Parks and Recreation Master Plan Scope of Work
Extracted text (via pymupdf)
104388 characters
Submitted by
in collaboration with
KTUA Planning and
Architecture, aQity Research
and Insights, and CivicBrand
City of El Mirage
Parks & Recreation
Master Plan
Revised RFP Response – 8/29/24
Exhibit A
Table of Contents
Photo: Exerplay.com
3
Cover Letter of Interest
6
Experience and Qualifications of the Team/Firm
27
Project Understanding
28
Proposed Process
47
Project Schedule
49
Proposed Budget
Included in Proposal Submission:
5.2. Vendor Registration Form
5.3. W-9 Form
5.4. Certificates of Insurance
5.5. Subcontractor’s List
S E R V I N G T H E P A R K S A N D R E C R E A T I O N I N D U S T R Y
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Cover Letter
August 29, 2024
Sean VonRoenn
Parks and Recreation Director
City of El Mirage
10355 N. 121st Ave.
El Mirage, AZ 85335
Attn: Valerie Ojeda, Procurement Administrator
Serving The Parks &
Recreation Industry
Influencing ethical decision-
making, strengthening leadership
competencies, and helping create
a financially sustainable future
one organization at a time.
Dear Sean,
We are pleased to submit the following revised proposal in response to the City of El Mirage’s Parks and
Recreation Master Plan Request for Proposal #EM24-RFP-PRMP01. Our commitment to this project is to
facilitate a process and deliver results that will be un-matched by other firms.
Providing project oversight and leadership, 110% Inc. (PO Box 538, Salida, CO 81201), along with a team
of nationally recognized firms serving as subconsultants offer an unparalleled “best of the best” team
and process. This approach allows us to harness a diverse pool of expertise, resources, and perspectives,
leading to innovative approaches and recommendations. We have found that by fostering professional
partnerships we leverage each other’s strengths to stay at the forefront of relevant best practices, remain
agile and adaptable, and deliver transformative solutions for our clients.
At 110%, our firm (an S corporation) consists of four full time employees and our substantial experience
as both practitioners and consultants for public parks and recreation organizations across North America,
as well as out collective commitment to responsible response to today’s dynamic social, economic, and
environmental times, set us apart.
The consulting team will also include three firms serving as subconsultants during the process - KTUA
Planning and Landscape Architecture, aQity Research and Insights, and CivicBrand.
KTUA Planning and Landscape Architecture (San Diego, CA) will provide expertise as landscape
architects and park planners to assess and make recommendations for the City’s current and future
park inventory and design.
aQity Research and Insights (Evanston, IL) will conduct the statistically valid community needs
assessment.
CivicBrand (Salida, CO) will provide support for the process’s community involvement/engagement
plan.
Jamie S. Sabbach
President & Principal in Charge
Collectively, our firms have successfully collaborated on multiple comparable projects including:
110% and KTUA are currently working together on the City of Moorpark (CA) Parks and Recreation
Master Plan.
110% and aQity are currently working together on the Glencoe Park District (IL) Comprehensive Plan.
110% and CivicBrand have partnered on several projects including currently for the Glencoe Park
District (IL) Comprehensive Plan, Wisconsin Parks and Recreation Association Membership Analysis
and Strategic Plan, and Park District of Oak Park (IL) Comprehensive and Strategic Master Plan.
110% Inc. brings the following to each project we lead and organization for which we work.
An extensive understanding of the parks and recreation industry including trends and issues, service
delivery, and management challenges strengthening efforts to develop relevant strategy.
A history of unparalleled client satisfaction and customer loyalty.
Authenticity and a commitment to facilitating each project based upon the unique attributes of your
organization and the community you serve.
Strategic financial sustainability concepts, approaches, and methodologies proven to be effective.
Additionally, no contract or subcontract that has been held by our firm or employees has been
terminated in the last five years.
In the event you have any questions as you review this proposal, please email me at
jsabbach@110percent.net or call 720.304.2167.
Respectfully,
Phone
720.304.2167
Email
info@110percent.net
Website
110percent.net
LinkedIn
@110-percent-inc
Master planning is an
exercise in what an
organization or community
can become .
Imagining the future on
behalf of others is a privilege
– and along with that
privilege comes the
responsibility to ensure what
is created is sustainable.
Thinking about what the
citizens of 2024 may want
or need is important but
understanding that the
citizens of 2050 will be left
to take care of it is critical to
how a plan is designed and
what is included.
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Our collective team will be a fully available and committed partner providing coaching, education, and expert
guidance to support the master plan process and its outputs and outcomes.
Established in 2010, 110% serves the parks and recreation field by inspiring ethical decision making,
strengthening leadership competencies, and ensuring the financial sustainability of parks and recreation. We
offer three categories of services: Education, Presentations & Trainings, Financial Sustainability Strategies, and
Planning Initiatives (i.e., Master, Strategic, and Comprehensive Plans). Over just the past five years alone,
110% has successfully worked with well over 100 clients in 42 states to help organizations and professionals
position themselves for long-term resilience, strength, and vitality.
Jamie Sabbach of 110% will serve as project manager overseeing and leading overall master plan development
including staff & community involvement/engagement and final plan development for the process.
Alongside Jamie, other members of the 110% team that will provide overall project support include:
Farrell Buller, Principal and Certified Executive Leadership Coach
Matt David, Operations and Marketing Manager
Alexis Rankey, Project Consultant and Data Analyst
SUBCONTRACTORS
As stated in the Cover Letter, the Consulting Team will also include three firms serving as subconsultants
during the process, KTUA Planning and Landscape Architecture (KTUA), aQity Research & Insights (aQity), and
CivicBrand. The key staff members representing each firm include:
Joe Punsalan, Principal
Jacob Leon, Senior Associate;
Nicole Rogge, Senior Planner
Jeff Andreasen, President
Ryan Short, CEO
ORGANIZATIONAL CHART, FIRM PROFILES, STAFF RESUMES, AND PROJECT REFERENCES
The following pages in this section details the Consulting Team’s organizational chart, overviews each of our
firms, resumes of key staff members, and concludes with several project references.
S E R V I N G T H E P A R K S A N D R E C R E A T I O N I N D U S T R Y
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Experience and Qualifications of the Firm/Team
PROJECT ORGANIZATIONAL CHART
Jamie Sabbach
Principal in Charge
Farrell Buller
Matt David
Alexis Rankey
Ryan Short
Joe Punsalan
Jacob Leon
Jeff Andreasen
Nicole Rogge
S E R V I N G T H E P A R K S A N D R E C R E A T I O N I N D U S T R Y
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Education, Presentations, & Trainings
Our educational content, expert presentations, and training programs effectively address
important industry issues around the three key areas of ethical decision making,
adaptive leadership and financial sustainability. By delivering effective and engaging
content which provides tangible and impactful results, we carefully design programs
around your specific needs so the experience is impactful and memorable.
Financial Sustainability
The Financial Sustainability Strategy empowers organizations to use data and
information to make informed decisions. Whether done as a standalone project or with
as part of a planning initiative, our unique process combines sound financial
management principles with our one-of-a-kind cost-of-service process to help
organizations clearly understand how taxpayer resources are being used.
Planning Initiatives
Our custom-tailored planning initiatives blend visioning what an organization and
community can become with creating a responsible and sustainable future. We strive to
leverage our experience and networks to provide your organization with an optimized
and practical master or strategic plan.
Ethics | Leadership | Financial Sustainability
We are 110%. A parks and recreation consulting firm of former practitioners
who advocate for inspiring ethical decision making, strengthening leadership
competencies, and ensuring the financial sustainability of parks and recreation.
Phone
720.304.2167
Email
info@110percent.net
Website
110percent.net
LinkedIn
@110-percent-inc
Our Services
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Farrell Buller Principal | Certified Executive Coach | Change Advocate
Farrell has more than 20 years in progressively responsible leadership roles. She has focused on
achieving results for leaders and their teams, successfully leading organizations of 500+ employees,
with budgets of up to $80M, as well as smaller organizations and teams. As a graduate of the University
of Northern Colorado in Therapeutic Recreation and as a former Parks and Recreation Director and City
Manager, Farrell embraced her passion for serving others. She brings the ability to impact, influence,
and inspire leaders at all levels. Farrell is the recipient of several awards, including Outstanding New
Professional of the Year, Mid-West Region Professional of the Year, and the Pottsie Development
Scholarship. You can often find Farrell and her family intentionally taking the "road less traveled" as
they discover their next adventure!
Jamie Sabbach Founder | President | Principal
Jamie founded 110% Inc. in 2010 with the intention of helping organizations be more strategic and
bolder amid dynamic social, environmental, and economic change. Having decades of experience in the
public park and recreation field and as a college instructor have fed her passion to help others enhance
their own talents and improve performance. Jamie has testified in front of the United States Congress
on the importance of public parks and recreation. She is a past President of the American Park and
Recreation Society and was inducted as a Fellow into the American Academy for Park and Recreation
Administrator in 2008. Jamie is a native of Illinois who lives in the mountains of Colorado. She's a
former college jock who enjoys hiking, biking, golf, volunteering, and has a love affair with the Chicago
Cubs!
Matt David Operations & Marketing Manager | Utility Player
With a tip-of-the-cap for his love for baseball, Matt is our team's "Utility Player" and does a little bit of
everything due to his wide range of experiences and skill set. He has municipal, nonprofit, and private
sector experience in marketing, operations, programming, budgeting, digital design, project
management, and general administration. Matt has an eye for detail, mind for inquisition, and a big
heart for community and servant leadership. Outside of work, he enjoys life with his wife and two dogs
in Stillwater, MN by exploring the outdoors, spending time with friends and family, tackling home
improvement projects, and cheering on their favorite sports teams.
Alexis Rankey Project Consultant | Data Analyst
Alexis is a seasoned parks and recreation professional with 15 years of experience, demonstrating a
high level of business acumen and a passion for high-quality parks and recreation management. She is
driven by a strong sense of purpose to make a positive impact on the parks and recreation industry.
Utilizing her skills in data analysis, finance and budgeting, critical thinking, and problem-solving, Alexis
leverages her expertise to produce meaningful results. Alexis's thorough understanding of parks and
recreation operations, coupled with her love for processing and interpreting data, allows her to help
others "put it all together" to make well-informed decisions. She graduated summa cum laude in 2010
with a Bachelor of Arts in Recreation Management from the Metropolitan State University of Denver
and true to her rec rat roots, she spends her free time biking, golfing, playing hockey, glamping, and
spending time with her friends and family.
Meet the Team
S E R V I N G T H E P A R K S A N D R E C R E A T I O N I N D U S T R Y
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Jamie Sabbach
Founder | President | Principal
Biography
Work History
Jamie founded 110% Inc. in 2010 with the intention of helping
organizations be more strategic and bolder amid dynamic
social, environmental, and economic change. Having decades
of experience in the public park and recreation field and as a
college instructor have fed her passion to help others enhance
their own talents and improve performance.
Jamie has testified in front of the United States Congress on
the importance of public parks and recreation. She is a past
President of the American Park and Recreation Society and
was inducted as a Fellow into the American Academy for Park
and Recreation Administrator in 2008. Jamie is a native of
Illinois who lives in the mountains of Colorado. She's a former
college jock who enjoys hiking, biking, golf, volunteering, and
has a love affair with the Chicago Cubs!
110%, Inc.
President & Principal, Feb 2010 - present
Indiana University, Bloomington, IN
Adjunct Faculty, Sep 2021 - present
City of Boulder, CO
Superintendent of Recreation & Community Services,
Mar 2003 - Feb 2008
Illinois State University, IL
Faculty in Dept. of Kinesiology and Recreation, Aug 2001 - Mar 2003
City of Bloomington, IN
Director of Recreation and Community Services, Jan 1997 – Jul 2001
Harvard University
Kennedy School of Government, TAPLD, 2014
Indiana University
Post-Graduate coursework, 1998-2000
Eastern Illinois University
Master of Science Degree in Public Administration/Sports
Management, 1988
Eastern Illinois University
Bachelor of Science Degree in Physical Education/Coaching/Business
Administration, 1986
Park District of Oak Park, IL
Financial Sustainability Strategy, 2023
Glencoe Park District, IL
Park District Comprehensive Plan, 2023 - present
Town of Mansfield, CT
Parks & Recreation Master Plan & Financial Sustainability
Strategy, 2023 - 2024
Crown Mountain Park & Recreation District, CO
Park & Recreation District Master Plan, 2022 – 2023
City of Napa, CA
Parks & Recreation Services Management Plan, 2018 – 2019
Financial Sustainability Strategy and annual updates, 2021 - 2023
Staff Bio
Education
Select Client List
S E R V I N G T H E P A R K S A N D R E C R E A T I O N I N D U S T R Y
1 1
Farrell Buller
Principal | Certified Executive Coach | Change Advocate
Biography
Work History
Farrell has more than 20 years in progressively responsible
leadership roles. She has focused on achieving results for
leaders and their teams, successfully leading organizations of
500+ employees, with budgets of up to $80M, as well as
smaller organizations and teams. As a graduate of the
University of Northern Colorado in Therapeutic Recreation and
as a former Parks and Recreation Director and City Manager,
Farrell embraced her passion for serving others.
She brings the ability to impact, influence, and inspire leaders
at all levels. Farrell is the recipient of several awards, including
Outstanding New Professional of the Year, Mid-West Region
Professional of the Year, and the Pottsie Development
Scholarship. You can often find Farrell and her family
intentionally taking the "road less traveled" as they discover
their next adventure!
110%, Inc.
Principal & Certified Executive Coach, Jan 2021 - present
Town of Erie, CO
Deputy Town Administrator, Feb 2019 - Jan 2021
Acting Town Administrator, May 2018 - Jan 2019
Assistant to the Town Administrator, Sep 2017 - Apr 2018
Director of Parks and Recreation, Mar 2014 - Sep 2017
City of Lakewood, CO
Recreation Division Manager, Apr 2011 - Mar 2014
City of Commerce City, CO
Recreation Division Manager, Oct 2004 - Jan 2011
City of Boulder, CO
Recreation Coordinator, Jan 2000 - Oct 2004
Directors Summit
Lead Facilitator; Invitation-only Symposium, 2023 & 2024
Clemson University
Think Tank: Invitation-only Symposium, 2019
Altruism Institute
Invitation-only Symposium, 2016
Agents of Change
Invitation-only Symposium, 2015-2018
National Recreation & Park Association
Directors School Graduate, 2015
University of Northern Colorado
Bachelor of Science Degree in Recreation/Therapeutic, 1997
City of Northglenn, CO
Financial Sustainability Strategy, 2023
Town of Addison, TX
Parkland Dedication Fee Study, 2023 - present
City of West University Place, TX
Operational Analysis & Financial Sustainability Strategy, 2022 – 2023;
present
City of Aurora, CO
Financial Sustainability Strategy, 2023
City of Fort Collins, CO
Leadership Development and Professional Coaching, 2023 - present
Staff Bio
Education
Select Client List
S E R V I N G T H E P A R K S A N D R E C R E A T I O N I N D U S T R Y
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Matt David
Operations & Marketing Manager | Utility Player
Biographies
Alexis Rankey
Project Consultant | Data Analyst
With a tip-of-the-cap for his love for baseball, Matt is our
team’s “Utility Player” and does a little bit of everything due to
his wide range of experiences and skill set. He has municipal,
non-profit, and private sector experience in marketing,
operations, programming, budgeting, digital design, project
management, and general administration.
Matt’s professional foundation is rooted in public parks &
recreation, where he accumulated multiple years of
progressive experience with the Town of Erie’s Parks &
Recreation Department (CO) before pursuing opportunities
with non-profit and private sector companies that resulted in
growth and development to his professional toolbox.
Alexis is a seasoned parks and recreation professional with 15
years of experience, demonstrating a high level of business
acumen and a passion for high-quality parks and recreation
management. She is driven by a strong sense of purpose to
make a positive impact on the parks and recreation industry.
Utilizing her skills in data analysis, finance and budgeting,
critical thinking, and problem-solving, Alexis leverages her
expertise to produce meaningful results. Alexis's thorough
understanding of parks and recreation operations, coupled
with her love for processing and interpreting data, allows her
to help others "put it all together" to make well-informed and
strategic decisions.
University of Wisconsin-La Crosse
Bachelor of Science Degree in Parks, Recreation and Leisure Facilities
Management & Minor in Business Administration
2014
Arcane Concepts Inc.
Communications Manager, Jul 2020 - Nov 2021
Minnesota Youth Athletic Services
Program Director & Admin. Asst., Nov 2018 - Mar 2020
Town of Erie, CO
Parks & Rec Admin. Coordinator, Apr 2017 - Nov 2017
Recreation Coordinator, Aug 2015 - Apr 2017
Recreation Specialist, Jun 2014 - Aug 2015
Metropolitan State University of Denver
Bachelor of Arts in Recreation Professions
Course emphasis in Recreation Management
Minor in Coaching, 2010
Town of Erie, CO
Analyst/Business Services Manager, Mar 2020 - Jan 2024
Recreation Supervisor - Programs, Apr 2015 - Mar 2020
Recreation Coordinator - Sports, Mar 2014 - Apr 2015
Assistant Coordinator - Sports, Mar 2011 - Aug 2012
City of Wheat Ridge, CO
Athletics and Fitness Coordinator, Aug 2012 - Mar 2014
City of Lakewood, CO
Internship/Scorekeeper/Front Desk, Apr 2008 - Mar 2011
Staff Bio
Education and Previous Work History
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KTUA Qualifications I Firm Profile
KTUA has years of experience planning and designing infrastructure projects such as
parks, trails, complete streets, and right-of-way projects. Active transportation and
green infrastructure are staples in our day-to-day ethos and bring creative and
thoughtful integration of greening elements to our streetscape projects. We
understand the opportunities and challenges our streets provide by listening to the
public, providing equitable transportation and design options, and working with our
ESTABLISHED
• 1970
ktua
client to design the best possible solution.
The firm is a collaboration of planners, landscape architects, GIS analysts, and graphic
designers focused on the creation of livable communities. Established in 1970, KTUA
has expanded the boundaries of a traditional landscape architecture office by
incorporating active transportation, community planning, federal planning, and natural
resource management practices into our portfolio.
KTUA's planning approach is to balance the diverse needs of regions, cities,
neighborhoods, developers, and future users with planning that encourages
placemaking that is informed by our expertise in urban design, community
development, multimodal transportation, complete streets, public engagement, and
natural resource management. With a goal of healthy communities and long-term
stewardship of the land, KTUA has a track record for creating active public space that
promotes public health, engages the community, contributes to economic growth,
enhances public and private investments, and provides a sustainable legacy that is
memorable and attractive. Our commitment to our communities and clients is to
ensure that each project is unique, collaborative, innovative, cost effective,
environmentally integrated, and context sensitive.
RECENT PARK MASTER PLAN EXPERIENCE (ALPHABETICAL):
■ City of Bellflower Parks Master Plan
■ City of Desert Hot Springs Parks Master Plan
■ City of Encinitas Parks, Beaches, Open Space and Trails Master Plan
■ City of Goleta Parks Master Plan
■ City of Goleta Stow Grove Park Master Plan
■ City of Hesperia Parks Master Plan
■ City of La Mesa MacArthur Parks Master Plan
■ City of La Mesa Parks Master Plan
■ City of Menifee Parks Master Plan
■ City of Montclair Parks Master Plan
■ City of Montebello Parks Master Plan
■ City of Moorpark Parks Master Plan (with 110%)
■ City of Moreno Valley Parks, Trails & Community Services Master Plan
■ City of Oceanside Parks Master Plan
■ City of Ontario Parks Master Plan
■ City of Perris Parks Master Plan
■ City of Placentia Open Spaces and Urban Greening Plan
■ City of Santa Maria Parks Master Plan
■ City of Santee Community Center and Parks and Recreation Master Plan Update
■ City of San Jacinto Trails Master Plan
■ City of Victorville Parks Master Plan
■ City of Whittier Parks Master Plan
OFFICE LOCATIONS
■ San Diego
■ Santa Maria
CORPORATE OFFICERS
■ Chris Langdon, President
■ Mark Carpenter, Treasurer
■ Joe Punsalan, Secretary
■ Brooke Whalen, Vice President
■ Jerad Huwa, Vice President
EMPLOYEES - 31
■ 9 Landscape Architects
■ 7 Planners
■ 6 Landscape Designers
■ 2 Irrigation Designers
■ 2 GIS Analyst
■ 1 Transportation Engineer
■ 2 Marketing
■ 2 Accounting
PLANNING SERVICES
■ Recreation Planning
■ Land Use Pia nning
■ Transportation Planning
■ Resource Planning
■ Federal Planning
LANDSCAPE
ARCHITECTURE
SERVICES
■ Community Design
■ Parks and Recreation
■ Health Care
■ Education
■ Housing
■ Hospitality
■ Office and Retaii
SUPPORT SERVICES
■ Community Engagement
■ Grant Writing
■ GIS/3D Modeling
■ Sustainable Design
KTUA Key Personnel I Joe Punsalan I Principal Transportation Planner
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Joe Punsalan is a principal and oversees KTUA's parks and active transportation
planning practice for clients throughout California. He's been actively engaged in
citywide park master plan projects and large-scale active transportation planning
projects such as complete street plans and corridor studies, active transportation plans,
vision zero, and first/last mile connectivity. He is responsible for scope development,
data analysis, public engagement and facilitation of workshops, focus group and
stakeholder meetings, report writing, grant writing and reporting, and staff and
consultant team management. He has a background in GIS for mapping, research and
analysis, and uses a simplified approach to displaying complex methodologies.
City of Moreno Valley Parks, Community Services and Trails Master Plan
Principal-in-Charge overseeing project tasks, client interaction, meeting facilitation,
scope adjustments and budgeting. Day-to-day responsibilities include subconsultant
coordination, project schedule, developing community engagement strategies, data
collection and analysis for over 30 parks. As the project progresses, Joe will assist with
trail alignment development, strategies, recommendations, and final plan development.
His experience completing the City's Bicycle Master Plan and Dracaea Avenue
Neighborhood Greenway project will be applied to the development of non-motorized
access to parks and recreation facilities.
City of Bellflower Parks Master Plan
Principal-in-Charge responsible for overseeing the analysis and community
engagement tasks as well as subconsultant and contract management. A key role will
be engaging the community on park facility and programming to incorporate into the
planning and recommendations process.
City of Menifee Parks Master Plan
As Principal for the Menifee Parks Master Plan, Joe was involved in the park facility and
programmatic recommendations for the final phases of the plan. A major task was the
development of the trails component which included integrating active transportation
and open space connections. Mapping, research, and document development were
additional tasks completed for project adoption.
City of Desert Hot Springs Parks Master Plan
Principal-in-Charge overseeing the project team on day-to-day tasks and as
responsible for client satisfaction. Responsibilities include subconsultant
coordination, stakeholder meeting facilitation, final oversight on data collection and
demographic and park level-of-service analysis and assisting the project manager
as needed. Providing assistance with strategies, recommendations, and final plan
development. His experience completing the City's Bicycle and Pedestrian Master
Plan project will be applied to improving development of access to parks and
recreation facilities for all ages and abilities.
City of Salinas Active Transportation Plan
Principal-in-Charge. The plan includes a robust outreach effort that uses a diverse set of
tools to meet people where they are at. It was a community driven prioritization process
to select projects for design and implementation, discussion, and agreement on the
policy and programmatic improvements to support the network. KTUA is leading the
existing conditions analysis, project prioritization process, and support preliminary
design. KTUA also led the trail project identification and overall ATP and trail design
guideline development.
• B.A. Geography, California
State University, Sacramento
REGISTRATIONS
• ITE Professional
Transportation Planner
• LEED Green Associate
• GISP, GIS Certification
Institute #53646
• League of American Bicyclists
Certified Instructor #2005
AFFILIATIONS
• Association of Pedestrian and
Bicycle Professionals
• Rails to Trails Enhanced
Bicycle Facilities Document
Peer Review
AWARDS
• 2024 APA Los Angeles,
Transportation Planning
Excellence Award,
Montebello First and Last
Mile Plan
2024 APA Inland Empire,
Award of Merit,
Comprehensive Plan - Large
Jurisdiction, Menifee Parks
Master Plan
2024 APA Inland Empire,
Excellence Award,
Comprehensive Plan - Large
Jurisdiction, Moreno Valley
Parks & Trails Master Plan
KTUA Key Personnel I Jacob Leon I Senior Associate Planner I Outreach Facilitator
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Jacob Leon is a Senior Associate at KTUA that is dedicated to parks and recreation planning,
trail and open space planning, complete streets planning, and community outreach. His
project responsibilities entail project management, existing conditions analysis, overseeing
community engagement, facilitating community workshops and special meetings with elected
officials, and developing comprehensive project recommendations. He is passionate about
raising awareness of the benefits of thoughtful urban planning and public realm design,
equitable access to parks and open space, and safe transportation infrastructure. His passion
for nature, parks, trails and genuine community engagement reinforces his commitment to
clients and the communities he works in throughout the state of California.
City of Moorpark Park Master Plan
Project manager responsible for day-to-day tasks including client interaction, community,
and stakeholder engagement, maintaining a successful project schedule, monitoring data
collection and analysis for city-owned parks, developing project recommendations, and
delivering a user-friendly and implementable master plan. Manages subconsultants that are
contributing to the master plan. The plan's major focus on community engagement allows
Jacob to explore and implement a wide variety of strategies and tools to successfully
engage the city's evolving demographics.
City of Moreno Valley Parks, Community Services, and Trails Master Plan
Project manager responsible for day-to-day tasks including subconsultant management,
client interaction, community, and stakeholder engagement, maintaining a successful
project schedule, monitoring data collection and analysis for over 30 city parks, developing
project recommendations, and delivering a user-friendly and implementable master plan.
Jacob's experience with the City's Bicycle Master Plan and the Dracaea Avenue
Neighborhood Greenway project provides valuable background information to successfully
manage this master plan.
City of Montebello Parks Master Plan
Associate planner/outreach facilitator for a parks and facilities master plan that entailed
research, analysis, and inventory of the existing parks and park facilities. Facilitated an
extensive community outreach to gauge city, key stakeholder, and resident use of the
facilities along with what they desired to see in future park improvements. The team utilized
a variety of tools such as Surveymonkey and advanced GIS mapping software to collect
community feedback. Assisted team with workshop facilitation in English and Spanish.
City of Montclair Parks Master Plan
Project manager responsible for day-to-day tasks including subconsultant management,
client interaction, community and stakeholder engagement, maintaining a successful project
schedule, monitoring data collection and analysis for city-owned parks, developing project
recommendations, and delivering a user-friendly and implementable master plan. Jacob's
experience with related parks, recreation, trails, and active transportation projects in the
Inland Empire provided valuable background information to successfully manage this
master plan.
City of Whittier Parks Master Plan
Project manager responsible for client interaction, overseeing all community engagement,
assisting with data collection and analyses, developing project recommendations, and
designing a comprehensive document that summarizes all efforts. Jacob's Spanish-speaking
proficiency allows him to interact with the City's Hispanic/Latino population to ensure
thorough community engagement. Also responsible for managing all subconsultants.
EDUCATION
• Bachelor of Landscape
Architecture, Cal Poly, San
Luis Obispo, 2013
REGISTRATION
• 2014, LEED Green
Associate
AFFILIATIONS
• American Society of
Landscape Architects
• California Parks and
Recreation Society
• American Planning
Association
• Association of Pedestrian
and Bicycle Professionals
RECOGNITION
• 2024 APA Inland Empire,
Excellence Award,
Comprehensive Plan - Large
Jurisdiction, Moreno Valley
Parks and Trails Master Plan
• 2022 APA Los Angeles
Award of Merit,
Comprehensive Plan - Small
Jurisdiction, Montebello
Parks Master Plan
• 2022 APA Inland Empire
Award of Merit,
Transportation Planning,
Ontario Recreation and
Parks Master Plan
SPECIAL SKILLS
• Spanish fluency
KTUA Key Personnel I Nicole Rogge I Senior Planner
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Nicole Rogge is a Senior Planner at KTUA and focuses on park and recreation planning,
graphic communication design, and facilitates community outreach. She has a special
interest and background in art and graphic design and uses these skills to facilitate more
effective communication about complex planning concepts with audiences. As a part of
KTUA's planning team, she is the assistant project manager on several parks and recreation
master plans. As the assistant project manager, she facilitates community outreach,
conducts fieldwork, develops recommendations, and writes and designs final plan reports.
Her skills include Adobe Creative Suite, AutoCAD, Sketch-up, GIS, and field surveying.
City of Moreno Valley Parks, Community Services & Trails Master Plan
Assistant project manager/planner. Assisted in conducting fieldwork inventory of existing
park facilities and amenities to understand existing and future conditions of the City's Park
amenities. Also conducted a geographic, amenity, and park acreage level of service
analysis to analyze how the existing park system is serving the residents. Created project
branding to establish project identity to be used throughout the community engagement
process and final report. Also assisted in conducting community engagement through
workshop events and stakeholder meetings.
City of Bellflower Park Master Plan
Assistant project manager/senior planner. Conducted fieldwork inventory of existing park
amenities and facilities. Assisted in facilitating project outreach and community
engagement. and the creation of project outreach materials like the project website, flyers,
maps, and interactive outreach activities for community workshops, pop-up events,
neighborhood meetings, and stakeholder meetings. Performed population, amenities, and
geographic level of service analysis of existing and future conditions of the park system and
summarized findings in the project report.
City of Desert Hot Springs Parks Master Plan
Assistant project manager/planner responsible for data acquisition and management of
existing parks and park facilities and amenities. Also assisted at community outreach events
and stakeholder meetings. Created community survey questions to gather community
feedback on existing parks and facilities and the future wants and desires of residents.
Developed project branding to be used throughout community outreach and final report.
City of Whittier Parks Master Plan
Senior planner responsible for assisting with project support. Assisted in developing
outreach materials for community engagement events such as maps, infographics,
cutsheets, and summaries. Coordinated with the client and project team to develop policy
and infrastructure recommendations based on all engagement and analysis findings.
Designed the Plan report that encompassed all planning efforts.
City of Montclair Parks Master Plan
Planner, assisted with project support. Assisted in the development of outreach materials as
well as participated in community outreach events. Assisted in the creation and
management of GIS data to facilitate analysis and provide document and map development
support. The PMP included an inventory of recreational assets and amenities. The analysis
included population-based standards for parks per 1,000 population and geographic
distribution given walk times and demographic centers for different age groups.
Planning, University of
S E R V I N G T H E P A R K S A N D R E C R E A T I O N I N D U S T R Y
1 7
Questions. Answers. Insights
aQityRES ARC
aoity Resear:db;: Paclwr:oumil and Key Pmfeot eeraanel
Since ] 993, aQrry·Researdhl has c:011.durted commuruty surveys fur pub c agenu:ies primarily·
parlc disb'i:cts and forest preserve/conservation dis'mcts throughout Jilllinrns. lliilese include
studies ilfuat Olllr team conducted as part of Market Probe aru:I Richard Day Research Inc.:
aQily IRese.an::h & llilsi:ghi's .
Market Probe
Ri'ic.ha.rd Day IRese.nc'h
■
Round Lake Area Park District: Gpending12.02.4)
■
Bartlett Par!(_
District (20:14)
■
Northbrook PD
(2014)
■ Naperville,Park District (2012,.
2l009)
■ Efmrn..nrst PID {2011)
■ Fm,: VaDey PD , 006)
■ Decatur Parks Foundation
(2004)
■ Glenc,ce PO·(2004)
■ Round Lake Are.a PO·(20D3)
■ IBen9ellVilfe PO·(2002.)
■ Grayslalle PD DOOCl)
■
Milwatikee Recreation (20i2.4)
■
Village af Riverside (.2.024)
■
Huntley PO (20 )
■
Lombard PD (20i2.4)
■
Elmhurst PO (.202.4, .2019)
■
[Bar11ett:P0(.2023)
■
Park District: of Oak. Park (20'23, 2019)
■
Roselle PO {2.02.3)
■
Glencoe PO (.2023)
■
Belvidere,Twp. D (202.3)
■
Geneva PO (.20231
■
Wilmette PO (2023, 2016)
■
Roselle Public Library (.2.023, .2822)
■
Willowbrook Parks & Rec Dept. (2022)
;B
i
■
Arlington Heights PO (202:2.)
■
Glenview PO (2022,. 20161
■
VLlt,eeling PD (2022,. 2015)
■
Napervile Park District (2022, 2017)
"&
!
■
Fo1< Valey PD (2022,. 2017,. 2016)
■
streamwood PO (2022.)
■
Glen Ellyn PD (2022,. 20'21)
■
Morton Grove PO {202.1, 2018)
■
st. Charles PD (20'21, 2016)
■
Decatur PD (2.02.1)
■
PO of Highland Park (2020, 2019)
■
IBata,via D C2019, 2017]
■
Elmhurst PO (2019)
■
Crystal Lake, D (2.019)
■
!Buffalo GrOYe PO (2019)
■
Mt. Prospect PO (2017)
■
Qty of McHenry Parks & Rec Dept. (2.017)
■
Lake Bluff PD (2017)
■
!Elementary School District 65 (.20171
■
Village of Lake !Bluff (.2017)
■
Northshore SD 112/Highlandl Park (2.017)
:I
!
8
■
!Lake Co. Forest Preserve District (2024,. 2022,
20191, 2016)
■
!Forest Preserve District of DuPage Co. (2023)
■
Cha paign Co. !Forest P'reserve District (2022)
■
McHenry Co. ConiServat:ion District (2.02.0)
■ Lake Co. Forest PlfeSerVe Dist.
( 1'39.3, 1999, 2000,. 2!002, .2008)
■ FPD,of Will Co. (.2.005)
■ Dui:>age Co. R'D (2lOO<ll)
■ McH'.eruy Co. Co ervatior, District
f200rl)
:I
·=I-
U)
■
llinois Association of Park Districts (MPID) W-2
andl Reveri1.re Survey (2.023, 20r16)
■
IAIPID statewide Resident Sutvey (20\22)
■
IAIPID Agency Key Metric l\e9eard, {2.02.0-.21)
■
IA!PO Agency Usage,Analysis ,(2018-19)
■
IAPD sta'tE'Nide
SLm"VeYaf
Residents.(2013)
■ IAPD statewide 5urvey of
Residem:s (2002)
S E R V I N G T H E P A R K S A N D R E C R E A T I O N I N D U S T R Y
1 8
Q
Questions. Answers. Insights.
aQity
SEARCH
Team Resumes
Jeff Andreasen (Pre:sidemJ as your primary comaa for this study. He wm be directly involved in the
:sample and ,questionnaire design, and in the analysis and p,resentation of the survey findings.
He rs responsrbJe for research and consufting services to public agen c::ie:s and
governmental dient:s_
For the past 30 years, he has designed, execuiCed, analyzed, and consulted on needs assessmeniC and
comm unity :surveys for mukiple park agencies and fo,rest preserve di:stric:iCs in JUinois Iformerly with
Richard Day Research and Market ProbeJ, most recently in RoseJle, Oak Park, Bartlett, Willowbrook,
Decatur, GJen Ellyn, and ,Glencoe. He also con ducts research {qualitative and quantira;cive) for the
Jllinois A:s:socration of Park Districts f!APOJ_
He al.so conducted staiCi:sticaliy vaJid community :surveys for countywide fo,rest preservef con.servation
districts in Lake. McHenry, DuPage. Wm. and Champaign counties; and state agencies, including the
Jllinois Department of Public: Health and the Hlin ois Department of Tran:sportation_
Jeff ha.s co-authored chapte,r.s in two books on Chicago mayoral politics and artide.s for :several
pubiications including Public Opinion Ouarteriy. He has a deg.ree in Urban and RegionaJ Planning
from the University of JIJinois at Urbana ,I1983).
Tessa Andreasen and Zoe Lutz rProject M!anagersJ wili manage day-to-day processes for this
:survey. They wiJI be respo.111sible for coordinating the data collection options fmail, phone.. webJ,
prog,rammin g and testing the questionnai,re and survey website. preparing sample and maiiing:s,
overseeing dara processing, and assisting with the analysis and reporiCing _
Tessa has managed, designed, and analyzed community-wide surveys, needs assessments, p,re
referenda voiCer :surveys for dozens of park di:strins as we.II as fa.resit preservefconservation districts
throughout the staiCe. She hes also managed virtually every research program sponsored by the
JAPD for th,e past eight yea.rs_ T es:sa has a degree in Music Education from the Univer:sity of minois at
Urbana.
Since joining aOity three years ago, Zoe Iikewi:se has managed almost every stage of community-
wide :surveys for :several Jocal agencies, most recently park districts in Elmhurst. R'oseJle. WilliOwbroo k,
Geneva. and Bartlett. Zoe ho.Ids a BA rn Economic Studies from Friedrich-Alexander-University in
Ge.rmany, where :she worked for Gfl< SE Germany_
Jim Scholle [Data Collection SuperviisorJ is re:sponsjble for the aOity Research caJI center and dara
processing team tn Evanston. He has been wiith aOn:y Research rand formerJy Market Probe and
Richerd Day Research J for fifteen years and has managed the data coJlection for many park agenci,es
and forest preserve districts.
Jim wiU be responsibJe for phone interviews, including training the interviewers and monito,ring their
work to ensure i;c meets our high standards for quality and insights_ He has a degree in Speech and
Communication from the University af St. Thomas (St. Paut MN I'-
10%
bdlirvelnpomblllty
CivicBrand
Public Engagement, Branding, and Marketing that leads to
greater participation, buy-in, and civic pride.
Civ"cBrand works diredfy with - ies and pa ners w1 planning firms
o develop community visio ing, branding, placemaking, and public
engage-men strategies. P blic engagement is a he core o everyth-ng we
do. Our process fully engages stakeholders and crea es grea er buy-i , civ·c
pride, and delivers a ·o able·mplemen a ion plans
a
comm n 1es.
ate stro ger
•
Brand S rategy
•
Marke i g Plans
•
Public Engage-men
•
Placemaking
•
Focus Gro ps & Workshops
•
Project We
es
•
Interactive Engagement ools
• 0
-The-Street Engage-men
•
Youth & Student Engagement
•
Pro·ect Communica ions
ATCH OUR HIGHLIGKT REEL
·meo.c m/483150148
Planning projects are complex.
ey involve m I "pie orga •
ons,
blic
a d priva e stakeholders, a
nge of goals, en· ies ha both compete and
collabora e, and serve diverse audiences. B
a
e end o
e day,· is one
place and o e plan. To
lly engage stak
alders r
ires deep expe ·se
i publ"c engageme
and facilita ions rategies, user-experience, des·g
leadersh"p, and a robust toolbox of
gagement stra eg·es, tactics, and
resources.
FROM "BRANDING IS THE NEW
E.C0N0MIC DEVELOPMENT" FORBES
"This is done through a process of p lie
engagement, storytelling and fulfilling
yo:ur bTand promise."
-RIAi SHIRT / CIVICBRANI
Ctvtc:Brand
Forbes
10%
bdlll'Ve In ponlblllty
RlU SIIORT
CiO I DU IR
RyUI !l.!i !ta-found'er .!!ind Ille CE:Ool Cl'a!l!tB nd .nd w'Jll lb!!IJie. proJl!d tei!d. HI!ha!.beM lkh1edian
li'a.rb fom .!ind l'if!gulalllf s.pe.!lkl!. an tapk!. ol [PubLif Mg.!JgemMt, cl!}!branding 11.di pla.eem
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BANlNER SIIOR1
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B.ll11ne Is. fo-lli>under ol Cl'a!l Bl'l!lnd, &UkllngIlle• rm• .
on, a.ii.t,w;I!_, S"trM!!gy, 11d .!ipplli ,
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pro l!Ct!l !I. l!Ct fornm 11 fy wi1u ndl !plr.!i Ion ros-tNln;g l'ftf!.!lnl.R,gfillm.nnl!dlam ndImp i:eill.JI
result!..
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[NG GI l:NT STHAT cST
R.rl!l.!1leads.lhe enB,B enl partlan al Ch!le:Brt1nd, eM Ilngour rei!!Ch IJie. en I!
fomm Ally. thraugh m.rn l!lhif!M .e eng:agem,e11 !fflite . _B.rls under5 • nd!l lhe l ort!na
ofpra d m.rnmun •
on· .nd !l n eq:i.ert n ln:te'lll'retln balll1l!l,IJ.!ii11l 1l'a!1! nd q U 1l'a!ii'! d ta,
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EDU EOOIJIDGE
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ca n h.!!! bl!ii!n wl, Gl fB.rand :!.Ina :mu,rel'l!l'ftlngbl'l!lnd!!l and m Flcl!'l!lngm.!ilerllll!
nu
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d
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KELSY BO, llJE.
DESJ
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fll fomm 11 filtlan matif!ill 15., web Itel, I}! ·11d d t fl brt1ndmg, • .ndplllfM'lllklngi!:IM'lenb,
ln.d.ud MB way ndl s ;gn ge_
Staff Bio
Glencoe Park District had the desire to update both their 10-year Master Plan and five-year Strategic
Plan simultaneously in order to create a cohesive Comprehensive Master Plan that will provide the
District with a clear and realistic set of goals, objectives, forecasted needs and implementation
strategies. Included in this plan are robust community engagement that guide recommendations to
key areas such as recreation programming, maintenance and development, and sustainability
practices. Additionally, specialized considerations are incorporated that include an Active Harmer
analysis and beach analysis of their beach on Lake Michigan.
Project Partners
S E R V I N G T H E P A R K S A N D R E C R E A T I O N I N D U S T R Y
2 1
Contact: Lisa Sheppard, Executive Director
Email: lsheppard@glencoeparkdistrict.com
Phone: 847.835.7531
Address: 999 Green Bay Rd., Glencoe, IL 60022
Date: March 2023 - July 2024
Project cost: $196,295 (contracted and total)
Project Manager: Jamie Sabbach
Glencoe Park District (IL)
Comprehensive Master Plan
Project References
References
Our…
Contact: Rebecca Wagner, Director
Email: crownmtndirector@sopris.net
Phone: 970.963.6030
Address: 501 Eagle Count Dr., El Jebel, CO 81623
Date: May 2022 - April 2023
Project cost: $64,810 (contracted and total)
Project Manager: Jamie Sabbach
The Crown Mountain Park & Recreation District has experienced significant change over the last
decade including growth and expansion. Fully aware of the challenges development presents, the
District engaged in a thoughtful review and analysis of its current conditions and realities as well as
those of the community it serves. They understood this was a necessary baseline in order to ensure
that the master plan was built upon fiscally responsible recommendations that addressed community
need and interest and could be afforded. A focal point of the project was establishing a vision and
design for the continued development of their system’s crown jewel, Crown Mountain Park, that
prioritized stewardship, optimization, and relevance.
Project Partners
S E R V I N G T H E P A R K S A N D R E C R E A T I O N I N D U S T R Y
2 2
Crown Mountain Park & Recreation District (CO)
Master Plan
Project References
The City of Salida sought to create an impactful Master and Strategic Plan for their then newly created
Parks and Recreation Department and their unique community. Challenged with honoring the
community’s rich history while also embracing the rapidly changing realities was at the forefront of
the plan’s development to carry on a sustainable legacy of parks and recreation opportunities for
Salida’s future generations. Six key themes emerged from the comprehensive community planning
process: organizational resilience, a healthy Salida, quality infrastructure, access & social equity,
connection through recreation, and community collaborations.
Project Partners
Jayne Miller
Consulting
S E R V I N G T H E P A R K S A N D R E C R E A T I O N I N D U S T R Y
2 3
Contact: Mike “Diesel” Post, Director
Email: diesel.post@cityofsalida.com
Phone: 719.539.4555
Address: 2448 E First St., Salida, CO 81201
Date: 2019 – 2020
Project cost: ~$110,000 (contracted and total)
Project Manager: Jamie Sabbach
City of Salida (CO)
Parks, Recreation, Open Space & Trails Master Plan
Project References
KTUA Qualifications I Project Experience
10%
bdlll'Ve In ponlblllty
City of Moreno Valley Parks, Community Services, and Trails Master Plan
Moreno Valley's Parks, Community Services and Trails Master Plan is an update to the City's
2010 Master Plan. Since 2010, the City has experienced dramatic growth in residential,
commercial, and industrial developments. This update was integral in ensuring the City was
provided a foundation for a healthy thriving community. Proposed trail alignments, strategies,
park and program recommendations, and a final plan were created. The analysis included a
system-wide approach to evaluating recreation areas, existing parks, and trails, and
identifying potential open space land and facility demands in order to develop goals,
policies, and guidelines along with achievable strategies to meet the needs of current and
future residents.
CLIENT
• City of Moreno Valley
• Jeremy Bubnick
• 951-413-3709
• jeremyb@moval.org
STATUS
■
Completed 2023
SERVICES
• Park & Trails Master
Planning
• Community Engagement
• GIS
PROJECT FEE
• $240,000
KTUA FEE
■
$148,550
KEY PERSONNEL
• Joe Punsalan
• Jacob Leon
• Nicole Rogge
• Alex Samarin
AWARD
• 2024 APA Inland Empire,
Excellence Award,
Comprehensive Plan Large
Jurisdiction
Existing Parks:
Two-Mile Travelshed
Single Family Residential
KTUA Qualifications I Project Experience
10%
bdlll'Ve In ponlblllty
L-@.-.·
o_
City of Moorpark Park Master Plan
KTUA is leading the recreation facility planning, community outreach, program
assessment, financial analysis, and organizational analysis, to prepare a comprehensive
update to the City's 2009 Parks and Recreation Master Plan. This Master Plan will be a
concise, user-friendly plan that will establish a framework for decision-makers in the
planning, programming, operation, maintenance and development of Moorpark's parks,
recreation areas, open space, trails, and recreation facilities over a 10-year planning
timeframe. While the City's overall population has remained relatively stable,
demographic indicators suggest a population shifting away from young families and
toward older adults must be considered for recreational facilities and programming
needs. A study of the needs of youth and teens, and senior adults, collaboration with
youth and senior organizations, and an emphasis on inclusion will be key from a
recommendations and engagement perspective.
A Comprehensive public outreach and inclusive engagement with the Moorpark
community will be a fundamental component of this Master Plan update which is a
strategic priority for the City is to practice respect, equity, and inclusion citywide. KTUA
will be employing a suite of tools and engagement strategies that reflects the needs and
desires of all members of the community to be engaged.
CLIENT
■
City of Moorpark
■
Christopher Ball, Sr.
Management Analyst;
Parks & Rec Department
■
805-517-6217
■
cball@moorparkca.gov
STATUS
■ Ongoing 2024
PROJECT FEE
■ $241,668
KTUA FEE
■ $152,565
KTUA KEY PERSONNEL
■ Mark Carpenter
■ Jacob Leon
■ Alex Samarin
■ Marina Varano
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10%
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bellflower
Master Plan
iVisite nuestro puesto este jueves 17 de agosto durante Streetfest!
Location: Bellflower Streetfest
Date: Thursday, August 17
Time: 6:30 to 8:30 pm
City of Bellflower Parks and Recreation Master Plan
The City of Bellflower Parks and Recreation Master Plan is a comprehensive planning
effort that will provide Bellflower staff and elected officials a tailored vision for parks,
recreation facilities, and programs. This plan was unique because KTUA conducted five
neighborhood workshops in each district of the City to ensure everyone had the
opportunity to provide input. Family-friendly activities were also included so parents and
kids could get involved. The Plan includes an inventory of all city parks, GIS-based
mapping analyses, financial guidelines, a prioritized list of recommendations, and
extensive community engagement. Bellflower residents are encouraged to participate in
community workshops, surveys, online maps, and neighborhood meetings. A statistically
valid survey is also included to assist the team and City to make informed decisions. The
project is expected to be completed by Fall 2024.
City of Bellflower
PJ Mellana
562-804-1442, Ext 2265
pmellana@bellflower.org
Community Engagement
Park Master Planning
$177,500
$99,150
Joe Punsalan
Jacob Leon
The development of the Parks and Recreation Master Plan for the City of El Mirage Parks and Recreation
Department will consider the unique attributes of the Department and the community it serves. Our job is to
support the Department throughout the process (and beyond as needed) and to help in creating a vibrant
future for both the organization and community.
The City will likely face certain circumstances as they relate to providing park and recreation services moving
forward. Among those to be considered and addressed throughout the planning process are the following.
Population Growth: Anticipating population growth and an increased demand for parks, facilities and
recreation services while balancing demand with available and anticipated resources.
Urbanization and Land Use: As urbanization progresses, finding suitable land for parks and recreation areas.
Diverse Community Needs & Preferences: Meeting the diverse needs and preferences of the community.
Climate and Environmental Factors: Climate considerations such as extreme heat and water scarcity may
impact the feasibility and design of outdoor recreation spaces as well as the types and seasonality of
recreation services offerings.
Equitable Access: The importance of ensuring equitable access to parks and recreation services across
different neighborhoods and demographic groups.
The City of El Mirage Parks and Recreation Master Plan, like all plans we design and develop, will not be a cookie
cutter replication of any other plan. It will be distinctive primarily due to the character and integrity of the El
Mirage community. It will include customization for local context detailing what the community has to say about
the future of parks and recreation, priorities that speak to need, interests and resources, and a plan that will
address specific local challenges as well as how the City may leverage opportunities unique to El Mirage.
We are prepared to conduct all requested services, as detailed in the RFP. The Master Plan process is
highlighted by the following services:
A focus on and acknowledgement of the unique attributes of El Mirage, AZ and park and recreation
resources owned and managed by the Department.
A robust internal and external engagement process that includes interviews, stakeholder meetings, focus
groups, workshops, virtual engagement, and a statistically valid community needs assessment survey.
A variety of assessments, analyses, and recommendations of and for El Mirage’s recreation services, parks
and parks amenities and facilities, demographic profile, and benchmarking analysis of comparative
agencies.
A financial analysis that includes the development of a financial sustainability strategy and Capital
Improvement Plan (CIP), leading to fiscally sound and responsible recommendations that consider
community needs and interests and operating and maintenance requirements as they align with the
Department’s fiscal realities and long-term planning.
A fully actionable strategic plan that identifies Department priorities, goals, actions, timelines, resource
requirements, and staff lead/teams accountable for the work and intended outcomes.
S E R V I N G T H E P A R K S A N D R E C R E A T I O N I N D U S T R Y
2 7
Project Understanding and Approach
S E R V I N G T H E P A R K S A N D R E C R E A T I O N I N D U S T R Y
2 8
TASK 2: PROJECT MANAGEMENT
2.1 PROJECT KICK-OFF
A thorough review of the process will take place
during this virtual meeting to include: a review of the
finalized scope of work; anticipated number and
types of meetings; discussion of information and
data requested; project timeline; and expected
quality and format of all deliverables.
2.2 CHECK INS, UPDATES, AND REVIEW MEETINGS
The consulting team will hold progress meetings
regularly (bi-weekly or monthly are suggested) with
the City’s Project Manager and team for the duration
of the project to provide updates and gain insights
that can help inform the process.
2.3 ADVISORY COMMITTEE MEETINGS
The consulting team will hold update meetings
alongside the City’s Project Manager and Parks and
Recreation Advisory Committee at key milestones
during the process.
The proposed process included in the pages that follow has been specifically designed for the City of El
Mirage’s Parks and Recreation Department. Having facilitated successful planning projects with many agencies
in North America, we manage each individual process with a commitment to detail and a focus on
heightening the probability of effective implementation and have the long-term impacts of the plan top of
mind throughout the process.
The process is presented in accordance with the RFP and all efforts will include substantial City elected
officials, volunteer representatives (i.e., Parks and Recreation Advisory Committee and City Council),
community, and staff engagement, as well as a series of analyses all leading to rational and justifiable
recommendations and high-quality final deliverables.
A detailed view of the proposed scope of work is included in the pages that follow and adhere to the RFP and
question responses. The process is expected to take approximately 12 months to complete.
TASK 1: WORK PLAN
1.1 PRELIMINARY PROJECT MEETING
Within ten (10) business days from the issuance of
the Notice to Proceed, we will meet with City staff to
review the proposed scope of work and tasks to
develop and discuss any potential additional
responsibilities requested of the City Project
Manager, as identified in the RFP. Other preliminary
project information may be communicated during
this time.
1.2 FINALIZED WORK PLAN
The agreed upon finalized work plan will be
submitted to the City’s Project Manager before the
process moves forward.
Proposed Process
TASK 3: DATA COLLECTION AND REVIEW
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3.1 INITIAL DATA REQUEST
The consulting team will submit a request for all initial background and reference information to the City’s
Project Manager. By reviewing the City’s supporting documentation and relevant information, as identified on
pages 4 and 21 of the RFP, a strong foundation will be built upon historical context and a part of the City’s
backstory. Any additional documents and information outside of those previously established will be included
in the initial request.
3.2 STAFF PLANNING WORKSHOP
A fantastic way to begin any robust planning process is by engaging with the professional staff who are
responsible for the day-to-day operations of the system and are in direct service to the community.
A staff workshop will provide a comprehensive overview of the process allowing staff to:
become familiar with the purpose and intended outcomes of the planning process;
engage in a SWOT analysis (strengths and weaknesses – internal influences; threats and opportunities –
external influences); financial, market, competitive, and PEST (political, environmental, societal, and
technological climates) analyses.
Additionally, this interactive workshop can be replicated and held for the Parks and Recreation Advisory
Committee and/or City Council members at the discretion of the City’s Project Manager.
3.3 STAFF INTERVIEWS
Staff interviews provide important interaction and are key to project success. Minimally, these individual or
small group interviews with staff members representing all levels of the Department allow for more focused
interactions and provides a more in-depth understanding of challenges and opportunities, as well as individual
opinions and perspectives about where the Department stands today and where it may head. There shall be an
estimated eight (8) conducted interviews unless otherwise advised by the City’s Project Manager.
3.4 SYSTEM TOUR
As part of this process, we elect the opportunity to take a half-day tour of the City’s park and recreation
system to collect valuable infrastructure data that can be used during throughout the process. We will use
ArcGIS Online tools to efficiently collect data during the systems tour and take photos of major park elements.
TASK 4: COMMUNITY PROFILE AND TRENDS ANALYSIS
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4.1 COMMUNITY PROFILE
A community profile of demographic data and information of El Mirage, AZ with a focus on a profile of
Department users will offer a current image of the community which invests in and primarily benefits from
Department services. Using the US Census, American Community Survey, and other relevant local and regional
resources, data and information gathered including age group, ethnicity, size of household, income, and more
if requested. This will be used to create an image of Department residents today and tomorrow and further
inform the development and direction of this process.
4.2 TRENDS ANALYSIS
Recreation and leisure activity trends research which includes consideration of national, regional, and local
trends including operational “best” or common practices offers a glimpse at what’s on the radar as it relates to
popularity or declining interests. Implications of these trends will also be used to determine leisure and
recreation interests and needs specific to the Department. Areas of focus will include but not be limited to
demographic trends, service delivery methods, programming, parks and facility management, environmental
sustainability, technology, and social equity and accessibility trends and best practices.
TASK 5: COMMUNITY INVOLVEMENT/ENGAGEMENT PLAN
5.1 COMMUNITY KEY STAKEHOLDER MEETINGS
To strengthen community outreach efforts, key stakeholder meetings will be provided to offer small and
comfortable platforms for people to share perspectives and opinions. Representation may include the
following individuals and organizations:
El Mirage government/civic leaders
Dysart Unified School District representatives
Affiliate groups and partner representatives including Northwest Valley YMCA, Dysart Community
Center, Maricopa County Library District, homeowners’ associations, etc.
El Mirage parks and recreation users and participants as well as non-users
Local business owners and representatives
Local high school students and older adult/seniors
OPTIONAL TASK O5.1 BRANDING & WEBSITE
Led by CivicBrand, a project brand identity package will
be designed including a customized project brand/logo,
and a website and URL that will serve as an online
community engagement platform for the duration of
the project. This platform will allow for continuous
messaging regarding the planning process, meeting
notices and updates, and will also offer an online
community engagement room.
Image: CivicBrand
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5.2 COMMUNITY WORKSHOPS & OPEN HOUSES &
VIRTUAL ENGAGEMENT ROOM
One (1) public workshop and one (1) open house will
be scheduled as opportunities for the community to
gather and learn about the project and share their
thoughts and perspectives as they relate to the future
of parks and recreation. These gatherings offer an
opportunity to educate and inform constituents
about parks and recreation and its impacts on overall
quality of life, in addition to assessing community
perspectives, interests and needs. The first gathering
will be held to introduce the project to the public and
gather initial input and the second will be held near
the end of the process to present project outcomes
and gather final input on the process.
Additionally, using interactive online tools, a virtual
engagement room, led by CivicBrand, will afford
community members the opportunity to interact with
the process from their computer or mobile device,
simulating an engagement experience in a virtual
environment. These rooms are advantageous for
those who are unable to or disinterested in attending
in person and extend the reach of the process beyond
in-person meetings.
5.3 PARKS AND RECREATION PROVIDERS
INVENTORY AND NETWORK
Given today’s competitive landscape in the park and
recreation and leisure services market, a thoughtfully
constructed and managed partnership can be a
fantastic strategy to efficiently utilize resources
leading to cost effective service delivery.
In an effort to set the stage for the future of
partnerships intended to support the leisure services
industry in the city and region, a Parks and Recreation
Providers Network gathering will be hosted and
developed with the primary purpose of introducing
the idea of a collaborative of park and recreation
service providers, and to begin relationship building
and work around identifying the types of services
currently provided, and by which organizations they
are being offered.
This gathering with focus on:
The types and number of service providers
representing each sector (public, non-profit/NGO,
private, social enterprise).
Analysis of the competitive landscape and identifying
organizations which compete for like or similar
markets to those of El Mirage.
Identification of opportunities to pursue
collaborative efforts through partnerships that lead
to efficient and effective use of resources.
5.4 EQUITABLE ENGAGEMENT
Led by CivicBrand, this task will move beyond simply
gathering input to ensuring that all voices within the
community are heard. After the initial engagement
phase, we will conduct a thorough analysis not only of
who has participated but also, critically, of who has not
yet been reached. This assessment will guide our next
steps, as we take an agile approach to strategically
allocate the equitable engagement budget. Our
extensive toolbox includes a range of tools and tactics
that allow us to tailor our outreach efforts to specific
audiences, ensuring that every community segment has
the opportunity to contribute.
Among the tools at our disposal are community-led
focus groups, often facilitated through a "Meeting-In-A-
Box" approach, collaborations with community partners
such as churches, sports groups, and neighborhood
groups to engage specific demographics, expanded
translation services, and pop-up events designed to
meet people where they are—in their neighborhoods or
at events they already attend. We can also employ
incentive based strategies like $5-for-5-minutes in low-
income areas, targeted digital advertising, and even
producing project-specific podcasts. By having a
reserved budget for these targeted engagement efforts,
we ensure that we can deploy the right tool at the right
time to capture diverse perspectives. This approach not
only complements the statistically valid survey by
offering both qualitative and quantitative data but also
helps to paint a more accurate and inclusive picture of
the community’s vision for the future.
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TASK 6: COMMUNITY NEEDS ASSESSMENT
6.1 COMMUNITY NEEDS ASSESSMENT
Led by aQity, a statistically valid Community Needs
Assessment survey will be designed to align with
specific project goals and information needs in
mind. We recognize that the objectives and
population in each community are unique, and the
research design, administration, and analysis each
need to account for those specific characteristics is
critical to the effectiveness of survey distribution
and results. A carefully designed survey will be
developed with input and approval from the
project team, as well as consideration of
community feedback from task 4.
Image: Glencoe Park District Sample Report
The demographics of the community (majority Hispanic/Latino, a very young adult population with a high
percentage reporting children under age 18) will obviously require a survey with English and Spanish options.
Given that these demographics (younger adults, Hispanics/Latinos) represent the populations that tend to be
least responsive to community wide surveys, our approach reflects a stronger than usual hybrid recruitment
effort to ensure a sufficient sample size.
In addition, since the Parks and Recreation Department was formed just last year, we might consider a few
new questions that are specific to awareness of the agency in addition to gauging overall opinions about the
Department and its strengths/weaknesses.
Some may be familiar with only specific facilities or locations (e.g., a certain trail system, or the senior
center), which may affect how they view the new Department and consider any new activities or
improvements they would like to see. Also, some may not be aware that the Department manages certain
locations.
To help inform respondents and “level the playing field”, we may want to include a brief 2- to 3-sentence
description of the Department and what it oversees, so that all respondents have basic and consistent
understanding of the agency and its parks/facilities.
We will also want to identify both the sources that residents currently use for information on events, local
services, etc., and where they would most prefer to go for information specific to parks, recreation, events,
fitness, etc. (e.g., the Department webpage, emails, texts, social media, local news outlets, etc.).
The survey will be designed in close collaboration with the project team to ensure alignment with the stated
goals. We will submit the drafts for the project team to review and ultimately approve (assume 2 to 3 drafts).
The final survey will average 12-15 minutes to complete.
We will work with the City/Department team to draw a random sample of households from its database,
including street address and emails for households within the City limits. We may need to also acquire a third-
party database of residents to ensure that renters in the community are included in the sample (if they are not
included in the City’s database).
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Once the final questionnaire is approved, we will prepare it for hybrid data collection, meaning sampled
respondents will have three ways in which to participate:
Online: aQity will program and host a secure website for the online survey. Respondents will first select
their language of choice (Spanish or English) on the opening web page.
Email invitations will be sent to sampled residents from the City database, informing them of the
survey and its goals, identifying the Department as the survey sponsor and aQity as the independent
research firm hired for this research, and assurances of anonymity. The email invitation will be in
English and Spanish and will include a link to the survey website.
By mail: For those without email addresses, we will send postcards with the same information about the
survey goals, the Department’s sponsorship, and language options. The postcard will include a QR code
along with the survey URL and unique PIN so that residents can complete the survey online.
For the oldest residents (ages 75+), we will send an English and Spanish questionnaire with a pre-paid
return envelope. Our experience is that this age group is often more comfortable completing a hard-
copy survey instead of an online option. Still, the questionnaire will include the survey URL and QR
code for any recipients who prefer completing it online instead.
By phone: Both the online and hard-copy invitations will also include a toll-free number if residents wish
to complete the survey by phone. While very few typically take advantage of this option, we will still
provide it (with English- and Spanish-speaking interviewers) to maximize the response rate for this
community.
To help boost the response rate further, we will work with the team to identify ways in which the Department
can help spread the word about the survey and the importance of residents’ participation. This might include
outreach from the City to organizations in the community (neighborhood groups, churches, mercados,
business groups, etc.) to inform those groups and encourage their friends, neighbors, members and customers
to participate. We may want to provide hard copies of the survey (again, with pre-paid return envelopes) for
those groups to distribute as well.
The goal will be a sample of at least n=400 respondents. Given the size of the community with about 11,000
households, this sample size will provide a sufficient level of accuracy and will allow us to identify any
statistically meaningful differences by subgroups (e.g., by age, ethnicity, gender, households with and without
children, users and non-users of parks/facilities, new vs. long-term residents, etc.). The maximum margin of
error for a sample of this size is +/- 4.9% (at the 95% confidence level).
More important than sample size, we will ensure that our n=400+ respondents are representative of the El
Mirage population overall. We will compare the demographics of our sample and (if necessary) will weight
them to reflect the most updated US Census data for the City in terms of region, age, gender, race/ethnicity,
households with/without children, renters vs. homeowners, etc. This will ensure that the survey findings are
reflective of the entire El Mirage community.
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TASK 7: COMMUNITY INVENTORY AND BENCHMARKING
7.1 COMMUNITY-WIDE INVENTORY REPORT
Led by KTUA, a benchmarking analysis of the parks and recreation resources of cities within the region and
select cities known for their best practices will be conducted and compared against the Department. These
cities, which will be confirmed by the City’s Project Manager, are similar in size, composition, and
demographics to El Mirage include but are not limited to Surprise, Peoria, Goodyear, Avondale, Buckeye,
Apache Junction, Casa Grande, Queen Creek, and Maricopa. This task will focus on the physical elements of a
parks and recreation system and will also use National Recreation and Parks Association (NRPA) and
Commission for Accreditation of Park and Recreation Agencies (CAPRA) guidelines to enhance the results. This
assessment will provide direction for future efforts in programming, new focus areas, and changes necessary
to address the current and future community needs.
7.2 PARTNERSHIP ANALYSIS
The Department’s current partnerships and associated agreements will be reviewed and evaluated. Comprised
of both document review and discovery sessions with staff, these pieces will be analyzed through the lens of
productivity, reciprocation, efficiency, and customer experience. Recommendations and opportunities to
revise, enhance, and/or pursue collaborative efforts will be made so that the Department’s services can lead
to greater efficiencies and effective use of resources. Insights from task 5.4 Parks and Recreation Service
Provider Inventory and Network will help inform recommendations.
7.3 LEVEL OF SERVICE ANALYSIS
Led by KTUA, a level of service (LOS) analysis for the system as a whole will be completed. We utilize three
metrics of park LOS: Population LOS, Access LOS, and Amenity LOS that make up our Parks+ methodology.
Each of these metrics can be calculated for the existing condition using a base year population and existing
parks and park amenities, and a future condition based on population projections, planned land use, and the
size and location of planned/funded or potential future parks. Each metric can also handle acreage and
amenities that may be publicly accessible through joint-use agreements (JUAs) or homeowner’s associations
(HOAs).
Population LOS compares the
City’s population to the total park
acres to calculate the park acres
per 1,000 residents. This LOS will
be compared to the City’s current
goal LOS to provide a total and
per capita park acreage deficit (or
surplus), which can inform future
goal setting.
Access LOS uses park access
points and travel networks to
create a park travelshed for each.
This highlights the areas of the
city that have access to a park by
a given mode and distance,
determining equity of access and
gaps and overlaps. The City’s
existing trail network can also be
used to enhance the results of this
analysis. Amenity-specific park
travelsheds can also be provided
relative to key demographics.
Amenity LOS uses the data
collected during fieldwork to
compare to a database of over a
decade of park amenity
benchmark data collected by the
National Recreation and Park
Association (NRPA). This database
allows for a population-based
amenity LOS comparison to long-
term state and national averages,
as well as to the most recent year
of data.
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We recognize the importance of understanding future land uses and its impact on the evolving landscape of El
Mirage. The growth of the City and its demographics will present both challenges and new exciting
opportunities for parks and recreation. Our team will assess planned growth areas and its corresponding
impact to the existing parks and recreation system as well as how it relates to trails and other forms of linear
recreation. Pending availability of data, the team can review planned residential developments (annotate
planned parks and trails) or compare population density and determine impacts to the City’s level of service.
TASK 8: RECREATION SERVICE DESIGN & DELIVERY PHILOSOPHY
8.1 RECREATION SERVICE DESIGN & DELIVERY PHILOSOPHY
The El Mirage Parks and Recreation Department can benefit from a well-designed recreation service
development and delivery philosophy for several important reasons. Among these are the following.
Guidance and Consistency: A well-defined philosophy provides clear guidance on how services will be
considered and ultimately designed and delivered. This will help ensure that the department’s recreation
services are consistent with its mission, values, and intended community impacts and outcomes.
Strategic Planning: It aids in strategic planning by outlining priorities and objectives. This helps in allocating
resources effectively and making informed decisions about service development and delivery.
Community Alignment: It will help ensure that the department’s services align with the needs and
preferences of the community. By understanding and addressing these needs, enhanced community
engagement and satisfaction have a better chance of being realized.
Quality Assurance: It will support the development of standards and management practices, which can
improve quality and effectiveness.
Staff Training and Development: It will provide a framework for training staff and volunteers, helping them
understand the department’s approach and expectations, and ensuring services are designed and delivered
in a manner consistent with intent.
Accountability and Evaluation: It will assist in setting benchmarks for evaluating the success and impact of
services. This can be crucial for demonstrating accountability to stakeholders and for continuous
improvement.
Community Relations: It can be an important tool for communicating the goals and values to the
community, fostering transparency, and building trust.
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Overall, a recreation service delivery philosophy helps ensure that the agency operates effectively, meets
community needs, and upholds its mission and values.
Designing and developing a philosophy for the El Mirage Parks and Recreation Department will include the
following considerations and steps.
1. Understanding Community Needs: As a result of community engagement, needs, interests, and
demographics will be revealed and understood setting a foundation for philosophy design.
2. Determining Intended Outcomes: Defining intended outcomes such as improving physical health, fostering
community engagement, inclusivity, sustainability, or providing educational opportunities can establish a
baseline for service development strategies.
3. Creating a Development and Delivery Framework: Developing a structured plan that outlines the types
and categories of services the department will consider and provide and/or facilitate.
4. Identifying Potential Partnerships: Identifying collaboration and partner opportunities with community
organizations, local businesses, and other stakeholders to provide and/or facilitate services, reach
appropriate audiences and best use resources will help ensure efficiency and effectiveness.
5. Evaluation Methods: Consistent evaluation of service effectiveness and efficiency through various
feedback methods while considering criteria such as participation rates, satisfaction, outcomes, and
resource utilization assist will assist the department in its commitment to continuous improvement.
Marketing Recommendations
Led by CivicBrand, a high-level marketing analysis for the Department’s efforts will be conducted with careful
consideration of its unique structure and need to focus on and promote its partnerships. This includes a SWOT
analysis of current marketing channels, such as the website, email, social media channels, and print collateral.
The process involves a virtual meeting with the marketing team,
an analysis of all previous marketing efforts, and results with a
set of custom marketing recommendations and a combination of
industry best practices that will assist the new Department’s
marketing efforts moving forward.
Targeted Efforts
We will review the Department’s current impact and strategies
for providing services to the community’s specific
neighborhoods, demographics, and underserved populations.
These identifiers, to be confirmed by the Project Team, will help
provide insight to specific user groups who may be over-
supported or under-served by current efforts. Input from task 5
Community Involvement and Engagement Plan will be
considered and quantitative evidence from task 5 Financial
Analysis will be used in order for effective and targeted
recommendations to be developed.
Image: Northwest Valley YMCA Facebook Page
TASK 9: MULTI-MODAL CONNECTIVITY PLAN/TRAIL GUIDELINES
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9.1 MULTI-MODAL CONNECTIVITY PLAN
KTUA will use all available GIS data to analyze the City’s existing
active transportation and trail network. Existing and previously
planned bikeways, natural surface trails, and paved multi-use
paths will be mapped and analyzed against the park system.
KTUA will create a travelshed map that depicts geographic
access to existing trailheads and facilities. This process will
highlight gaps and areas for improvement throughout El Mirage.
KTUA will also review potential opportunities such as excess
right-of-way along streets, utility corridors, flood control
channels/washes, etc. to address gaps found in the travelshed
analysis on corridors that have a potential for connection. A case
studies memo will be developed that describes how similar
cities have improved connectivity and their park system through
the construction of trails, multi-use paths, and linear parks. The
community will be asked to provide feedback on potential
opportunities. Their comments will be used to finalize a project
list of trail and multi-use path projects.
The results of this planning exercise will be a high-level network
of connections between parks and other city or regional
destinations. The design guidelines will be developed into a
toolbox of options for trail design, countermeasures, and
features. By providing options, it will give the City flexibility to
better plan and design these trails when funds are available. This
toolkit will also include low, mid, and high-cost options.
These guidelines can both educate and facilitate
implementation. This design toolbox will include text, cross
sections with general dimensions, photographs, and other
graphics, as needed, to properly explain each major element.
Guidance on wayfinding signage, lighting, benches,
trash/recycling receptacles, planting palette, types of surface
(natural vs paved), ADA grading/slopes, intersections/crossings,
trailheads, staging areas, green infrastructure,
placemaking/public art, etc. will be included. With increasing
concerns for safety on trails, Crime Prevention Through
Environmental Design (CPTED) concepts will help inform
elements of the guidelines. KTUA will work with 110% to identify
national, state, regional, and local funding sources that El
Mirage can use for project implementation.
Images: City of Moreno Valley various Travelshed maps (top three); City of Salinas
Propensity for Active Transportation Plan, KTUA
TASK 10: SITE SPECIFIC MASTER PLAN
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10.1 SITE MASTER PLAN
Led by KTUA, the results of the existing conditions analysis will be used to identify park amenity deficiencies
that can be addressed through the development of the 13-acre parcel adjacent to Basin Park. This exciting
opportunity will provide the City and its residents an opportunity to understand the potential positive impacts
the park can have if it’s thoughtfully designed. The KTUA team of planners and landscape architects will use
park design best practices and feedback from the community to develop two conceptual alternatives (bubble
diagrams). These bubble diagrams will be vetted by the community during the public outreach phase.
Feedback collected from the community members and stakeholders will be used to design a preferred
conceptual plan. The preferred conceptual plan can also be integrated into the public outreach process.
Exhibits and graphics will be developed such as table maps or interactive posters for public outreach. Actual
workshop deliverables will be discussed with the City once the outreach plan and its associated events are
confirmed. The final conceptual plan and its opinion of probable costs will be included in the final master plan.
Image: City of Ontario, CA George Gibbs Park Workshop Activity (top) and Schematic (bottom), KTUA
TASK 11: FINANCIAL ANALYSIS
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11.1 FINANCIAL ASSESSMENT
A financial assessment will be conducted to include, at minimum, review of the probable operating,
maintenance, and capital costs, current debt load and source, current pricing strategies and fee structures, and
alternative funding sources. This assessment will help crystalize the Department’s current financial
management practices and assist in determining performance, stability, and sustainability, as well as potential
funding sources. Additionally, specific recommendations for mark maintenance improvement strategies will be
made as part of this task.
11.2 CAPTIAL IMPROVEMENT PLAN
A Capital Improvement Plan (CIP) will help guide the long-term investment of the Department. Using the
results from the overall process, a high-level phased capital improvement/replacement plan will be developed
into short-term (2026-2030) and long-term (2031-2035) programs to include a priority schedule for the
maintenance/repair/rehabilitation of existing assets, opportunities for enhancement and expansion, capital
investment, funding considerations, and timeline. All recommendations will take into account future staffing
impacts.
TASK 12: STRATEGIC PLANNING AND ORGANIZATIONAL ANALYSIS
12.1 ORGANIZATIONAL ANALYSIS
This analysis will review the Department’s current organizational structure and staffing levels and will provide
recommendations that align with future growth. Areas of review will include but not be limited to
organizational structure, program area demand, and industry standards. From there, a future budget, as
informed by the overall planning process, will be researched and identified.
12.2 STRATEGIC PLAN DEVELOPMENT
A fully operationalized Strategic Plan will define actions and other criteria required to fully implement the
Master Plan and measure progress.
A creative planning session experience with Department staff, Parks and Recreation Advisory Committee,
and/or Board (as directed by the City’s Project Manager) will include the following:
review and re-engineer (as needed) the Department’s mission/purpose to ensure relevance;
determine priorities that meet current and future Department and regional needs;
review existing staff recommendations;
set goals (broad based statements of intent) and create actions;
establish timelines for actions over short-term (1-2 years), medium-term (3-5 years) and long-term
periods (6-10 years);
and identify the leads/teams who will be accountable for the work and intended outcomes.
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Part of the Phased Action Plan will include the use of the LEGO SERIOUS PLAY® method (LSP), an innovation in
applied learning. This unique facilitation offers a refreshing approach to planning exercises by stimulating
ideation, driving conversation, and bringing teams to effective solutions. LSP’s research-supported
methodology has been proven to have a profound impact on listening, communication, constructivism,
problem solving, and camaraderie within various types of organizations.
Images: Strategic Planning with LSP for Wisconsin Park & Recreation Association, City of Commerce City (CO), Buffalo Grove Park District (IL)
In order to balance the ambition and resource needs of those actions included in the Phased Action Plan so
that El Mirage Parks and Recreation is set up for success, identification of each action’s priority and resource
requirement will be determined.
To better explain how this will be done, the following definitions will be used to guide determining each
action’s priority and resource requirement:
Priority – Indication will be given as to whether each action is a high, medium, or low priority as defined
below.
High Priority - Urgent; requisite to what is necessary for the Department to thrive; inherent to maximum
impact.
Medium Priority - Moderate consideration; Department should plan on addressing but not pressing.
Low Priority - Desire; satisfies interest.
Resource Requirement – Indication will be given as to whether each action will require a high, medium, or low
investment of resources as defined below.
High Resource Requirement - Significant staff, financial, and other resources required.
Medium Resource Requirement - Moderate staff, financial, and other resources required.
Low Resource Requirement - Lessor staff, financial, and other resources required.
NOTE: The final Strategic Plan presented to the Department will include a template will provide for tracking
progress and measuring performance.
TASK 13: MASTER PLAN PRODUCTS/ELEMENTS
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13.1 MASTER PLAN DEVELOPMENT
All findings will be reviewed, analyzed, and considered while informing the development of the El Mirage Parks
and Recreation Department Master Plan. Plan design and content will include but not be limited to the
following elements outlined below.
A two-page Executive Summary.
A package of project branding assets.
Summaries of all staff and elected officials' engagement and touch points including workshops,
interviews, and meetings.
Summaries of all community engagement and touch points including stakeholder meetings, public
workshop, open house, virtual engagement, and equitable engagement activities.
Summary and full results of the community needs assessment statistically valid survey.
Demographic and Trends Analyses.
An Agreements and Partnership Analysis with recommendations for current and future collaborative
efforts supported by the Parks and Recreation Service Provider Inventory and Network exercise.
A Benchmarking Analysis of similar agencies.
Updated inventory of park sites (with data sheets), maps of parks and facilities, and Level of Service
Standards.
A Recreation Service Design & Philosophy Plan that ensures the City operates effectively, meets
community needs, and upholds its mission and values.
A high-level Marketing Analysis with overall recommendations.
A Multi-Modal Connectivity Plan complete with planning map and design guideline recommendations.
A Site-Specific Master Plan of the ~13-acre parcel adjacent to Basin Park with preliminary conceptual
designs and costing analysis.
A Financial Assessment that includes a comprehensive Capital Improvement Plan with recommendations
based upon community needs and interests, operating, maintenance, and capital requirements as they
align with the Department’s fiscal realities and projections.
A fully operationalized Strategic Plan including intended/measurable outcomes.
TASK 14: PROJECT COMPLETION
14.1 PRESENTATION OF DELIVERABLES
Formal in-person presentations of final results will be provided to staff, Parks and Recreation Advisory
Committee, and City Council.
14.2 FINAL DELIVERABLES
The consulting team will provide a final draft of the El Mirage Parks and Recreation Department Master Plan to
the City’s Project Manager/Team for review, comment, and adjustment prior to the plan being presumed
complete or accessible. Once finalized, final completed color copies will be printed, professionally bound, and
delivered.
The following will constitute the final deliverables:
Working Paper #1 – Summary of Existing Conditions and Trends Analysis;
Working Paper #2 – Summary of Community Needs Assessment and Inventory/Benchmarking Analysis;
Ten (10) copies Draft Parks and Recreation Master Plan book, including color exhibits within the book;
Ten (10) bound copies of the Final City Council Parks and Recreation Master Plan book, including color
exhibits within the book;
Twenty-five (25) color executive summaries of the Parks and Recreation Master Plan;
One USB flash drive that includes an electronic copy of the entire Final City Council Parks and Recreation
System Master Plan book, including color exhibits within the book, GIS maps, and the Parks and Recreation
Master Plan executive summary.
Notes: Exhibits will be printed full size (24x36”).
The Consulting Team will provide the deliverables listed above to the City Project Manager/Team for review and
comment prior to any deliverable being presumed complete or acceptable. Deliverables will be presented for initial
comment, adjustment, and/or approval with up to two draft reports provided prior to final report submission.
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S E R V I N G T H E P A R K S A N D R E C R E A T I O N I N D U S T R Y
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The proposed schedule below provides anticipated dates for all work associated with each task including
research, evaluation, and reporting. Date ranges are what is anticipated but may vary dependent upon a
variety of factors including staff and/or elected representative’s availability, etc.
Task
Mo
1
Mo
2
Mo
3
Mo
4
Mo
5
Mo
6
Mo
7
Mo
8
Mo
9
Mo
10
Mo
11
Mo
12
Task 1: Work Plan
1.1 Preliminary Project Meeting
1.2 Finalized Work Plan
Task 2: Project Management
2.1 Project Kickoff
2.2 Project Check-ins, Updates, and Review Meetings
2.3 Advisory Committee Meetings
Task 3: Data Collection and Review
3.1 Initial Data Request and Review
3.2 Staff Planning Workshop
3.3 Key Staff Interviews
3.4 System Tour
Task 4: Community Profile and Trends Analysis
4.1 Community Profile
4.2 Trends Analysis
Task 5: Community Involvement/Engagement Plan
OPTIONAL O5.1 Project Branding & Website
5.1 Community Focus Groups
5.2 Community Workshops, Open Houses & Virtual Engagement Room
5.3 Providers Inventory and Network
5.4 Equitable Engagement
Project Schedule
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Task
Mo
1
Mo
2
Mo
3
Mo
4
Mo
5
Mo
6
Mo
7
Mo
8
Mo
9
Mo
10
Mo
11
Mo
12
Task 6: Community Needs Assessment
6.1 Community Needs Assessment
Task 7: Community Inventory and Benchmarking
7.1 Community-Wide Inventory Report
7.2 Partnership Analysis
7.3 Level of Service Analysis
Task 8: Recreation Service Design & Delivery Philosophy
8.1 Recreation Service Design & Delivery Philosophy
Task 9: Multi-Modal Connectivity Plan/Trail Guidelines
9.1 Multi-Modal Connectivity Plan
Task 10: Site Specific Master Plan
10.1 Site Specific Master Plan
Task 11: Financial Analysis
11.1 Financial Assessment
11.2 Capital Improvement Plan
Task 12: Strategic Planning and Organizational Analysis
12.1 Organizational Analysis
12.2 Strategic Plan Development
Task 13: Master Plan Products/Elements
13.1 Master Plan Development
Task 14: Project Completion
14.1 Presentation of Deliverables
14.2 Final Deliverables
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The proposed budget below includes all proposed tasks detailed in the scope of work as presented. We are
willing to modify or further customize any of the proposed work plan as presented to best suit the interests of
the Department so that the intended outcomes of this process can be realized
Task
Proposed Price
Task 1: Work Plan
$430
1.1 Preliminary Project Meeting
$215
1.2 Finalized Work Plan
$215
Task 2: Project Management
$9,060
2.1 Project Kickoff
$3,200
2.2 Project Check-ins, Updates, and Review Meetings
$5,000
2.3 Advisory Committee Meetings
$860
Task 3: Data Collection and Review
$18,705
3.1 Initial Data Request and Review
$1,935
3.2 Staff Planning Workshop
$4,300
3.3 Key Staff Interviews
$6,070
3.4 System Tour
$6,400
Task 4: Community Profile and Trends Analysis
$6,115
4.1 Community Profile
$2,575
4.2 Trends Analysis
$3,540
Task 5: Community Involvement/Engagement Plan
$27,895
OPTIONAL O5.1 Project Branding & Website (not included in Proposed Budget total)
+$3,255
5.1 Community Focus Groups
$7,385
5.2 Community Workshops, Open Houses & Virtual Engagement Room
$12,170
5.3 Providers Inventory and Network
$4,300
5.4 Equitable Engagement
$4,040
Proposed Budget
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Task
Proposed Price
Task 6: Community Needs Assessment
$34,280
6.1 Community Needs Assessment
$34,280
Task 7: Community Inventory and Benchmarking
$21,950
7.1 Community-Wide Inventory Report
$8,595
7.2 Partnership Analysis
$3,975
7.3 Level of Service Analysis
$9,380
Task 8: Recreation Service Design & Delivery Philosophy
$14,975
8.1 Recreation Service Design & Delivery Philosophy
$14,975
Task 9: Multi-Modal Connectivity Plan/Trail Guidelines
$9,520
9.1 Multi-Modal Connectivity Plan
$9,520
Task 10: Site Specific Master Plan
$13,440
10.1 Site Specific Master Plan
$13,440
Task 11: Financial Analysis
$8,875
11.1 Financial Assessment
$3,900
11.2 Capital Improvement Plan
$4,975
Task 12: Strategic Planning and Organizational Analysis
$12,680
12.1 Organizational Analysis
$3,975
12.2 Strategic Plan Development
$8,705
Task 13: Master Plan Products/Elements
$9,870
13.1 Master Plan Development
$9,870
Task 14: Project Completion
$7,075
14.1 Presentation of Deliverables
$3,655
14.2 Final Deliverables
$3,420
Proposed Project Total
$194,870
Consultant rates used to calculate the fee proposal on the previous page include: 110% – Principal: $215/hour; Project Consultant: $150-175/hour,
KTUA– Principal: $210/hour; Senior Associate: $170/hour; Senior Planner: $125/hour; Planner: $110/hour, CivicBrand – Project Consultant: $155/hour,
aQity – Principal: $150/hour; Project Support: $60-90/hour
NOTES: All pricing above includes three project visits. Additional in-person facilitation is available upon request. Pricing per trip is based upon market
and staff time and priced at an agreed upon amount based on location of selected consultant(s). Invoices will be submitted monthly based upon the
past month’s project completion. No reimbursable expenses are included in the proposal as they are built into the process pricing.
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Together,
Thank you!
A small firm by choice, we remain committed to working with those who want to
change the world for the better and want to do the right thing all day, every day.
We would like to extend our heartfelt thanks and appreciation to you for considering
partnering with 110%, Inc. and the rest of the consulting team on this important
project. We look forward to the opportunity to work alongside you!
Sincerely,
Imagining the future
on behalf of others is a