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Home My WebLink AboutAGENDA REPORT 2023 0422 PR SPC ITEM 06B Item: 6.B. CITY OF MOORPARK PARKS AND RECREATION COMMISSION AGENDA REPORT TO: The Parks and Recreation Commission FROM: Jeremy Laurentowski, Parks and Recreation Director DATE: Special Meeting 04/22/2023 SUBJECT: Consider Consultant for Parks and Recreation Master Plan Update. BACKGROUND In June of 2009 the City Council adopted an update to the Parks and Recreation Master Plan (Master Plan), which was originally adopted in 1986. The 2009 Master Plan update evaluated the recreation facilities and programs that currently exist in Moorpark; the users of these facilities and programs; the importance of parks, facilities and programs and the role they play in the lives of the residents of Moorpark; types of facilities and programs that are deficient in the city; and potential funding sources for these facilities and programs. The Master Plan was intended to assist the Parks, Recreation and Community Services Department with planning parks and recreation facilities over the subsequent seven-to-ten-year time span. Since the 2009 Master Plan update the City has built three additional parks, installed a dog park and various other park amenities, and acquired interest in over 200 acres of additional open space. Although the overall population has remained relatively stable, demographic indicators suggest that it has shifted away from young families and toward older adults. Community surveys have generally indicated satisfaction with parks and recreation opportunities in Moorpark, however direct feedback from residents suggests an appetite for growing sports like pickleball and a desire for new facilities like a splash pad. Such changes within the City, as well as evolving trends, technologies and consumer preferences in the parks and recreation industry, underscore the City's need for an updated Master Plan. The Moorpark City Council prioritized the Master Plan update in its Goals and Objectives for 2021-2023 with the following Objective: Objective 2.13: Develop an RFP and hire a consultant to update the City's 2009 Parks and Recreation Master Plan, including a study of Youth, Teens, and Senior Adults, with an emphasis on inclusion, collaboration with various youth and senior organizations, and survey of all Moorpark residents to develop programming, events, and recreational needs. 1 2 This Objective highlights several of the Council's priorities for the Master Plan update including a study of the needs of youth and teens, a study of the needs of senior adults, collaboration with youth and senior organizations, and an emphasis on inclusion in all aspects of the project. To assist with this Objective, the Parks and Recreation Commission selected Commissioner Morgan and Commissioner Winters to participate on an Ad Hoc Committee (Committee) and participate in the selection of a qualified consultant to guide the Master Plan update. With input from the Committee, concurrence from the Commission, and approval by the City Council, staff released a Request for Proposals (RFP) for Parks and Recreation Master Plan consulting services in November 2022. Proposals were due on December 2, 2022, with an extended submission deadline of January 13, 2023. Proposals were received from two consulting firms; KTU&A and BerryDunn. DISCUSSION The review committee, consisting of staff and the Ad Hoc Committee, evaluated the proposals based on the criteria noted in the RFP, which included understanding of the project, expertise and qualifications of assigned staff, overall project approach, proposed schedule, and responsiveness to the requirements of the RFP. Both firms were found to be highly qualified based on the submitted proposals. Interviews were then conducted during the last week of March to allow each firm to elaborate on their proposals. After careful consideration of the proposals and presentations, the review committee ranked KTU&A as the top proposer. Although both firms possess excellent qualifications and experience, the selection committee gave a slight edge to KTU&A in terms of equitable engagement, financial analysis and strength of examples of prior work. KTU&A has a strong background in providing parks and recreation planning services to public agencies in California. Their proposal includes robust community outreach led by an experienced bilingual (English/Spanish) outreach coordinator, as well as a detailed financial stability and cost- of-service analysis (provided by their subconsultant 110% Inc.). KTU&A is based in San Diego and received highly favorable reviews in response to reference inquiries. Although the RFP required firms to include a cost proposal with their submission, cost was not used as a factor for determining the top ranked firm. This allowed the selection committee to evaluate each firm's professional qualifications and service proposals without being influenced by costs. The cost proposal initially submitted by KTU&A was $276,088, while the cost proposal submitted by BerryDunn was $214,820. After KTU&A was identified as the top ranked proposer, staff negotiated a $34,421 reduction in KTU&A's rate, bringing the final proposed cost for KTU&A to $241,668. In reviewing the proposal details, it appears that the cost differential is related to a more robust public outreach campaign and more detailed financial analysis proposed by KTU&A. 2 3 Staff and the Ad Hoc Committee agree that KTU&A possesses qualifications and experience needed to complete this work and is recommending that the Parks and Recreation Commission select KTU&A as the consultant for update of the Master Plan. FISCAL IMPACT KTU&A's not-to-exceed cost is $241,668. With the addition of a standard 15% contingency, the total contract cost would be $277,918. The City Council will determine the appropriate funding source for this work at a future meeting. STAFF RECOMMENDATION Select KTU&A as the recommended consultant for the Parks and Recreation Master Plan update and forward recommendation to City Council for consideration. Attachment: KTU&A Proposal 3 4 immin A -7- < ATTACHMENT 4 , , _ , , -.)1 , ke--,2 'r-ii 11111 -4, PARKS & RECREATION MASTER PLAN UPDATE CITY OF MOORPARK I JANUARY 13, 2023 mop- IStr - 1. ili ,...,•''' 11 I t 11 ,p,i0ott 4 itt _ ,, ,t4it ' iiiil .1 ' • 4:Ifit - Ipplirilivr , _ ,,.,„ . ill 1.4: 43N,„ , AIMI a 11.11.11111111111 II.inii_ ktua fir.• 3916 Normal Street San Diego,CA 92103 * 619-294-1477 dlno www.ktua.com ` ..;.� �. ?� I: . 1 a 1 . ,,,, 4. -,14,, ,,„,,. 04,,„ ,... i.,. . .. ,..... ; - ,„...„.), , _, ,,,, , ,. _ _ $ , ,,,, . ,... , „ ,_,. ---.,... , Ihilt, :..- Y10 'b., Vir t Table of C Cover Letter 1 Qualifications and References KTUA Firm Profile 2 Team Organizational Chart 3 KTUA Key Personnel Resumes 4 Subconsultant Key Personnel Resumes 9 KTUA Equity and Inclusion 13 3 Work Plan and Project Schedule Project Approach and Scope of Work 14 Schedule 25 4 Conflict of Interest Statement 26 5 References KTUA Project Experience 27 References 33 Subconsultant Profiles and Project Experience 34 6 Additional Information 35 Cost Proposal and Hourly Rates 38 z Signed Addendum 44 6 San Diego County ktur Santa Barbara County 619-294-4477 www.ktua.com January 13,2023 Liz Smith, Purchasing Analyst City of Moorpark 799 Moorpark Avenue Moorpark,CA 93021 Dear Ms. Smith and Members of the Selection Committee, Albert Einstein understood very well that people cannot solve problems with the same thinking used when they creat- ed them.As time and life's journeys go forward,a whole new set of issues and challenges are created that need to be anticipated and accommodated.The basis of successfully understanding the opportunities and constraints of the City of Moorpark's Parks and Recreation Master Plan will,in part, rest in understanding the past and the present as we envision for the future. Parks and open space are the essential thread that ties our cities,communities, and neighborhoods togeth- er.They also tie our families and friends together and give us the ability to turn a stranger into a friend. The 2009 Parks and Recreation Master Plan has served the City well and creates a strong starting point for this update. Since 2009, level of service standards have been updated and new tools have emerged to evaluate level of service (LOS); Moorpark's population has grown only marginally, but the age distribution has shifted to an older population that may desire different amenities and programs;the public's availability, desire,or ability to engage in civil public discussion has shifted; rising construction costs, labor shortages,and supply chain issues may impact the City's ability to implement future CIP projects;and park equity has emerged as a vitally important guiding principle. Today,a citywide master plan has to be more than ballfields and playgrounds. Our recommendations for park improve- ments include innovative solutions for stormwater runoff;the identification of climate adaptations to address excessive heat,cold or wind through urban forestry;the use of State policies such as the Quimby Act for procuring developer funds to enhance and augment park assets;and the use of Crime Prevention through Environmental Design(CPTED) principles to increase safety and security. Our plans seek to balance these factors and are unique to each community, using meth- ods to tune amenity distribution and types to respond to the community's desires and regional benchmarking to further enhance the NRPA national averages of park amenities.These planning efforts also need to close the gaps of equitable distribution, increase assets to meet the community's park acreage standards, look for efficiencies in park use by consid- ering amenity infills,and re-invent recreational experiences that are translated into great personal experiences. KTUA has been designing and planning park and recreation facilities for over 50 years and we have a staff of 30.While we have no direct experience with the City of Moorpark,we have executed work in neighboring communities,including the Ventura County Comprehensive Plan,the Conejo Community Park and Center project,the Thousand Oaks Active Transportation Plan, and the Calleguas Creek Watershed Management Plan. I will serve as the principal in charge and Jacob Leon will serve as the project manager and Matt Wilkins will function as Assistant Project Manager. Both are either engaged in or have recently completed Parks Master Plans for the cities of Ontario, Montebello, Menifee, Mont Clair, Moreno Valley,and Desert Hot Springs.Jacob will also lead the outreach for the project. He is bilingual and fluent in Spanish and specializes in identifying strategies and tools to get the most out of the engagement process. 110%will provide services that include an analysis of programs and services, maintenance and operations evaluation, and financial strategy plan. The statistically-valid survey will be completed by RRC Associates. RRC specializes in obtaining community input on a variety of topics related to parks, recreation, community, and trail amenities. KTU&A affirms it has the ability to comply with the contract provisions as outlined in the City's sample Agreement and insurance requirements.We look forward to the opportunity to discuss our approach and qualifications with you. Respectfully submitted, -111eacjegiiir KTUA AUTHORIZED REPRESENTATIVE Mark Carpenter,AICP,Principal 3916 Normal Street,San Diego,CA 92103 Mark Carpenter, Principal 619-294-4477 x136;Cell:619-517-8245;markc@ktua.com 7 2 I QUALIFICATIONS I KTUA Profile • ktu oTo YEAR FOUNDED • 1970 healthy placemaking ORGANIZATIONAL STRUCTURE California Corporation KTUA is a collaboration of planners, landscape architects, GIS analysts,and graph- ic designers focused on the creation of livable communities. Established in 1970, NUMBER OF CALIFORNIA OFFICES KTUA has expanded the boundaries of a traditional landscape architecture office ' 2(San Diego and Central Coast by incorporating active transportation,community planning,federal planning, and Office) natural resource management practices into our portfolio.With this diversity, KTUA CORPORATE OFFICERS has the ability to help shape the bigger picture while addressing the fine-grained • Mark Carpenter,Secretary/Treasurer details that contribute to sustainable natural and built environments. • Brooke Whalen,Vice President ' Chris Langdon,Vice President KTUA's planning approach is to balance the diverse needs of regions,cities,com- • Joe Punsalan,Vice President munities, neighborhoods,developers,and future users with planning that encour- ages placemaking that is informed by our expertise in urban design,community EMPLOYEES-30 • development,multimodal transportation,complete streets,smart growth, public 12 Landscape Architects • 8 Planners engagement, and natural resource management.With a goal of healthy commu- • 2 Transportation Planners nities and long-term stewardship of the land, KTUA has a track record for creating • 2 Landscape Designers active public space that promotes public health,engages the community,con- • 2 Irrigation Designers tributes to economic growth,enhances public and private investments,optimizes ' 1 GIS Analyst land values,and provides a sustainable legacy that is memorable and attractive. ▪ 1 Transportation Engineer • 2 Accounting Our commitment to our communities and clients is to ensure that each project is unique, collaborative, innovative,cost effective,environmentally integrated,and CERTIFICATIONS context sensitive. • Small Business Enterprise(Metro and California Dept.of General Services), RELEVANT EXPERIENCE INCLUDES: CA SBE 30007 exp.08/31/24 • City of Ontario Parks Master Plan • City of Montebello Parks Master Plan SERVICES • City of Placentia Open Spaces and Urban Greening Plan Planning • ' Land Use I Transportation Planning City of Menifee Parks Master Plan Active Transportation Planning • City of Montclair Parks Master Plan • Resource Planning • City of Goleta Stow Grove Park Master Plan ' Federal Planning • City of Goleta Parks, Facilities,and Playgrounds Master Plan • City of Oceanside Parks Master Plan Landscape Architecture • City of La Mesa MacArthur Park Master Plan • Civic and Public Works ' Parks and Recreation • City of Santa Maria Parks Master Plan • Healthcare • City of Perris Park Master Plan • Education • Town of Phelan/Pinon Hills Parks Master Plan • Housing • County of San Diego Needs Assessment and Parks Master Plan ' Hospitality • City of Thousand Oaks Conejo Community Park ' Office and Commercial • City of Palmdale Sam Yellen Park and Arnie Quinones Park Master Plan Support Services • County of San Bernardino Prado Regional Park Master Plan • Public Outreach • County of San Luis Obispo Parks Master Plan • GIS • Port of San Diego Parks Master Plan ' 3D Modeling and Simulations • City of Santee Community Center and Parks and Recreation Master Plan Update ' Sustainable Design Water Management • City of Grover Beach Senior Center Feasibility Study • Grant Writing • City of Victorville Parks Master Plan • City of Encinitas Parks, Beaches,Open Space and Trails Master Plan 8 CITY OF MOORPARK I Parks&Recreation Master Plan Update 12 2 I QUALIFICATIONS I Team Organization City of Moorpark Stakeholders KTUA KTUA KTUA Mark Carpenter Jacob Leon Matt Wilkins Principal Quality Manager/ Project Manager Assistant Project Manager Resource Planner Associate Planner/Outreach Coordinator Senior Associate Landscape Architect I I SUBCONSULTANT KTUA SUBCONSULTANT l 110% Alex Samarin RRC Jamie Sabbach GIS Technical Manager Ethan Adams Principal/Advocate/Educator Nicole Rogge Senior Data Analyst Farrell Buller Planner Kailyn Haskovec Principal/Certified Professional Coach Research Analyst \ J \ I STAFFING COMMITMENT:Key KTUA personnel are available for the duration of the project.Key staff will not be removed or replaced without the prior consent of the City of Moorpark. KTUA STAFFING PLAN 2. The project manager works with time has been allocated for imple- KTUA utilizes the Resource Planning the client to develop and validate mentation of the quality control module of Deltek VantagePoint for the overall goals and objectives process,including review and weekly staff scheduling,allowing us of the project, as well as identify coordination of consultant work, to accurately schedule staff resourc- project issues, requirements,bud- and corrections and revisions es with the appropriate experience gets, milestones,deadlines,and identified in the QC process. to meet project deadlines. Staffing design parameters. 4. The KTUA policy is to assign a responsibilities include: 3. A project schedule is developed team of experienced profession- 1. The assigned project manager by the project manager indicating als that stay with the project from is involved in the review of the all submittals and review periods. concept through completion,en- scope,the preparation of the fee The QC manager reviews the suring seamless integration from and the contract negotiation. schedule to assure that adequate one phase to the next. KEY STAFF RESOURCES:12 Landscape Architects,8 Planners(2 AICP),2 Transportation Planners,2 Landscape Designers,2 Irrigation Designers,1 GIS Analyst,1 Transportation Engineer,2 Accounting.Additional Capabilities such as Outreach Facilitators,Interpreters and Translators. 9 CITY OF MOORPARK 1 Parks&Recreation Master Plan Update 13 2 I QUALIFICATIONS I KTUA Key Personnel Resumes I Mark Carpenter I Principal Quality Manager I Resource Planner With a background in landscape architecture, resource planning, and GIS, + ' Mark oversees Resource Management and Technology services at KTUA. His • project experience includes the preparation of natural resource-based park le master plans,trail plans, habitat restoration and mitigation plans. His lead- ' ership and ability to integrate scientific understanding,technical expertise, • r ' and design has allowed him to focus on environmental planning and design viso k projects aimed at balancing the management of natural and cultural resourc- • 4.rp► es with human activities. PROJECT COMMITMENT ESCONDIDO PROP.68 PARKS GRANT FOR ESCONDIDO CREEK LINEAR PARK ' 20%Availabilty Project Manager. Collaborated with the City of Escondido in the development of a successful $8.5 million Prop 68 grant application for the construction of a linear EDUCATION park project along the Escondido Creek. Developed conceptual plans and an ▪ Bachelor of Landscape Architecture, opinion of construction costs for additional multi-use pathways,fencing, lighting, Regional Landscape Assessment, Cal Poly San Luis Obispo,1995 shade structures,landscaping, interpretive signage, exercise equipment, and stormwater runoff treatments. Facilitated multiple community workshops to identify REGISTRATIONS features and amenities,evaluate alternatives,and meet grant requirements. • 2016 AICP#029123 RIVERSIDE COUNTY PARKS MASTER PLAN AFFILIATIONS Resource planner for GIS data development, analysis,and mapping support for ' American Planning Association the county parks master plan. Data development included an analysis of approx- imately 1,200 land holdings and 150,000 campground reservations to determine AWARDS visitor origin.This information became the basis of the physical resources plan • 2019 California Trails and Greenways,Honor and level of service analysis for the park resources Riverside County owns or Conference Award Program,Honorable Mention San Diego Canyonlands City manages. The level of service identified population centers not serviced by Heights Trail specific recreational resources.The final recommendations identified areas of • 2018 APWA San Diego,Environmental expansion for recreational resources, as well as resources that should be divested Honor Award(Under$2M category), due to overlapping service areas with adjacent providers. San Diego Canyonlands City Heights Trails COUNTY OF SANTA BARBARA BARON RANCH MASTER PLAN ' 2018 San Diego Architectural Foun- Principal resource planner. Developing a Master Plan for the 1,083-acre Baron dation's Orchid Award-San Diego Ranch on the Gaviota Coast in Santa Barbara county. Balancing habitat protection Canyonlands City Heights Trails • 2017 Circulate San Diego Momen- for the threatened California red-legged frog,with potential agricultural operations turn Awards Ceremony-Connectivity and public access were the key issues addressed. The plan was developed with a category,San Diego Canyonlands City phased implementation strategy that allows the County to adaptively manage the Heights Trails ranch's environmental resources and active uses. ' 2011 UCSD Scripps Institution of Ocean- ography Water Pollution Prevention CITY OF SAN DIEGO MISSION TRAILS REGIONAL PARK MASTER PLAN UPDATE AND NATURAL RESOURCE Projects,ASCE San Diego MANAGEMENT PLAN • 2011 UCSD Scripps Institution of Ocean- ography Water Pollution Prevention Project manager responsible for Master Plan update for this 10,000 acre regional Projects,APWA San Diego park managed by the City of San Diego. Directed the development of opportuni- ties and constraints analyses in support of recreational use and trail planning. Or- chestrated three public workshops and presented updates to the MTRP Citizens Advisory Committee and Task Force.Also responsible for providing direction and oversight to the development of the Natural Resources Management Plan and Programmatic EIR. ADDITIONAL EXPERIENCE • San Diego Canyonlands-City Heights Loop Trail Plan and Urban Greening Grant • Crestridge Ecological Reserve Road Crossing Improvement Project • Escondido Creek Conservancy Grape Day Park 10 CITY OF MOORPARK I Parks&Recreation Master Plan Update 14 2 I QUALIFICATIONS I KTUA Key Personnel Resumes I Jacob Leon I Project Manager I Outreach Coordinator Jacob Leon is an associate planner and outreach facilitator at KTUA. His project responsibilities entail network and facility design, public outreach,technical draft- ing,and 3D modeling. He is an integral member of KTUA's tactical urbanism team, raising public awareness of the benefits of thoughtful urban design,safe pedestri- • an and bicycle accessibility,and green infrastructure.His strong background in 3D modeling and graphic design allows him to produce effective digital and printed media to help communicate design concepts. His experience in mobility planning projects include active transportation plans,complete streets plans,bicycle and pedestrian master plans.These projects entail network and facility design, public outreach,technical drafting,and 3D modeling. His experience in landscape archi- tecture includes feasibility studies,site analysis,and park design. His passion for the outdoors and nature inspires him to advocate for holistic urban design. PROJECT COMMITMENT CITY OF ONTARIO PARKS MASTER PLAN ▪ 20%Availabilty Project manager. Weekly tasks included communication between the client and EDUCATION project team members, managing a team of in-house GIS analysts and commu- • Bachelor of Landscape Architecture, nity outreach specialists, and maintaining project milestones on schedule. His Cal Poly,San Luis Obispo extensive experience with community outreach helped the team and city navigate the COVID-19 pandemic by developing an alternative outreach strategy plan that REGISTRATIONS included the use of online communication tools. Other responsibilities included ▪ 2014,LEER Green Associate assessing park and recreation facilities,determining suitable recommendations, AFFILIATIONS and developing the final report for the master plan. ▪ American Society of Landscape CITY OF MONTEBELLO PARKS MASTER PLAN Architects ' Association of Pedestrian and Bicycle Outreach facilitator for a parks master plan that entailed research, analysis,and Professionals inventory of the existing facilities. Facilitated an extensive community outreach to gauge city, key stakeholder,and resident use of the facilities along with what they SPECIAL SKILLS desired to see in future park improvements.The team utilized a variety of tools ▪ Spanish Fluency such as SurveyMonkey and advanced GIS mapping software to collect community AWARDS feedback.Assisted team with workshop facilitation in English and Spanish. • 2022 APA Inland Empire Award of CITY OF PLACENTIA OPEN SPACES AND URBAN GREENING PLAN Merit,Transportation Planning,Ontario Recreation and Parks Master Plan Assistant project manager. Designed,coordinated,and completed many tasks • 2022 APA Los Angeles Award of Merit, throughout the project's planning process.Assisted in the development of a Comprehensive Plan-Small Jurisdiction, comprehensive community engagement plan that included strategies, branding, City of Montebello Parks Master Plan announcements,workshop exhibits,and summaries in both English and Spanish. • 2020 San Diego Green Building Council,Unbuilt Most Efficient EUI Merit Also helped develop park and active transportation recommendations based on Award,Southwestern College Land- the field work,analyses,and community feedback the team received. scape Nursery Technology Center ' 2020 APA Inland Empire,Comprehen- CITY OF LA MESA MACARTHUR PARK OPPORTUNITIES AND CONSTRAINTS STUDY AND PARK MASTER PLAN sive Plan-Large Jurisdiction,Prado Outreach facilitator for coordination and preparation of materials for three commu- Regional Park Master Plan nity workshops. Public outreach materials included online and paper surveys,flyers, ▪ 2020 Circulate San Diego Healthy postcards,and email announcements.Spanish translation and interpretation were Community Award;APA San Diego Transportation Planning Award of Merit; included for all materials and workshops.Analyzed and summarized all public input City of National City INTRA-Connect Plan to use as a guide for future recommendations.Additional involvement included field • 2020 ASLA San Diego Award of Merit; work,a site analysis of the project's site and boundaries,and document production. 2019 APA California,Comprehensive Plan Small Jurisdiction;2019 APA Inland CITY OF SAN JACINTO TRAILS MASTER PLAN Empire Comprehensive Plan Small Project manager responsible for all day-to-day project correspondence and tasks Jurisdiction,Award of Excellence,San Jacinto Trails Master Plan including community outreach coordination,existing conditions analysis,field • 2019 APA Central Coast;2018 AP- investigations, project development, and document design. Responsibilities also WA-California Central Coast Project included coordinating with neighboring jurisdictions,stakeholders,and city staff of the Year,Special Studies Under to develop a comprehensive Trails Master Plan that will guide the City with future $2M Category;Goleta BMP Award of Excellence grant opportunities for project implementation. 11 CITY OF MOORPARK I Parks&Recreation Master Plan Update 15 emir- 2 I QUALIFICATIONS I KTUA Key Personnel Resumes I Matt Wilkins I Assistant Project Manager I Sr.Associate Landscape Architect 111 Matt Wilkins is a senior associate landscape architect at KTUA. Matt has worked in inter-disciplinary groups throughout his career and brings valuable knowledge of sustainability,park design, landscape architecture,construction,and digital technology to the team. His dedication to the profession and interest in 3D and t !! i digital technology has allowed him to lead the discussion about technology"444, y, 0, in practice.He is currently the Webmaster of the American Planning Academy * . Central Coast Section and a frequent presenter at national conferences. He has performed numerous field investigations, prepared and led park design from concept to completion,and has created various 3D models,animations and pho- .,, to simulations for site and city-wide design solutions.With his passion for build- ing a better tomorrow and background in athletics, Matt is dedicated to building better parks for our communities. PROJECT COMMITMENT CITY OF MONTEBELLO PARKS MASTER PLAN • 15%Availabilty Project manager for a parks and facilities master plan that entails research, analy- sis,and inventory of the existing parks and park facilities to understand the current EDUCATION conditions and lifespans of the city's assets. Facilitating an extensive community • B.Landscape Architecture,Minor in outreach to gauge city, key stakeholder,and resident use of the facilities along Sustainability,Cal Poly,San Luis Obispo ' Architectural Studies,Allan Hancock with what they desire to see in future park improvements.The team utilized an College advanced GIS mapping technique to analyze the park distribution to develop a comprehensive master plan, indicating specific improvements. REGISTRATIONS ' 2012 LEED Green Associate CITY OF ONTARIO PARKS MASTER PLAN ' 2018 CA Landscape Architect PLA 6398, Landscape architect in charge of inventory of park assets and assisting with the exp.6/2023 draft recommendations,park specific master plans,and other project tasks.Work- AFFILIATIONS ing closely with the project team to identify amenity gaps, level of service,and • American Society of Landscape equity distribution throughout the City. Architects ' American Planning Association CITY OF VICTORVILLE PARKS MASTER PLAN ' Digital Technology Practicing Lead landscape architect assisted with the preparation of a parks master plan for Professional Network,Co-chair the City of Victorville. KTUA was responsible for public outreach, inventory, main- AWARDS tenance analysis,visioning,CEQA and presentation support for this project. ' 2022 APA Los Angeles Award of Merit, CITY OF PERRIS PARKS MASTER PLAN Comprehensive Plan-Small Jurisdiction, City of Montebello Parks Master Plan Project manager assisting with the trails, maintenance,and infill opportunities with- ' 2020 APWA Ocean Beach Street in the City of Perris.Working closely with the City and project team to also assist in Access Honor Award,Parks($2-$5M various analysis and inventory tasks along with the eventual recommendations for category) the parks master plan. ' 2020 CMAA San Diego,Public Works Less than$15 M,Ocean Street Beach TOWN OF PHELAN COMMUNITY PARK MASTER PLAN Access Improvements ' 2020 American Society of Concrete Senior landscape architect/project manager responsible for providing a conceptual Contractors Decorative Concrete master plan design for the park. The project team worked closely with the Phelan/ Council,First Place,Ocean Street Beach Pinon Hills Community Services District to produce several conceptual alternatives Access Improvements which explored various design arrangements for the currently undeveloped 26 2017 APWA, Plan Armorlite Drive acres of land.The parks program includes:two active soccer and baseball/softball Complete Street Plan fields, playgrounds,a skate park, pump track,equestrian facilities,dog park,amphi- theater, picnic areas, plazas, and other recreational facilities and infrastructure. RECENT ARTICLE Tools for Equitable Park Planning and ADDITIONAL EXPERIENCE Design:Digital Workflows to Enhance • City of Thousand Oaks Conejo Community Park and Community Center Park Access and Quality. From ASLA • City of Menifee Stow Grove Park Master Plan Professional Practice Blog,Oct.7,2021 • City of Grover Beach Senior Center Feasibility Study https://tinyurl.com/49bk5d5n • National City Pepper Park Expansion Vision Plan 12 CITY OF MOORPARK I Parks&Recreation Master Plan Update 16 2 I QUALIFICATIONS I KTUA Key Personnel Resumes I Alex Samarin I GIS Technical Manager k; '� / r 1 As an associate,Alex Samarin provides technical oversight for GIS workflows, leand guides GIS analysis for assessing the impact of planning projects. He has a broad range of experience applying GIS in utilities management,transportation ...a; planning, and environmental analysis.Alex is passionate about projects that i __y provide mutually-beneficial solutions to the human-environment relationship. His previous work spanned regional transportation modeling, regional habitat connectivity, and utility network mapping. PROJECT COMMITMENT PHELAN-PINON HILLS PARKS MASTER PLAN ' 20%Availabilty GIS manager for park level-of-service analysis in two rural communities un- EDUCATION derserved by park facilities.Analysis considered the unique context of sparse M.A.Geography,(Natural Resource populations,greater distances and drive times, as well as population growth and Management and Environmental Policy), potential future parks and amenities. San Diego State University,2015 ' B.A.Geography,(Geographic Informa- CITY OF HESPERIA PARKS MASTER PLAN tion Systems),Minor,Environmental Law GIS manager,conducted analysis of park amenities and population level-of-ser- and Planning,UC Santa Barbara,2008 vice,focusing on recommendations for new facilities and active transportation REGISTRATIONS connections among parks. • 2021 LISP,GIS Certification Institute CITY OF CORONA PARK INVENTORY AND NEEDS ASSESSMENT 160988 Project manager,coordinated analysis of the population-based and geographic AFFILIATIONS level-of-service for parks and park amenities. Population-based level-of-service ' Association of Environmental included a 15-year projection based on potential future park development and Professionals(AEP) regional population estimates. Park amenities analysis applied standards from the ' Association of Pedestrian and Bicycle 2020 Agency Review by the National Recreation and Park Association. Park-spe- Professionals cific underutilized areas were identified based on criteria like gradient and desired AWARDS amenity.Areas underserved by parks in the City were identified by applying the • 2020 APA Inland Empire,Comprehen- Corona General Plan park standard to network-distributed service areas(park sive Plan-Large Jurisdiction,Prado travelsheds)for walking,biking,and driving. Regional Park Master Plan ' 2020 Circulate San Diego Healthy CITY OF CORONA TRAILS MASTER PLAN INVENTORY Community Award,APA San Diego GIS manager for citywide trail inventory. Managed public outreach applications Transportation Planning Award of Merit; City of National City INTRA-Connect Plan for data collection. Data collection included mobile and desktop applications for collecting public input on frequented trails,as well as public stakeholder outreach meetings and events. COUNTY OF SAN LUIS OBISPO PARKS NEEDS ASSESSMENT GIS manager, performed level-of-service analysis for San Luis Obispo County based on population projections and parks distribution.This included a travelshed population analysis,segmented by park type,travel mode,and travel time. COUNTY OF SAN BERNARDINO PRADO REGIONAL PARK MASTER PLAN GIS manager,conducted and evaluated opportunities and constraints for the development of amenities and open space conservation in an urban regional park setting. This included consideration of physical variables such as elevation,slope, soil type,and flood inundation; access to active use and open space park areas via trails;current concessions and lease agreements,as well as legal settlements for future open space areas. 13 CITY OF MOORPARK I Parks&Recreation Master Plan Update 17 2 I QUALIFICATIONS I KTUA Key Personnel Resumes I Nicole Rogge I Planner Nicole Rogge is a Planner at KTUA and focuses on park and recreation planning, active streetscapes, and sustainable landscape design.She also has a passion for using thoughtful graphic communication in planning to inform better and engage the community.She is a recent graduate with a Bachelors in Urban Plan- ning from the University of Cincinnati.She has completed several internships and - co-ops in both the public and private sectors throughout her educational career, • where she has built a wide variety of skills including Adobe Creative Suite,Auto- 1 CAD,Sketch-up,GIS,and field surveying. Her interests include traveling, hiking, r cooking,baking,and jewelry making. PROJECT COMMITMENT CITY OF MENIFEE PARKS MASTER PLAN • 35%Availabilty Planner,assisted with project support. Assisted in the creation and management EDUCATION of GIS data to facilitate analysis and provided document and map development ' Bachelors in Urban Planning from the support. Assisted the project team in community outreach facilitation.The Menifee University of Cincinnati Parks Master Plan scope included population analysis,a summary of recreational assets and amenities, and other site conditions that affected the development of the master plan.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.The Master Plan identified necessary changes in programs, parks or amenities,and the potential for new parks or new amenities within existing parks. CITY OF MONTCLAIR PARKS MASTER PLAN(PMP) 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 demo- graphic centers for different age groups. MONTE SERENO BICYCLE AND PEDESTRIAN MASTER PLAN(BPMP) Planner,assisted with project support.The BPMP provided a comprehensive planning document that included recommendations for bicycle and pedestrian improvements.The Plan identified priority areas for pedestrian/bicycle improve- ments, recommended specific projects,and established priorities and cost esti- mates for future implementation projects. OCTA SOUTH OC RAIL STATION FEASIBILITY STUDY Planner,assisted with GIS management and support. The first phase of the study established a purpose and need for a new rail station,developed criteria to select a new station site,identified operational issues and constraints, and determined the feasibility of a proposed rail station versus a no-build option. HOLLISTER RANCH COASTAL ACCESS PROGRAM Planner,assisted with project support. Responsible for developing at-grade rail- road crossings based on Manual on Uniform Traffic Control Devices(MUTCD)and California Public Utilities Commission(CPUC)guidelines. 14 CITY OF MOORPARK I Parks&Recreation Master Plan Update 18 III` r ,.or 2 I QUALIFICATIONS 1 Subconsultant Key Personnel Resumes Our Team 1 ,0% PROJECT COMMITMENT:20%AVAILABILITY Jamie founded 110%Inc.with the intention of helping organizations be more strategic and bold amid dynamic social, environmental,and economic change. In Jamie's glory days,she played college softball and later coached at the University of Illinois.After her stint in college athletics,she worked for notable public agencies including the Champaign Park District(IL),the Bloomington Parks and Recreation Department(IN),and the Boulder Parks and Jamie Sabbach Recreation Department(CO). Founder/ Principal/Advocate/Educator She has been an adjunct faculty member at many universities, an Instructional Assistant Professor at Illinois State University,and continues to contribute to higher education as an affiliate faculty member at Indiana University. Past experiences in athletics,as a public parks and recreation professional,and as a college instructor have fed Jamie's passion to help others enhance their own talents and improve performance. Her current work as a consultant,and as an organizational coach and advisor focuses on enhancing adaptive leadership capabilities and organizational effectiveness,and on leading master planning,strategic planning,and cost recovery efforts for organizations across North America. Jamie has taught and facilitated hundreds of professional development and training programs in the US,Canada, and Europe.She has testified in front of the United States Congress on the importance of public parks and recreation and believes those in the service sectors should be fueled by"anger and love" in order to do the tough but necessary work. She is an active member of the National Recreation and Park Association having served in a variety of leadership capacities over the years.She is a past President of the American Park and Recreation Society and in 2008 was inducted as a Fellow into the American Academy for Park and Recreation Administration. Education Personal Harvard University On a personal level,Jamie is a native of Illinois who lives Cambridge, Massachusetts in the mountains of Colorado,is nicknamed "Pumpkin"in Kennedy School of Government,TAPLD honor of her Halloween birthday,is a former college jock, 2014 enjoys hiking,biking,and golf,volunteers for community Indiana University organizations,and has a love affair with the Chicago Cubs! Bloomington, Indiana Post Graduate coursework ,, 1998-2000 �� Eastern Illinois University tee" Charleston, Illinois ,► : . ¢ Master of Science Degree in Public r J a Administration/Sports Management August 1988 1 Eastern Illinois University Charleston,Illinois oller oW Bachelor of Science Degree in Physical .: Education/Coaching/Business Administration May 1986 15 CITY OF MOORPARK I Parks&Recreation Master Plan Update 19 2 I QUALIFICATIONS 1 Subconsultant Key Personnel Resumes Our Team 1 ono PROJECT COMMITMENT:20%AVAILABILITY �v For more than 20 years, Farrell has embraced her passion for serving others in local government. From a 40. a. front-line camp staff member to the highest attainable position as City Manager, she is a true testament to achieving by believing. Also, saying'yes'to any challenge has helped her master facilitating successful organizational change, Farrell Buller strategic/modern operational processes, and fruitful Principal !Certified Professional Coach collaborative efforts. Her desire to improve herself and the organizations she works with nationally is with met with a positive forward-focused lens and demonstrated by the numerous invitational-only symposiums in which she has both attended and participated.A relationship builder, lifelong learner, and a progressive change agent for the benefit of the parks and recreation profession articulate the core of her professional values. The ability to impact, influence, and inspire other local government professionals and executive leaders continues to serve as her professional North Star. Farrell has served as Recreation Division Manager and Parks and Recreation Director for several municipalities and is regularly facilitating seminars on topics such as operational effectiveness, cost recovery and financial sustainability, change management, and progressive leadership. Farrell is a certified facilitator for LEGO© SERIOUS PLAY, Group Coaching Essentials, and as a Professional Co-Active Coach.This unique combination of self-initiated training enables her to help groups propel beyond what they realized was possible. Education Personal Clemson University You can often find Farrell exploring new outdoor Think Tank: Invitation-only Symposium places and spaces with her family. "Testing" new 2019 parks equipment and attending events across the Altruism Institute State of Colorado are common adventures they all Invitation-only Symposium enjoy. She is an avid jogger, loves road trips, and 2016 believes in actively living and promoting a healthy lifestyle. Agents of Change Invitation only Symposium ,A .I 2015-2018 4 f . . j National Recreation & Park Association • Directors School Graduate =r 2015 qr 7v- I University of Northern Colorado Greeley, Colorado4 Bachelor of Science Degree in Recreation/ .. .- .Toe Atf, Therapeutic 7 O., August 1997 :` 16 CITY OF MOORPARK I Parks&Recreation Master Plan Update 110 Yer 2 I QUALIFICATIONS I Subconsultant Key Personnel Resumes R "(ø _ A S S O C I A T E :'- Ethan Adams PROJECT COMMITMENT • 10%Availabilty Senior Data Analyst ABOUT Based in Kaysville, Utah, Ethan is a highly skilled data analyst and social scientist with diverse work history and experience. With a Master of Arts in Applied Sociology, Ethan has a demonstrated history of applying academic theory and statistical research methodology to grounded public issues faced by community leaders.At RRC Associates,Ethan has applied his extensive knowledge of online survey design platforms and data management software to strengthen RRC's existing procedures while expanding the scope and capabilities of customized data collection methods. Ethan has worked on a wide variety of municipal research projects, including surveys that have informed parks and recreation services, housing issues, and city- wide master plan developments. Additionally, he's skilled in conducting tourism, employment, and event focused economic analyses for resorts, communities, and destinations across the country. EDUCATION Master of Arts in Applied Sociology, University of Northern Colorado 2018 Bachelor of Arts in Sociology,Minor in Psychology, University of Northern Colorado 2016 PROFESSIONAL EXPERIENCE 2021 to present Senior Data Analyst, RRC Associates, Boulder, CO 2018 to 2021 Data Analyst, RRC Associates, Boulder,CO 2017 to 2018 Social Research Associate, UNC Social Research Lab,Greeley,CO 2016 to 2018 Research Assistant, University of Northern Colorado,Greeley,CO 2014 to 2017 Asset and Profit Protection Manager,Sears Holdings,Greeley, CO RELEVANT WORK EXPERIENCE Parks&Recreation Needs Assessments Tourism/Visitor Research Canon City,CO Aspen Skiing Company,CO Coconino County,AZ Beaver Creek Tourism and Event,CO Desert Recreation District,CA Bend,OR Frisco,CO Breckenridge Tourism Office, CO Hampton,VA Golden Isles Convention&Visitors,GA Orlando, FL Sierra-at-Tahoe,CA Town of Vail,CO Citizen/Comprehensive Plan Surveys Visit Estes Park,CO Grand Junction, CO Gunnison, CO Affordable Housing Survey Lafayette, CO Roaring Fork Valley,CO Meeker, CO Boulder,CO Vail, CO San Miguel County,CO 17 CITY OF MOORPARK I Parks&Recreation Master Plan Update 111 2 I QUALIFICATIONS I Subconsultant Key Personnel Resumes _ ASSOCIATES, Kailyn Haskovec PROJECT COMMITMENT Research Analyst • 10%Availabilty ABOUT Kailyn brings a unique perspective to the RRC Associates team with a background in state and local government,parks and recreation,transportation,and social research.With a Bachelor of Arts degree in Sociology and a Masters of the Environment degree, Kailyn can interpret qualitative and quantitative data to provide strategic recommendations and policy direction.She has assisted with a variety of parks and recreation studies, community surveys, market analyses, and is a part of RRC's national parks project team. Kailyn also provides creative insight to RRC's marketing and communication efforts by designing, formatting, and editing reports and proposals. EDUCATION Master of the Environment, Sustainable Planning and Management: University of Colorado, 2018 Bachelor of Arts,Sociology minors in Environmental Studies and Public Policy, Planning and Management: University of Oregon,2014 PROFESSIONAL EXPERIENCE 2021 to present Research Analyst, RRC Associates,Boulder,CO 2019 to 2021 Program Coordinator, RRC Associates,Boulder,CO 2019 to 2020 Process Improvement Intern, Colorado Department of Transportation, Denver,CO 2017 to 2018 Graduate Research Assistant, National Parks Conservation Association, Boulder, CO 2017 to 2019 Administrative Assistant,City of Boulder Parks and Recreation Department, Boulder, CO RELEVANT WORK EXPERIENCE Parks,Recreation&Community Needs Assessments Ski Area Market Assessments Mesa,AZ Mt.Garibaldi, BC Deltona, FL The Balsams, NH Brunswick, ME Quarry Road, ME Charles County, MD Saddleback,ME Calvert County, MD Chelan,WA Outdoor Recreation Research Boca Raton, FL Quandary Peak,CO Jefferson County Open Space,CO Tourism,Visitor,Special Event and Upper Colorado Wild and Scenic Economic Research Stakeholder Group,CO Beaver Creek Mountain Resort,CO American Whitewater Visit Walla Walla,WA Various national parks City of Lafayette,CO Town of Vail,CO 18 CITY OF MOORPARK I Parks&Recreation Master Plan Update 112 2 I QUALIFICATIONS I KTUA Equity&Inclusion Policy EQUAL EMPLOYMENT OPPORTUNITY POLICY(EEOP) KTU&A recognizes that our employees comprise a wide KTU&A is committed to the adherence and promotion of range of backgrounds and characteristics and believe that equal social,economical,and educational opportunity those differences should be celebrated and valued. Race, for all.Therefore,the stated policy of this firm is that each religion,gender, national origin,ancestry,color, language, individual will be provided equal employment opportuni- age, marital status, sexual orientation, gender identity, ties and that the firm will affirmatively seek to contact, hire, gender expression,physical or mental disability, medical compensate,train, promote,assign, layoff,transfer,termi- condition,genetic information/characteristics,veteran nate and rehire employees based only on their capabilities, status, political affiliation and other characteristics are traits experience, and achievement without regard to color,race, that contribute to our employees experiences as humans, religion,sex,sexual preference, national or ethnic origins, and ultimately to the knowledge and expertise that make age,mental or physical handicap,or veteran's disability: them a valuable asset to KTU&A. and to maintain all facilities on a non-segregated and equal basis. KTU&A maintains a working environment free of KTU&A is committed to access,opportunity, and advance discrimination,harassment,intimidation and coercion. ment for all individuals.We explore opportunities to culti vate an inclusive work environment,strengthen our cultural AFFIRMATIVE ACTION POLICY(AAP) competency, and train our managers and employees to KTU&A's affirmative action policy defines the firm's stan- provide opportunities for growth and development. dard for proactively recruiting, hiring, and promoting wom- en, people of color,people with disabilities,and veterans. It is our intention that all our employees, regardless of any This policy includes: particular background or characteristic,are always treat- • Ensuring that women,people of color, people with dis ed with respect and dignity. Likewise,we expect that our abilities,and veterans are provided equal opportunities employees treat their coworkers, managers,other team members,clients,consultants,and vendors with the same for advancement within the firm,and that these oppor- tunities are based solely upon performance,expertise dignity and respect at all times. and abilities,and not on race,sex,color, religion,ethnic Disrespect, inappropriate behavior or conduct toward oth- or national origin, age,sexual preference, handicap or ers will not be tolerated and may subject an employee to veteran status. Employee reviews are conducted annual- disciplinary action, up to and including termination. ly and are supervised by the principals of the firm. • Ensuring that efforts of the firm are focused on active- Mistreatment, harassment,discrimination, retaliation,or bul- ly contacting and recruiting women, people of color, lying is in violation of the Company's Harassment, Discrimi- disabled individuals,and veterans for available positions nation, Retaliation,and Bullying Prevention policy and must that fulfill the EEO Policy. Information on each applicant be reported to KTU&A's HR Manager. and the employment action taken is maintained in a database. NON-DISCRIMINATION POLICY • Ensuring that the work environment,facilities, and activi- KTU&A is committed to compliance with all applicable laws ties are non-segregated. providing equal employment opportunities.This commit- • Conducting an annual review with all senior management ment applies to all persons involved in company opera- and executives to assure and document compliance with tions. KTU&A prohibits unlawful discrimination against any the KTU&A EEO Polity. job applicant,employee,or intern by any employee of the • Assisting in development and revisions to policy company,including managers and coworkers. statements, and in reporting and auditing policy implementation. Pay discrimination between employees of the opposite • Assisting in identifying problem areas and developing sex or between employees of another race or ethnicity solutions. performing substantially similar work,as defined by the • Identifying publications andCalifornia Fair Pay Act and federal law,is prohibited. Pay o s media for placement of fy 9 P employment opportunities and formalize and advertise differentials may be valid in certain situations defined by available positions. law. Employees will not be retaliated against for inquiring about or discussing wages. However,KTU&A is not obligat- DIVERSITY,EQUITY AND INCLUSION POLICY(DEIP) ed to disclose the wages of other employees. KTU&A is committed to fostering a diverse workforce, and maintaining a workplace that is equitable, inclusive,and safe for all employees. From recruiting practices,to pay and benefits, promotions,and all other aspects of em- ployment with KTU&A,an environment of equity is of the utmost importance. 19 CITY OF MOORPARK I Parks&Recreation Master Plan Update 113 3 I WORK PLAN & PROJECT SCHEDULE I Project Approach WHY,WHEN, HOW,WHERE AND WHAT To understand how the KTUA team approaches their park master planning projects,the following highlights our guiding principles.This constitutes the"WHY"of the project.The proposed schedule covers the"WHEN"and the process and detailed scope of works cover the"HOW."The work products indicate"WHERE"improvements should be made and "WHAT"should be done to improve the City's parks, recreational elements,open spaces and pro- grams for youth,adults and seniors. KTUA'S PARK MASTER PLANNING PRINCIPLES: • Moorpark's residents deserve safe and convenient parks. • Investments in other programs should take into account • Parks and open spaces should be fun and provide ame- the needs of underserved communities or the special nities to encourage healthy activities,but also protect or needs of population segments that rely on public pro- enhance natural or cultural resources. grams. Integration of the underserved increases the • Support for parks and open space is increased when strength of the entire program and provides equity and people make parks a part of their lives. If a program solutions to those who may not have access. immerses the public into the community resource,then • New development should support its own new residents they become advocates for protecting,expanding,or and meet a fair share of the new recreation demand. enhancing these resources.They are also more likely to • In many cases,infill of new amenities within existing parks be willing to pay to participate in these programs. and community facilities may be the proper solution com- • Since the largest desired recreational activity is walking, pared with the acquisition of new park lands. Space can running,hiking,and biking,the plan needs to address usually be found in existing city parks and facilities if effi- non-standard linear connections,pocket parks,urban ciently laid out to rely on not fully developed public lands. plazas,and open space in support of park acreage and • GIS tools and demographic data should be used to facilities,as well as 10-minute walking access to parks. determine equitable distribution,with an emphasis on • The plan must be based on public input that recognizes providing close access to recreational experiences that national and local recreational trends,population fore- start at a person's front door instead of their car door in casts,and area specific desires. However,the standards a parking lot near a park or community facility. Locating are guidelines for comparison and not mandates. Local transit options near these facilities or locating city parks priorities should provide the direction for the overall plan. and facilities near transit services can help make distribu- • A balance is needed between the demands of the broad- tion and access more equitable. er public while protecting local neighbors from real(not • The economics of park development and funding must perceived)negative impacts. be an essential part of the recommendations and imple- • Investments in parks and recreation assets should take mentation plan. into account habitat and cultural resource protection, • Maintenance, staffing,operational costs, and other open space access,ADA universal access,stormwater non-facility expenses can often add up to more than the runoff control,and urban forestry benefits for air quality value or cost of physical facilities and therefore needs to and urban heat island reduction. be taken into account in this overall master plan process. PARK RECREATIONAL EQUITY(PRE) The pandemic and other cultural shifts such isiiiimPUBLIC RECREATIONALEQUITY as environmental justice,equity concerns, and civil rights discussions of the last sever- ( (i( PIMISN al years have highlighted inequities that ex- ist and the need to address chronic health in'• •6 Diverse Recreation Solutions fora Diverse Ethnic and problems.The role that parks and recre- Economic Population ation provides to the community in terms of 1)Understand Demographics, 5)Resolve Ineities with Nevi Parks, mental, physical,social,and spiritual health Socio'Econonics Age Dynarrrics Amenities,Rowans&Policies has been made clearer as a result of these facilities not being available and have now �Q .• become more important as parks opened T . {} back up. KTUA's approach to the Moorpark Parks Master Plan will address the equity 2)Assign Recreation Needs 4)Map Walk-times,Park GIS issues and the health as ects that arks Based on Time and Distribution,Amenity Match to p P Economic Capability Age Conditions&Heath Needs and recreation can play. 3)Look at Chronic Health Issues and Consider Recreation as a Solution 20 CITY OF MOORPARK I Parks&Recreation Master Plan Update 114 3 I WORK PLAN & PROJECT SCHEDULE I Project Approach SUCCESSFUL IMPLEMENTATION STRATEGIES FROM OTHER KTUA PARK MASTER PLANS Level of Service Analysis:The KTUA team uses state-of-the art GIS analysis tools to conduct all the park resource assessments. Rather than simply creating circular buffers around a park, KTUA uses a unique existing street network method along with park entry points to create realistic travel buffers. This method is more accurate and reflects actual travel distances rather than the oversimplified circular radii.This increases the accuracy of the utilized 10-minute park planning areas to be more reflective of the community who's actually using the parks and therefore increases the accuracy of park planning recommendations. O • i •040 ,_ ift II d AL I ACRES I I AMENITIES I I ACCESS >>> measure >>> >>> count >>> >>> map >>> size quantity distance O ...,:.. :, NiCP • ...X... 5-minute Walkshed t A ... ' ak•fo Neighborhood Parks Fields and Courts 5-minute Bikeshed goo ji gem% aaci ciao = ciao _ XIIII Community Parks Facilities 3-minute Driveshed . 4111‘46\ 1 I Trails and Open Space Amenities Access Barriers Park Level of Service Amenity Level of Service Access Level of Service • Park acreage per 1,000 population • Life cycle and conditions •Number of accessible parks •Acreage deficit versus standard •Amenity deficiencies . •Acres of accessible parks •Existing and projected 'r�:� ,� . . -, . . 21 CITY OF MOORPARK I Parks&Recreation Master Plan Update 115 3 I WORK PLAN & PROJECT SCHEDULE I Scope of Work I. PROJECT INITIATION AND MANAGEMENT • City of Moorpark Schedule of City Fees, Charges and Rates A. PROJECT KICK-OFF MEETING • Community Health Needs Assessment A productive and informative project kick-off meeting is • Review ordinances and policies essential to the success of the parks master plan as it sets • Proposed amendments/new ordinances the foundation for team expectations and deliverables. The • Park land acquisition and development policies team will develop communication protocols and estab- lish meeting minute documentation that will serve as the C. MONTHLY TEAM MEETINGS(14) basic structure for the team meetings that are needed to Ongoing monthly communication between the City and keep the project within budget and on schedule.We will team will ensure project milestones are met. A mix of also discuss other important elements that will be key to a teleconferences(10)and in-person (4)meetings have been successful master plan,such as the project schedule,the assumed. Teleconferences will be scheduled via Zoom, goals and desires of the Master Plan,the current popula- GoToMeeting,or any other City preferred on-line tool. tion-based standards for parks and recreation,standards In-person meetings will be scheduled with other public for other community programs and park amenities, and engagement events or presentations. other similar topics. D. PROGRESS REPORTS AND SCHEDULING B. EXISTING DOCUMENT AND POLICY REVIEW A detailed project schedule will be developed for the kick- Prior to the kick-off meeting,the team will identify the most off meeting. It will maintain flexibility to adapt to unforeseen critical needs for data and mapping.With some relevant items,such as the COVID-19 pandemic. Progress reports studies and reports already available,the team will arrive will be included monthly along with team invoices. at the kick-off meeting informed so that the discussion can focus on additional data needed. The initial phase of work E. QUALITY CONTROL needs to commence quickly,since missing data can either KTUA will provide quality assurance and quality control delay the project's schedule or may not be able to be inte (QAQC)for project deliverables including reviewing all grated into the overall process in a timely manner. maps,graphs,tables, infographics, and text. The project management team at KTUA is comprised of subject-matter Essential data will be requested and processed for use in experts in park planning issues and policy,data analysis the study efforts. This data may include native files from the and visualization,graphic and document design, and tech- previous master plan and recent general plan update,GIS nical writing that will guide the document from concept to files of parks and other community facilities,spreadsheets completion. of available fiscal and park asset data, and individual park and community planning documents that might be aimed II. EVALUATE EXISTING CONDITIONS&DATA COLLECTION at future CIP projects and ongoing improvements that A. EXISTING CONDITIONS OF PARKS,TRAILS,AND need to be known prior to making any project recommen- RECREATION FACILITIES dations.Available demographic and socio-economic data and projected populations and growth are also important A comprehensive inventory of parks,recreation,amenities, data points. However,these can also be obtained through and trail facilities in Moorpark will involve a combination of SCAG and VCOG. data integration from the recently completed (or ongoing) Facility Condition Assessment and Reserve Study, sup- The project team will request additional relevant planning plemental inventory fieldwork,and inventory mapping in and CIP documents at the kick-off meeting and review Geographic Information Systems(GIS). them during the first phase of the planning process. Docu- ments requested may include: ;;••'.• • City of Moorpark 2050 General Plan (Draft) • City of Moorpark 2022 Facility Condition Assessment and Reserve Study • • Moorpark Civic Center Master Plan $' lot • County of Ventura Comprehensive Transportation Plan— _ rle„ 41( Draft Moorpark sections ! 'di ■ • • City of Moorpark 2016 Sustainability Report • Capital Improvement Projects(CIP) List • City of Moorpark Specific Plans for Downtown, Moorpark • Highlands,and Carlsberg • "�" CITY OF MOORPARK I Parks&Recreation Master Plan Update 116 3 I WORK PLAN & PROJECT SCHEDULE I Scope of Work .�.s - Park inventory fieldwork: KTUA will conduct limited sup- the mailed survey)assigned to each household. This tech- plemental field inventory of city-owned parks and facilities nique is frequently used for parks, recreation, and corn- using Esri Field Maps once we've had a chance to review munity surveys and is effective in maintaining the random the data from the Facility Condition Assessment and Re- sample while also increasing response opportunities. The serve Study. Output data will be compatible with desktop online version of the statistically valid survey will be corn- GIS software.The data collected will include photos of park pliant with the Federal Section 508 (and WCAG guidelines) facilities, and quantitative and qualitative rankings of park which ensures accessibility by people with disabilities. amenities.All data will have a geographic reference to fa- cilitate future referencing needs of City staff.This data will Questions will be drafted based on collective staff and inform the population level-of-service for park amenities. team input. The survey will be in English and translated into Spanish and made available in all versions for user input. GIS-based inventory mapping: KTUA will develop a GIS- To help improve response rates,the team will work with based inventory of all city-owned parks and facilities using the city to assist with marketing and creating public aware- parcel boundary and ownership data provided by the City ness of the survey through media and other channels,such and recent high-resolution aerial imagery from Nearmap,a as local newspaper, radio,cable TV,city website, and other subscription imagery service used by KTUA. Using this im- methods.All respondent comments will be included in the agery, distinct use areas will be mapped within each park, final report. The following tasks summarize major efforts for such as:sports fields and courts, playgrounds, picnic areas, the survey: landscaping,trails and paths. KTUA assumes the data from • Refine survey questions in English and Spanish the Facility Condition Assessment and Reserve Study can • Mail surveys randomly to 4,000 residences be easily integrated into the GIS inventory. This data will in- • Initiate open survey, send announcements, and links form the population level-of-service and geographic distri- • Document survey findings bution for park resources and current populations. GIS will be used to help supplement existing mapping of existing C. RECREATION PROGRAM INVENTORY&ANALYSIS trails systems and future projects that may be conditioned 110%will provide a template for collection of data on corn- with trail requirements. munity and recreation services throughout the city. In addi- tion,the table will include exploration of potential providers B. STATISTICALLY VALID SURVEY and partners. The following subtasks will be completed as RRC will create a survey designed to be mailed to approx- part of this process: imately 4,000 randomly selected households in the city. • Analysis of methods to provide best service and meet The survey will provide critical information in determining community needs with a focus on specialized and under- community values,satisfaction levels, needs and priori- served populations ties, preferred marketing channels, level of awareness, • Identify similar communities for benchmarking current usage levels,and demographic information for • Analysis of services gaps/duplicate services long-range planning. Residents will be given the option of • Analyze current facility usage policies and fees for con- either completing the mailed survey form or accessing the sistency, relevance,and effectiveness. survey online using an individual passcode(included in • Identify enhanced services through collaboration 23 CITY OF MOORPARK I Parks&Recreation Master Plan Update 117 3 I WORK PLAN & PROJECT SCHEDULE I Scope of Work • D. DEMOGRAPHICS ANALYSIS III. OUTREACH AND ENGAGEMENT A demographic data and information analysis of Moor- park and Ventura County with a focus on a profile of City A. CREATE PUBLIC OUTREACH PLAN FOR EQUITABLE INPUT/ residents will offer a current image of the community which BILINGUAL STRATEGIES invests in and primarily benefits from Moorpark's parks and The first of the teleconference calls will be focused on recreation services. Using the US Census and American the development of the Public Outreach Plan (POP). The Community Survey(an ongoing statistical survey con- project team will encourage the participation of city staff ducted through the U.S. Census Bureau)and other Tale members that regularly engage in public outreach,such as vant resources such as Moorpark Unified School District, the Public Information Officer. Economic Development Division,Ventura County Health The POP will outline the techniques to obtain the highest Care Agency,and other local and regional resources,data degree of public,stakeholder,and staff input possible. and information gathered including educational attainment, Special attention will be focused on strategies to reach income, language proficiency, migration, disability,employ and engage Moorpark residents who typically shy away ment, housing characteristics, health statistics,etc.,will be from sharing their ideas and concerns in public settings. used to create an image of the City today and tomorrow Outreach will be conducted in the language spoken by and further inform the development and direction of this residents(primarily English and Spanish), in a manner that process. is easy for them to understand,and with a variety of tools to match their comfort level of participation. Ontario Parks Ontario Parks mob/ RECREATION&PARKS MASTER PLAN _� RECREATION&PARKS MASTER PLAN e Encuesta Comunitaria • II u s & ► — El Plan Maestro deParquesyRecreadande Ontario(ORPMP,per sus nglas en lrigleel guard las anondadesy accores necesanas pare The Ontario Recreation and Parks Master Plan(ORP MP)will provide guodarise to the priorities and actions needed to meet rumour con Os cantos demograhcos de la ci,dad,comprender las tendencies futures y eborder be parques a lnstalacones enhguas de the City's changing demographics,understand future trends,and address the City's aging parks and facilities.We need your Ia c1udad.INecesrtamoS Su opinion para lcgrar con kilo este oblernp!ubue le gusterla vet en nuestros parques?cCueles podrrn ser us input to successfully accomplish this goal!What would you like to see in Due parks?What might your recreation needs be in necesrdades de recreation en elfuturo?uque valora en cuanto a parquesyrecreaclnn?Ayudens a responder eslaspreguntes lmponantes. the future?What do you value in parks and recreation?Join us to help answer these important questions. 1. 1,camadasalkr melee se Mackin me Ontario?(Weenier 1de C And a horn Ana.ke;awes vies awrlocione osedvae de I. bow weld yea Met descry your*edeardp al.Wade? a. 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Wkatmalt deyou Welt moot often? • ❑ Picnics 2. &fa poets Odes con mars enamels? g a wkdanwtw ''''dyalgwtgesaed"d'ply."'"clwwe _ Manten ase °°m5ap ) Sta Involved! l road Marrarm rlla w.ya.w be.aNrerdud? ^= • 9 ❑ ,ails O Aquatic neenuf y O Sende5o"""" involuerado! 0 Outdoor ❑ Playground equipment ❑ Seders ❑ AmmsuLms con tome s nt ❑ Msal For more information,please contact the ❑ apereroa era ejaCicipal ®uaksane[no 0 Skate 0 Multi wr aimlipe ❑ IaMlwion.acv0licas Para mars information,par favor cgmacte a peel pasOnbdo❑ eemmp track ❑ Pudic (90913 5-2020 tin Oaprrble.rt ❑ Pargprneuu ye a logo inlaube Depar(909)3 mw0olb paeroeeidnNOnMrb ❑ easeeeocwns ❑ Educationalbu prca (9W)39ninfo@ ❑ Purcrrc track ❑ Camp am (9D9)395-2020 ❑ Tinniscourts ❑ Inclusive Playground recreationnfo�dontariaca.Hew ❑ Clinches de bNsal ❑ Comm multrsas ❑ Tennis tuna Equipment ❑ Canchas pkklesal ❑ Are padk0 recreegonintopmtarioca.gov ❑❑ Gnats°etenis ❑ Espaciesaucalhos .�� ❑ dpark 0 None course 0 rep(please specify) I o Paara terms ❑ Edna Oa Para actual izeciones,visite: 0 Pone roes For project updates,please visit: ��r r Nita ❑ Camomile Oise gne ❑ Rade https:l/www.ontarioca.gus ONTARIO 0 arillwgnue picnic w/ ❑ Mesa de pont 0 an(epeclieal shellen hltps:riwww.omarkwa.gov ONTARIO City of Ontario Parks and Recreation Master Plan Bilingual Survey 24 CITY OF MOORPARK I Parks&Recreation Master Plan Update 118 4 31 WORK PLAN & PROJECT SCHEDU Scope of Work The POP will include key messages, strategies,schedules, participation. Opportunities for input for community mem- and descriptions of outreach activities and opportunities, bers unable to participate in workshops will be available. with an emphasis on engagement LE methods to encourage attendance at in person workshops. Online engagement Focus Group and Stakeholder Meetings:These meetings tools that can be used to effectively disseminate informa are intended to gather local feedback from an audience tion for the parks and recreation master planning efforts with specific experience and knowledge of the Moorpark will also be discussed. parks,trails,and programs. Five focus group and stake- holder meetings will take place in the first phase of the The POP will also prescribe the use of social media en- planning process to inform the existing conditions analysis. gagement opportunities, language translation and inter- The meetings may include: City staff,operators,managers, 4 pretation needs(English/Spanish), and virtual engagement and maintenance staff; interest groups that currently are opportunities if in-person events are not possible due to frequent users of facilities;school districts and non-profit local health COVID-19 health orders or if a hybrid process groups and other advocates for park,recreation, and trail will encourage more participation. facilities;and other groups or individuals who may not be currently using city facilities due to a lack of facilities for B. PROJECT PUBLICITY their particular interest, real or perceived barriers to ac- The success of engagement and outreach efforts is inextri- cess,or other reasons. cably linked to the marketing and publicity that accompa- nies the activities for which feedback is being sought. Workshops:While in-person workshops are ideal, public health guidance may require a hybrid or different ap- Branding is a key component of marketing and engage- proach. The KTUA team's vast experience in traditional, ment,whether online or through public workshops. Brand- pop-up,and virtual workshops will be discussed to best ing brings continuity to all project components throughout meet the needs of the Moorpark community.The team has the duration of the project and distinguishes this project an extensive list of tools,programs,and multi-lingual team from others in the City.Consistent branding will be includ- members to ensure successful public outreach. If pop-up ed on all project materials such as flyers, exhibits,online workshops are needed, KTUA has found that hosting these material, social media kits,and documents. KTUA will de- workshops during other well-attending city or community sign branding material for different uses and print engage- sponsored events increases participation. These events ment material for in-person workshops and other events. may include: Easter Egg Hunt, Moorpark Earth Festival and The team will follow established graphic guidelines to Community Yard Sale, Moorpark City Library events,Con- create attractively branded products that will encourage certs in the Park, Movies in the Park, Haunted Halloween people to participate and become involved in the overall and A Very Merry Skate Night. project.Tasks will include: Workshop 1:Vision,opportunities and constraints,summa- • Develop project branding concepts ry of existing conditions, key stakeholder interviews,and • Develop and distribute a project questionnaire/survey discussion of priorities. (printed and online using approved City platform) • Create project website through ESRI Story Hub and Workshop 2: Presentation of master plan draft recommen- update monthly dations for review and feedback from the community. • Identify incentives to attend meetings and provide input • Prepare social media kit(graphics and text i.e.flyers, COVID-19 has taught our team to remain flexible and inno- vative.releases,etc.) vative. We bring a large suite of online engagement tools that can be discussed with City staff if it is deemed neces- C. MEETINGS AND WORKSHOPS sary to keep in-person contact to a minimum.Tools such The KTUA team will use the feedback collected during the as Zoom,Jamboard,or Mentimeter can be used to keep POP teleconference call to organize five focus group and online outreach fun and informative. stakeholder meetings,two community workshops,and two meetings with the Parks, Recreation and Trails Committee. D. SUMMARIZE ENGAGEMENT EFFORTS These meetings and workshops are essential to under The summary report will include: standing the needs,challenges, and opportunities through- • Final Public Outreach Plan(POP) out the city. • Summary of stakeholder meetings • Summary of community workshops and survey results All stakeholder meetings and workshops will be publicly no- • Summary of Parks Committee meeting/workshop ticed and include multiple forms of engagement,activities, • Summary of website online comment map and topics to create an inclusive environment for input and • Public input/needs assessment initial report 25 CITY OF MOORPARK I Parks&Recreation Master Plan Update 119 3 I WORK PLAN & PROJECT SCHEDULE I Scope of Work ' {fit ^ ) ��.• a r r c ; fit_0 9 -44 • e ` Y 1 L J W+r Via. 7 __ --�,=..-- °_ "*�•-eat •. -- IV. EXISTING AND FUTURE FACILITIES—ANALYSIS The Moorpark 2009 Park and Recreation Master Plan OF LEVEL OF SERVICE(NEEDS ASSESSMENT PART A) establishes a standard of five acres of parkland for every 1,000 residents.The City currently provides a level of A. PARK LEVEL-OF-SERVICE ANALYSIS(PROPOSED NEEDS/DEMANDS service of 4.18 park acres per 1,000 residents. This LOS OF PARKS,TRAILS,RECREATION FACILITIES,PROGRAMS) is close to the general plan goal and is higher than many KTUA will utilize three metrics of park level-of-service Southern California cities.At the projected buildout popula- (LOS): Population LOS, Geographic Distribution and Access tion of 46,000 by 2050,the City would require an addition- LOS,and Park Pressure. The 2020 baseline for all three al 78.5 acres of parkland to achieve its LOS goal. metrics will be calculated using the existing parks and population. The population LOS for a future year will be Population LOS can also be applied to park amenities such provided based on the current park system and popula as playgrounds,picnic tables,fields,and courts.The Nation- tion projections from a regional authority such as SCAG or al Recreation and Park Association(NRPA)publishes results VCOG,with the ability to also provide all three LOS metrics of an annual nationwide survey that queries parks and recre- if the location of possible future parks is known. ation agencies for the size,amenities,and maintenance cost of their park systems.These results are provided by region Population LOS measures two aspects of a park system for agencies of different sizes and serve as a benchmark relative to the city's population.These two aspects are for each cross-section. KTUA will utilize these benchmarks the total park acres and the total number of park ameni- along with input from the statistically valid survey,trends ties,such as playgrounds, picnic tables,fields,and courts. analysis,recreation participation data,and input from City Park-acreage population-LOS is the most commonly staff to determine what park amenities are most needed. utilized metric in park access. For a given jurisdiction or This process will update current park-amenity popula- subarea of a jurisdiction,it is expressed as the number tion-LOS standards or create standards where none exist. of park acres per 1,000 people.Typically,jurisdictions set their goal park-acreage population-LOS in the Open Space Geographic level-of-service analysis uses the location or Parks and Recreation element of a General Plan,or in a of parks and the area that is accessible from parks within Parks Master Plan. In built-out urban jurisdictions,the goal a given time using a given travel mode.These areas are park-acreage population-LOS ranges from three to six known as park travelsheds,or"parksheds." KTUA ana acres.Jurisdictions have flexibility in calculating how this lyzes parksheds for walking, bicycling,and driving modes. goal is met. For instance,city park acreage may be supple Specifically,we define park access points that are linked mented by school facilities through joint-use agreements to the transportation network and represent the potentially with school districts that can justify counting school acres multiple developed points-of-entry to a park.We devel- toward the goal standard.Similar situations can occur with op transportation networks specific to travel modes that arrangements with golf courses for residents to walk of differentiate features like cul-de-sac cut-throughs that are ter-hours,or where homeowners associations welcome the traversable by pedestrians but not by vehicles. In this way, public to use privately-developed park facilities. we create realistic travelsheds for each park using distanc- es that can be covered by most people, such as a1 mile 26 CITY OF MOORPARK I Parks&Recreation Master Plan Update 120 3 I WORK PLAN & PROJECT SCHEDULE I Scope of Work travelshed that represents a 10-minute walk at 3 miles-per- In an effort to set the stage for the future of partnerships hour.The time and speed variables are adjustable based intended to support the leisure services industry in the on staff input and can take into account barriers like inter- City and region, a Parks and Recreation Providers Network sections and highways. The end result of geographic-LOS gathering will be hosted with the primary purpose of intro- is a series of parkshed maps that show residential areas ducing the idea of a collaborative of park and recreation with park accessibility,the number of parks accessible, service providers,and to begin relationship building and and the number of park acres that are accessible.Addi- work around identifying the types of services currently pro- tional parkshed maps can be created that show how park vided,and by which organizations they are being offered. accessibility improves when considering joint-use facilities This gathering with focus on: or private facilities or in the extension of access points and • The types and number of service providers represent- linear trail connections that can shorten access time and ing each sector(public, non-profit/NGO, private,social direct routes to parks,thereby increasing accessibility. Sim- enterprise) ilarly,if there are any parks within one mile of Moorpark, • Analysis of the competitive landscape and identifying they may be considered to refine park pressure in relation organizations which compete for like or similar markets to edge-effects of the City boundary. to those of Moorpark • Identification of opportunities to pursue collaborative Park pressure combines population-LOS and geograph- efforts through partnerships that lead to efficient and is-LOS. Park pressure is a spatially-distributed measure of effective use of resources population LOS that calculates the number of park acres per thousand people within a parkshed and compares C. EXISTING CONDITIONS SUMMARY AND ANALYSIS it to the park and amenity standard goal. In this way,the KTUA will summarize the current condition of the park analysis characterizes areas of the City that either meet,fail facilities from the park inventory field work, GIS-based to meet, or exceed the population LOS by a range of per- inventory mapping, and park level of service analysis.This centages for different travel modes. This gradation reveals information will be used to develop a plan and budget for for decision-makers and the public the spectrum of park necessary maintenance, repairs,and enhancements. accessibility in Moorpark; not just defining park-poor or park-rich areas but highlighting the areas of greatest need. D. COMPARATIVE ANALYSIS KTUA will develop a comparative analysis that assesses Park pressure can also be applied to understanding the the LOS, population based standards, number of park potential current level-of-use of park amenities. Using assets,and other relevant data against surrounding cities Census data, KTUA can segment the population served by in the area. KTUA will use our database of other park parks into age groups relative to types of park amenities. assets,such as those described in NRPA,for park master For instance, a park with a "tot lot"that serves a population plans of similar size to Moorpark to run a comparative with a relatively high percentage of young families within analysis on the amenities per population for further evalu- its parkshed may be assumed to have a high level-of-use ation. Depending on the data that is available for the other relative to a park serving a lower percentage of young surrounding cities in Ventura County, KTUA may be able families. Segmented spatial analysis like this can augment to include additional comparative figures for cities in the the results of statistically-valid surveys conducted in the county of these amenities as well. community,and inform decisions on how to best improve parks with limited funds. These efforts will include: E. QUALITATIVE ANALYSIS KTUA will utilize the data from the park inventory and level • Determine existing/future growth areas of service analysis to run a qualitative analysis of each of • Review NRPA/CAPRA benchmarks for trends the parks. KTUA's unique scoring guide will generate a • Review facilities of similar cities and compare LOS qualitative ranking of the parks in Moorpark that represents • Suggest new park,amenities,and trail standard the qualitative aspects and performance of the parks.This includes factors such as the park size,quality of park ame- B. PARK&RECREATION SERVICE PROVIDER ASSESSMENT nities,access and connections into the park, and the place- Given today's competitive landscape in the park and recre- making and activation qualities of the park.This additional ation and leisure services market,a thoughtfully construct- analysis will provide a qualitative lens to the performance ed and managed partnership can be a fantastic strategy to of the parks in contrast to the quantitative analysis done in efficiently utilize resources leading to cost effective service task IV-A. delivery. 27 CITY OF MOORPARK I Parks&Recreation Master Plan Update 121 3 I \NORK PLAN & PROJECT SCHEDULE I Scope of Work V. PROGRAMS,SERVICES,AND FINANCIAL ANALYSIS D. COST-OF-SERVICE ANALYSIS (NEEDS ASSESSMENT PART B) Through the use of a unique,cloud-based Cost Recovery Tool that is part of the CostRec®software application,110% A. COST RECOVERY EDUCATION&TRAINING will conduct a cost-of-service analysis that will reveal the 110%will provide education and training on the front end cost recovery performance of each Department service. of the process with staff,the Park and Recreation Advisory All services offered by the Department will be identified Board(s),and City Council (per the discretion of the Direc- and all revenues and costs/expenses(both direct and tor),describing the cost recovery exercise and how the indirect)will be attributed appropriately in order to realize outcomes are intended to positively affect service delivery. the cost recovery and subsidy level for each Department These virtual sessions will introduce the topics of financial service. Staff who are needed to assist with this process management and cost recovery in the public sector and include those at an administrator level along with those discuss how revenues are or may be generated, how to who are "gatekeepers"of the Department's financial and think differently about spending/investing taxpayer re- service data. sources,and how cost recovery philosophy may sustain parks and recreation systems over the long term.These A checklist that specifies all data requirements(revenues workshops will include the creation of a definition for the and expenses),a master spreadsheet, and in-depth sup- "common good" relevant to the realities in Moorpark as port from the consulting team will be provided to assist an important step in the development of a defensible cost the Department with initial data preparation and data recovery strategy. collection.The cost-of-service analysis will be completed via three separate workshops and weekly touch points B. COST RECOVERY SERVICE CATEGORY DEVELOPMENT with Department staff.After the data collection and import- 110%will involve a Service Category Development Team— ing processes conclude,staff will view the Department's comprised of staff representing all areas and levels of the Cost Recovery Tool and the results of the cost-of-service Parks and Recreation department—in the development of analysis.These data and supplemental insights include draft service categories representing Moorpark's service the cost to provide each individual service provided by the menu. Resources will be provided to the team to assist in Department, current cost recovery and subsidy levels,and the development of service categories as well as category a series of other important data and information. definitions. In addition,this team will assist in the cost-of- service analysis by assigning each department service Current cost recovery performance results can be used as (e.g.,course,class,event)to the service category to which the baseline from which the Department can justifiably and it belongs. rationally set cost recovery/subsidy allocation goals that will ultimately be placed on their Cost Recovery Strategy C. COST RECOVERY BENEFICIARY OF SERVICE MEETING Continuum,creating a visual representation of the Depart- 110%will conduct up to three interactive virtual workshops ment's tax use and revenue enhancement philosophy. with Department staff,the Park and Recreation Advisory Results will also guide the organization in establishing fees Boards,various commissions,and/or other community and charges and making other informed financial decisions representatives to rank the Department's service catego- moving forward. ries starting from services determined to align most with the"common good"to services that offer a more"individu- The CostRec online Tool by Amilia is included for 6 months alized benefit."These workshops allow the Department to from project conclusion. Renewals are available upon begin building their Cost Recovery Strategy Continuum—a request. visual representation of their financial management and investment philosophy. By plotting all service categories E. COST RECOVERY STRATEGY ALTERNATIVES on a continuum illustrating which services are perceived 110%will develop strategies associated with cost recovery to serve a common good in contrast to those providing efforts in order to align with the motives and needs of vary the greatest individual benefit,the Department will begin ing program areas and facilities of the Department. Options to connect the dots between those services that should can include strategies designed for specific funds,service receive the greatest subsidy(common good services) in area(s),or by term such as:an overall general fund cost re contrast to those that may receive little to no subsidy(indi covery strategy;an enterprise or business operations cost vidualized services). recovery strategy; a short-term(2-3 years)cost recovery strategy;a long-term cost recovery strategy(3-5 years or beyond);etc. 28 CITY OF MOORPARK I Parks&Recreation Master Plan Update 122 3 I WORK PLAN & PROJECT SCHEDULE I Scope of Work F. COST RECOVERY GOAL SETTING J. CAPITAL IMPROVEMENT PLAN DEVELOPMENT Once the cost-of-service analysis is complete,110%will Using the results of the Open Space, Parks, Preserves, work with the Department to determine cost recovery/ Trails, and Recreation Areas Review&Analysis, as well as subsidy allocation goals based upon current performance, the ADA compliance audit, a phased capital improvement analysis insights,and budget projections.This is when the plan will be developed to include a priority schedule for organization's Cost Recovery Strategy Continuum takes capital investment,funding considerations,and timeline. shape.The Continuum and a robust Insights Report(which The prioritization methodology will categorize improve- includes data sets from the Cost-of-Service Analysis)sets ment into three tiers: the stage for implementation and momentum,aligning the Department's and community's values with financial condi- F.2-Tier 1: Essential improvements focus on deferred tion and a commitment to financial discipline. maintenance projects and lifecycle replacement of existing amenities within a park utilizing current funding sources. G. RECOMMENDED FEES AND CHARGES Based upon the results of the cost-of-service analysis,110% F.3-Tier 2: Ideal improvements utilize reallocated or new will generate various reports from the data analysis within funding sources to implement capital projects that enhance the Cost Recovery Tool,which will allow the Department or replace existing park facilities. a crystallized view of the revenues and costs(expenses) attributed to each individual service (classes,courses,ac F.4-Tier 3:Visionary improvements focus on the complete tivities,events, rentals,etc.)as well as recommended fees renovation of existing parks or the development of new and charges based upon determined cost recovery/sub- parks and/or recreation facilities funding through new or sidy allocation goals. These recommendations will include additional revenue sources,including grants,donations, various pricing strategies for the Department to consider partnerships,or taxes. Initial and refined site plans will be as well. developed as part of this task for five priority park expan- sions,park infills,or new parks. H. STAFF EDUCATION&TRAINING—COST RECOVERY INSIGHTS INTO ACTION • Prepare project descriptions and infill amenity graphics 110%will develop methods and strategies for turning • Prepare general planning costs for new parkland and Insights into Action and provide guidance and suggested trails ways to use the data and information resulting from the • Prepare general planning costs for infill amenity projects process to staff in taking the necessary steps needed for K. ASSET MANAGEMENT PLANNING implementation and action. By automating the Department's asset inventory,accurate I. STAFFING MODEL DESIGN&DEVELOPMENT reporting of maintenance costs over time including de- A review and analysis of Moorpark's Parks and Recreation (erred maintenance totals,and the beginning of a success Department staff positions and current duties will reveal ful long-term asset management/capital improvement plan existing scope of responsibility,deficiencies, potential can come to life.This work includes reporting the total efficiencies,and opportunities such as the re-distribution of costs of maintaining assets over their lifespan and be time. Ultimately,this review will allow for alignment between comes a method to maximize resources and increase the staffing requirements and staffing recommendations. efficiency of day-to-day operations. The design and development of a staffing model will be VI. RECOMMENDATIONS informed by the results of the overall process and the work A. CONCEPTUAL VISION&PRELIMINARY RECOMMENDATIONS needing to be done by the department to serve the City. In The team will develop a conceptual vision of the parks sys- addition,the model will also be informed by the implemen- tern and develop CIP recommendations. On a park-by-park tation plan as its success will be greatly dependent on the basis,a listing of deficiencies that are citywide, neighbor- staff resources necessary to put the plan into action. hood wide or within the park will be developed. In some cases,community-based parks will look at the needs of the entire city. Neighborhood parks will focus on the needs of the neighborhood for those with easy access or with more difficulty in getting to the site. The needs will be balanced 29 CITY OF MOORPARK I Parks&Recreation Master Plan Update 123 3 I WORK PLAN & PROJECT SCHEDULE I Scope of Work with the capability of the park site to accommodate new VII. PREPARATION AND ADOPTION OF THE MASTER PLAN uses. It will also take into account the opportunity for new DOCUMENT parks in the area or the expansion of collaborative efforts with non-profits,school districts,homeowner associations, A. DRAFT MASTER PLAN and other organizations that may provide recreational The draft master plan document will include all of the opportunities for the community.As part of the community elements of the project study including any of the options workshops,the prioritization of parks and park facilities to exercised for the contract.The document will be formatted be considered will be vetted. using InDesign with tables,figures, photos, diagrams, maps and text with dividers and a cover. The submittal will in- B. RECREATION,FACILITIES,TRAILS AND PROGRAM ACTION PLAN clude a PDF,as well as a Word document to accommodate The recommendations developed in this task will be based staff comments. on the analysis of the existing recreation programs and services into an action plan. Key priorities will be access The Master Plan will be developed in three phase:1)30% and equity in program delivery. Current usage and resident will include Existing Conditions,2)60%will include Com preferences,as well as emerging recreational trends and munity Engagement&Analysis,and 3) 90%will include opportunities will be analyzed to meet future needs. Gaps Recommendations. in programming that may provide opportunities for new B. PRESENTATIONS OF THE DRAFT MASTER PLAN programs and services will be identified. Based on this The KTUA team will present the draft Master Plan to the synthesis, recreational programs and services will be priori Parks and Recreation Commission,the Planning Commis- tized for expansion and/or contraction of services. sion,the Arts Commission,the Youth Commission(Teen • Prepare action plan to enhance the park and trail Council),and the City Council as part of the process. Based systems and programs on meeting schedules,these presentations may occur over • Identify areas of need and public interest for new the period of a couple of months. programs C. FINAL MASTER PLAN • Analyze and assure equitable program distribution Based on staff and departmental comments,the master • Create prioritized list projects,acquisitions,and services plan will be revised to address all comments.A summary • Assess existing policies and procedures for revisions or sheet of comments will be provided with formal responses additions and actions taken to resolve each comment. In addition, C. RECREATION AND PARKS NEEDS ASSESSMENT AND CIP a Word document will be compared with the draft Word IMPLEMENTATION document to highlight changes.A PDF comparison file will The overall goals,objectives,strategies,actions, responsi- be provided that not only notes text changes, but all bilities, priorities,and timelines for implementation will be graphic and layout changes. developed during this task with a focus on short(5-year), KTUA will package all files for final deliverable in an mid (10-year), and long term(15-year)planned improvement organized and comprehensive file and folder structure. of the city's parks and recreation system. Recommenda- The package will be complete with all original native files tions for operations,staffing, maintenance,capital repair needed to edit and reproduce all final products. and replacement, development of programming and funding needs, and the identification of possible alternative KTUA will support the adoption process by providing funding sources will be considered. presentation materials and attending the Parks and Recre- ation Commission, Planning Commission,and City Council • Identify implementation plan for 5-year priority projects meetings. • Identify general schedule for 10-year priority projects • Identify long-term vision for 15-year priority projects The team will utilize a comprehensive matrix to help facil- itate the structure of the recommendations that may be included as an Appendix to the Master Plan. 30 CITY OF MOORPARK I Parks&Recreation Master Plan Update 124 3 I WORK PLAN &PROJECT SCHEDULE I Schedule MOORPARK PARKS& RECREATION 2023 2024 MASTER PLAN UPDATE E® Apr mom Aug Sep Oct Nov Dec Feb MI Apr ® Jun Ei Task 1: Project Initiation and Management A Project Kick-off Meeting B Existing Document&Policy Review .. C Monthly Team Meetings(14) .............. D Progress Reports&Scheduling ................. E Quality Control WPM A Existing Conditions of Assets B Statistically Valid Survey C Recreation Program Inventory/Analysis D Demographics Analysis Task 3:Outreach and Engagement A Create Public Outreach Plan111 B Project Publicity �: �.�..® C Meetings&Workshops D Summarize Engagement Efforts III Task 4: Existing& Future Facilities-Analysis of Level-of-Service(Needs Assessment Part A) A Park LOS Analysis -... B Recreation Service Provider Assessment ..- C Existing Conditions Summary&Analysis -. D Comparative Analysis . E Qualitative Analysis Task 5: Programs,Services,& Financial Analysis(Needs Assessment Part B) A Cost Recovery(CR)Education&Training .. B CR Service Category Development .. C CR Beneficiary of Service Meeting .. D Cost-of-Service Analysis -. E CR Strategy Alternatives F CR Goal Setting G Recommended Fees&Charges -. H Staff Education&Training I Staffing Model Design&Development J Capital Improvement Plan Development K Asset Management Planning Task 6: Recommendations A Conceptual Vision&Preliminary Recs B Action Plan C P&R Needs Assessment&CIP Task 7: Preparation&Adoption of the Master Plan A Draft Master Plan .. B Presentations of Draft Master Plan .. C Final Master Plan .. 31 CITY OF MOORPARK I Parks&Recreation Master Plan Update 125 4 I CONFLICT OF INTEREST STATEMENT CONFLICT OF INTEREST STATEMENT KTU&A does not have any conflicts of interest with the City of Moorpark. KTU&A does not have any pending litigation, office closures or mergers that would impede our ability to complete this project. 1 , r 1 / fi•_ ,p . Ali yr, J,.. CLEANERS . ..l UM 4.1 +.. ,i /�`�. 0. �° —1 .17 i $ t J 1 , _.-. _gym 9 it I . ti__ _- "err- - - Opt_ • _-- _ -' - e%. -±,------------ ---,:=...-7,1.-- ,. . . ----..___ .„.......,...----- L KTUA staff at the recently constructed City of San Diego North Park Mini-Park project 32 CITY OF MOORPARK I Parks&Recreation Master Plan Update 126 51 REFERENCES 1 City of Ontario Parks Master Plan F .... 1 1 ,...:. ii. 1 _ MR ■ _ L r �� ..m� s f ® { II Gs ts K., , . f ■ t i , • ro.. 1 me A I a, ., i i <..•.I, z : _ : , : :t Ontario Parks and Trails 5 y - Pork Type -Mini&Neighborhood Pork STORY MAP:htt s 1/arc i511bf5 5 -Linear&SPec'ai Use Pak .. _ p g• q Community Park&Center 1111 Regional Pork CLIENT REFERENCE Golf Course • City of Ontario I/4 Mile Pork BVrfer ' Nicholas Gonzalez l!2 Mike Pak Buffer - . 909-395-2065 1 Mile Park Buffer NicholasG@ontarioca.gov ?Mtic Pork Buffer ,W Schools City Boundary START&COMPLETION DATES ' 12/2019-8/2021 The City of Ontario Recreation and Parks Master Plan (ORPMP) is a comprehen- SERVICES sive park planning effort that provides a 10-20-year vision for the Recreation and • Park Master Planning Community Services and Parks Department.The ORPMP included an analysis of ' Community Engagement existing programming in parks and facilities,capital improvement plans,a financial ' GIS strategy plan, prioritization of proposed recommendations, and an operations PROJECT FEE and maintenance plan. Identifying existing and future park needs was a critical • $178,000 element of the planning process,therefore requiring extensive community and stakeholder engagement,field visit to each park, and GIS-related mapping analy- KTUA KEY PERSONNEL ses.The team used a collaborative community outreach approach that included a ' Mike Singleton,Jacob Leon, series of public workshops,surveys,online maps,and focus group meetings. The Matt Wilkins,Alex Samarin final plan supports the City's goals of implementing prioritized park amenities and AWARDS programming recommendations. • 2022 APA Inland Empire Award of Merit,Transportation Planning 1161 Ontario Parks VIEW DOCUMENT: SRECREATION & PARKS MASTER PLAN https://tinyurl.com/yc2acpyf 33 CITY OF MOORPARK I Parks&Recreation Master Plan Update 127 ✓ v 5 I REFERENCES I City of Montebello Park Master Plan South - :.nei Monterey Park i/b7 i j%'; '/. A‘v._-#44 —11—ritim PARKS MASTER PLAN 44eff 414 Number of Parks within 10-min Walk ..:9 ' t #.:/,/,/ ,,,,,,,,,,, ,, 4,,,, f. .. /%//14.9. j 844 1 iii ;"' to a East Los A • - i•• �� 4 �'�• •✓i , III I 14", 11 /r /,//� 4 %/ I JiiiiiP- ":"": 1 i e Commerce Joint Use Map ✓/j r----t ��i�.s• i Park Needs Areas STORY MAP: https:l/arcg.islOyegOa /� Pico Rivera 15 Minute Park Walkshed » ;"°' , 15 Minute School Walkshcd CLIENT REFERENCE Schools ' City of Montebello ' Laurie Aguilar Montebello Parks ' 323-887-1200 x374 Other Parks and Open Space ' LAguilar@cityofmontebello.com r 0.5 1 STATUS Bell Gardens Miles N Downey ' 2/2020-6/2021 KTUA developed a parks and facilities master plan that entails research, analysis, SERVICES ' Park Master Planning and inventory of the existing parks and park facilities to understand the current conditions and lifespan of the City's assets. KTUA facilitated extensive community PROJECT FEE outreach to gauge the City, key stakeholders,and resident use of the facilities ' $383,709 ' along with what they desire to see in future park improvements. The team utilized advanced GIS mapping techniques to analyze the park distribution. The team KTUA KEY PERSONNEL developed a comprehensive needs assessment developed from the analysis ' Mike Singleton • Matt Wilkins and outreach phases to help establish the citywide parks master plan recom- • Jacob Leon mendations which indicate specific improvements on the city facilities, programs, financials, and various other components. KTUA worked on three site-specific AWARDS master plans of parks that were identified by the data to help determine improve- ' 2022 APA Los Angeles Award of ments. KTUA prepared maps demonstrating how a Joint Use Agreement(JUA) Merit,Comprehensive Plan-Small Jurisdiction may help fill in the void of park sparse areas.This helps to visualize the impact that JUA's can have on a community,especially in areas with park shortages. These parks will be used to apply for Prop 68 funding which KTUA will assist the VIEW DOCUMENT: City in producing. https://tinyurl.com/4w9esn49 34 CITY OF MOORPARK I Parks&Recreation Master Plan Update 128 I♦ 5 I REFERENCES I City of Placentia Open Spaces and Urban Greening Plan BREA i•I ..•??��'�!!�� _..___.T i j 10-minute walkshed 11�1i1 t..__.__.___.•I4+ky =� ri 5-minute bikeshed r.__.._ Golden/We _ j City Parks i r e i l__^Placentia City Boundary 90 1 City of Placentia OPEN SPACE& r i 1 URBAN GREENING rryrb 1 i Master Plan I n 1 j t.�, 1 1 1• j j--'_IPai* YORBA LINDA a -j iaa i FULLERTON ! r Paroae 57 _ vi ' Aw i_.._..VaR i .1 I.6uemvn.Avc i i 9 ! R. T I Yorba 4 Linaa '"" 1 .Reservoir AlliV-4.....,--,......„..........._, Ont ...77111111f111 --- / �•1 Anaheim - Lake I �I % ate" 1 91 i °i" ANAHEIM ` 4--_r•_.._ i i i I i 1 1 4+ o o.s 1 Mile The City of Placentia Open Spaces and s°"°"d r6'° Urban Greening Master Plan outlines a sus- CLIENT REFERENCE G,vaning Maur Plan tainability strategy to preserve and improve • City of Placentia V-Tann&Ferticnl; ' • Veronica Ortiz 1 existing parks and open space, recapture . Veroni714-99ca Ortiz .y future parks and open space,increase the222 • Ortiz@placentia.org irp. Orrn,,,...•Wiwi W+ urban forest,and implement urban greening strategies to reduce Vehicle Miles Traveled/ START&COMPLETION DATES Tamale Festival Greenhouse Gas(VMT/GHG)emissions and • 5/2018-5/2019 Pop-up Workshop develop an active transportation network. n.>r a: rn..,,mr .4,,.r.., ,a•� ., SERVICES :=;',""'= 177,==„: "- .-74"' KTUA provided a comprehensive review and M a��. • Park Master Plan r••••`•"'^•m°'°•-"•"--"""`'""'"'"°•—•'- P analysis of all existing and potential parks e,r•,•r,bw •becalm Community Engagement +t n""•0A �.•��•• and open space areas with feedback from 0..0•m "v1•'s i5 d2 .a a •rdn.u...=. an extensive community engagement cam- PROJECT FEE paign and stakeholder meetings. • $149,519 As part of various urban greening strategies, KTUA KEY PERSONNEL KTUA developed new non-motorized trans- • Joe Punsalan portation options that connect people to open spaces, public transit,Old Town ' Brooke Whalen Mike Singleton Placentia,the Orange County Loop(OC Loop),and the future Metrolink Station. • Jacob Leon Through GIS modeling and community input,this plan identified optimal locations • Alex Samarin for bike and pedestrian paths to encourage residents to cycle and/or walk to the City's open spaces, parks,and the OC Loop.The efforts of this plan are in line with SCAG's 2016 Regional Transportation Plan/Sustainable Communities Strategy (RTP/SCS),the Transit Integration Strategy, particularly to provide and enhance active transportation networks for Short Trips and First/Last Mile access to rail. 35 CITY OF MOORPARK I Parks&Recreation Master Plan Update 129 rmmw 5 I REFERENCES I City of Oceanside Parks Master Plan Existing Parksheds ?_'!E 1 15-Minute Walkshed ' Oceanside's Parks and Recreation' .f •t} 'a 5-Minute Driveshed* --- 10-Minute Driveshed* Community Workshop Park and Facility Type Tuesday,February 27 Community Centers 6:00-8:00 pm Community Centers(Non-profit) Country Club Senior Center 455 Country Club Lane - Community Parks rile Oceanside Parks and Recreation Master Plan(CPRSIP)update will provide gualance to the pion.„and aroma needed to meet the Ctfl ch.girg - Special Use Parks and Facilities °""ar'°°''"°"'p uta a::''and address the city's aging par da°°eS`h"" agI"'p"andfacirt .v+en<.d gyou.wluesaM need:.and "ItimaGly<ontribuo'n9 to the success al Mis prajecn. 111111 Special Use Parks(Non-Profit) Pea<;an aato.liGt<emm"ni wu..opwM .c...n.ko"t the Prge« Regional Parks _ Talls.wn,t You want in roar Park: r .,e ..ee.a.—mois. Private Golf Courses ....eerraMP......wit City Boundary a r .f R! IONIMercreart:,ilon — tan IFinal R Ai !fir VIEW DOCUMENT: https:/ltinyurl.com12p9y2nbf KTUA led the City of Oceanside Parks and Recreation Master Plan.The City of CLIENT REFERENCE Oceanside is the third largest city in San Diego County with approximately 176,000 • City of Oceanside residents.Oceanside has 15 community parks,17 neighborhood parks,1 regional • Megan Crooks park,5 skate parks/spots,2 pools,2 gyms and 3.5 miles of beach. • 760-435-5005 ▪ mcrooks@ci.oceanside.ca.us Tasks included conducting extensive public outreach which included three public START&COMPLETION DATES workshops and two pop-up events,performing an existing conditions and inven- • 12/2017-2/2019 tory,conducting a Level of Service analysis, developing design standards,devel- oping recommendations for park infill capabilities,developing recommendations SERVICES for new parks,devising a funding plan,and creating a priority and action plan. ▪ Park Master Planning responsible for writing; ' CIS Analysis KTUA was also producing maps, graphics, and tables;and • community Outreach formatting the final document. PROJECT FEE Issues and challenges:Oceanside has an excellent parks system. It was important ' $187,435 to add and enhance facilities at the existing parks,to meet current and future de- KTUA KEY PERSONNEL mand,rather than create new parks.Community outreach determined that improv- • Mike Singleton ing walking and biking connections to parks,preserving open space,and creating trails through open space were top priorities.Trails through existing open space can AWARDS be a challenge as property owners may not allow it. However,through our GIS map- ▪ 2020 APA San Diego Comprehen- sivein we proposed new trails through land that is owned by Plan Large Jurisdiction Award pin , p p g government agencies of Merit and conservancies where trails can more likely be built for the public. 36 CITY OF MOORPARK I Parks&Recreation Master Plan Update 130 5 I REFERENCES I City of Goleta Parks, Facilities,and Playgrounds Master Plan - . PA R K S H E D . ....,......_ Community Parks,Regional Open Space, and Community Centers , .,.......,, ....:44 .T r -l1{1..._. t is 1".,I © .. f • 'n� - __i{ mv.:j 1 ., ............ r,i t t '. is ,: _ Awl s>.>eo w, Loped 1.111 Cononuorty Noll ---- : I ___ 14o�ma1 Open So., S^"note Onveahed' 10.Sloof•O,ivahM' LIMB ..... "'.%..........* Svhud ' "5A GOLETA PARKS Coastal halo CM of Goleta The City of Goleta Parks, Facilities, and Playgrounds Master Plan provides guid- ance for the priorities and actions needed to create a policy and implementation CLIENT REFERENCE document to address capital improvements and ADA accessibility projects,fund- ' City of Goleta ' JoAnne Plummer ing strategies,maintenance standards, and costs for the next 16 years.The plan ' 805 562-5505 also builds upon the efforts of the Goleta Parks and Recreation Needs Assess- ' jplummer@cityofgoleta.org ment completed in 2015 to create a holistic vision for the City's future park needs. START&COMPLETION DATES The City of Goleta,in southern Santa Barbara County, has a population of 30,850 • 2/2018-1/2020 and has 21 parks with over 475 acres of parkland. SERVICES Scope of work included: Public workshops and stakeholder interviews, Existing • Community Outreach conditions and level of service analysis, Geographic distribution of park assets • Branding and Graphic Design using parkshed mapping, Maintenance standards, Recommendations for future ' Spanish Translation parks and facilities, Recommendations for re-purposing existing parks and facili- ▪ Park Master Planning ties,and Identification of funding sources and financial implementation strategies. PROJECT FEE • $100,000 Parkshed analysis: For each park type,a GIS analysis generated a polygon representing a 15-minute walkshed (at a walking pace of 2.5 mph)and a 5-minute KTUA Mike Singleton driveshed. Resulting service catchment areas were overlaid on the city base map to identify regions that were well serviced by park access and to estimate the AWARDS number of residents served by park type. Utilizing this data and the recommenda- ' 2020 APA Central Coast Compre- tions from the City of Goleta's Bicycle and Pedestrian Master Plan,also prepared hensive Plan-Small Jurisdiction by KTUA,the 2035 projected access analysis calculated the increase in popula- of Me it tions that will benefit from the improvements given the City's goals of a 15-minute walk and 5-minute drive. VIEW DOCUMENT: Outreach strategies:The outreach strategy complemented the previously com https:l/tinyurl.coml4fcfu8n7 pleted Needs Assessment. KTUA held a public workshop where a presentation was given and the public participated in activities at break out tables.A pop-up outreach event was held at Goleta's popular annual Lemon Festival and a survey was digitally distributed and passed out at the event. 37 CITY OF MOORPARK I Parks&Recreation Master Plan Update 131 . .... ...... . . .. . 5 I REFERENCES I City of La Mesa MacArthur Park Master Plan c.0r .7 - l , c19JP' �- s :. 1 I �(6 i1 . t • 1I��. N I' I F0`SERNa ' • . _, ... ' ,11,. AD _446111 '-'-' -"\:!) -.7) __IV . _.,. _ , 4\1 ......1‘0 I r„.4 ,/ 7 i.1t Wit,}`; - 1 / 1 ESTgEET `' -NOS' ``." .. ....111 1 . 4 5iz_i•11 0 Entry Plaza © Walking Trails •; ` n •�° 0 Restroom-Concession , ~i 0 Building Q Dog Park r;-,� 1 en ., 0 Playgrounds Q Dog Skills Park • - 1 • � -) 7)FtI • ., -► 0 Group Picnic Area © Aquatics Center •I '� 1. © Basketball Court Q Community Recreation Center I ?~ `p 1 O Pickleball Courts Q WPA Building(Relocation) t 0 1 O Park Ranger Trailer 0 Community Garden . © Passive Lawn 0 Multi-purpose Building ' -- ---j O Nature Play Area 0 Picnic Area UNIVERSITY AVENUE 0 Pump Track/Skatepark 0 Landscape Improvements Centrally located in La Mesa, CA, MacArthur Park is a 22 acre park that currently CLIENT REFERENCE hosts the City's Community Center, Recreation Center,Aquatic Facility,and little ' City of La Mesa league ballfield.The Park also had a primary tenant in the Sun Valley Golf Course ' Sue Richardson from 1954 through June of 2017.The closure of the 9-hole golf course prompted ' 619-667-1308 the City to engage a master plan process to re-envision new recreation amenities ▪ srichardson@ci.la mesa.ca.us for the park and replacement of the dated facilities. START&COMPLETION DATES • 8/2017-11/2021(Multiple Phases) KTUA has engaged the citizens of La Mesa in a comprehensive public outreach process to gather input and build consensus for the preferred park improve- SERVICES ments to be included in the master plan. Two public workshops were conducted ' Park Master Plan to explore preferred park amenities,vision and program preferences for a new ' Community Outreach community and recreation center, and a new and expanded aquatic facility. Input PROJECT FEE gathered from a public survey will identify the most preferred aspects of the two • $200,000 master plan concepts and inform the synthesized final park master plan concept. In addition to preparing the master plan concept, KTUA also prepared preliminary KTUA KEY PERSONNEL site development cost assumptions for preliminary budgeting to assist the City of ' Mike Singleton La Mesa in identifying a future capital improvement bond measure to fund the new ' Chris Langdon community center and aquatic facility. ▪ Jacob Leon 38 CITY OF MOORPARK I Parks&Recreation Master Plan Update 132 5 I REFERENCES I KTUA References PROJECT City of Ontario Recreation and Parks Master Plan AGENCY City of Ontario,3030 East B Street,Ontario,CA 91764 CONTACT NAME Nicholas Gonzalez, Director of Recreation&Community Services EMAIL NicholasG@ontarioca.gov CONTACT PHONE 909-395-2065 DATES OF SERVICE 12/2019-8/2021 KTUA KEY STAFF Mike Singleton,Jacob Leon, Matt Wilkins,Alex Samarin PROJECT City of Montebello Parks Master Plan AGENCY City of Montebello, 1600 W Beverly Blvd. Montebello, CA 90640 CONTACT NAME Laurie Aguilar,Administrative Analyst EMAIL LAguilar@cityofmontebello.com CONTACT PHONE 323-887-1200 x374 DATES OF SERVICE 2/2020- 6/2021 KTUA KEY STAFF Mike Singleton, Matt Wilkins,Jacob Leon PROJECT City of Placentia Open Spaces and Urban Greening Plan AGENCY City of Placentia,401 E Chapman Avenue, Placentia, CA 92870 CONTACT NAME Veronica Ortiz, Community Services Supervisor EMAIL ortiz©placentia.org CONTACT PHONE 714-993-8222 DATES OF SERVICE 5/2018- 5/2019 KTUA KEY STAFF Brooke Whalen, Jacob Leon, Mike Singleton,Alex Samarin PROJECT City of Goleta Parks,Facilities,and Playgrounds Master Plan AGENCY City of Goleta,30 Cremona Drive, Suite B,Goleta,CA 93117 CONTACT NAME JoAnne Plummer, Parks& Recreation Manager EMAIL jplummerCacityofgoleta.org CONTACT PHONE 805-562-5505 DATES OF SERVICE 2/2018-1/2020 KTUA KEY STAFF Mike Singleton PROJECT City of La Mesa MacArthur Park Opportunities and Constraints Study; Park Master Plan (Two Projects) AGENCY City of La Mesa, 8130 Allison Avenue, La Mesa,CA 91942 CONTACT NAME Sue Richardson, Director of Community Services EMAIL srichardson@ci.la-mesa.ca.us CONTACT PHONE 619-667-1308 DATES OF SERVICE Completed 2018(Opportunities and Constraints), 2021 (Park Master Plan) KTUA KEY STAFF Mike Singleton, Chris Langdon, Brooke Whalen,Jacob Leon 39 CITY OF MOORPARK I Parks&Recreation Master Plan Update 133 5 I REFERENCES I Subconsultant Profiles&Experience PROGRAMS AND SERVICES ANALYSIS,MAINTENANCE AND OPERATIONS Education,Presentations&Training EVALUATION,AND FINANCIAL STRATEGY PLAN 1110% Our educational content,expert presentations,and train- 110%is a parks and recreation consulting firm that advocate ing programs effectively address important industry issues for inspiring ethical decision making, strengthening leader- around the three key areas of economics,ethics,and lead- ship competencies,and ensuring the financial sustainability ership. By delivering effective and engaging content which of parks and recreation. provide tangible and impactful results, our carefully crafted programs are certain to be an extraordinary experience. Planning Initiatives Our custom tailored Planning Initiatives blend visioning RELEVANT EXPERIENCE what an organization/community can become with the Serving a variety of municipal park and recreation depart- strategy of creating a responsible and sustainable future. ments as well as special districts and county systems, 110% We strive to leverage our experience and networks to has worked alongside hundreds of organizations of all sizes provide your organization with an optimized and practical leading and facilitating master plan,strategic plan, and Master or Strategic Plan. financial sustainability efforts as well as professional devel- opment programs. Financial Sustainability The Financial Sustainability Strategy empowers organi- Experience Includes: zations to use data and information to make informed • Crown Mountain, CO, Park and Recreation District decisions. Whether done as a standalone project or with a Master Plan Planning Initiative,our unique process combines sound fi- • Corona,CA, Community Services Department Master Plan nancial management principles with our one-of-a-kind cost • Napa, CA, Parks and Recreation Services of service tool to help organizations clearly understand Management Plan how their taxpayer resources are being allocated. • Bend,OR, Park and Recreation District Strategic Plan • Channahon, IL, Park District Financial Sustainability Process STATISTICAL SURVEY I RRC ASSOCIATES RELEVANT EXPERIENCE RRC has extensive experience with parks and recreation • City of Santee Parks Master Plan* and open space and trails needs assessment studies • City of Ontario Parks Master Plan* for cities, counties, and recreation districts.The goal of • City of Montclair Parks Master Plan* the studies is to obtain citizen input on a variety of top- • City of Menifee Parks Master Plan* ics related to parks and recreation use and community priorities for future improvements,with particular empha- *Project experience in collaboration with KTUA sis on gauging support for community recreation centers and aquatic facilities.A variety of research techniques are used in the studies,including telephone, mail, Internet, user surveys, and focus groups. Current satisfaction levels with existing facilities and programs are also measured, I, A... Rc as is the relative importance of specific new priorities, facilities,and policies most desired and needed by the n s s o c ATE communities. Results and conclusions from the research r_ help guide the development of recreation master plans. 40 CITY OF MOORPARK I Parks&Recreation Master Plan Update 134 6 I ADDITIONAL INFORMATION I KTUA Quality&Cost Control Methodology KTUA QUALITY CONTROL METHODOLOGY ADA Requirements Project Goals, Objectives Environmental Requirements Regulatory Requirements Data Collection Concept Phase Community Engagement Schedule Review — Cost Estimates —> Plan Check Client/Agency Review Design Development Phase Consultant Drawings Schedule Review — Cost Estimates Plan Check Client/Agency Review r Con6truction Document Phase Schedule Review — Cost Estimates —0- Plan Check Client/Agency Review r Bid Documents Issue for Bidding COST CONTROL AND QUALITY ASSURANCE: too • KTUA places special importance on cost constraints and seeks to ensure clients that project budgets, • capital improvement costs and long-term maintenance costs are reasonable and realistic.The firm is • • well versed in the successful implementation of designed elements.This experience permits realistic • • • design and cost analysis, leading to the completion of the project within established budgets. KTUA makes every effort to fully understand the scope of each project during project negotiations to arrive at a rea- sonable fee for professional services.The firm has a history of requesting change orders and modifications only upon the client request of scope modifications or additions. QUALITY CONTROL PLAN CHECK PROCESS: Principal involvement in our projects ensures that the design in .c1„r. tegrity is upheld,while the project meets all applicable codes, restrictions,and regulations. KTUA delegates assignments to staff with the necessary experience that meets the project requirements and/or assure that those tasked with the project are trained effectively. KTUA has a written Quality Control Plan with specific procedures that are supervised by the principals(QC manager)to ensure completeness,accuracy,well-coordinated and complete documents, and compliance with applicable regulations,codes,and guidelines. THE GOALS OF THE QUALITY CONTROL PLAN ENSURE THAT: • Work products meet and exceed the requirements of the contract scope of work. • Submittals are free of errors,therefore allowing a more thorough review of the content instead of the format of the submittal. • Project conflicts (such as utilities)are identified early to avoid future changes. • Subconsultant information is coordinated and reviewed at each submittal phase. • Project requirements and objectives are met while environmental and social resources are protected or enhanced. • Project implementation is cost effective and efficient. • Risk and liability are minimized. 41 CITY OF MOORPARK I Parks&Recreation Master Plan Update 135 6 I ADDITIONAL INFORMATION I KTUA Quality&Cost Control Methodology CLIENT PROJECT PROJECT MANAGEMENT MANAGEMENT IMPLEMENTATION MANAGEMENT MM 0 CO UNICATI N PLAN CITY OF MOORPARK MARK CARPENTER JACOB LEON PROJECT TEAM project data contract negotiation reporting project plans/studies meeting logistics contract management meeting management community engagement stakeholder identification project start-up/close-out scheduling presentations project review/approval quality control budgeting/invoicing submittals L;rs ..),9,z,j ,. ..._,..,.., PROJECT MANAGER RESPONSIBILITIES INCLUDE: • Reviewing the scope of work, preparing the fee,and participating in the contract negotiation. • Working with the client to develop and validate the overall goals and objectives, as well as identify project issues, requirements, budgets, milestones,deadlines,and design parameters. A • Developing a project schedule indicating all submittals and review periods for KTUA and the consultant team.The QC manager reviews the schedule to assure that adequate time has been allocated for implementation of the quality control process, including review and coordination of consultant work, and corrections and revisions identified in the QC process. • Documenting all direction that results in a critical decision or direction for the project. • Providing the QC checklist and response to comments is provided to the client with the submittal. EFFECTIVE PROJECT MANAGEMENT AND SCHEDULING STRATEGIES: KTUA utilizes a variety of tools to make sure that schedules are met for all interim and final project deadlines.These tools and techniques include: • Actively identify critical paths and roadblocks that are likely to happen • Monitor critical paths and decisions to proactively avoid project delays I- • Schedule concurrent meetings/site visits/over-the-shoulder reviews • Prepare personnel forecasts, allowing early detection and mitigation of cost overruns • Manage changes to scope and scope growth while being flexible with client needs • Fully utilize staff resources of subconsultants to increase overall team capacity 42 CITY OF MOORPARK I Parks&Recreation Master Plan Update 136 6 I ADDITIONAL INFORMATION I Community Engagement COMMUNITY AND PUBLIC ENGAGEMENT One of KTUA's longstanding strengths is our creative and inclusive approach to facilitating community and public engagement. We have a long resume of successful community engagement that includes both conventional means as well as some new, innovative approaches that utilize new collaboration technology. Conventional means include organized in-person public workshop meetings, pop-up events,facilitation of on-line surveys, and on-site walk-throughs and workshops.Again, with the advent of COVID and the influence it has had on the way we work and interact, KTUA has been proactive to innovate our community input process to accommodate more virtual participation while minimizing reductions in participation or quality of interaction experience. Some of the tools and platforms we are using virtually include social media, large group workshop and meeting facilitation with GoTo Webinar and MS Teams,Google Jamboard,and ArcGlS StoryMaps. Community Engagement for the 21st Century APIIN TARGETED MEETINGS 0 TOOLS FOR 0 OPTIMIZE COMMUNICATION Focus/User/Stakeholder/ Mobile Platforms,Video Advisory Groups.Round- EQUITABLE Conferencing,Social tables.Listening Media Platforms Sessions ACCESS O • O PREFERENCES/PRIORITIES DIGITAL COMMUNICATION Story Maps,Open Surveys, Websites,Social Media, -T 5, Statistically-valid Surveys, Press Releases, W'j J Intercept Surveys Email Blasts • • •ee° ON SITE/IN-COMMUNI `. OPEN MEETINGS Pop-up Events,Community Public Meetings,Workshops. Events,WalkiRollBus ;• Charrettes,Virtual Tou S it' + ., Presentations COMMUNITY OUTREACH APPROACH There is a need now more than ever for innovative,flexible,and effective in-person and remote systems of engagement. KTUA is equipped with powerful"tools for equitable access"to provide meaningful and useful input from communities throughout California.This trend will continue into the future and we have worked to increase our digital toolkit to provide fun,engaging, and far-reaching methods. Our commitment to equal representation and maximizing participation within a community has driven us to explore various techniques to reach all portions of a community. Creating a forum for discussion, gaining the trust of the stakeholders,and sharing information of value with them will result in project success. An open mind,strong listening skills,and clear,concise information are key to this process. Understanding the best com- munication tools to encourage participation from our target audience is crucial and these tools from project to project.No matter how much time and budget is allocated to the team to spend time on-site,site users will be more familiar with the project and environment than we are,and we feel that this input is beneficial to develop community supported solutions. 43 CITY OF MOORPARK I Parks&Recreation Master Plan Update 137 M 0 0 0 N 0 O O o o O O O O o O Vl O 0 0 N N O Oo N O co ID a N 0 0 N N CO M 0 CO r0 r0 u+ u9 O. Ol a o a U' N H .+ �0 o o to ..0 N co M N fNNr1 o O1 o N a 0o n ., Q CO O N Q o T o t N Q- N J tO N .i VT1 VTY T N rl N M M .4 N N N lM/T N l/M1 ~ M N N N N rl `N N N LT N N V.I. N N N N N N N w 0 . i- o 0 ON N O O o a T T Q O m N N O u1 N W .D a ao T N 0� v1 T N = N rD N N .„, N T N .1 N N .-1 N r-1 ..1 co a) C a' u r O 73 y ? O r ti Oc y i O N N N Q N V. U = `r C v 'L O O 2 ra N N W W 'E.' 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L IS a aU _ Oc M N O 2 2 c LL O O o >' 07 I— 1- - id u a) cc oa In Y L as a 7 I COST PROPOSAL I Hourly Rates KTUA HOURLY RATE Senior Principal $205 Principal $215-$235 Principal $195 Professional Coaching $150-$210 Senior Associate II $175 Project Manager $175-$215 Senior Associate I $155 Project Consultant $125-$150 Associate II $145 Administrative/Support Staff $75 Associate I $135 Intern Support $50 Senior Designer/Planner II $125 Presentation/Keynote Delivery $500 Senior Designer/Planner I $115 Content Development $225 Designer/Planner $105 Facilitation Services $350 Administration $85 HOURLY RATE Project Manager $180 Senior Survey Analyst $145 Analyst $135 Research Analyst $110 50 CITY OF MOORPARK I Parks&Recreation Master Plan Update 144 81ADDENDUM Addendum No. 1 —Parks and Recreation Master Plan Update Page 3 10. Q: Does the city have data for your open space and trails? A: The City budget document for Fiscal Year 2022-2023 (available at https.//www.moorparkca.gov/DocumentCenter/View/13990/Adopted-Budget- Book-FY-20222023) includes current location and acreage information regarding City owned and maintained open space (see Attachment). There is no current documentation regarding trails. 11. Q: Do you want a statistically valid survey as part of this project? A: Yes, see answer to question 9 above. 12. Q: What is the City's allocated budget? A: Currently there is no allocated budget. Cost to be determined based upon final contract negotiations and budget to be allocated upon award of contract. 13. Q: What is the anticipated timeline for the project? A: Ideally the City would like to have the update completed within 12-18 months of contract award. 14. Q: Can you please clarify the level of detail you want for policy development? A: Recommendations regarding new and/or updated policies should be highly detailed and specific and include suggested modifications to existing language when applicable and/or reference examples from other agencies to illustrate desired outcomes. This addendum shall be made part of the above referenced project. Full compensation for all work and requirements of this addendum shall be considered as included in the appropriate price proposal and no additional compensation will be allowed therefore. Jeremy aurento ki, Parks and Recreation Director Questions regarding this addendum may be directed to the City's RFP administrator, Liz Smith at purchasing@moorparkca.gov. Requests for clarification or correction must be received no later than January 6, 2023 at 4:00 p.m. (PT). PLEASE EMAIL A SIGNED COPY OF ADDENDUM TO LIZ SMITH AT PURCHASINGAMOORPARKCA.GOV AND INCLUDE WITH PROPOSAL. RECEIPT OF THIS ADDENDUM IS HEREBY ACKNOWLEDGED. Company Name: KTu&A Authorized Representative: Mark Carpenter, Principal Signature of Authorized Representative: daeV". 51 CITY OF MOORPARK I Parks&Recreation Master Plan Update 145