography, access to utilities, site costs, environmental contaminants, current zoning, adjacent properties, and ability to expand facilities, among others. BerryDunn will work with the County and the consultant team to review programming options for each park. Task 3. Facilitate Community and Stakeholder Engagement. To gather information related to needs and interests, we will hold a combination of meetings, focus groups, and open houses that will be confirmed with the development of the Detailed Engagement Strategy. Along with all activities listed below, we will administer the customized project website to garner feedback for the three parks for the duration of this phase. Stakeholder Meetings: We will facilitate one meeting per park. Stakeholder meetings will involve a diverse range of small groups and individuals with a stake in the project. We will collaborate with the County to determine the specific participants for engagement activities, helping ensure that a thorough and inclusive representation of stakeholders is involved in the discussions and decision-making process. Open Houses: We will host four public open houses between the three parks with the aim to gather diverse perspectives and input on the project, allowing for detailed discussions on various topics and aspects. These open houses will be facilitated by experienced moderators who will guide the discussions and help ensure that all participants have an opportunity to share their thoughts. Board and Staff Meetings: Our team will host one Park Board meeting per year to present all three parks. Additionally, we will facilitate monthly coordination meetings with the County’s project team. Task 4: Conduct Inventory and Needs Assessment for Each Park. Our team will utilize all available base GIS materials to compile a thorough, updated assessment of parks, recreation and open space. We will supplement the inventory with various tasks including (but not limited to) research, mapping, and personal inspection and conditions of each park and amenity, as needed. Assess Level of Service: Our team will build in the inventory to assess the level of service provided to County residents. The available capacity-style approach will be enhanced with on-site component data collection and analysis to create a complete data set and determine current conditions for: • Quantity of all relevant components within each park • Quality of components (three-point scaling along with aesthetic attributes) • Functionality of components for their intended purpose for this plan life cycle BerryDunn Work Plan 4 This GRASP® analysis builds upon the traditional capacity analysis but is unique in its ability to analyze both the quantity (capacity) and quality of individual components of an entire system. The process has been developed to provide detailed customized analyses of your system based on the unique assets of your community, to determine how effectively the current system is serving residents and visitors. We will collect and classify park components. By combining these metrics with demographics information and findings from the survey, public engagement, and other tasks, we will tailor our deliverables to target issues, needs, and community goals specific to the County. Evaluate Existing Standards. Using the community demographic profile, stakeholder engagement results, and level of service analysis, we will assess the quality and quantity of current programs and facilities provided by the County. We will evaluate the adequacy on the basis of size and location in relation to existing and future population. This task will allow us to determine potential programs that could be offered within each park. Gather Placer.ai Mobility Data and User Geo-Analysis. To delve deeper into community data, BerryDunn utilizes Placer.ai to analyze mobile data for our clients. Using this tool, we will compare the visitation trends and aggregated demographic profiles of users of up to eight parks or recreation facilities. This analysis can provide insights into peak visitation times and days, as well as the distance that visitors travel to visit parks and facilities. The analysis offers monthly and annual visitation estimates as well. This report is highly visual, offering maps and easy-to-understand graphics to glean insights that are otherwise difficult to measure without mobility data. Placer.ai is an advanced foot traffic analytics platform that leverages mobile location data to better understand current and potential users, usage patterns, and local and national competitors. This data provides detailed insight into how people move in and out of physical spaces such as parks, recreation centers, stores, shopping malls, and other public spaces. These insights can be used to help the County optimize operations by recognizing usage and travel patterns and use data-driven decisions for future programming and facilities. Placer.ai’s powerful analytics capabilities are made possible by a proprietary machine learning algorithm that processes billions of location data points. The data is collected based on high level mobile data and does not collect any sensitive user information such as actual home or work locations or names. Task 6: Develop an Operations and Maintenance Plan. Based on all of the information gathered and provided, BerryDunn will develop annual operational and maintenance budget projections to include all expenses and revenues associated with the programming at each park. The projected operational and maintenance budgets will include (but will not be limited to) staffing levels, benefits, commodities, contractual services, and utilities, taking into account hours of operation and other key operating assumptions. Revenue opportunities may include pricing strategies, rentals, concessions, program fees, merchandising, events, partnerships, sponsorships, cost recovery, and desired subsidy levels. Fee structures will be based on the identified fees from daily parking or use, rentals, and other factors determined during the comparative analysis. Revenue is estimated taking recommended fee schedules into account. Develop an Operations Assessment. BerryDunn will create an operational assessment of the staffing structure, maintenance tasks, equipment, storage, drive times, etc. and identify operational deficiencies. Operational recommendations to improve efficiencies will be included for each park. Task 7: Develop a Recreation Programming Assessment. We will develop an inventory of existing park- specific programs for each park. The analysis process will begin with an interactive workshop with County staff to review issues, challenges, strengths, and weaknesses of programs and services. An inventory of BerryDunn Work Plan 5 core programs will be developed and analyzed according to program life cycle distribution and age segment analysis. We will review program performance trends, including a participation analysis. The subsequent current environment analysis and any recent parks and recreation planning work will be compared to the community engagement feedback. We will identify program alignment with community need and identify any areas of service shortfalls and projected impact of future trends. We will also identify management strategies for programming and service offerings and make recommendations with corresponding key performance measures based on national best practice approaches. Other areas of review include: • Listing of the program inventory for the most recent year • Program alignment with community need • Programming trends within offerings as well as regional and national trends • Assessing an equitable distribution of programs • Developing key performance measures based on national best practice approaches From this, we will provide summary analysis of program supply for each park. In this analysis, we will offer recommendations for the best possible providers of recreation programs within the County as well as programs and services that could be operated by collaborative partners. Task 8: Analyze Cost Recovery Philosophy. We will analyze the cost recovery model of the operating revenues and expenses of facilities and programming in each park, based on market research results and the recommended rate models. Once the recommendations for future usage are determined, we will conduct an analysis of existing and potential marketing, budgets, financial resources, current cost recovery, pricing methodology, and user fees for any recommended services and facilities. We may suggest a focus on potential additional revenue generation to help cover operational and maintenance costs. We have effective methods for working with project representatives to determine which types of revenue generation will be most appropriate for park operations. From this information we can adjust conceptual operating and maintenance budgets and a financial pro-forma to detail the projected expenses, revenues, and cost recovery each year and for the next several years. Assess Economic Impact Potential. We will prepare a broad-based analysis of the economic impact and benefits of the proposed venue. The following components will be analyzed: • Any increase in direct operating expenditures of wages, services, and goods • Any new employment generated • Impact of ancillary expenditures by audiences attending events at each park • Estimated multiplier effect using regional estimators from state or federal sources • Economic impact arising from capital costs – construction wages, services, and materials Task 9: Develop Draft and Final Plans. The BerryDunn team will summarize and synthesize all research and stakeholder input and develop recommendations and priorities into a Draft Plan. We will work with the project team to prioritize recommendations, balancing needs and cost/benefit analyses, capacity of the County, and potential budgetary realities. BerryDunn Work Plan 6 The product of this task will be a set of recommendations phased into immediate, near-term, and long-term timeframes that address goals and action strategies. Lead a Review Session with the County. After applying first round edits, we will facilitate a review session with the County and interested stakeholders to collect feedback and review recommendations within the plan. We are extremely interested and experienced in working with staff to successfully implement planning studies. We will plan to include a section in each final Master Plan that will provide a detailed sequence of steps needed for successful implementation, and review techniques to effectively deploy the plan, including: • Securing funding sources • Capital project review • Identification of a plan champion or team of champions • Visual management techniques • Reporting mechanisms and communication • Internal marketing • Institutionalizing the process by documenting the steps in the process and continuous improvement of the process • Ongoing plan adjustments Finalize Plan. After implementing edits and submitting to the County for review after our presentation, we will develop a final Park Master Plan for each park. The final plan will be placed on the County’s website for public access, and we will encourage additional public announcement methodology as well as provide recommendations for tools to communicate with residents about ongoing implementation updates. Work Plan – Lake Pleasant, Estrella Mountain, and Buckeye Hills Parks (2025) Phase 2 of this project will evaluate Lake Pleasant, Estrella Mountain, and Buckeye Hills parks. BerryDunn will complete the following tasks during this phase of the project. Task 1: Facilitate a Kickoff Meeting. In addition to the overall project kickoff, we will facilitate a strategic kickoff meeting for each park prior to the planning process. These kickoff meetings will serve as an opportunity to introduce our project team members, discuss goals, present our approach and methodology, review key project dates, and answer questions. As part of the kickoff, we would ask that the County’s project manager for each project participates and speaks to the goals and objectives of the initiative, which helps to establish internal support and readiness to participate in the project. We will also discuss the public and staff engagement process to determine if any updates should be made to the prepared strategy. Task 2: Conduct a Site Tour. Following kickoff for each park plan, we will tour the park site. We will conduct a site analysis of each park site. The analysis will identify the pros and cons of the site and evaluate how the site will affect programming and operations. Each site will be scored and ranked on criteria including size, location to residents, accessibility, marketability, topography, access to utilities, site costs, environmental contaminants, current zoning, adjacent properties, and ability to expand facilities, among others. BerryDunn will work with the County and the consultant team to review programming options for each park. Task 3. Facilitate Community and Stakeholder Engagement. To gather information related to needs and interests, we will hold a combination of meetings, focus groups, and open houses that will be confirmed with BerryDunn Work Plan 7 the development of the Detailed Engagement Strategy. Along with all activities listed below, we will administer the customized project website to garner feedback for the three parks for the duration of this phase. Stakeholder Meetings: We will facilitate one meeting per park. Stakeholder meetings will involve a diverse range of small groups and individuals with a stake in the project. We will collaborate with the County to determine the specific participants for engagement activities, helping ensure that a thorough and inclusive representation of stakeholders is involved in the discussions and decision-making process. Board and Staff Meetings: Our team will host one Park Board meeting per park to present all three parks. Additionally, we will facilitate monthly coordination meetings with the County’s project team. Task 4: Conduct Inventory and Needs Assessment for Each Park. Our team will utilize all available base GIS materials to compile a thorough, updated assessment of parks, recreation and open space. We will supplement the inventory with various tasks including (but not limited to) research, mapping, and personal inspection and conditions of each park and amenity, as needed. Assess Level of Service: Our team will build in the inventory to assess the level of service provided to County residents. The available capacity-style approach will be enhanced with on-site component data collection and analysis to create a complete data set and determine current conditions for: • Quantity of all relevant components within each park • Quality of components (three-point scaling along with aesthetic attributes) • Functionality of components for their intended purpose for this plan life cycle This GRASP® analysis builds upon the traditional capacity analysis, but is unique in its ability to analyze both the quantity (capacity) and quality of individual components of an entire system. The process has been developed to provide detailed customized analyses of your system based on the unique assets of your community, to determine how effectively the current system is serving residents and visitors. We will collect and classify park components. By combining these metrics with demographics information and findings from the survey, public engagement, and other tasks, we will tailor our deliverables to target issues, needs, and community goals specific to the County. Evaluate Existing Standards. Using the community demographic profile, stakeholder engagement results, and level of service analysis, we will assess the quality and quantity of current programs and facilities provided by the County. We will evaluate the adequacy on the basis of size and location in relation to existing and future population. This task will allow us to determine potential programs that could be offered within each park. Gather Placer.ai Mobility Data and User Geo-Analysis. To delve deeper into community data, BerryDunn utilizes Placer.ai to analyze mobile data for our clients. Using this tool, we will compare the visitation trends and aggregated demographic profiles of users of up to eight parks or recreation facilities. This analysis can provide insights into peak visitation times and days, as well as the distance that visitors travel to visit parks and facilities. The analysis offers monthly and annual visitation estimates as well. This report is highly visual, offering maps and easy-to-understand graphics to glean insights that are otherwise difficult to measure without mobility data. Placer.ai is an advanced foot traffic analytics platform that leverages mobile location data to better understand current and potential users, usage patterns, and local and national competitors. This data provides detailed insight into how people move in and out of physical spaces such as parks, recreation centers, stores, shopping malls, and other public spaces. These insights can be used to help the County BerryDunn Work Plan 8 optimize operations by recognizing usage and travel patterns and use data-driven decisions for future programming and facilities. Placer.ai’s powerful analytics capabilities are made possible by a proprietary machine learning algorithm that processes billions of location data points. The data is collected based on high level mobile data and does not collect any sensitive user information such as actual home or work locations or names. Task 6: Develop an Operations and Maintenance Plan. Based on all of the information gathered and provided, BerryDunn will develop annual operational and maintenance budget projections to include all expenses and revenues associated with the programming at each park. The projected operational and maintenance budgets will include (but will not be limited to) staffing levels, benefits, commodities, contractual services, and utilities, taking into account hours of operation and other key operating assumptions. Revenue opportunities may include pricing strategies, rentals, concessions, program fees, merchandising, events, partnerships, sponsorships, cost recovery, and desired subsidy levels. Fee structures will be based on the identified fees from daily parking or use, rentals, and other factors determined during the comparative analysis. Revenue is estimated taking recommended fee schedules into account. Develop an Operations Assessment. BerryDunn will create an operational assessment of the staffing structure, maintenance tasks, equipment, storage, drive times, etc. and identify operational deficiencies. Operational recommendations to improve efficiencies will be included for each park. Task 7: Develop a Recreation Programming Assessment. We will develop an inventory of existing park- specific programs for each park. The analysis process will begin with an interactive workshop with County staff to review issues, challenges, strengths, and weaknesses of programs and services. An inventory of core programs will be developed and analyzed according to program life cycle distribution and age segment analysis. We will review program performance trends, including a participation analysis. The subsequent current environment analysis and any recent parks and recreation planning work will be compared to the community engagement feedback. We will identify program alignment with community need and identify any areas of service shortfalls and projected impact of future trends. We will also identify management strategies for programming and service offerings and make recommendations with corresponding key performance measures based on national best practice approaches. Other areas of review include: • Listing of the program inventory for the most recent year • Program alignment with community need • Programming trends within offerings as well as regional and national trends • Assessing an equitable distribution of programs • Developing key performance measures based on national best practice approaches From this, we will provide summary analysis of program supply for each park. In this analysis, we will offer recommendations for the best possible providers of recreation programs within the County as well as programs and services that could be operated by collaborative partners. Task 8: Analyze Cost Recovery Philosophy. We will analyze the cost recovery model of the operating revenues and expenses of facilities and programming in each park, based on market research results and the recommended rate models. BerryDunn Work Plan 9 Once the recommendations for future usage are determined, we will conduct an analysis of existing and potential marketing, budgets, financial resources, current cost recovery, pricing methodology, and user fees for any recommended services and facilities. We may suggest a focus on potential additional revenue generation to help cover operational and maintenance costs. We have effective methods for working with project representatives to determine which types of revenue generation will be most appropriate for park operations. From this information we can adjust conceptual operating and maintenance budgets and a financial pro-forma to detail the projected expenses, revenues, and cost recovery each year and for the next several years. Assess Economic Impact Potential. We will prepare a broad-based analysis of the economic impact and benefits of the proposed venue. The following components will be analyzed: • Any increase in direct operating expenditures of wages, services, and goods • Any new employment generated • Impact of ancillary expenditures by audiences attending events at each park • Estimated multiplier effect using regional estimators from state or federal sources • Economic impact arising from capital costs – construction wages, services, and materials Task 9: Develop Draft and Final Plans. The BerryDunn team will summarize and synthesize all research and stakeholder input and develop recommendations and priorities into a Draft Plan. We will work with the project team to prioritize recommendations, balancing needs and cost/benefit analyses, capacity of the County, and potential budgetary realities. The product of this task will be a set of recommendations phased into immediate, near-term, and long-term timeframes that address goals and action strategies. Lead a Review Session with the County. After applying first round edits, we will facilitate a review session with the County and interested stakeholders to collect feedback and review recommendations within the plan. We are extremely interested and experienced in working with staff to successfully implement planning studies. We will plan to include a section in each final Master Plan that will provide a detailed sequence of steps needed for successful implementation, and review techniques to effectively deploy the plan, including: • Securing funding sources • Capital project review • Identification of a plan champion or team of champions • Visual management techniques • Reporting mechanisms and communication • Internal marketing • Institutionalizing the process by documenting the steps in the process and continuous improvement of the process • Ongoing plan adjustments Finalize Plan. After implementing edits and submitting to the County for review after our presentation, we will develop a final Park Master Plan for each park. The final plan will be placed on the County’s website for public access, and we will encourage additional public announcement methodology as well as provide recommendations for tools to communicate with residents about ongoing implementation updates. BerryDunn Work Plan 10 Work Plan – Usery Mountain, San Tan Mountain, and White Tank Mountain Parks (2026) Phase 3 of this project will evaluate Usery Mountain, Santan Mountain, and White Tank Mountain parks. BerryDunn will complete the following tasks during this phase of the project. Task 1: Facilitate a Kickoff Meeting. In addition to the overall project kickoff, we will facilitate a strategic kickoff meeting for each park prior to the planning process. These kickoff meetings will serve as an opportunity to introduce our project team members, discuss goals, present our approach and methodology, review key project dates, and answer questions. As part of the kickoff, we would ask that the County’s project manager for each project participates and speaks to the goals and objectives of the initiative, which helps to establish internal support and readiness to participate in the project. We will also discuss the public and staff engagement process to determine if any updates should be made to the prepared strategy. Task 2: Conduct a Site Tour. Following kickoff for each park plan, we will tour the park site. We will conduct a site analysis of each park site. The analysis will identify the pros and cons of the site and evaluate how the site will affect programming and operations. Each site will be scored and ranked on criteria including size, location to residents, accessibility, marketability, topography, access to utilities, site costs, environmental contaminants, current zoning, adjacent properties, and ability to expand facilities, among others. BerryDunn will work with the County and the consultant team to review programming options for each park. Task 3. Facilitate Community and Stakeholder Engagement. To gather information related to needs and interests, we will hold a combination of meetings, focus groups, and open houses that will be confirmed with the development of the Detailed Engagement Strategy. Along with all activities listed below, we will administer the customized project website to garner feedback for the three parks for the duration of this phase. Stakeholder Meetings: We will facilitate one meeting per park. Stakeholder meetings will involve a diverse range of small groups and individuals with a stake in the project. We will collaborate with the County to determine the specific participants for engagement activities, helping ensure that a thorough and inclusive representation of stakeholders is involved in the discussions and decision-making process. Open Houses: We will host four public open houses between the three parks with the aim to gather diverse perspectives and input on the project, allowing for detailed discussions on various topics and aspects. These open houses will be facilitated by experienced moderators who will guide the discussions and help ensure that all participants have an opportunity to share their thoughts. Board and Staff Meetings: Our team will host one Park Board meeting per park to present all three parks. We will also facilitate one meeting with the Board of Supervisors meeting to present all nine park master plans. Additionally, we will facilitate monthly coordination meetings with the County’s project team. Task 4: Conduct Inventory and Needs Assessment for Each Park. Our team will utilize all available base GIS materials to compile a thorough, updated assessment of parks, recreation and open space. We will supplement the inventory with various tasks including (but not limited to) research, mapping, and personal inspection and conditions of each park and amenity, as needed. Assess Level of Service: Our team will build in the inventory to assess the level of service provided to County residents. The available capacity-style approach will be enhanced with on-site component data collection and analysis to create a complete data set and determine current conditions for: • Quantity of all relevant components within each park • Quality of components (three-point scaling along with aesthetic attributes) • Functionality of components for their intended purpose for this plan life cycle BerryDunn Work Plan 11 This GRASP® analysis builds upon the traditional capacity analysis but is unique in its ability to analyze both the quantity (capacity) and quality of individual components of an entire system. The process has been developed to provide detailed customized analyses of your system based on the unique assets of your community, to determine how effectively the current system is serving residents and visitors. We will collect and classify park components. By combining these metrics with demographics information and findings from the survey, public engagement, and other tasks, we will tailor our deliverables to target issues, needs, and community goals specific to the County. Evaluate Existing Standards. Using the community demographic profile, stakeholder engagement results, and level of service analysis, we will assess the quality and quantity of current programs and facilities provided by the County. We will evaluate the adequacy on the basis of size and location in relation to existing and future population. This task will allow us to determine potential programs that could be offered within each park. Gather Placer.ai Mobility Data and User Geo-Analysis. To delve deeper into community data, BerryDunn utilizes Placer.ai to analyze mobile data for our clients. Using this tool, we will compare the visitation trends and aggregated demographic profiles of users of up to eight parks or recreation facilities. This analysis can provide insights into peak visitation times and days, as well as the distance that visitors travel to visit parks and facilities. The analysis offers monthly and annual visitation estimates as well. This report is highly visual, offering maps and easy-to-understand graphics to glean insights that are otherwise difficult to measure without mobility data. Placer.ai is an advanced foot traffic analytics platform that leverages mobile location data to better understand current and potential users, usage patterns, and local and national competitors. This data provides detailed insight into how people move in and out of physical spaces such as parks, recreation centers, stores, shopping malls, and other public spaces. These insights can be used to help the County optimize operations by recognizing usage and travel patterns and use data-driven decisions for future programming and facilities. Placer.ai’s powerful analytics capabilities are made possible by a proprietary machine learning algorithm that processes billions of location data points. The data is collected based on high level mobile data and does not collect any sensitive user information such as actual home or work locations or names. Task 6: Develop an Operations and Maintenance Plan. Based on all of the information gathered and provided, BerryDunn will develop annual operational and maintenance budget projections to include all expenses and revenues associated with the programming at each park. The projected operational and maintenance budgets will include (but will not be limited to) staffing levels, benefits, commodities, contractual services, and utilities, taking into account hours of operation and other key operating assumptions. Revenue opportunities may include pricing strategies, rentals, concessions, program fees, merchandising, events, partnerships, sponsorships, cost recovery, and desired subsidy levels. Fee structures will be based on the identified fees from daily parking or use, rentals, and other factors determined during the comparative analysis. Revenue is estimated taking recommended fee schedules into account. Develop an Operations Assessment. BerryDunn will create an operational assessment of the staffing structure, maintenance tasks, equipment, storage, drive times, etc. and identify operational deficiencies. Operational recommendations to improve efficiencies will be included for each park. Task 7: Develop a Recreation Programming Assessment. We will develop an inventory of existing park- specific programs for each park. The analysis process will begin with an interactive workshop with County staff to review issues, challenges, strengths, and weaknesses of programs and services. An inventory of BerryDunn Work Plan 12 core programs will be developed and analyzed according to program life cycle distribution and age segment analysis. We will review program performance trends, including a participation analysis. The subsequent current environment analysis and any recent parks and recreation planning work will be compared to the community engagement feedback. We will identify program alignment with community need and identify any areas of service shortfalls and projected impact of future trends. We will also identify management strategies for programming and service offerings and make recommendations with corresponding key performance measures based on national best practice approaches. Other areas of review include: • Listing of the program inventory for the most recent year • Program alignment with community need • Programming trends within offerings as well as regional and national trends • Assessing an equitable distribution of programs • Developing key performance measures based on national best practice approaches From this, we will provide summary analysis of program supply for each park. In this analysis, we will offer recommendations for the best possible providers of recreation programs within the County as well as programs and services that could be operated by collaborative partners. Task 8: Analyze Cost Recovery Philosophy. We will analyze the cost recovery model of the operating revenues and expenses of facilities and programming in each park, based on market research results and the recommended rate models. Once the recommendations for future usage are determined, we will conduct an analysis of existing and potential marketing, budgets, financial resources, current cost recovery, pricing methodology, and user fees for any recommended services and facilities. We may suggest a focus on potential additional revenue generation to help cover operational and maintenance costs. We have effective methods for working with project representatives to determine which types of revenue generation will be most appropriate for park operations. From this information we can adjust conceptual operating and maintenance budgets and a financial pro-forma to detail the projected expenses, revenues, and cost recovery each year and for the next several years. Assess Economic Impact Potential. We will prepare a broad-based analysis of the economic impact and benefits of the proposed venue. The following components will be analyzed: • Any increase in direct operating expenditures of wages, services, and goods • Any new employment generated • Impact of ancillary expenditures by audiences attending events at each park • Estimated multiplier effect using regional estimators from state or federal sources • Economic impact arising from capital costs – construction wages, services, and materials Task 9: Develop Draft and Final Plans. The BerryDunn team will summarize and synthesize all research and stakeholder input and develop recommendations and priorities into a Draft Plan. We will work with the project team to prioritize recommendations, balancing needs and cost/benefit analyses, capacity of the County, and potential budgetary realities. BerryDunn Work Plan 13 The product of this task will be a set of recommendations phased into immediate, near-term, and long-term timeframes that address goals and action strategies. Lead a Review Session with the County. After applying first round edits, we will facilitate a review session with the County and interested stakeholders to collect feedback and review recommendations within the plan. We are extremely interested and experienced in working with staff to successfully implement planning studies. We will plan to include a section in each final Master Plan that will provide a detailed sequence of steps needed for successful implementation, and review techniques to effectively deploy the plan, including: • Securing funding sources • Capital project review • Identification of a plan champion or team of champions • Visual management techniques • Reporting mechanisms and communication • Internal marketing • Institutionalizing the process by documenting the steps in the process and continuous improvement of the process • Ongoing plan adjustments Finalize Plan. After implementing edits and submitting to the County for review after our presentation, we will develop a final Park Master Plan for each park. The final plan will be placed on the County’s website for public access, and we will encourage additional public announcement methodology as well as provide recommendations for tools to communicate with residents about ongoing implementation updates. APPROVED & ACCEPTED: SUBCONSULTANT: Berry Dunn McNeil & Parker, LLC Sign Date 12/21/2023 Print Name: Charles Snow BerryDunn Work Plan 14 EXHIBIT D ALTERNATIVE DISPUTE RESOLUTION 1.1 Scope. Notwithstanding anything to the contrary provided elsewhere in the Contract, the alternative dispute resolution (“ADR”) process provided herein shall be the exclusive means for resolution of claims or disputes arising under or related to the Contract, the interpretation thereof or the performance or breach by any party thereto, including but not limited to original claims or disputes asserted as cross claims, counterclaims, third party claims or claims for indemnity or subrogation, in any threatened or ongoing litigation or arbitration with third parties, if such disputes involve parties to contracts containing this ADR provision. No changes can be made to this process without the mutual assent of the County and the claimant. The parties have structured this procedure with the goal of providing for the prompt, efficient and final resolution of all disputes falling within the purview of this ADR process. 1.2 Meeting of Principals. When a claim is made or a dispute (hereafter “dispute”) as described in Paragraph 1.1 arises, senior representatives of the County and the claimant will meet personally within ten (10) business days to discuss the dispute and attempt to resolve it. If, after good faith efforts, resolution is not achieved, the dispute will proceed to mediation. 1.3 Qualifications of Mediator and Arbitrators. Any person selected as mediator or arbitrator, either as single arbitrator as a member or Chair of the arbitration panel, shall be a member of the State Bar of Arizona and have experience in construction law. 1.4 Mediation. If the parties have been unable to resolve the dispute after a meeting of principals, the parties may enter into mediation. The parties shall jointly select a mediator. The parties may mutually agree to waive mediation and proceed directly to arbitration. If the mediation process is requested by either party, the mediation period shall be informal and shall not exceed sixty (60) calendar days from the selection of the mediator. During the mediation process either party may terminate mediation on written notice to the other party and the mediator. 1.5 Binding Arbitration Procedure. The following binding arbitration procedure shall serve as the exclusive method to resolve a dispute if mediation is unsuccessful, if mediation has been waived by the parties, or if a party requests arbitration during the mediation process. Except as provided in Section 1.7.5 and 1.7.9, the decision of the arbitrator or arbitrator panel is final and binding on the parties and not subject to further judicial review. 1.5.1 A party requesting binding arbitration shall notify the other party of their demand for arbitration in writing within seven (7) calendar days of (1) the failure of Master Planning Services for Regional County Parks Page | 16 Professional Services Contract Serial # 240007-ROQ mediation; (2) waiver of mediation; or (3) of the party’s demand to terminate mediation. 1.5.2 If the Contractor requests arbitration it shall post a cash bond with the arbitrator in an amount agreed upon by the parties or, in the event of no agreement, the arbitrator shall establish the amount of the cash bond to defray the cost of the arbitration and the proceeds from the bond shall be allocated in accordance with paragraph 1.7.7. The bond must be in the full amount agreed upon or as established by the Arbitrator to pay the potential cost of the full arbitration proceeding. The bond must be posted with and received by the arbitrator within five (5) calendar days after the demand for arbitration. 1.5.3 Disputes involving less than $200,000 shall be heard by one single arbitrator chosen by agreement of the parties. If the parties cannot agree on the single arbitrator, then the parties shall each submit two names to a Judge designated by Maricopa County who shall select the single arbitrator. 1.5.4 For disputes in excess of $200,000, the arbitration panel shall consist of three arbitrators: the County's appointed arbitrator, the Contractor's appointed arbitrator and a third arbitrator who shall be selected by the parties' arbitrators and serve as the Chair of the arbitration panel. 1.5.5 The arbitration is to be convened and administered under the Revised Uniform Arbitration Act (“RUAA”) (A.R.S. § 12-3001 et seq.) and the American Arbitration Association Construction Rules shall serve as a guideline for proceedings, thus as a supplement to the RUAA. 1.6 Expedited Hearing. Any party can request the single arbitrator or the Chair of the arbitration panel to set an expedited hearing. If the single arbitrator or the Chair of the arbitration panel determines that the circumstances justify it, the single arbitrator or the Chair of the arbitration panel will arrange for scheduling of the arbitration at the earliest possible date. In any event, the hearing of any dispute not expedited will commence as soon as practical but in no event later than thirty (30) calendar days after notification of request for arbitration having been received. This deadline can be extended only with the consent of all the parties to the dispute, or by decision of the single arbitrator or the Chair of the arbitration panel upon a showing of good cause. 1.7 Procedure. The single arbitrator or the arbitration panel will conduct the hearing in such a manner that will resolve disputes in a prompt, cost efficient manner giving regard to the rights of all parties. Each party shall supply to the single arbitrator or arbitration panel a written pre-hearing statement which shall contain a brief statement of the nature of the claim or defense, a list of witnesses and exhibits, a brief description of the subject matter Master Planning Services for Regional County Parks Page | 17 Professional Services Contract Serial # 240007-ROQ of the testimony of each witness who will be called to testify, and an estimate as to the length of time that will be required for the arbitration hearing. The single arbitrator or the Chair of the arbitration panel shall determine the nature and scope of discovery, if any, and the manner of presentation of relevant evidence consistent with deadlines provided herein, and the parties’ objective that disputes be resolved in a prompt and efficient manner. No discovery may be had of any materials or information for which a privilege is recognized by Arizona law. The single arbitrator or the Chair upon proper application shall issue such orders as may be necessary and permissible under law to protect confidential, proprietary or sensitive materials or information from public disclosure or other misuse. Any party may make application to the Maricopa County Superior Court to have a protective order entered as may be appropriate to confirm or enforce such orders of the Chair. 1.7.1 Hearing Days. In order to effectuate parties’ goals, the hearing once commenced, will proceed from working day to working day until concluded, absent a showing of good cause. 1.7.2 Award. The single arbitrator shall within ten (10) calendar days of the conclusion of a hearing issue an award. The arbitration panel shall, within ten (10) calendar days from the conclusion of any hearing, by majority vote, issue its award. The award shall include an allocation of fees and costs pursuant to 1.7.7 herein. The award is to be in accordance with the Contract and the law of the State of Arizona. 1.7.3 Scope of Award. Regardless of the provisions of the RUAA, the arbitration panel shall be without authority to award punitive damages, and any such punitive damage award shall be void. If an award is made against any party in excess of one hundred thousand dollars ($100,000), exclusive of interest, arbitration fees, costs and attorneys’ fees, it shall be supported by written findings of fact, conclusions of law and a statement as to how damages were calculated. 1.7.4 Jurisdiction. The arbitration panel shall not be bound for jurisdictional purposes by the amount asserted in any party’s claim, but shall conduct a preliminary hearing into the question of jurisdiction over the claim as regards its amount upon application of any party at the earliest convenient time, but not later than the commencement of the arbitration hearing. If the dispute is determined to involve less than $200,000, the arbitration shall continue before the Neutral Arbitrator as a single arbitrator, with the party appointed arbitrators being excused. 1.7.5 Entry of Judgment. As provided in the RUAA, any party can make application to the Maricopa County Superior Court for confirmation of an award, and for entry of judgment on it. Master Planning Services for Regional County Parks Page | 18 Professional Services Contract Serial # 240007-ROQ 1.7.6 Severance and Joinder. To reduce the possibility of inconsistent adjudications, the Mediator or the single arbitrator or arbitration panel, may: (i) at the request of any party, join and/or sever parties, and/or claims arising under other contracts containing this ADR provision, and (ii) the Mediator, on his own authority, or the single arbitrator or arbitration panel may, on its own authority, join or sever parties and/or claims subject to this ADR process as deemed necessary for a just resolution of the dispute, consistent with the parties’ goal of the prompt and efficient resolution of disputes, provided; however, that the A/E, OWNER and Project Professionals shall not be joined as a party to any claim made by a Contractor. Nothing herein shall create the right by any party to assert claims against another party not arising under or related to the Contract or not recognized under the substantive law as applicable to the dispute. Neither the Mediator nor the single arbitrator or arbitration panel is authorized to join to the proceeding parties not in privity with the County. The Contractor cannot be joined to any pending arbitration proceeding, without Contractor’s express written consent and unless Contractor is given the opportunity to participate in the selection of the single arbitrator or non- County appointed arbitrator. 1.7.7 Fees and Costs. Each party shall bear its own fees and costs in connection with any informal hearing before the mediation. All fees and costs associated with any arbitration before the single panel or arbitration panel, including without limitation the arbitrator fees, and the prevailing party’s reasonable attorneys’ fees, expert witness fees and costs, will be paid by the non-prevailing party, except as provided for herein. In the event that Contractor is the non-prevailing party, all fees and costs as noted above shall first be paid out of the bond posted with the arbitrator. In no event shall the Contractor’s obligation to pay fees and costs be limited to the amount of the bond posted herein. In no event shall any arbitrator’s hourly fees be awarded in an amount in excess of $250 per hour and (i) costs shall not include any travel expenses in excess of mileage at the rate paid by Maricopa County, not to exceed a one way trip of 150 miles, and (ii) all travel expenses, including meals, shall be reimbursed pursuant to the travel policy of Maricopa County in effect at the time of the hearing. The determination of prevailing and non-prevailing parties, and the appropriate allocation of fees and costs, will be included in the award by the single arbitrator or arbitration panel. 1.7.8 Confidentiality. Any proceeding initiated under this ADR provision shall be deemed confidential to the maximum extent allowed by Arizona law and, except for disclosures to a party’s attorneys or accountants, no party shall make any disclosure related to the disputed matter or to the outcome of any proceeding except to the extent required by law, or to seek interim equitable relief, or to enforce an Master Planning Services for Regional County Parks Page | 19 Professional Services Contract Serial # 240007-ROQ agreement reached by the parties or an award made hereunder. This provision does not affect the County’s right to inform the County Supervisors of the dispute. 1.7.9 Equitable Litigation. Notwithstanding any other provision of ADR to the contrary, any party can petition the Maricopa County Superior Court for interim equitable relief as may become necessary to preserve the status quo and prevent immediate and irreparable harm to a party or to the Project pending resolution of a dispute pursuant to ADR provided herein. No court may order any permanent injunctive relief except as may be necessary to enforce an order entered by the arbitration panel. The fees and costs incurred in connection with any such equitable proceeding shall be determined and assessed in ADR. 1.7.10 Change Order. Any award in favor of the Contractor against the County or in favor of the County against the Contractor shall be reduced to a Change Order and executed by the parties in accordance with the award and the provisions of the Contract or a settlement agreement as appropriate. 1.7.11 Merger and Bar. Any claim asserted pursuant to this ADR process shall be deemed to include all claims, demands, and requests for compensation for costs and losses or other relief, including the extension of the Contract performance period which reasonably should or could have been brought against any party that was or could have been brought into this ADR process, with respect to the subject claim. The arbitration panel shall apply legal principles commonly known as merger and bar to deny any claim or claims against any party regarding which claim or claims recovery has been sought or should have been sought in a previously adjudicated claim for an alleged cost, loss, breach, error, or omission. 1.8 Inclusion in Other Contracts. The Contractor shall cooperate with the County in efforts to include this ADR provision in all other Project contracts. Master Planning Services for Regional County Parks Page | 20 Professional Services Contract Serial # 240007-ROQ