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AGENDA REPORT 2023 0517 CCSA REG ITEM 10K
CITY OF MOORPARK, CALIFORNIA City Council Meeting of May 17, 2023 ACTION APPROVED STAFF RECOMMENDATION, INCLUDING ADOPTION OF RESOLUTION NO. 2023- 4177. (ROLL CALL VOTE: UNANIMOUS). BY A. Hurtado. K. Consider Agreement with KTU&A for Parks and Recreation Master Plan Update and Resolution Amending the Fiscal Year 2022/23 Budget. Staff Recommendation: 1) Approve Agreement with KTU&A for Parks and Recreation Master Planning services, subject to final language approval of the City Manager; and 2) Adopt Resolution No. 2023-4177 amending the FY 2022/23 budget to fund Parks and Recreation Master Plan consulting services. (Staff: Chris Ball, Senior Management Analyst) (ROLL CALL VOTE REQUIRED) Item: 10.K. MOORPARK CITY COUNCIL AGENDA REPORT TO: Honorable City Council FROM: Chris Ball, Senior Management Analyst DATE: 05/17/2023 Regular Meeting SUBJECT: Consider Agreement with KTU&A for Parks and Recreation Master Plan Update and Resolution Amending the Fiscal Year 2022/23 Budget SUMMARY The City Council is being asked to approve a contract with KTU&A for parks and recreation master plan consulting services in the amount of $277,918, as well as a resolution allocating the necessary funding from the Community Wide Park Development Fund (2010) for the total contract value. 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 Item: 10.K. 537 Honorable City Council 05/17/2023 Regular Meeting Page 2 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 Objective 2.13, which reads “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.” This Objective highlights several of the 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, a Parks and Recreation Commission Ad Hoc Committee was created, consisting of Commissioner Morgan and former Commissioner Gunning, to provide input on the development of a Request for Proposals (RFP) to identify a qualified consultant to guide the development and preparation of the updated Master Plan, and to participate in the consultant selection process. (Commissioner Gunning’s subsequent departure from the Ad Hoc Committee was filled by Commissioner Winters). On October 19, 2022, the City Council approved a Request for Proposals (RFP) for parks and recreation master plan consulting services, which was released on October 25 with an extended submission deadline of January 13, 2023. DISCUSSION Proposals were received from two consulting firms: KTU&A and BerryDunn. A 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, KTU&A was ranked higher in terms of equitable engagement, financial analysis, and strength of examples of prior work. KTU&A has a strong background providing parks and recreation planning services to public agencies in California. Their proposal includes robust community outreach that includes a dedicated website and numerous stakeholder interviews, focus groups and community workshops. Outreach efforts will be led by an experienced bilingual (English/Spanish) outreach coordinator and prioritize inclusive engagement within the community. Special attention will also be given to assessing the needs of the City’s senior and youth populations and identifying opportunities for collaboration among local recreation-related service providers. KTU&A’s proposal also includes a detailed financial stability and cost-of-service 538 Honorable City Council 05/17/2023 Regular Meeting Page 3 analysis. KTU&A is based in San Diego and received highly favorable responses to reference inquiries. While the RFP requirements included a cost proposal, cost was not a factor for determining the top ranked firm, allowing the selection committee to base their evaluation on each firm’s professional qualifications and service proposals. Once KTU&A was selected as the top proposer staff reviewed the cost proposal. The cost proposal initially submitted by KTU&A was $276,088. After reviewing the cost proposal with City staff, KTU&A was able to identify $34,421 in cost reductions that did not impact the service proposal, resulting in a final total cost of $241,668. By comparison, the cost proposal submitted by BerryDunn was $214,820. The City’s Professional Service procurement resolution recognizes that it may be in the best interest of the City to select a consultant that is not the lowest priced based on factors such as scope of services, unique skills, staffing, familiarity with the City, etc. that make the consultant the best choice for the project. The cost differential between the two consultants appears to be due to a more robust public outreach campaign and more detailed financial analysis offered by KTU&A. On April 22, 2022, the Parks and Recreation Commission concurred with the recommendation of the selection committee and selected KTU&A as the recommended consultant for the Parks and Recreation Master Plan update. Staff concurs with the Parks and Recreation Commission and feels that overall KTU&A is the best choice for this project. ENVIRONMENTAL DETERMINATION This action is exempt from the California Environmental Quality Act (CEQA) as it does not constitute a project, as defined by Section 15378 of the State CEQA Guidelines. Therefore, no further environmental review is required. FISCAL IMPACT KTU&A’s proposed not-to-exceed cost is $241,668. With the addition of a standard 15% contingency, the total contract cost would be $277,918. Funding for the Parks and Recreation Master Plan update was not included in the Fiscal Year 2022/23 budget due to uncertain project timing and costs. Staff is requesting a budget amendment from the Community Wide Park Development Fund (2010) to fully fund the consultant costs for the Master Plan update. The estimated fund balance in Fund 2010 on June 30, 2023, is $1,820,662. There are sufficient funds to appropriate to fully fund the Master Plan update. 539 Honorable City Council 05/17/2023 Regular Meeting Page 4 COUNCIL GOAL COMPLIANCE This action is consistent with City Council Goal 2, 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.” STAFF RECOMMENDATION (ROLL CALL VOTE REQUIRED) 1. Approve Agreement with KTU&A for Parks and Recreation Master Planning services, subject to final language approval of the City Manager; and 2. Adopt Resolution No. 2023-____ amending the FY 2022/23 budget to fund Parks and Recreation Master Plan consulting services. Attachment 1: Agreement with KTU&A Attachment 2: Draft Resolution No. 2023-____ 540 PROFESSIONAL SERVICES AGREEMENT BETWEEN THE CITY OF MOORPARK AND KTU&A FOR PARKS AND RECREATION PLANNING SERVICES THIS AGREEMENT, made and effective as of _____________________________________, between the City of Moorpark, a municipal corporation (“City”) and KTU&A, a corporation, (“Consultant”). In consideration of the mutual covenants and conditions set forth herein, the parties agree as follows: WHEREAS, City has the need for parks and recreation planning services; and WHEREAS, Consultant specializes in providing such services and has the proper work experience, certifications, and background to carry out the duties involved; and WHEREAS, Consultant has submitted to City a Proposal dated January 13, 2023, which is attached hereto as Exhibit C. NOW, THEREFORE, in consideration of the mutual covenants, benefits , and premises herein stated, the parties hereto agree as follows: 1.TERM The term of this Agreement shall be from the date of execution to completion of the work, unless this Agreement is terminated or suspended pursuant to this Agreement. 2.SCOPE OF SERVICES City does hereby retain Consultant, as an independent contractor, in a contractual capacity to provide parks and recreation planning services, as set forth in Exhibit C. In the event there is a conflict between the provisions of Exhibit C and this Agreement, the language contained in this Agreement shall take precedence. Consultant shall perform the tasks described and set forth in Exhibi t C. Consultant shall complete the tasks according to the schedule of performance which is also set forth in Exhibit C. Compensation for the services to be performed by Consultant shall be in accordance with Exhibit C. Compensation shall not exceed the rates or total contract value of two hundred forty-one thousand six hundred sixty-eight dollars ($241,668) as stated in Exhibit C, plus a contingency of thirty-six thousand two hundred fifty dollars (36,250), for a total contract value of two hundred seventy-seven thousand nine hundred eighteen dollars ($277,918), without a written Amendment to the Agreement executed by both parties. Payment by City to Consultant shall be in accordance with the provisions of this Agreement. DR A F T ATTACHMENT 1 541 KTU&A Page 2 of 15 3.PERFORMANCE Consultant shall at all times faithfully, competently and to the best of their ability, experience, standard of care, and talent, perfo rm all tasks described herein. Consultant shall employ, at a minimum, generally accepted standards and practices utilized by persons engaged in providing similar services as are required of Consultant hereunder in meeting its obligations under this Agreement. 4.MANAGEMENT The individual directly responsible for Consultant’s overall performance of the Agreement provisions herein above set forth and to serve as principal liaison between City and Consultant shall be Mark Carpenter, and no other individual may be substituted without the prior written approval of the City Manager. The City’s contact person in charge of administration of this Agreement, and to serve as principal liaison between Consultant and City, shall be the City Manager or the City Manager’s designee. 5.PAYMENT Taxpayer ID or Social Security numbers must be provided by Consultant on an IRS W-9 form before payments may be made by City to Consultant. The City agrees to pay Consultant monthly, in accordance with the payment rates and terms and the schedule of payment as set forth in Exhibit C, based upon actual time spent on the above tasks. This amount shall not exceed two hundred seventy-seven thousand nine hundred eighteen dollars ($277,918), which includes a contingency of thirty-six thousand two hundred fifty dollars (36,250), for the total term of the Agreement unless additional payment is approved as provided in this Agreement. Consultant shall not be compensated for any services rendered in connection with its performance of this Agreement, which are in addition to those set forth herein, unless such additional services and compensation are authorized, in advance, in a written amendment to this Agreement executed by both parties. Consultant shall submit invoices monthly for actual services performed. Invoices shall be submitted on or about the first business day of each month, or as soon thereafter as practical, for services provided in the previous month. Payment shall be made within thirty (30) days of receipt of each invoice as to all non -disputed fees. Any expense or reimbursable cost appearing on any invoice shall be accompanied by a receipt or other documentation subject to approval of the City Manager or the City Manager’s designee . If the City disputes any of Consultant’s fees or expenses, City shall give written notice to Consultant within thirty (30) days of receipt of any disputed fees set forth on the invoice. DR A F T 542 KTU&A Page 3 of 15 6. TERMINATION OR SUSPENSION WITHOUT CAUSE The City may at any time, for any reason, with or without cause, suspend , or terminate this Agreement, or any portion hereof, by serving upon the Consultant at least ten (10) days prior written notice. Upon receipt of said notice, the Consultant shall immediately cease all work under this Agreement, unless the notice provides otherwise. If the City suspends or terminates a portion of this Agreement, such suspension or termination shall not make void or invalidate the remainder of this Agreement. The Consultant may terminate this Agreement only by providing City with written notice no less than thirty (30) days in advance of such termination. In the event this Agreement is terminated or suspended pursuant to this Section, the City shall pay to Consultant the actual value of the work performed up to the time of termination or suspension, provided that the work performed is of value to the City. Upon termination or suspension of the Agreement pursuant to this Section, the Consultant will submit an invoice to the City pursuant to this Agreement. 7. DEFAULT OF CONSULTANT The Consultant’s failure to comply with the provisions of this Agreem ent shall constitute a default. In the event that Consultant is in default for cause under the terms of this Agreement, City shall have no obligation or duty to continue compensating Consultant for any work performed after the date of default and can terminate or suspend this Agreement immediately by written notice to the Consultant. If such failure by the Consultant to make progress in the performance of work hereunder arises out of causes beyond the Consultant’s control, and without fault or negligence of the Consultant, it shall not be considered a default. If the City Manager or his/her designee determines that the Consultant is in default in the performance of any of the terms or conditions of this Agreement, he/she shall cause to be served upon the Consultant a written notice of the default. The Consultant shall have thirty (30) days after service upon it of said notice in which to cure the default by rendering a satisfactory performance. In the event that the Consultant fails to cure its default within such period of time, the City shall have the right, notwithstanding any other provision of this Agreement, to terminate this Agreement without further notice and without prejudice to any other remedy to which it may be entitled at law, in equity or under this Agreement. 8. LIQUIDATED DAMAGES There are no liquidated damages under this Agreement. 9. OWNERSHIP OF DOCUMENTS Consultant shall maintain complete and accurate records with respect to sales, costs, expenses, receipts, and other such information required by City that relate to the performance of services under this Agreement. Consultant shall maintain adequate DR A F T 543 KTU&A Page 4 of 15 records of services provided in sufficient detail to permit an evaluation of services. All such records shall be maintained in accordance with generally accepted accounting principles and shall be clearly identified and readily accessible. Consultant shall provide free access to the representatives of City or the City’s designees at reasonable times to such books and records; shall give the City the right to examine and audit said books and records; shall permit City to make transcripts therefrom as necessary; an d shall allow inspection of all work, data, documents, proceedings, and activi ties related to this Agreement. Notification of audit shall be provided at least thirty (30) days before any such audit is conducted. Such records, together with supporting documents, shall be maintained for a period of three (3) years after receipt of final payment. Upon completion of, or in the event of termination or suspension without cause of this Agreement, all original documents, designs, drawings, maps, models, computer files, surveys, notes, and other documents prepared in the course of providing the services to be performed pursuant to this Agreement shall become the sole property of the City and may be used, reused, or otherwise disposed of by the City without the permi ssion of the Consultant. With respect to computer files, Consultant shall make available to the City, at the Consultant’s office and upon reasonable written request by the City, the necessary computer software and hardware for purposes of accessing, compi ling, transferring, and printing computer files. 10.INDEMNIFICATION AND HOLD HARMLESS Indemnity for professional liability: When the law establishes a professional standard of care for Consultant’s Services, to the fullest extent permitted by law, Consultant shall indemnify, protect, defend and hold harmless City and any and all of its officials, employees, and agents (“Indemnified Parties”) from and against any and all losses, liabilities, damages, costs and expenses, including legal counsels’ fees and costs to the extent same are caused in whole or in part by any negligent or wrongful act, error or omission of Consultant, its officers, agents, employees or subconsultants (or any agency or individual that Consultant shall bear the legal liability thereof) in the performance of professional services under this Agreement. Indemnity for other than professional liability: Other than in the performance of professional services and to the full extent permitted by law, Consultant shall indemnify, protect, defend and hold harmless City, and any and all of its officials, employees, and agents from and against any liability (including liability for claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses or costs of any kind, whether actual, alleged or threatened, including legal counsel s’ fees and costs, court costs, interest, defense costs, and expert witness fees), where the same arise out of, are a consequence of, or are in any way attribut able to, in whole or in part, the performance of this Agreement by Consultant or by any individual or agency for which Consultant is legally liable, including but not limited to officers, agents, employees or subcontractors of Consultant. Consultant agrees to obtain executed indemnity agreements with provisions identical to those set forth here in this Section from each and every subcontractor, or any other person or entity involved by, for, with, or on behalf of Consultant in the performance DR A F T 544 KTU&A Page 5 of 15 of this Agreement. In the event Consultant fails to obtain such indemnity obligations from others as required here, Consultant agrees to be fully responsible according to the terms of this Section. Failure of City to monitor compliance with these requirements imposes no additional obligations on City and will in no way act as a waiver of any rights hereunder. This obligation to indemnify and defend City as set forth here is binding on the successors, assigns, or heirs of Consultant and shall survive the termination of this Agreement or this Section. City does not and shall not waive any rights that it may have against Consultant by reason of this Section, because of the acceptance by City, or the deposit with City, of any insurance policy or certificate required pursuan t to this Agreement. The hold harmless and indemnification provisions shall apply regardless of whether or not said insurance policies are determined to be applicable to any losses, liabilities, damages, costs , and expenses described in this Section. 11.INSURANCE Consultant shall maintain prior to the beginning of and for the duration of this Agreement insurance coverage as specified in Exhibit A attached hereto and incorporated herein by this reference as though set forth in full. 12.INDEPENDENT CONSULTANT Consultant is and shall at all times remain as to the City a wholly independent Contractor. The personnel performing the services under this Agreement on behalf of Consultant shall at all times be under Consultant’s exclusive direction and control. Neither City nor any of its officers, employees, or agents shall have control over the conduct of Consultant or any of Consultant’s officers, employees, or agents, except a s set forth in this Agreement. Consultant shall not at any time or in any manner represent that it or any of its officers, employees, or agents are in any manner officers or employees, or agents of the City except as set forth in this Agreement. Consultant shall not incur or have the power to incur any debt, obligation, or liability against City, or bind City in any manner. No employee benefits shall be available to Consultant in connection with the performance of this Agreement. Except for the fees paid to Consultant as provided in the Agreement, City shall not pay salaries, wages, or other compensation to Consultant for performing services hereunder for City. City shall not be liable for compensation or indemnification to Consultant for injury or sickness arising out of performing services hereunder. 13.LEGAL RESPONSIBILITIES The Consultant shall keep itself informed of local, state, and federal laws and regulations which in any manner affect those employed by it or in any way affect the performance of its service pursuant to this Agreement. The Consultant shall at all times observe and comply with all such laws and regulations, including but not limited to the Americans with Disabilities Act and Occupational Safety and Health Administration laws and regulations. The Consultant shall comply with and sign Exhibit B, the Scope of Work DR A F T 545 KTU&A Page 6 of 15 Requirement for Professional Services Agreements Compliance with California Government Code Section 7550, when applicable. The City, and its officers and employees, shall not be liable at law or in equity occasioned by failure of the Consultant to comply with this Section. Should the Scope of Services include work that is considered a public work to which prevailing wages apply, the public work project is subject to compliance monitoring and enforcement by the California Department of Industrial Relations (DIR). Consultant agrees to comply with and be bound by all applicable terms, rules and regulations described in (a) Division 2, Part 7, Chapter 1 (commencing with Section 1720) of the California Labor Code, including without limitation Labor Code Section 1771 and (b) the rules and regulations established by the DIR implementing such statutes, as though set forth in full herein, including any applicable amendments made thereto during the t erm of this Agreement. For every subcontractor who will perform work on this project, Consultant shall be responsible for subcontractor’s compliance with (a) and (b), and Consultant shall take all necessary actions to ensure subcontractor’s compliance. Lab or Code Section 1725.5 requires all contractors and subcontractors to annually register with the DIR before bidding or performing on any public work contract. 14. ANTI DISCRIMINATION Neither the Consultant, nor any subconsultant under the Consultant, shal l discriminate in employment of persons upon the work because of race, religious creed, color, national origin, ancestry, physical disability, mental disability, medical condition, genetic information, marital status, sex, gender, gender identity, gender expression, age, sexual orientation, or military and veteran status; or any other basis protected by applicable federal, state, or local law, except as provided in Section 12940 of the Government Code. Consultant shall have responsibility for compliance wit h this Section. 15. UNDUE INFLUENCE Consultant declares and warrants that no undue influence or pressure is used against or in concert with any officer or employee of the City in connection with the award, terms, or implementation of this Agreement, including any method of coercion, confidential financial arrangement, or financial inducement. No officer or employee of the City will receive compensation, directly or indirectly from Consultant, or any officer, employee, or agent of Consultant, in connection with the award of this Agreement or any work to be conducted as a result of this Agreement. Violation of this Section shall be a material breach of this Agreement entitling the City to any and all remedies at law or in equity. 16. NO BENEFIT TO ARISE TO LOCAL EMPLOYEES No member, officer, or employee of the City, or their designees or agents, and no public official who exercises authority over or responsibilities with respect to the Services during his/her tenure or for one year thereafter, shall have any interest, direct or indirect, in any agreement or sub-agreement, or the proceeds thereof, for work to be performed in connection with the Services performed under this Agreement. DR A F T 546 KTU&A Page 7 of 15 17.CONFLICT OF INTEREST Consultant covenants that neither they nor any officer or principal of their firm have any interests, nor shall they acquire any interest, directly or indirectly, which will conflict in any manner or degree with the performance of their services hereunder. Consultant further covenants that in the performance of this Agreement, they shall employ no person having such interest as an officer, employee, agent, or subconsultant. Consultant further covenants that Consultant has not contracted with nor is performing any service s directly or indirectly, with the developer(s) and/or property owner(s) and/or firm(s) and/or partnership(s) and/or public agency(ies) owning property and/or processing an entitlement application for property in the City or its Area of Interest, now or wi thin the past one (1) year, and further covenants and agrees that Consultant and/or its subconsultants shall provide no service or enter into any contract with any developer(s) and/or property owner(s) and/or firm(s) and/or partnership(s) and/or public agency(ies) owning property and/or processing an entitlement application for property in the City or its Area of Interest, while under contract with the City and for a one (1) year time period following termination of this Agreement. 18.NOTICE Any notice to be given pursuant to this Agreement shall be in writing, and all such notices and any other document to be delivered shall be delivered by personal service or by deposit in the United States mail, certified or registered, return receipt requested, with postage prepaid, and addressed to the party for whom intended as follows: To: City Manager City of Moorpark 799 Moorpark Ave. Moorpark, CA 93021 To: Mark Carpenter, Principal KTU&A 3916 Normal Street San Diego, CA 92103 Either party may, from time to time, by written notice to the other, designate a different address or contact person, which shall be substituted for the one above specified. Notices, payments and other documents shall be deemed delivered upon receipt by personal service or as of the third (3rd) day after deposit in the United States mail. 19.CHANGE IN NAME Should a change be contemplated in the name or nature of the Consultant's legal entity, the Consultant shall first notify the City in order that proper steps may be taken to have the change reflected in the Agreement documents. DR A F T 547 KTU&A Page 8 of 15 20. ASSIGNMENT Consultant shall not assign this Agreement or any of the rights, duties , or obligations hereunder. It is understood and acknowledged by the parties that Consultant is uniquely qualified to perform the services provided for in this Agreement. 21. LICENSES At all times during the term of this Agreement, Consultant shall have in full force and effect, all licenses required of it by law for the performance of the services in this Agreement. 22. VENUE AND GOVERNING LAW This Agreement is made, entered into, and executed in Ventura County, California, and any action filed in any court or for arbitration for the interpretation, enforcement or other action of the terms, conditions, or covenants referred to herein shall be filed in the applicable court in Ventura County, California. The City and Consultant understand and agree that the laws of the state of California shall govern the rights, obligations, duties, and liabilities of the parties to this Agreement and also govern the interpretation of this Agreement. 23. COST RECOVERY In the event any action, suit or proceeding is brought for the enforcement of, or the declaration of any right or obligation pursuant to this Agreement or as a result of any alleged breach of any provision of this Agreement, the prevailing party shall be entitled to recover its costs and expenses, including attorneys’ fees, from the losing party, and any judgment or decree rendered in such a proceeding shall include an award thereof. 24. ENTIRE AGREEMENT This Agreement and the Exhibits attached hereto contain the entire understanding between the parties relating to the obligations of the parties described in this Agreement. All prior or contemporaneous agreements, understandings, representations, and statements, oral or written, are merged into this Agreement and shall be of no further force or effect. Each party is entering into this Agreement based solely upon the representations set forth herein and upon each party’s own independent investigation of any and all facts such party deems material. 25. CAPTIONS OR HEADINGS The captions and headings of the various Articles, Paragraphs, and Exhibits of this Agreement are for convenience and identification only and shall not be deemed to limit or define the content of the respective Articles, Paragraphs, and Exhibits here of. DR A F T 548 KTU&A Page 9 of 15 26.AMENDMENTS Any amendment, modification, or variation from the terms of this Agreement shall be in writing and shall be effective only upon approval by both parties to this Agreement. 27.PRECEDENCE In the event of conflict, the requirements of the City’s Request for Proposal, if any, and this Agreement shall take precedence over those contained in the Consultant’s Proposal. 28.INTERPRETATION OF AGREEMENT Should interpretation of this Agreement, or any portion thereof, be necessary, it is deemed that this Agreement was prepared by the parties jointly and equally, and shall not be interpreted against either party on the ground that the party prepared the Agreement or caused it to be prepared. 29.WAIVER No waiver of any provision of this Agreement shall be deemed, or shall constitute, a waiver of any other provision, whether or not similar, nor shall any such waiver constitute a continuing or subsequent waiver of the same provision. No waiver shall be bindi ng unless executed in writing by the party making the waiver. 30.AUTHORITY TO EXECUTE The person or persons executing this Agreement on behalf of the Consultant warrants and represents that he/she has the authority to execute this Agreement on behalf of the Consultant and has the authority to bind Consultant to the performance of obligations hereunder. IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed the day and year first above written. CITY OF MOORPARK KTU&A __________________________________ __________________________________ Troy Brown, City Manager Mark Carpenter, Principal Attest: __________________________________ Ky Spangler, City Clerk DR A F T 549 KTU&A Page 10 of 15 Exhibit A INSURANCE REQUIREMENTS Prior to the beginning of and throughout the duration of Work, Consultant will maintain insurance in conformance with the requirements set forth below. Consultant will use existing coverage to comply with these requirements. If that existing coverage does not meet requirements set forth here, Consultant agrees to amend, supplement , or endorse the existing coverage to do so. Consultant acknowledges that the insurance coverage and policy limits set forth in this section constitute the minimum amount of coverage required. Any insurance proceeds available to the City in excess of the limits and coverage required in this Agreement and which is applicable to a given loss, will be available to the City. Consultant shall provide the following types and amounts of insurance: Commercial General Liability Insurance using Insurance Services Office (ISO) “Commercial General Liability” policy form CG 00 01 or the exact equivalent. Defense costs must be paid in addition to limits. There shall be no cross liability exclusion for claims or suits by one insured against another. Limits are subject to review but in no event less than $1,000,000 per occurrence for all covered losses and no less than $2,000,000 general aggregate. Business Auto Coverage on ISO Business Auto Coverage form CA 00 01 including symbol 1 (Any Auto) or the exact equivalent. Limits are subject to review, but in no event to be less than $1,000,000 per accident. If Consultant owns no vehicles, this requirement may be satisfied by a non-owned auto endorsement to the general liability policy described above. If Consultant or Consultant’s employees will use personal autos in any way on this project, Consultant shall provide evidence of personal auto liability for each such person. Workers’ Compensation on a state-approved policy form providing statutory benefits as required by law with employer’s liability limits no less than $1 ,000,000 per accident or disease. Professional Liability or Errors and Omissions Insurance as appropriate shall be written on a policy form coverage specifically designed to protect against acts, errors or omissions of the Consultant and “Covered Professional Services” as designated in the policy must specifically include work performed under this Agreement. The policy limit shall be no less than $1,000,000 per claim and in the aggregate. The policy must “pay on behalf of” the insured and must include a provision establishing the insurer’s duty to defend. The policy retroactive date shall be on or before the effective date of this Agreement. Excess or Umbrella Liability Insurance (Over Primary) if used to meet limit requirements, shall provide coverage at least as broad as specified for the underlying coverages. Coverage shall be provided on a “pay on behalf” basis, with defense costs payabl e in DR A F T 550 KTU&A Page 11 of 15 addition to policy limits. Policy shall contain a provision obligating insurer at the time insured’s liability is determined, not requiring actual payment by the insured first. There shall be no cross liability exclusion precluding coverage for claims or suits by one insured against another. Coverage shall be applicable to the City for injury to employees of Consultant, subconsultants, or others involved in the Work. The scope of coverage provided is subject to approval by the City following receipt of proof o f insurance as required herein. Limits are subject to review but in no event less than $2,000,000 aggregate. Insurance procured pursuant to these requirements shall be written by insurers that are admitted carriers in the State of California and with an A.M. Bests rating of A - or better and a minimum financial size of VII. General conditions pertaining to provision of insurance coverage by Consultant. Consultant and the City agree to the following with respect to insurance provided by Consultant: 1. Consultant agrees to have its insurer endorse the third party general liability coverage required herein to include as additional insureds the City, its officials, employees, and agents, using standard ISO endorsement CG 2010 and CG 2037 with edition acceptable to the City. Consultant also agrees to require all contractors and subcontractors to do likewise. 2. No liability insurance coverage provided to comply with this Agreement shall prohibit Consultant, or Consultant’s employees, or agents, from waiving the right to subrogation prior to a loss. Consultant agrees to waive subrogation rights against the City regardless of the applicability of any insurance proceeds, and to require all contractors and subcontractors to do likewise. 3. All insurance coverage and limits provided by Contractor and available or applicable to this Agreement are intended to apply to th e full extent of the policies. Nothing contained in this Agreement or any other agreement relating to the City or its operation limits the application of such insurance coverage. 4. None of the coverages required herein will be in compliance with these requirements if they include limiting endorsement of any kind that has not been first submitted to the City and approved in writing. 5. No liability policy shall contain any provision or definition that would serve to eliminate so-called “third party action over” claims, including any exclusion for bodily injury to an employee of the insured or of any contractor or subcontractor. 6. All coverage types and limits required are subject to approval, modification, and additional requirements by the City, as the need arises. Consultant shall not make any reductions in scope of coverage (e.g. elimination of contractual liability or reduction of discovery period) that may affect the City’s protection without the City’s prior written consent. DR A F T 551 KTU&A Page 12 of 15 7. Proof of compliance with these insurance requirements, consisting of certificates of insurance evidencing all of the coverages required and an additional insured endorsement to Consultant’s general liability policy, shall be delivered to city at or prior to the execution of this Agreement. In the event such proof of any insurance is not delivered as required, or in the event such insurance is canceled or reduced at any time and no replacement coverage is provided, the City has the right, but not the duty, to obtain any insurance it deems necessary to protect its interests under this or any other Agreement and to pay the premium. Any premium so paid by the City shall be charged to and promptly paid by Consultant or deducted from sums due Consultant, at the City’s option. 8. Certificate(s) are to reflect that the insurer will provide thirty (30) days notice to the City of any cancellation or reduction of coverage. Consultant agrees to require its insurer to modify such certificates to delete any exculpatory wording stating that failure of the insurer to mail written notice of cancellation or reduction of coverage imposes no obligation, or that any party will “endeavor” (as opposed to being required) to comply with the requirements of the certificate. 9. It is acknowledged by the parties of this Agreement that all insurance coverage required to be provided by Consultant or any subcontractor, is intended to apply first and on a primary, non-contributing basis in relation to any other insurance or self-insurance available to the City. 10. Consultant agrees to ensure that subcontractors, and any other party involved with the Work who is brought onto or involved in the Work by Consultant, provide the same minimum insurance required of Consultant. Consultant agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this section. Consultant agrees that upon request, all agreements with subcontractors and others engaged in the Work will be submitted to the City for review. 11. Consultant agrees not to self-insure or to use any self-insured retentions or deductibles on any portion of the insurance required herein and further agrees that it will not allow any contractor, subcontractor, Architect, Engineer, or other entity or person in any way involved in the performance of Work contemplated by this Agreement to self-insure its obligations to the City. If Consultant’s existing coverage includes a deductible or self-insured retention, the deductible or self- insured retention must be declared to the City. At that time, the City shall review options with the Consultant, which may include reduction or elimination of the deductible or self-insured retention, substitution of other coverage, or other solutions. 12. The City reserves the right at any time during the term of the Agreement to change the amounts and types of insurance required by giving the Consultant ninety (90) days advance written notice of such change. If such change results in substantial additional cost to the Consultant, the City will negotiate additional compensation proportional to the increased benefit to the City. DR A F T 552 KTU&A Page 13 of 15 13.For purposes of applying insurance coverage only, this Agreement will be deemed to have been executed immediately upon any party hereto taking any steps that can be deemed to be in furtherance of or towards performance of this Agreement. 14.Consultant acknowledges and agrees that any actual or alleged failure on the part of the City to inform Consultant of non-compliance with an insurance requirement in no way imposes any additional obligations to the City nor does it waive any rights hereunder in this or any other regard. 15.Consultant will renew the required coverage annually as long as the City, or its employees or agents face an exposure from operations of any type pursuant to this Agreement. This obligation applies whether or not the Agreement is canceled or terminated for any reason. Termination of this obligation is not effective until the City executes a written statement to that effect. 16.Consultant shall provide proof that policies of insurance required herein expiring during the term of this Agreement have been renewed or replaced with other policies providing at least the same coverage. Proof that such coverage has been ordered shall be submitted prior to expiration. A coverage binder or letter from Consultant’s insurance agent to this effect is acceptable. A certificate of insurance and/or additional insured endorsement as required in these specification s applicable to the renewing or new coverage must be provided to the City within five days of the expiration of coverage. 17.The provisions of any Workers’ Compensation or similar act will not limit the obligations of Consultant under this Agreement. Consultant expressly agrees not to use any statutory immunity defenses under such laws with respect to the City, its employees, officials and agents. 18.Requirements of specific coverage features or limits contained in this section are not intended as limitations on coverage, limits, or other requirements nor as a waiver of any coverage normally provided by any given policy. Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue, and is not intended by any party or insured to be limiting or all - inclusive. 19.These insurance requirements are intended to be separate and distinct from any other provision in this Agreement and are intended by the parties here to be interpreted as such. 20.The requirements in this section supersede all other sections and provisions of this Agreement to the extent that any other section or provision conflicts or impairs the provisions of this section. 21.Consultant agrees to be responsible for ensuring that no contract used by any party involved in any way with the Work reserves the right to charge the City or Consultant for the cost of additional insurance coverage required by this Agreement. Any such provisions are to be deleted with reference to the City. It is DR A F T 553 KTU&A Page 14 of 15 not the intent of the City to reimburse any third party for the cost of comp lying with these requirements. There shall be no recourse against the City for payment of premiums or other amounts with respect thereto. 22.Consultant agrees to provide immediate notice to City of any claim or loss against Consultant arising out of the work performed under this Agreement. The City assumes no obligation or liability by such notice, but has the right (but not the duty) to monitor the handling of any such claim or claims if they are likely to involve the City. DR A F T 554 KTU&A Page 15 of 15 Exhibit B CITY OF MOORPARK Scope of Work Requirement for Professional Services Agreements Compliance with California Government Code Section 7550 Consultant shall sign and include this page in any document or written reports prepared by Consultant for the City of Moorpark (City) to which California Government Code Section 7550 (Government Code § 7550) applies. Government Code §7550 reads: “(a) Any document or written report prepared for or under the direction of a state or local agency, that is prepared in whole or in part by nonemployees of the agency, shall contain the numbers and dollar amounts of all contracts and subcontracts relating to the preparation of the document or written report; if the total cost for the work performed by nonemployees of the agency exceeds five thousand dollars ($5,000). The contract and subcontract numbers and dollar amounts shall be contained in a separate section of the document or written report. (b)When multiple documents or written reports are the subject or product of the contract, the disclosure section may also contain a statement indicating that the total contract amount represents compensation for multiple documents or written reports.” For all Professional Services Agreement with a total dollar value in excess of $5,000, a signed and completed copy of this form must be attached to all documents or completed reports submitted to the City pursuant to the Scope of Work. Does the dollar value of this Professional Services Agreement exceed $5,000? Yes No If yes, then the following information must be provided in compliance with Government Code § 7550: 1.Dollar amount of Agreement/Contract: $ 241,668 _____ 2.Dollar amount of Subcontract:$ ____________ 3.Does the total contract amount represent compensation for multiple documents or written reports? Yes No I have read the foregoing Code section and will comply with Government Code §7550. KTU&A __________________________________ ______________________ Mark Carpenter, Principal Date DR A F T 555 PARKS & RECREATION MASTER PLAN UPDATE CITY OF MOORPARK | JANUARY 13, 2023 DR A F T 556 Table of Contents 1 Cover Letter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 2 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 7 Cost Proposal and Hourly Rates . . . . . . . . . . . . . . . . . . . . . . . . . . .38 8 Signed Addendum . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .44 DR A F T 557 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, Mark Carpenter, Principal KTUA AUTHORIZED REPRESENTATIVE Mark Carpenter, AICP, Principal 3916 Normal Street, San Diego, CA 92103 619-294-4477 x136; Cell: 619-517-8245; markc@ktua.com DR A F T 558 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 2 2 | Qualifications | KTUA Profile YEAR FOUNDED 1970 ORGANIZATIONAL STRUCTURE California Corporation NUMBER OF CALIFORNIA OFFICES 2 (San Diego and Central Coast Office) CORPORATE OFFICERS Mark Carpenter, Secretary/Treasurer Brooke Whalen, Vice President Chris Langdon, Vice President Joe Punsalan, Vice President EMPLOYEES -30 12 Landscape Architects 8 Planners 2 Transportation Planners 2 Landscape Designers 2 Irrigation Designers 1 GIS Analyst 1 Transportation Engineer 2 Accounting CERTIFICATIONS Small Business Enterprise (Metro and California Dept . of General Services), CA SBE 30007 exp . 08/31/24 SERVICES Planning Land Use | Transportation Planning Active Transportation Planning Resource Planning Federal Planning Landscape Architecture Civic and Public Works Parks and Recreation Healthcare Education Housing Hospitality Office and Commercial Support Services Public Outreach GIS 3D Modeling and Simulations Sustainable Design Water Management Grant Writing KTUA is a collaboration of planners, landscape architects, GIS analysts, and graph- ic designers focused on the creation of livable communities . Established in 1970, KTUA has expanded the boundaries of a traditional landscape architecture office by incorporating active transportation, community planning, federal planning, and natural resource management practices into our portfolio . With this diversity, KTUA has the ability to help shape the bigger picture while addressing the fine-grained details that contribute to sustainable natural and built environments . KTUA’s planning approach is to balance the diverse needs of regions, cities, com- munities, neighborhoods, developers, and future users with planning that encour- ages placemaking that is informed by our expertise in urban design, community development, multimodal transportation, complete streets, smart growth, public engagement, and natural resource management . With a goal of healthy commu- nities and long-term stewardship of the land, KTUA has a track record for creating active public space that promotes public health, engages the community, con- tributes to economic growth, enhances public and private investments, optimizes land values, and provides a sustainable legacy that is memorable and attractive . Our commitment to our communities and clients is to ensure that each project is unique, collaborative, innovative, cost effective, environmentally integrated, and context sensitive . RELEVANT EXPERIENCE INCLUDES: • City of Ontario Parks Master Plan • City of Montebello Parks Master Plan • City of Placentia Open Spaces and Urban Greening Plan • City of Menifee Parks Master Plan • City of Montclair Parks Master Plan • City of Goleta Stow Grove Park Master Plan • City of Goleta Parks, Facilities, and Playgrounds Master Plan • City of Oceanside Parks Master Plan • City of La Mesa MacArthur Park Master Plan • City of Santa Maria Parks Master Plan • City of Perris Park Master Plan • Town of Phelan/Piñon Hills Parks Master Plan • County of San Diego Needs Assessment and Parks Master Plan • City of Thousand Oaks Conejo Community Park • City of Palmdale Sam Yellen Park and Arnie Quinones Park Master Plan • County of San Bernardino Prado Regional Park Master Plan • County of San Luis Obispo Parks Master Plan • Port of San Diego Parks Master Plan • City of Santee Community Center and Parks and Recreation Master Plan Update • City of Grover Beach Senior Center Feasibility Study • City of Victorville Parks Master Plan • City of Encinitas Parks, Beaches, Open Space and Trails Master Plan DR A F T 559 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 3 2 | Qualifications | Team Organization 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. 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. Stakeholders KTUAMark CarpenterPrincipal Quality Manager/ Resource Planner KTUAJacob LeonProject Manager associate Planner/outreach coordinator KTUA STAFFING PLAN KTUA utilizes the Resource Planning module of Deltek VantagePoint for weekly staff scheduling, allowing us to accurately schedule staff resourc- es with the appropriate experience to meet project deadlines . Staffing responsibilities include: 1 . The assigned project manager is involved in the review of the scope, the preparation of the fee and the contract negotiation . 2 . The project manager works with the client to develop and validate the overall goals and objectives of the project, as well as identify project issues, requirements, bud- gets, milestones, deadlines, and design parameters . 3 . A project schedule is developed by the project manager indicating all submittals and review periods . The QC manager reviews the schedule to assure that adequate time has been allocated for imple- mentation of the quality control process, including review and coordination of consultant work, and corrections and revisions identified in the QC process . 4 . The KTUA policy is to assign a team of experienced profession- als that stay with the project from concept through completion, en- suring seamless integration from one phase to the next . City of Moorpark KTUAMatt Wilkinsassistant Project Manager senior associate landscape architect KTUA Alex Samarin Gis technical Manager Nicole Rogge Planner suBconsultant 110% Jamie Sabbach Principal/ advocate/Educator Farrell Buller Principal/certified Professional coach suBconsultant RRc Ethan Adams senior Data analyst Kailyn Haskovec Research analyst DR A F T 560 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 4 2 | Qualifications | KTUA Key Personnel Resumes | Mark Carpenter | Principal Quality Manager | Resource Planner ESCONDIDO PROP. 68 PARKS GRANT FOR ESCONDIDO CREEK LINEAR PARK 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 park project along the Escondido Creek . Developed conceptual plans and an opinion of construction costs for additional multi-use pathways, fencing, lighting, shade structures, landscaping, interpretive signage, exercise equipment, and stormwater runoff treatments . Facilitated multiple community workshops to identify features and amenities, evaluate alternatives, and meet grant requirements . RIVERSIDE COUNTY PARKS MASTER PLAN Resource planner for GIS data development, analysis, and mapping support for the county parks master plan . Data development included an analysis of approx- imately 1,200 land holdings and 150,000 campground reservations to determine visitor origin . This information became the basis of the physical resources plan and level of service analysis for the park resources Riverside County owns or manages . The level of service identified population centers not serviced by specific recreational resources . The final recommendations identified areas of expansion for recreational resources, as well as resources that should be divested due to overlapping service areas with adjacent providers . COUNTY OF SANTA BARBARA BARON RANCH MASTER PLAN Principal resource planner . Developing a Master Plan for the 1,083-acre Baron Ranch on the Gaviota Coast in Santa Barbara county . Balancing habitat protection for the threatened California red-legged frog, with potential agricultural operations and public access were the key issues addressed . The plan was developed with a phased implementation strategy that allows the County to adaptively manage the ranch’s environmental resources and active uses . CITY OF SAN DIEGO MISSION TRAILS REGIONAL PARK MASTER PLAN UPDATE AND NATURAL RESOURCE MANAGEMENT PLAN Project manager responsible for Master Plan update for this 10,000 acre regional 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 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 master plans, trail plans, habitat restoration and mitigation plans. His lead- ership and ability to integrate scientific understanding, technical expertise, and design has allowed him to focus on environmental planning and design projects aimed at balancing the management of natural and cultural resourc- es with human activities. PROJECT COMMITMENT 20% Availabilty EDUCATION Bachelor of Landscape Architecture, Regional Landscape Assessment, Cal Poly San Luis Obispo, 1995 REGISTRATIONS 2016 AICP #029123 AFFILIATIONS American Planning Association AWARDS 2019 California Trails and Greenways Conference Award Program, Honorable Mention San Diego Canyonlands City Heights Trail 2018 APWA San Diego, Environmental Honor Award (Under $2M category), San Diego Canyonlands City Heights Trails 2018 San Diego Architectural Foun- dation’s Orchid Award - San Diego Canyonlands City Heights Trails 2017 Circulate San Diego Momen- tum Awards Ceremony - Connectivity category, San Diego Canyonlands City Heights Trails 2011 UCSD Scripps Institution of Ocean- ography Water Pollution Prevention Projects, ASCE San Diego 2011 UCSD Scripps Institution of Ocean- ography Water Pollution Prevention Projects, APWA San DiegoDR A F T 561 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 5 CITY OF ONTARIO PARKS MASTER PLAN Project manager . Weekly tasks included communication between the client and project team members, managing a team of in-house GIS analysts and commu- nity outreach specialists, and maintaining project milestones on schedule . His extensive experience with community outreach helped the team and city navigate the COVID-19 pandemic by developing an alternative outreach strategy plan that included the use of online communication tools . Other responsibilities included assessing park and recreation facilities, determining suitable recommendations, and developing the final report for the master plan. CITY OF MONTEBELLO PARKS MASTER PLAN Outreach facilitator for a parks master plan that entailed research, analysis, and 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 desired to see in future park improvements . The team utilized a variety of tools such as SurveyMonkey and advanced GIS mapping software to collect community feedback . Assisted team with workshop facilitation in English and Spanish. CITY OF PLACENTIA OPEN SPACES AND URBAN GREENING PLAN Assistant project manager . Designed, coordinated, and completed many tasks throughout the project’s planning process . Assisted in the development of a comprehensive community engagement plan that included strategies, branding, announcements, workshop exhibits, and summaries in both English and Spanish . Also helped develop park and active transportation recommendations based on the field work, analyses, and community feedback the team received . CITY OF LA MESA MACARTHUR PARK OPPORTUNITIES AND CONSTRAINTS STUDY AND PARK MASTER PLAN Outreach facilitator for coordination and preparation of materials for three commu- nity workshops . Public outreach materials included online and paper surveys, flyers, postcards, and email announcements . Spanish translation and interpretation were included for all materials and workshops . Analyzed and summarized all public input to use as a guide for future recommendations . Additional involvement included field work, a site analysis of the project’s site and boundaries, and document production . CITY OF SAN JACINTO TRAILS MASTER PLAN Project manager responsible for all day-to-day project correspondence and tasks including community outreach coordination, existing conditions analysis, field investigations, project development, and document design . Responsibilities also included coordinating with neighboring jurisdictions, stakeholders, and city staff to develop a comprehensive Trails Master Plan that will guide the City with future grant opportunities for project implementation . 2 | Qualifications | KTUA Key Personnel Resumes | Jacob Leon | Project Manager | Outreach Coordinator PROJECT COMMITMENT 20% Availabilty EDUCATION Bachelor of Landscape Architecture, Cal Poly, San Luis Obispo REGISTRATIONS 2014, LEED Green Associate AFFILIATIONS American Society of Landscape Architects Association of Pedestrian and Bicycle Professionals SPECIAL SKILLS Spanish Fluency AWARDS 2022 APA Inland Empire Award of Merit, Transportation Planning, Ontario Recreation and Parks Master Plan 2022 APA Los Angeles Award of Merit, Comprehensive Plan - Small Jurisdiction, City of Montebello Parks Master Plan 2020 San Diego Green Building Council, Unbuilt Most Efficient EUI Merit Award, Southwestern College Land- scape Nursery Technology Center 2020 APA Inland Empire, Comprehen- sive Plan- Large Jurisdiction, Prado Regional Park Master Plan 2020 Circulate San Diego Healthy Community Award; APA San Diego Transportation Planning Award of Merit; City of National City INTRA-Connect Plan 2020 ASLA San Diego Award of Merit; 2019 APA California, Comprehensive Plan Small Jurisdiction; 2019 APA Inland Empire Comprehensive Plan Small Jurisdiction, Award of Excellence, San Jacinto Trails Master Plan 2019 APA Central Coast; 2018 AP- WA-California Central Coast Project of the Year, Special Studies Under $2M Category; Goleta BMP Award of Excellence 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. DR A F T 562 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 6 2 | Qualifications | KTUA Key Personnel Resumes | Matt Wilkins | Assistant Project Manager | Sr. Associate Landscape Architect CITY OF MONTEBELLO PARKS MASTER PLAN 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 conditions and lifespans of the city’s assets . Facilitating an extensive community outreach to gauge city, key stakeholder, and resident use of the facilities along with what they desire to see in future park improvements . The team utilized an advanced GIS mapping technique to analyze the park distribution to develop a comprehensive master plan, indicating specific improvements . CITY OF ONTARIO PARKS MASTER PLAN Landscape architect in charge of inventory of park assets and assisting with the draft recommendations, park specific master plans, and other project tasks . Work- ing closely with the project team to identify amenity gaps, level of service, and equity distribution throughout the City . CITY OF VICTORVILLE PARKS MASTER PLAN Lead landscape architect assisted with the preparation of a parks master plan for the City of Victorville . KTUA was responsible for public outreach, inventory, main- tenance analysis, visioning, CEQA and presentation support for this project . CITY OF PERRIS PARKS MASTER PLAN Project manager assisting with the trails, maintenance, and infill opportunities with- in the City of Perris . Working closely with the City and project team to also assist in various analysis and inventory tasks along with the eventual recommendations for the parks master plan . TOWN OF PHELAN COMMUNITY PARK MASTER PLAN Senior landscape architect/project manager responsible for providing a conceptual master plan design for the park . The project team worked closely with the Phelan/ Piñon Hills Community Services District to produce several conceptual alternatives which explored various design arrangements for the currently undeveloped 26 acres of land . The park’s program includes: two active soccer and baseball/softball fields, playgrounds, a skate park, pump track, equestrian facilities, dog park, amphi- theater, picnic areas, plazas, and other recreational facilities and infrastructure . ADDITIONAL EXPERIENCE •City of Thousand Oaks Conejo Community Park and Community Center •City of Menifee Stow Grove Park Master Plan •City of Grover Beach Senior Center Feasibility Study •National City Pepper Park Expansion Vision Plan PROJECT COMMITMENT 15% Availabilty EDUCATION B . Landscape Architecture, Minor in Sustainability, Cal Poly, San Luis Obispo Architectural Studies, Allan Hancock College REGISTRATIONS 2012 LEED Green Associate 2018 CA Landscape Architect PLA 6398, exp . 6/2023 AFFILIATIONS American Society of Landscape Architects American Planning Association Digital Technology Practicing Professional Network, Co-chair AWARDS 2022 APA Los Angeles Award of Merit, Comprehensive Plan - Small Jurisdiction, City of Montebello Parks Master Plan 2020 APWA Ocean Beach Street Access Honor Award, Parks ($2-$5M category) 2020 CMAA San Diego, Public Works Less than $15 M, Ocean Street Beach Access Improvements 2020 American Society of Concrete Contractors Decorative Concrete Council, First Place,Ocean Street Beach Access Improvements 2017 APWA, Armorlite Drive Complete Street Plan 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 digital technology has allowed him to lead the discussion about technology use 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. RECENT ARTICLE Tools for Equitable Park Planning and Design: Digital Workflows to Enhance Park Access and Quality. From ASLA Professional Practice Blog, Oct. 7, 2021 https://tinyurl.com/49bk5d5n DR A F T 563 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 7 2 | Qualifications | KTUA Key Personnel Resumes | Alex Samarin | GIS Technical Manager As an associate, Alex Samarin provides technical oversight for GIS workflows, and guides GIS analysis for assessing the impact of planning projects. He has a broad range of experience applying GIS in utilities management, transportation planning, and environmental analysis. Alex is passionate about projects that 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 20% Availabilty EDUCATION M .A . Geography, (Natural Resource Management and Environmental Policy), San Diego State University, 2015 B .A . Geography, (Geographic Informa- tion Systems), Minor, Environmental Law and Planning, UC Santa Barbara, 2008 REGISTRATIONS 2021 GISP, GIS Certification Institute 160988 AFFILIATIONS Association of Environmental Professionals (AEP) Association of Pedestrian and Bicycle Professionals AWARDS 2020 APA Inland Empire, Comprehen- sive Plan- Large Jurisdiction, Prado Regional Park Master Plan 2020 Circulate San Diego Healthy Community Award; APA San Diego Transportation Planning Award of Merit; City of National City INTRA-Connect Plan PHELAN - PIÑON HILLS PARKS MASTER PLAN GIS manager for park level-of-service analysis in two rural communities un- derserved by park facilities . Analysis considered the unique context of sparse populations, greater distances and drive times, as well as population growth and potential future parks and amenities . CITY OF HESPERIA PARKS MASTER PLAN GIS manager, conducted analysis of park amenities and population level-of-ser- vice, focusing on recommendations for new facilities and active transportation connections among parks . CITY OF CORONA PARK INVENTORY AND NEEDS ASSESSMENT Project manager, coordinated analysis of the population-based and geographic level-of-service for parks and park amenities . Population-based level-of-service included a 15-year projection based on potential future park development and regional population estimates . Park amenities analysis applied standards from the 2020 Agency Review by the National Recreation and Park Association . Park-spe- cific underutilized areas were identified based on criteria like gradient and desired amenity . Areas underserved by parks in the City were identified by applying the Corona General Plan park standard to network-distributed service areas (park travelsheds) for walking, biking, and driving . CITY OF CORONA TRAILS MASTER PLAN INVENTORY GIS manager for citywide trail inventory . Managed public outreach applications 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 . DR A F T 564 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 8 2 | Qualifications | KTUA Key Personnel Resumes | Nicole Rogge | Planner PROJECT COMMITMENT 35% Availabilty EDUCATION Bachelors in Urban Planning from the University of Cincinnati 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- CAD, Sketch-up, GIS, and field surveying. Her interests include traveling, hiking, cooking, baking, and jewelry making. CITY OF MENIFEE PARKS MASTER PLAN Planner, assisted with project support . Assisted in the creation and management of GIS data to facilitate analysis and provided document and map development support . Assisted the project team in community outreach facilitation . The Menifee 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 . DR A F T 565 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 9 2 | Qualifications | Subconsultant Key Personnel Resumes Our Team Jamie Sabbach Founder / Principal / Advocate / Educator Harvard University Cambridge, Massachusetts Kennedy School of Government, TAPLD 2014 Indiana University Bloomington, Indiana Post-Graduate coursework 1998-2000 Eastern Illinois University Charleston, Illinois Master of Science Degree in Public Administration/Sports Management August 1988 Eastern Illinois University Charleston, Illinois Bachelor of Science Degree in Physical Education/Coaching/Business Administration May 1986 Education Personal On a personal level, Jamie is a native of Illinois who lives in the mountains of Colorado, is nicknamed “Pumpkin” in honor of her Halloween birthday, is a former college jock, enjoys hiking, biking, and golf, volunteers for community organizations, and has a love affair with the Chicago Cubs! 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. 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 Recreation Department (CO). She has been an adjunct faculty member at many universities, PROJECT COMMITMENT: 20% AVAILABILITY DR A F T 566 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 10 2 | Qualifications | Subconsultant Key Personnel Resumes Our Team Farrell Buller Principal / Certified Professional Coach Clemson UniversityThink Tank: Invitation-only Symposium 2019 Altruism InstituteInvitation-only Symposium 2016 Agents of ChangeInvitation-only Symposium 2015-2018 National Recreation & Park Association Directors School Graduate 2015 University of Northern Colorado Greeley, Colorado Bachelor of Science Degree in Recreation/ Therapeutic August 1997 Education Personal You can often find Farrell exploring new outdoor places and spaces with her family. “Testing” new parks equipment and attending events across the State of Colorado are common adventures they all enjoy. She is an avid jogger, loves road trips, and believes in actively living and promoting a healthy lifestyle. 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. For more than 20 years, Farrell has embraced her passion for serving others in local government. From 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, strategic/modern operational processes, and fruitful collaborative efforts. PROJECT COMMITMENT: 20% AVAILABILITY DR A F T 567 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 11 2 | Qualifications | Subconsultant Key Personnel Resumes Ethan Adams 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 Canon City, CO Coconino County, AZ Desert Recreation District, CA Frisco, CO Hampton, VA Orlando, FL Citizen/Comprehensive Plan Surveys Grand Junction, CO Gunnison, CO Lafayette, CO Meeker, CO Vail, CO Tourism/ Visitor Research Aspen Skiing Company, CO Beaver Creek Tourism and Event, CO Bend, OR Breckenridge Tourism Office, CO Golden Isles Convention & Visitors, GA Sierra-at-Tahoe, CA Town of Vail, CO Visit Estes Park, CO Affordable Housing Survey Roaring Fork Valley, CO Boulder, CO San Miguel County, CO CONTACT P: 303-396-1619 E: Ethan@rrcassociates.com W: rrcassociates.com PROJECT COMMITMENT 10% Availabilty DR A F T 568 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 12 2 | Qualifications | Subconsultant Key Personnel Resumes Kailyn Haskovec Research Analyst 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 Mesa, AZ Deltona, FL Brunswick, ME Charles County, MD Calvert County, MD Chelan, WA Boca Raton, FL Tourism, Visitor, Special Event and Economic Research Beaver Creek Mountain Resort, CO Visit Walla Walla, WA City of Lafayette, CO Town of Vail, CO Ski Area Market Assessments Mt. Garibaldi, BC The Balsams, NH Quarry Road, ME Saddleback, ME Outdoor Recreation Research Quandary Peak, CO Jefferson County Open Space, CO Upper Colorado Wild and Scenic Stakeholder Group, CO American Whitewater Various national parks CONTACT P: 303-359-0266 E: kailyn@rrcassociates.com W: rrcassociates.com PROJECT COMMITMENT 10% Availabilty DR A F T 569 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 13 EQUAL EMPLOYMENT OPPORTUNITY POLICY (EEOP) KTU&A is committed to the adherence and promotion of equal social, economical, and educational opportunity for all . Therefore, the stated policy of this firm is that each individual will be provided equal employment opportuni- ties and that the firm will affirmatively seek to contact, hire, compensate, train, promote, assign, layoff, transfer, termi- nate and rehire employees based only on their capabilities, experience, and achievement without regard to color, race, religion, sex, sexual preference, national or ethnic origins, age, mental or physical handicap, or veteran’s disability; and to maintain all facilities on a non-segregated and equal basis . KTU&A maintains a working environment free of discrimination, harassment, intimidation and coercion . AFFIRMATIVE ACTION POLICY (AAP) KTU&A’s affirmative action policy defines the firm’s stan- dard for proactively recruiting, hiring, and promoting wom- en, people of color, people with disabilities, and veterans . This policy includes: • Ensuring that women, people of color, people with dis- abilities, and veterans are provided equal opportunities for advancement within the firm, and that these oppor- tunities are based solely upon performance, expertise and abilities, and not on race, sex, color, religion, ethnic or national origin, age, sexual preference, handicap or veteran status . Employee reviews are conducted annual- ly and are supervised by the principals of the firm . • Ensuring that efforts of the firm are focused on active- ly contacting and recruiting women, people of color, disabled individuals, and veterans for available positions that fulfill the EEO Policy . Information on each applicant and the employment action taken is maintained in a database . • Ensuring that the work environment, facilities, and activi- ties are non-segregated . • Conducting an annual review with all senior management and executives to assure and document compliance with the KTU&A EEO Policy . • Assisting in development and revisions to policy statements, and in reporting and auditing policy implementation . • Assisting in identifying problem areas and developing solutions . • Identifying publications and media for placement of employment opportunities and formalize and advertise available positions . DIVERSITY, EQUITY AND INCLUSION POLICY (DEIP) 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 . KTU&A recognizes that our employees comprise a wide range of backgrounds and characteristics and believe that those differences should be celebrated and valued . Race, religion, gender, national origin, ancestry, color, language, age, marital status, sexual orientation, gender identity, gender expression, physical or mental disability, medical condition, genetic information/characteristics, veteran status, political affiliation and other characteristics are traits that contribute to our employees experiences as humans, and ultimately to the knowledge and expertise that make them a valuable asset to KTU&A . KTU&A is committed to access, opportunity, and advance- ment for all individuals . We explore opportunities to culti- vate an inclusive work environment, strengthen our cultural competency, and train our managers and employees to provide opportunities for growth and development . It is our intention that all our employees, regardless of any particular background or characteristic, are always treat- ed with respect and dignity . Likewise, we expect that our employees treat their coworkers, managers, other team members, clients, consultants, and vendors with the same dignity and respect at all times . Disrespect, inappropriate behavior or conduct toward oth- ers will not be tolerated and may subject an employee to disciplinary action, up to and including termination . Mistreatment, harassment, discrimination, retaliation, or bul- lying is in violation of the Company’s Harassment, Discrimi- nation, Retaliation, and Bullying Prevention policy and must be reported to KTU&A’s HR Manager . NON-DISCRIMINATION POLICY KTU&A is committed to compliance with all applicable laws providing equal employment opportunities . This commit- ment applies to all persons involved in company opera- tions . KTU&A prohibits unlawful discrimination against any job applicant, employee, or intern by any employee of the company, including managers and coworkers . Pay discrimination between employees of the opposite sex or between employees of another race or ethnicity performing substantially similar work, as defined by the California Fair Pay Act and federal law, is prohibited . Pay differentials may be valid in certain situations defined by law . Employees will not be retaliated against for inquiring about or discussing wages . However, KTU&A is not obligat- ed to disclose the wages of other employees . 2 | Qualifications | KTUA Equity & Inclusion Policy DR A F T 570 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 14 3 | WoRk Plan & PRojEct schEDulE | Project Approach PARK RECREATIONAL EQUITY (PRE) The pandemic and other cultural shifts such as environmental justice, equity concerns, and civil rights discussions of the last sever- al years have highlighted inequities that ex- ist and the need to address chronic health problems. The role that parks and recre- ation provides to the community in terms of mental, physical, social, and spiritual health has been made clearer as a result of these facilities not being available and have now become more important as parks opened back up. KTUA’s approach to the Moorpark Parks Master Plan will address the equity issues and the health aspects that parks and recreation can play. 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: • Investments in other programs should take into account the needs of underserved communities or the special needs of population segments that rely on public pro- grams . Integration of the underserved increases the strength of the entire program and provides equity and solutions to those who may not have access . • New development should support its own new residents and meet a fair share of the new recreation demand . • In many cases, infill of new amenities within existing parks and community facilities may be the proper solution com- pared with the acquisition of new park lands . Space can usually be found in existing city parks and facilities if effi- ciently laid out to rely on not fully developed public lands . • GIS tools and demographic data should be used to determine equitable distribution, with an emphasis on providing close access to recreational experiences that start at a person’s front door instead of their car door in a parking lot near a park or community facility . Locating transit options near these facilities or locating city parks and facilities near transit services can help make distribu- tion and access more equitable . • The economics of park development and funding must be an essential part of the recommendations and imple- mentation plan . • Maintenance, staffing, operational costs, and other non-facility expenses can often add up to more than the value or cost of physical facilities and therefore needs to be taken into account in this overall master plan process . • Moorpark’s residents deserve safe and convenient parks . • Parks and open spaces should be fun and provide ame- nities to encourage healthy activities, but also protect or enhance natural or cultural resources . • Support for parks and open space is increased when people make parks a part of their lives . If a program immerses the public into the community resource, then they become advocates for protecting, expanding, or enhancing these resources . They are also more likely to be willing to pay to participate in these programs . • Since the largest desired recreational activity is walking, running, hiking, and biking, the plan needs to address non-standard linear connections, pocket parks, urban plazas, and open space in support of park acreage and facilities, as well as 10-minute walking access to parks . • The plan must be based on public input that recognizes national and local recreational trends, population fore- casts, and area specific desires . However, the standards are guidelines for comparison and not mandates . Local priorities should provide the direction for the overall plan . • A balance is needed between the demands of the broad- er public while protecting local neighbors from real (not perceived) negative impacts . • Investments in parks and recreation assets should take into account habitat and cultural resource protection, open space access, ADA universal access, stormwater runoff control, and urban forestry benefits for air quality and urban heat island reduction .DR A F T 571 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 15 3 | WoRk Plan & PRojEct schEDulE | Project Approach Park Level of Service Amenity Level of Service Access Level of Service • Park acreage per 1,000 population • Acreage deficit versus standard • Existing and projected | ACRES | >>> measure >>> size Neighborhood Parks Community Parks Trails and Open Space | AMENITIES | >>> count >>> quantity Fields and Courts Facilities Amenities | ACCESS | >>> map >>> distance 5-minute Walkshed 5-minute Bikeshed 3-minute Driveshed Access Barriers • Life cycle and conditions • Amenity deficiencies • Program deficiencies • Number of accessible parks • Acres of accessible parks • Park pressure based on demographics 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 . DR A F T 572 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 16 3 | WoRk Plan & PRojEct schEDulE | Scope of Work I. PROJECT INITIATION AND MANAGEMENT A. PROJECT KICK-OFF MEETING A productive and informative project kick-off meeting is essential to the success of the parks master plan as it sets the foundation for team expectations and deliverables . The team will develop communication protocols and estab- lish meeting minute documentation that will serve as the basic structure for the team meetings that are needed to keep the project within budget and on schedule . We will also discuss other important elements that will be key to a successful master plan, such as the project schedule, the goals and desires of the Master Plan, the current popula- tion-based standards for parks and recreation, standards for other community programs and park amenities, and other similar topics . B. EXISTING DOCUMENT AND POLICY REVIEW Prior to the kick-off meeting, the team will identify the most critical needs for data and mapping . With some relevant studies and reports already available, the team will arrive at the kick-off meeting informed so that the discussion can focus on additional data needed . The initial phase of work needs to commence quickly, since missing data can either delay the project’s schedule or may not be able to be inte- grated into the overall process in a timely manner . Essential data will be requested and processed for use in the study efforts . This data may include native files from the previous master plan and recent general plan update, GIS files of parks and other community facilities, spreadsheets of available fiscal and park asset data, and individual park and community planning documents that might be aimed at future CIP projects and ongoing improvements that need to be known prior to making any project recommen- dations . Available demographic and socio-economic data and projected populations and growth are also important data points . However, these can also be obtained through SCAG and VCOG . The project team will request additional relevant planning and CIP documents at the kick-off meeting and review 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 • County of Ventura Comprehensive Transportation Plan – Draft Moorpark sections • 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 Schedule of City Fees, Charges and Rates • Community Health Needs Assessment • Review ordinances and policies • Proposed amendments/new ordinances • Park land acquisition and development policies C. MONTHLY TEAM MEETINGS (14) Ongoing monthly communication between the City and team will ensure project milestones are met . A mix of teleconferences (10) and in-person (4) meetings have been assumed . Teleconferences will be scheduled via Zoom, GoToMeeting, or any other City preferred on-line tool . In-person meetings will be scheduled with other public engagement events or presentations . D. PROGRESS REPORTS AND SCHEDULING A detailed project schedule will be developed for the kick- off meeting . It will maintain flexibility to adapt to unforeseen items, such as the COVID-19 pandemic . Progress reports will be included monthly along with team invoices . E. QUALITY CONTROL KTUA will provide quality assurance and quality control (QAQC) for project deliverables including reviewing all maps, graphs, tables, infographics, and text . The project management team at KTUA is comprised of subject-matter experts in park planning issues and policy, data analysis and visualization, graphic and document design, and tech- nical writing that will guide the document from concept to completion . II. EVALUATE EXISTING CONDITIONS & DATA COLLECTION A. EXISTING CONDITIONS OF PARKS, TRAILS, AND RECREATION FACILITIES A comprehensive inventory of parks, recreation, amenities, and trail facilities in Moorpark will involve a combination of data integration from the recently completed (or ongoing) Facility Condition Assessment and Reserve Study, sup- plemental inventory fieldwork, and inventory mapping in Geographic Information Systems (GIS) . DR A F T 573 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 17 3 | WoRk Plan & PRojEct schEDulE | Scope of Work Park inventory fieldwork: KTUA will conduct limited sup- plemental field inventory of city-owned parks and facilities using Esri Field Maps once we’ve had a chance to review the data from the Facility Condition Assessment and Re- serve Study . Output data will be compatible with desktop GIS software . The data collected will include photos of park facilities, and quantitative and qualitative rankings of park amenities . All data will have a geographic reference to fa- cilitate future referencing needs of City staff . This data will inform the population level-of-service for park amenities . GIS-based inventory mapping: KTUA will develop a GIS- based inventory of all city-owned parks and facilities using parcel boundary and ownership data provided by the City and recent high-resolution aerial imagery from Nearmap, a subscription imagery service used by KTUA . Using this im- agery, distinct use areas will be mapped within each park, such as: sports fields and courts, playgrounds, picnic areas, landscaping, trails and paths . KTUA assumes the data from the Facility Condition Assessment and Reserve Study can be easily integrated into the GIS inventory . This data will in- form the population level-of-service and geographic distri- bution for park resources and current populations . GIS will be used to help supplement existing mapping of existing trails systems and future projects that may be conditioned with trail requirements . B.STATISTICALLY VALID SURVEY RRC will create a survey designed to be mailed to approx- imately 4,000 randomly selected households in the city . The survey will provide critical information in determining community values, satisfaction levels, needs and priori- ties, preferred marketing channels, level of awareness, current usage levels, and demographic information for long-range planning . Residents will be given the option of either completing the mailed survey form or accessing the survey online using an individual passcode (included in the mailed survey) assigned to each household . This tech- nique is frequently used for parks, recreation, and com- munity surveys and is effective in maintaining the random sample while also increasing response opportunities . The online version of the statistically valid survey will be com- pliant with the Federal Section 508 (and WCAG guidelines) which ensures accessibility by people with disabilities . Questions will be drafted based on collective staff and team input . The survey will be in English and translated into Spanish and made available in all versions for user input . To help improve response rates, the team will work with the city to assist with marketing and creating public aware- ness of the survey through media and other channels, such as local newspaper, radio, cable TV, city website, and other methods . All respondent comments will be included in the final report . The following tasks summarize major efforts for the survey: •Refine survey questions in English and Spanish •Mail surveys randomly to 4,000 residences •Initiate open survey, send announcements, and links •Document survey findings C.RECREATION PROGRAM INVENTORY & ANALYSIS 110% will provide a template for collection of data on com- munity and recreation services throughout the city . In addi- tion, the table will include exploration of potential providers and partners . The following subtasks will be completed as part of this process: •Analysis of methods to provide best service and meet community needs with a focus on specialized and under- served populations •Identify similar communities for benchmarking •Analysis of services gaps/duplicate services •Analyze current facility usage policies and fees for con- sistency, relevance, and effectiveness . •Identify enhanced services through collaboration DR A F T 574 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 18 3 | WoRk Plan & PRojEct schEDulE | Scope of Work D. DEMOGRAPHICS ANALYSIS A demographic data and information analysis of Moor- park and Ventura County with a focus on a profile of City residents will offer a current image of the community which invests in and primarily benefits from Moorpark’s parks and recreation services . Using the US Census and American Community Survey (an ongoing statistical survey con- ducted through the U .S . Census Bureau) and other rele- vant resources such as Moorpark Unified School District, Economic Development Division, Ventura County Health Care Agency, and other local and regional resources, data and information gathered including educational attainment, income, language proficiency, migration, disability, employ- ment, housing characteristics, health statistics, etc ., will be used to create an image of the City today and tomorrow and further inform the development and direction of this process . III. OUTREACH AND ENGAGEMENT A. CREATE PUBLIC OUTREACH PLAN FOR EQUITABLE INPUT/ BILINGUAL STRATEGIES The first of the teleconference calls will be focused on the development of the Public Outreach Plan (POP) . The project team will encourage the participation of city staff members that regularly engage in public outreach, such as the Public Information Officer . The POP will outline the techniques to obtain the highest degree of public, stakeholder, and staff input possible . Special attention will be focused on strategies to reach and engage Moorpark residents who typically shy away from sharing their ideas and concerns in public settings . Outreach will be conducted in the language spoken by residents (primarily English and Spanish), in a manner that is easy for them to understand, and with a variety of tools to match their comfort level of participation . 1. ¿Cómo describiría mejor su relación con Ontario? (seleccione todo lo que corresponda) Residente Dueño de propiedad Dueño de negocio Trabajo en el área Estudiante Visitante 2. ¿Con qué frecuencia visita los parques o las instalaciones recreativas de la ciudad? Diario Semanalmente 2 o más días a la semana 1-2 días al mes Pocas veces al año Nunca 3. ¿Cuáles son las edades de las personas en su hogar que visitan los parques o las instalaciones recreativas de la ciudad? (seleccione todo lo que corresponda) 1-5 (niño pequeño) 6-12 (niño) 13-18 (adolescente) 19-24 (adulto joven) 25-45 46-64 65 o más 4. ¿Cómo llega a los parques e instalaciones recreativas de la ciudad? A pie En bicileta Transporte público Carro Otro (especifique) _____________________ 5. ¿Aproximadamente qué distancia recorre para llegar a estos parques o instalaciones recreativas? 1/4 de milla 1/2 milla 1-2 millas 3-5 millas 5 millas o más Otro (especifique) _____________________ _____________________ 6. ¿Para qué visita los parques e instalaciones recreativas de la ciudad? (seleccione todo lo que corresponda) Eventos especiales Relajación Ejercicio estacionario Senderos para caminar o ejercicio lineal Atletismo o deportes Picnics Juegos infantiles Alberca Pasar tiempo en familia Socializar Otro (especifique) _____________________ _____________________ 7. ¿Qué parque visita con más frecuencia? __________________________________________________ 8. ¿Qué instalaciones le gustaría que ver en los parques de la ciudad? (elija hasta 5 opciones) Senderos Aparatos para ejercicio al aire libre Parque de patinaje Pump track Canchas de béisbol Canchas pickleball Canchas de tenis Parque para perros Campo de disc golf Mesas de picnic Asadores o áreas para picnics grupales con techo Instalaciones acuáticas Juegos infantiles Juegos para niños pequeños Campo multiusos Arte público Espacios educativos Equipo de juegos inclusivo Nada Otro (especifique) 9. ¿Qué le haría visitar los parques y las instalaciones recreativas de la ciudad con más frecuencia? (elija hasta 5 opciones) Más parques Mejor mantenimiento general en los parques Mejores condiciones de las instalaciones recreativas interiores Más variedad de actividades en los parques Mejor calidad de los campos y canchas deportivas Mejores conexiones hacia y entre los parques Variedad de programas de recreación Horarios extendidos Renta de equipo para deportes Variedad de eventos artísticos y culturales Otro (especifique) _____________________ _____________________ 10. Si tuviera $1,000 para invertir en los parques de Ontario, ¿qué haría? Adquirir más terrenos para parques Usar los terrenos de la ciudad para construir nuevos parques e instalaciones recreativas Mejorar las instalaciones existentes de parques y recreación Mejorar el acceso a los parques Agregar o mejorar programas Otro (especifique) _____________________ _____________________ _____________________ 11. En general, ¿qué tan satisfecho está con la calidad de los parques e instalaciones recreativas de Ontario? Muy satisfecho Satisfecho Insatisfecho Muy insatisfecho 12. ¿Tiene comentarios adicionales? __________________________________________ __________________________________________ __________________________________________ 13. Want to stay informed about the Recreation and Parks Master Plan? Please provide your information below. Nombre: ____________________________________________ Email: ______________________________________________ El Plan Maestro de Parques y Recreación de Ontario (ORPMP, por sus siglas en inglés) guiará las prioridades y acciones necesarias para cumplir con los cambios demográficos de la ciudad, comprender las tendencias futuras y abordar los parques e instalaciones antiguas de la ciudad. ¡Necesitamos su opinión para lograr con éxito este objetivo! ¿Qué le gustaría ver en nuestros parques? ¿Cuáles podrían ser sus necesidades de recreación en el futuro? ¿Qué valora en cuanto a parques y recreación? Ayúdenos a responder estas preguntas importantes. Ontario Parks RECREATION & PARKS MASTER PLAN Encuesta Comunitaria ¡Manténgase involucrado! Para más información, por favor contacte al Departamento de Recreación de Ontario (909) 395-2020 recreationinfo@ontarioca.gov Para actualizaciones, visite: https://www.ontarioca.gov 1. How would you best describe your relationship with Ontario? (check all that apply) Resident Property Owner Business Owner Work within the area Student Visitor 2. How often do you visit city parks or recreation facilities? Daily Weekly 2 or more days per week 1-2 days per month A few times per year Never 3. What are the ages of the individuals within your household who visit city parks or recreation facilities? (check all that apply) 1-5 (infant) 6-12 (child) 13-18 (teen) 19-24 (young adult) 25-45 46-64 65 or over 4. How do you get to city parks or recreation facilities? Walk Bike Public Transit Drive Other (please specify) _____________________ 5. Roughly what distance do you travel to these parks or recreation facilities? 1/4 mile 1/2 mile 1-2 miles 3-5 miles 5 or more miles Other (please specify) _____________________ _____________________ 6. Why do you visit city parks or recreation facilities? (check all that apply) Special events Relaxation Stationary exercise Walking trails / linear exercise Athletics/ sports Picnics Children playgrounds Pool Family time Socializing Other (please specify) _____________________ _____________________ 7. What park do you visit most often? __________________________________________________ 8. What amenities would you like to see added to city parks? (choose up to 5 options) Trails Outdoor exercise equipment Skate park Bike pump track Baseball courts Pickleball courts Tennis courts Dog park Disc golf course Picnic tables Grills/group picnic w/ shelters Aquatic facilities Playground equipment Tot lot Multi-purpose fields Public Art Educational spaces Inclusive Playground Equipment None Other (please specify) _____________________ _____________________ 9. What would make you visit city parks and recreation facilities more often? (choose up to 5 options) More parks Improved general park maintenance Improved condition of indoor recreation facilities More variety of park activities Improved quality of sport fields and courts Better connections to and between parks Variety of recreation programs Longer hours Equipment check-out (rental) Variety of art and cultural events Other (please specify) _____________________ _____________________ 10. If you had $1,000 to invest in Ontario parks, how would you spend it? Acquire new park land Use city-owned land to build new park & recreation facilities Improve existing park & recreation facilities through infill projects Improve access to parks Add/enhance programs Other (please specify) _____________________ _____________________ _____________________ 11. In general, how satisfied are you with the quality of Ontario’s parks and recreation facilities? Very satisfied Satisfied Unsatisfied Very unsatisfied 12. Do you have any additional comments? __________________________________________ __________________________________________ __________________________________________ __________________________________________ 13. Want to stay informed about the Recreation and Parks Master Plan? Please provide your information below. Name: ______________________________________________ Email: ______________________________________________ The Ontario Recreation and Parks Master Plan (ORPMP) will provide guidance to the priorities and actions needed to meet the City’s changing demographics, understand future trends, and address the city’s aging parks and facilities. We need your input to successfully accomplish this goal! What would you like to see in our parks? What might your recreation needs be in the future? What do you value in parks and recreation? Join us to help answer these important questions. Ontario Parks RECREATION & PARKS MASTER PLAN Community Survey Stay Involved! For more information, please contact the Ontario Recreation Department (909) 395-2020 recreationinfo@ontarioca.gov For project updates, please visit: https://www.ontarioca.gov City of Ontario Parks and Recreation Master Plan Bilingual Survey DR A F T 575 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 19 3 | WoRk Plan & PRojEct schEDulE | Scope of Work The POP will include key messages, strategies, schedules, and descriptions of outreach activities and opportunities, with an emphasis on engagement methods to encourage attendance at in-person workshops . Online engagement tools that can be used to effectively disseminate informa- tion for the parks and recreation master planning efforts will also be discussed . The POP will also prescribe the use of social media en- gagement opportunities, language translation and inter- pretation needs (English/Spanish), and virtual engagement opportunities if in-person events are not possible due to local health COVID-19 health orders or if a hybrid process will encourage more participation . B. PROJECT PUBLICITY The success of engagement and outreach efforts is inextri- cably linked to the marketing and publicity that accompa- nies the activities for which feedback is being sought . Branding is a key component of marketing and engage- ment, whether online or through public workshops . Brand- ing brings continuity to all project components throughout the duration of the project and distinguishes this project from others in the City . Consistent branding will be includ- ed on all project materials such as flyers, exhibits, online material, social media kits, and documents . KTUA will de- sign branding material for different uses and print engage- ment material for in-person workshops and other events . The team will follow established graphic guidelines to create attractively branded products that will encourage people to participate and become involved in the overall project . Tasks will include: • Develop project branding concepts • Develop and distribute a project questionnaire/survey (printed and online using approved City platform) • Create project website through ESRI Story Hub and update monthly • Identify incentives to attend meetings and provide input • Prepare social media kit (graphics and text i .e . flyers, press releases, etc .) C. MEETINGS AND WORKSHOPS The KTUA team will use the feedback collected during the POP teleconference call to organize five focus group and stakeholder meetings, two community workshops, and two meetings with the Parks, Recreation and Trails Committee . These meetings and workshops are essential to under- standing the needs, challenges, and opportunities through- out the city . All stakeholder meetings and workshops will be publicly no- ticed and include multiple forms of engagement, activities, and topics to create an inclusive environment for input and participation . Opportunities for input for community mem- bers unable to participate in workshops will be available . Focus Group and Stakeholder Meetings: These meetings are intended to gather local feedback from an audience with specific experience and knowledge of the Moorpark parks, trails, and programs . Five focus group and stake- holder meetings will take place in the first phase of the planning process to inform the existing conditions analysis . The meetings may include: City staff, operators, managers, and maintenance staff; interest groups that currently are frequent users of facilities; school districts and non-profit groups and other advocates for park, recreation, and trail facilities; and other groups or individuals who may not be currently using city facilities due to a lack of facilities for their particular interest, real or perceived barriers to ac- cess, or other reasons . Workshops: While in-person workshops are ideal, public health guidance may require a hybrid or different ap- proach . The KTUA team’s vast experience in traditional, pop-up, and virtual workshops will be discussed to best meet the needs of the Moorpark community . The team has an extensive list of tools, programs, and multi-lingual team members to ensure successful public outreach . If pop-up workshops are needed, KTUA has found that hosting these workshops during other well-attending city or community sponsored events increases participation . These events may include: Easter Egg Hunt, Moorpark Earth Festival and Community Yard Sale, Moorpark City Library events, Con- certs in the Park, Movies in the Park, Haunted Halloween and A Very Merry Skate Night . Workshop 1: Vision, opportunities and constraints, summa- ry of existing conditions, key stakeholder interviews, and discussion of priorities . Workshop 2: Presentation of master plan draft recommen- dations for review and feedback from the community . COVID-19 has taught our team to remain flexible and inno- vative . We bring a large suite of online engagement tools that can be discussed with City staff if it is deemed neces- sary to keep in-person contact to a minimum . Tools such as Zoom, Jamboard, or Mentimeter can be used to keep online outreach fun and informative . D. SUMMARIZE ENGAGEMENT EFFORTS The summary report will include: • Final Public Outreach Plan (POP) • Summary of stakeholder meetings • Summary of community workshops and survey results • Summary of Parks Committee meeting/workshop • Summary of website online comment map • Public input/needs assessment initial report DR A F T 576 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 20 3 | WoRk Plan & PRojEct schEDulE | Scope of Work IV. EXISTING AND FUTURE FACILITIES – ANALYSIS OF LEVEL OF SERVICE (NEEDS ASSESSMENT PART A) A. PARK LEVEL-OF-SERVICE ANALYSIS (PROPOSED NEEDS/DEMANDS OF PARKS, TRAILS, RECREATION FACILITIES, PROGRAMS) KTUA will utilize three metrics of park level-of-service (LOS): Population LOS, Geographic Distribution and Access LOS, and Park Pressure . The 2020 baseline for all three metrics will be calculated using the existing parks and population . The population LOS for a future year will be provided based on the current park system and popula- tion projections from a regional authority such as SCAG or VCOG, with the ability to also provide all three LOS metrics if the location of possible future parks is known . Population LOS measures two aspects of a park system relative to the city’s population . These two aspects are the total park acres and the total number of park ameni- ties, such as playgrounds, picnic tables, fields, and courts . Park-acreage population-LOS is the most commonly utilized metric in park access . For a given jurisdiction or subarea of a jurisdiction, it is expressed as the number of park acres per 1,000 people . Typically, jurisdictions set their goal park-acreage population-LOS in the Open Space or Parks and Recreation element of a General Plan, or in a Parks Master Plan . In built-out urban jurisdictions, the goal park-acreage population-LOS ranges from three to six acres . Jurisdictions have flexibility in calculating how this goal is met . For instance, city park acreage may be supple- mented by school facilities through joint-use agreements with school districts that can justify counting school acres toward the goal standard . Similar situations can occur with arrangements with golf courses for residents to walk af- ter-hours, or where homeowners associations welcome the public to use privately-developed park facilities . The Moorpark 2009 Park and Recreation Master Plan establishes a standard of five acres of parkland for every 1,000 residents . The City currently provides a level of service of 4 .18 park acres per 1,000 residents . This LOS is close to the general plan goal and is higher than many Southern California cities . At the projected buildout popula- tion of 46,000 by 2050, the City would require an addition- al 78 .5 acres of parkland to achieve its LOS goal . Population LOS can also be applied to park amenities such as playgrounds, picnic tables, fields, and courts . The Nation- al Recreation and Park Association (NRPA) publishes results of an annual nationwide survey that queries parks and recre- ation agencies for the size, amenities, and maintenance cost of their park systems . These results are provided by region for agencies of different sizes and serve as a benchmark for each cross-section . KTUA will utilize these benchmarks along with input from the statistically valid survey, trends analysis, recreation participation data, and input from City staff to determine what park amenities are most needed . This process will update current park-amenity popula- tion-LOS standards or create standards where none exist . Geographic level-of-service analysis uses the location of parks and the area that is accessible from parks within a given time using a given travel mode . These areas are known as park travelsheds, or “parksheds .” KTUA ana- lyzes parksheds for walking, bicycling, and driving modes . Specifically, we define park access points that are linked to the transportation network and represent the potentially multiple developed points-of-entry to a park . We devel- op transportation networks specific to travel modes that differentiate features like cul-de-sac cut-throughs that are traversable by pedestrians but not by vehicles . In this way, we create realistic travelsheds for each park using distanc- es that can be covered by most people, such as a ½ mile DR A F T 577 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 21 3 | WoRk Plan & PRojEct schEDulE | Scope of Work travelshed that represents a 10-minute walk at 3 miles-per- hour . The time and speed variables are adjustable based on staff input and can take into account barriers like inter- sections and highways . The end result of geographic-LOS is a series of parkshed maps that show residential areas with park accessibility, the number of parks accessible, and the number of park acres that are accessible . Addi- tional parkshed maps can be created that show how park accessibility improves when considering joint-use facilities or private facilities or in the extension of access points and linear trail connections that can shorten access time and direct routes to parks, thereby increasing accessibility . Sim- ilarly, if there are any parks within one mile of Moorpark, they may be considered to refine park pressure in relation to edge-effects of the City boundary . Park pressure combines population-LOS and geograph- ic-LOS . Park pressure is a spatially-distributed measure of population LOS that calculates the number of park acres per thousand people within a parkshed and compares it to the park and amenity standard goal . In this way, the analysis characterizes areas of the City that either meet, fail to meet, or exceed the population LOS by a range of per- centages for different travel modes . This gradation reveals for decision-makers and the public the spectrum of park accessibility in Moorpark; not just defining park-poor or park-rich areas but highlighting the areas of greatest need . Park pressure can also be applied to understanding the potential current level-of-use of park amenities . Using Census data, KTUA can segment the population served by parks into age groups relative to types of park amenities . For instance, a park with a “tot lot” that serves a population with a relatively high percentage of young families within its parkshed may be assumed to have a high level-of-use relative to a park serving a lower percentage of young families . Segmented spatial analysis like this can augment the results of statistically-valid surveys conducted in the community, and inform decisions on how to best improve parks with limited funds . These efforts will include: • Determine existing /future growth areas • Review NRPA/CAPRA benchmarks for trends • Review facilities of similar cities and compare LOS • Suggest new park, amenities, and trail standard B. PARK & RECREATION SERVICE PROVIDER ASSESSMENT Given today’s competitive landscape in the park and recre- ation and leisure services market, a thoughtfully construct- ed and managed partnership can be a fantastic strategy to efficiently utilize resources leading to cost effective service delivery . In an effort to set the stage for the future of partnerships intended to support the leisure services industry in the City and region, a Parks and Recreation Providers Network gathering will be hosted with the primary purpose of intro- ducing the idea of a collaborative of park and recreation service providers, and to begin relationship building and work around identifying the types of services currently pro- vided, and by which organizations they are being offered . This gathering with focus on: • The types and number of service providers represent- ing each sector (public, non-profit/NGO, private, social enterprise) • Analysis of the competitive landscape and identifying organizations which compete for like or similar markets to those of Moorpark • Identification of opportunities to pursue collaborative efforts through partnerships that lead to efficient and effective use of resources C. EXISTING CONDITIONS SUMMARY AND ANALYSIS KTUA will summarize the current condition of the park facilities from the park inventory field work, GIS-based inventory mapping, and park level of service analysis . This information will be used to develop a plan and budget for necessary maintenance, repairs, and enhancements . D. COMPARATIVE ANALYSIS KTUA will develop a comparative analysis that assesses the LOS, population based standards, number of park assets, and other relevant data against surrounding cities in the area . KTUA will use our database of other park assets, such as those described in NRPA, for park master plans of similar size to Moorpark to run a comparative analysis on the amenities per population for further evalu- ation . Depending on the data that is available for the other surrounding cities in Ventura County, KTUA may be able to include additional comparative figures for cities in the county of these amenities as well . E. QUALITATIVE ANALYSIS KTUA will utilize the data from the park inventory and level of service analysis to run a qualitative analysis of each of the parks . KTUA’s unique scoring guide will generate a qualitative ranking of the parks in Moorpark that represents the qualitative aspects and performance of the parks . This includes factors such as the park size, quality of park ame- nities, access and connections into the park, and the place- making and activation qualities of the park . This additional analysis will provide a qualitative lens to the performance of the parks in contrast to the quantitative analysis done in task IV-A . DR A F T 578 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 22 3 | WoRk Plan & PRojEct schEDulE | Scope of Work V. PROGRAMS, SERVICES, AND FINANCIAL ANALYSIS (NEEDS ASSESSMENT PART B) A. COST RECOVERY EDUCATION & TRAINING 110% will provide education and training on the front end of the process with staff, the Park and Recreation Advisory Board(s), and City Council (per the discretion of the Direc- tor), describing the cost recovery exercise and how the outcomes are intended to positively affect service delivery . These virtual sessions will introduce the topics of financial management and cost recovery in the public sector and discuss how revenues are or may be generated, how to think differently about spending/investing taxpayer re- sources, and how cost recovery philosophy may sustain parks and recreation systems over the long term . These workshops will include the creation of a definition for the “common good” relevant to the realities in Moorpark as an important step in the development of a defensible cost recovery strategy . B. COST RECOVERY SERVICE CATEGORY DEVELOPMENT 110% will involve a Service Category Development Team– comprised of staff representing all areas and levels of the Parks and Recreation department–in the development of draft service categories representing Moorpark’s service menu . Resources will be provided to the team to assist in the development of service categories as well as category definitions . In addition, this team will assist in the cost-of- service analysis by assigning each department service (e .g ., course, class, event) to the service category to which it belongs . C. COST RECOVERY BENEFICIARY OF SERVICE MEETING 110% will conduct up to three interactive virtual workshops with Department staff, the Park and Recreation Advisory Boards, various commissions, and/or other community representatives to rank the Department’s service catego- ries starting from services determined to align most with the “common good” to services that offer a more “individu- alized benefit .” These workshops allow the Department to begin building their Cost Recovery Strategy Continuum—a visual representation of their financial management and investment philosophy . By plotting all service categories on a continuum illustrating which services are perceived to serve a common good in contrast to those providing the greatest individual benefit, the Department will begin to connect the dots between those services that should receive the greatest subsidy (common good services) in contrast to those that may receive little to no subsidy (indi- vidualized services) . D. COST-OF-SERVICE ANALYSIS Through the use of a unique, cloud-based Cost Recovery Tool that is part of the CostRec® software application, 110% will conduct a cost-of-service analysis that will reveal the cost recovery performance of each Department service . All services offered by the Department will be identified and all revenues and costs/expenses (both direct and indirect) will be attributed appropriately in order to realize the cost recovery and subsidy level for each Department service . Staff who are needed to assist with this process include those at an administrator level along with those who are “gatekeepers” of the Department’s financial and service data . A checklist that specifies all data requirements (revenues and expenses), a master spreadsheet, and in-depth sup- port from the consulting team will be provided to assist the Department with initial data preparation and data collection . The cost-of-service analysis will be completed via three separate workshops and weekly touch points with Department staff . After the data collection and import- ing processes conclude, staff will view the Department’s Cost Recovery Tool and the results of the cost-of-service analysis . These data and supplemental insights include the cost to provide each individual service provided by the Department, current cost recovery and subsidy levels, and a series of other important data and information . Current cost recovery performance results can be used as the baseline from which the Department can justifiably and rationally set cost recovery/subsidy allocation goals that will ultimately be placed on their Cost Recovery Strategy Continuum, creating a visual representation of the Depart- ment’s tax use and revenue enhancement philosophy . Results will also guide the organization in establishing fees and charges and making other informed financial decisions moving forward . The CostRec online Tool by Amilia is included for 6 months from project conclusion . Renewals are available upon request . E. COST RECOVERY STRATEGY ALTERNATIVES 110% will develop strategies associated with cost recovery efforts in order to align with the motives and needs of vary- ing program areas and facilities of the Department . Options can include strategies designed for specific funds, service area(s), or by term such as: an overall general fund cost re- covery strategy; an enterprise or business operations cost recovery strategy; a short-term (2-3 years) cost recovery strategy; a long-term cost recovery strategy (3-5 years or beyond); etc . DR A F T 579 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 23 3 | WoRk Plan & PRojEct schEDulE | Scope of Work F. COST RECOVERY GOAL SETTING Once the cost-of-service analysis is complete, 110% will work with the Department to determine cost recovery/ subsidy allocation goals based upon current performance, analysis insights, and budget projections . This is when the organization’s Cost Recovery Strategy Continuum takes shape . The Continuum and a robust Insights Report (which includes data sets from the Cost-of-Service Analysis) sets the stage for implementation and momentum, aligning the Department’s and community’s values with financial condi- tion and a commitment to financial discipline . G. RECOMMENDED FEES AND CHARGES Based upon the results of the cost-of-service analysis, 110% will generate various reports from the data analysis within the Cost Recovery Tool, which will allow the Department a crystallized view of the revenues and costs (expenses) attributed to each individual service (classes, courses, ac- tivities, events, rentals, etc .) as well as recommended fees and charges based upon determined cost recovery/sub- sidy allocation goals . These recommendations will include various pricing strategies for the Department to consider as well . H. STAFF EDUCATION & TRAINING – COST RECOVERY INSIGHTS INTO ACTION 110% will develop methods and strategies for turning Insights into Action and provide guidance and suggested ways to use the data and information resulting from the process to staff in taking the necessary steps needed for implementation and action . I. STAFFING MODEL DESIGN & DEVELOPMENT A review and analysis of Moorpark’s Parks and Recreation Department staff positions and current duties will reveal existing scope of responsibility, deficiencies, potential efficiencies, and opportunities such as the re-distribution of time . Ultimately, this review will allow for alignment between staffing requirements and staffing recommendations . The design and development of a staffing model will be informed by the results of the overall process and the work needing to be done by the department to serve the City . In addition, the model will also be informed by the implemen- tation plan as its success will be greatly dependent on the staff resources necessary to put the plan into action . J. CAPITAL IMPROVEMENT PLAN DEVELOPMENT Using the results of the Open Space, Parks, Preserves, Trails, and Recreation Areas Review & Analysis, as well as the ADA compliance audit, a phased capital improvement plan will be developed to include a priority schedule for capital investment, funding considerations, and timeline . The prioritization methodology will categorize improve- ment into three tiers: F.2- Tier 1: Essential improvements focus on deferred maintenance projects and lifecycle replacement of existing amenities within a park utilizing current funding sources . F.3- Tier 2: Ideal improvements utilize reallocated or new funding sources to implement capital projects that enhance or replace existing park facilities . F.4- Tier 3: Visionary improvements focus on the complete renovation of existing parks or the development of new parks and/or recreation facilities funding through new or additional revenue sources, including grants, donations, partnerships, or taxes . Initial and refined site plans will be developed as part of this task for five priority park expan- sions, park infills, or new parks . • Prepare project descriptions and infill amenity graphics • Prepare general planning costs for new parkland and trails • Prepare general planning costs for infill amenity projects K. ASSET MANAGEMENT PLANNING By automating the Department’s asset inventory, accurate reporting of maintenance costs over time including de- ferred maintenance totals, and the beginning of a success- ful long-term asset management/capital improvement plan can come to life . This work includes reporting the total costs of maintaining assets over their lifespan and be- comes a method to maximize resources and increase the efficiency of day-to-day operations . VI. RECOMMENDATIONS A. CONCEPTUAL VISION & PRELIMINARY RECOMMENDATIONS The team will develop a conceptual vision of the parks sys- tem and develop CIP recommendations . On a park-by-park basis, a listing of deficiencies that are citywide, neighbor- 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 DR A F T 580 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 24 3 | WoRk Plan & PRojEct schEDulE | Scope of Work with the capability of the park site to accommodate new uses . It will also take into account the opportunity for new parks in the area or the expansion of collaborative efforts with non-profits, school districts, homeowner associations, and other organizations that may provide recreational opportunities for the community . As part of the community workshops, the prioritization of parks and park facilities to be considered will be vetted . B. RECREATION, FACILITIES, TRAILS AND PROGRAM ACTION PLAN The recommendations developed in this task will be based on the analysis of the existing recreation programs and services into an action plan . Key priorities will be access and equity in program delivery . Current usage and resident preferences, as well as emerging recreational trends and opportunities will be analyzed to meet future needs . Gaps in programming that may provide opportunities for new programs and services will be identified . Based on this synthesis, recreational programs and services will be priori- tized for expansion and/or contraction of services . • Prepare action plan to enhance the park and trail systems and programs • Identify areas of need and public interest for new programs • Analyze and assure equitable program distribution • Create prioritized list - projects, acquisitions, and services • Assess existing policies and procedures for revisions or additions C. RECREATION AND PARKS NEEDS ASSESSMENT AND CIP IMPLEMENTATION The overall goals, objectives, strategies, actions, responsi- bilities, priorities, and timelines for implementation will be developed during this task with a focus on short (5-year), mid (10-year), and long term (15-year) planned improvement of the city’s parks and recreation system . Recommenda- tions for operations, staffing, maintenance, capital repair and replacement, development of programming and funding needs, and the identification of possible alternative funding sources will be considered . • Identify implementation plan for 5-year priority projects • 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 . VII. PREPARATION AND ADOPTION OF THE MASTER PLAN DOCUMENT A. DRAFT MASTER PLAN The draft master plan document will include all of the elements of the project study including any of the options exercised for the contract . The document will be formatted using InDesign with tables, figures, photos, diagrams, maps and text with dividers and a cover . The submittal will in- clude a PDF, as well as a Word document to accommodate staff comments . The Master Plan will be developed in three phase: 1) 30% will include Existing Conditions, 2) 60% will include Com- munity Engagement & Analysis, and 3) 90% will include Recommendations . B. PRESENTATIONS OF THE DRAFT MASTER PLAN The KTUA team will present the draft Master Plan to the Parks and Recreation Commission, the Planning Commis- sion, the Arts Commission, the Youth Commission (Teen Council), and the City Council as part of the process . Based on meeting schedules, these presentations may occur over the period of a couple of months . C. FINAL MASTER PLAN Based on staff and departmental comments, the master plan will be revised to address all comments . A summary sheet of comments will be provided with formal responses and actions taken to resolve each comment . In addition, a Word document will be compared with the draft Word document to highlight changes . A PDF comparison file will also be provided that not only notes text changes, but all graphic and layout changes . KTUA will package all files for final deliverable in an organized and comprehensive file and folder structure . The package will be complete with all original native files needed to edit and reproduce all final products . KTUA will support the adoption process by providing presentation materials and attending the Parks and Recre- ation Commission, Planning Commission, and City Council meetings .DR A F T 581 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 25 3 | WoRk Plan & PRojEct schEDulE | Schedule MOORPARK PARKS & RECREATION MASTER PLAN UPDATE 2023 2024 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul 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 Task 2: Evaluate Existing Conditions & Data Collection 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 Plan B Project Publicity C Meetings & Workshops D Summarize Engagement Efforts 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 DR A F T 582 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 26 4 | conflict of intEREst statEMEnt KTUA staff at the recently constructed City of San Diego North Park Mini-Park project 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. DR A F T 583 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 27 5 | REfEREncEs | City of Ontario Parks Master Plan CLIENT REFERENCE City of Ontario Nicholas Gonzalez 909-395-2065 NicholasG@ontarioca .gov START & COMPLETION DATES 12/2019 - 8/2021 SERVICES Park Master Planning Community Engagement GIS PROJECT FEE $178,000 KTUA KEY PERSONNEL Mike Singleton, Jacob Leon, Matt Wilkins, Alex Samarin AWARDS 2022 APA Inland Empire Award of Merit, Transportation Planning STORY MAP: https://arcg.is/1bf5q5 The City of Ontario Recreation and Parks Master Plan (ORPMP) is a comprehen- sive park planning effort that provides a 10-20-year vision for the Recreation and Community Services and Parks Department . The ORPMP included an analysis of existing programming in parks and facilities, capital improvement plans, a financial strategy plan, prioritization of proposed recommendations, and an operations and maintenance plan . Identifying existing and future park needs was a critical element of the planning process, therefore requiring extensive community and stakeholder engagement, field visit to each park, and GIS-related mapping analy- ses . The team used a collaborative community outreach approach that included a series of public workshops, surveys, online maps, and focus group meetings . The final plan supports the City’s goals of implementing prioritized park amenities and programming recommendations . VIEW DOCUMENT: https://tinyurl.com/yc2acpyf DR A F T 584 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 28 5 | REfEREncEs | City of Montebello Park Master Plan STORY MAP: https://arcg.is/0yeqOa CLIENT REFERENCE City of Montebello Laurie Aguilar 323-887-1200 x374 LAguilar@cityofmontebello .com STATUS 2/2020 - 6/2021 SERVICES Park Master Planning PROJECT FEE $383,709 KTUA KEY PERSONNEL Mike Singleton Matt Wilkins Jacob Leon AWARDS 2022 APA Los Angeles Award of Merit, Comprehensive Plan - Small Jurisdiction KTUA developed a parks and facilities master plan that entails research, analysis, 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 outreach to gauge the City, key stakeholders, and resident use of the facilities 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 developed a comprehensive needs assessment developed from the analysis and outreach phases to help establish the citywide parks master plan recom- mendations which indicate specific improvements on the city facilities, programs, financials, and various other components . KTUA worked on three site-specific master plans of parks that were identified by the data to help determine improve- ments . KTUA prepared maps demonstrating how a Joint Use Agreement (JUA) 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 City in producing . CITY OF MONTEBELLO PARKS MASTER PLAN 165 Figure 6-5: Joint-use Map VIEW DOCUMENT: https://tinyurl.com/4w9esn49 Number of Parks within 10-min Walk DR A F T 585 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 29 5 | REfEREncEs | City of Placentia Open Spaces and Urban Greening Plan The City of Placentia Open Spaces and Urban Greening Master Plan outlines a sus- tainability strategy to preserve and improve existing parks and open space, recapture future parks and open space, increase the urban forest, and implement urban greening strategies to reduce Vehicle Miles Traveled/ Greenhouse Gas (VMT/GHG) emissions and develop an active transportation network . KTUA provided a comprehensive review and analysis of all existing and potential parks and open space areas with feedback from an extensive community engagement cam- paign and stakeholder meetings . As part of various urban greening strategies, KTUA developed new non-motorized trans- portation options that connect people to open spaces, public transit, Old Town Placentia, the Orange County Loop (OC Loop), and the future Metrolink Station . Through GIS modeling and community input, this plan identified optimal locations 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 . CLIENT REFERENCE City of Placentia Veronica Ortiz 714-993-8222 ortiz@placentia .org START & COMPLETION DATES 5/2018 - 5/2019 SERVICES Park Master Plan Community Engagement PROJECT FEE $149,519 KTUA KEY PERSONNEL Joe Punsalan Brooke Whalen Mike Singleton Jacob Leon Alex Samarin Workshop 4 Placentia Open Spaces and Urban Greening Master Plan DR A F T 586 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 30 5 | REfEREncEs | City of Oceanside Parks Master Plan Me s a C o l l e g e Oceanside C o a s t H w y Do u g l a s Mission North River Vista Wy Lake Blvd El C a m i n o R e a l R a n c h o D e l O r o Fraz e e Sant a F e Va n d e g r i f t Cannon Me l r o s e O l d G r o v e C a n y o n D r C a n y o n Olive Vista Bobier Vista W y Missi o n M e l r o s e |ÿ76 §¨¦5 |ÿ78 X 1 Mile Existing Parksheds 15-Minute Walkshed 5-Minute Driveshed* 10-Minute Driveshed* Park and Facility Type Community Centers Community Centers (Non-profit) Community Parks Special Use Parks and Facilities Special Use Parks (Non-Profit) Regional Parks Private Golf Courses City Boundary * Indicates total travel time including approximate delay due to traffic signals and finding parking. Help Us Determine the Future of Oceanside’s Parks and Recreation! The Oceanside Parks and Recreation Master Plan (OPRMP) update will provide guidance to the priorities and actions needed to meet the City’s changing demographics, understand future trends, and address the city’s aging parks and facilities. We need your help in determining your values and needs, and in ultimately contributing to the success of this project! Please join us at our first community workshop and: »Learn about the project »Tell us what you want in your parks Community Workshop Tuesday, February 27 6:00-8:00 pm Country Club Senior Center 455 Country Club Lane To stay involved with the project, please visit: http://www.ci.oceanside.ca.us/ For more information please contact: Megan Crooks, Project Manager RecAdmin@ci.oceanside.ca.us CLIENT REFERENCE City of Oceanside Megan Crooks 760-435-5005 mcrooks@ci .oceanside .ca .us START & COMPLETION DATES 12/2017 - 2/2019 SERVICES Park Master Planning GIS Analysis Community Outreach PROJECT FEE $187,435 KTUA KEY PERSONNEL Mike Singleton AWARDS 2020 APA San Diego Comprehen- sive Plan - Large Jurisdiction Award of Merit KTUA led the City of Oceanside Parks and Recreation Master Plan . The City of Oceanside is the third largest city in San Diego County with approximately 176,000 residents . Oceanside has 15 community parks, 17 neighborhood parks, 1 regional park, 5 skate parks/spots, 2 pools, 2 gyms and 3 .5 miles of beach . Tasks included conducting extensive public outreach which included three public workshops and two pop-up events, performing an existing conditions and inven- tory, conducting a Level of Service analysis, developing design standards, devel- oping recommendations for park infill capabilities, developing recommendations for new parks, devising a funding plan, and creating a priority and action plan . KTUA was also responsible for writing; producing maps, graphics, and tables; and formatting the final document . Issues and challenges: Oceanside has an excellent parks system . It was important to add and enhance facilities at the existing parks, to meet current and future de- mand, rather than create new parks . Community outreach determined that improv- 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 be a challenge as property owners may not allow it . However, through our GIS map- ping, we proposed new trails through land that is owned by government agencies and conservancies where trails can more likely be built for the public . CITY OF OCEANSIDE Parks Recreation Master Plan Final Report 2019 VIEW DOCUMENT: https://tinyurl.com/2p9y2nbf DR A F T 587 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 31 5 | REfEREncEs | City of Goleta Parks, Facilities, and Playgrounds Master Plan 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 document to address capital improvements and ADA accessibility projects, fund- ing strategies, maintenance standards, and costs for the next 16 years . The plan also builds upon the efforts of the Goleta Parks and Recreation Needs Assess- ment completed in 2015 to create a holistic vision for the City’s future park needs . The City of Goleta, in southern Santa Barbara County, has a population of 30,850 and has 21 parks with over 475 acres of parkland . Scope of work included: Public workshops and stakeholder interviews, Existing conditions and level of service analysis, Geographic distribution of park assets using parkshed mapping, Maintenance standards, Recommendations for future parks and facilities, Recommendations for re-purposing existing parks and facili- ties, and Identification of funding sources and financial implementation strategies . 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 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 number of residents served by park type . Utilizing this data and the recommenda- tions from the City of Goleta’s Bicycle and Pedestrian Master Plan, also prepared by KTUA, the 2035 projected access analysis calculated the increase in popula- tions that will benefit from the improvements given the City’s goals of a 15-minute walk and 5-minute drive . Outreach strategies: The outreach strategy complemented the previously com- 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 . CLIENT REFERENCE City of Goleta JoAnne Plummer 805 562-5505 jplummer@cityofgoleta .org START & COMPLETION DATES 2/2018 - 1/2020 SERVICES Community Outreach Branding and Graphic Design Spanish Translation Park Master Planning PROJECT FEE $100,000 KTUA KEY PERSONNEL Mike Singleton AWARDS 2020 APA Central Coast Compre- hensive Plan - Small Jurisdiction Award of Merit VIEW DOCUMENT: https://tinyurl.com/4fcfu8n7 DR A F T 588 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 32 5 | REfEREncEs | City of La Mesa MacArthur Park Master Plan CLIENT REFERENCE City of La Mesa Sue Richardson 619-667-1308 srichardson@ci .la-mesa .ca .us START & COMPLETION DATES 8/2017 - 11/2021 (Multiple Phases) SERVICES Park Master Plan Community Outreach PROJECT FEE $200,000 KTUA KEY PERSONNEL Mike Singleton Chris Langdon Jacob Leon Centrally located in La Mesa, CA, MacArthur Park is a 22 acre park that currently hosts the City’s Community Center, Recreation Center, Aquatic Facility, and little league ballfield . The Park also had a primary tenant in the Sun Valley Golf Course from 1954 through June of 2017 . The closure of the 9-hole golf course prompted the City to engage a master plan process to re-envision new recreation amenities for the park and replacement of the dated facilities . 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- ments to be included in the master plan . Two public workshops were conducted to explore preferred park amenities, vision and program preferences for a new community and recreation center, and a new and expanded aquatic facility . Input gathered from a public survey will identify the most preferred aspects of the two master plan concepts and inform the synthesized final park master plan concept . In addition to preparing the master plan concept, KTUA also prepared preliminary site development cost assumptions for preliminary budgeting to assist the City of La Mesa in identifying a future capital improvement bond measure to fund the new community center and aquatic facility . DR A F T 589 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 33 5 | REfEREncEs | 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 jplummer@cityofgoleta.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 DR A F T 590 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 34 5 | REfEREncEs | Subconsultant Profiles & Experience STATISTICAL SURVEY | RRC ASSOCIATES RRC has extensive experience with parks and recreation and open space and trails needs assessment studies for cities, counties, and recreation districts . The goal of the studies is to obtain citizen input on a variety of top- ics related to parks and recreation use and community priorities for future improvements, with particular empha- 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, as is the relative importance of specific new priorities, facilities, and policies most desired and needed by the communities . Results and conclusions from the research help guide the development of recreation master plans . RELEVANT EXPERIENCE • City of Santee Parks Master Plan* • City of Ontario Parks Master Plan* • City of Montclair Parks Master Plan* • City of Menifee Parks Master Plan* *Project experience in collaboration with KTUA PROGRAMS AND SERVICES ANALYSIS, MAINTENANCE AND OPERATIONS EVALUATION, AND FINANCIAL STRATEGY PLAN | 110% 110% is a parks and recreation consulting firm that advocate for inspiring ethical decision making, strengthening leader- ship competencies, and ensuring the financial sustainability of parks and recreation . Planning Initiatives Our custom tailored Planning Initiatives blend visioning what an organization/community can become with the strategy of creating a responsible and sustainable future . We strive to leverage our experience and networks to provide your organization with an optimized and practical Master or Strategic Plan . Financial Sustainability The Financial Sustainability Strategy empowers organi- zations to use data and information to make informed decisions . Whether done as a standalone project or with a Planning Initiative, our unique process combines sound fi- nancial management principles with our one-of-a-kind cost of service tool to help organizations clearly understand how their taxpayer resources are being allocated . Education, Presentations & Training Our educational content, expert presentations, and train- ing programs effectively address important industry issues around the three key areas of economics, ethics, and lead- ership . By delivering effective and engaging content which provide tangible and impactful results, our carefully crafted programs are certain to be an extraordinary experience . RELEVANT EXPERIENCE Serving a variety of municipal park and recreation depart- ments as well as special districts and county systems, 110% has worked alongside hundreds of organizations of all sizes leading and facilitating master plan, strategic plan, and financial sustainability efforts as well as professional devel- opment programs . Experience Includes: • Crown Mountain, CO, Park and Recreation District Master Plan • Corona, CA, Community Services Department Master Plan • Napa, CA, Parks and Recreation Services Management Plan • Bend, OR, Park and Recreation District Strategic Plan • Channahon, IL, Park District Financial Sustainability Process DR A F T 591 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 35 6 | aDDitional infoRMation | KTUA Quality & Cost Control Methodology Data Collection Plan Check Concept Phase Design Development Phase Construction Document Phase Consultant Drawings ADA Requirements Schedule Review Bid Documents Issue for Bidding Environmental RequirementsProject Goals, Objectives Community Engagement Regulatory Requirements Cost Estimates Client/Agency Review Plan CheckSchedule Review Cost Estimates Client/Agency Review Plan CheckSchedule Review Cost Estimates Client/Agency Review KTUA QUALITY CONTROL METHODOLOGY QUALITY CONTROL PLAN CHECK PROCESS: Principal involvement in our projects ensures that the design in- 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. COST CONTROL AND QUALITY ASSURANCE: 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.DR A F T 592 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 36 MANAGEMENT | COMMUNICATION PLAN CLIENT MANAGEMENT PROJECT ADMINISTRATION PROJECT MANAGEMENT PROJECT IMPLEMENTATION CITY OF MOORPARK MARK CARPENTER JACOB LEON PROJECT TEAM 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. • 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 • 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 6 | aDDitional infoRMation | KTUA Quality & Cost Control Methodology DR A F T 593 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 37 6 | aDDitional infoRMation | Community Engagement Community Engagement for the 21st Century PREFERENCES/PRIORITIES Story Maps, Open Surveys, Statistically-valid Surveys, Intercept Surveys OPEN MEETINGS Public Meetings, Workshops, Charrettes, Virtual Presentations TARGETED MEETINGS Focus/User/Stakeholder/ Advisory Groups, Round- tables, Listening Sessions DIGITAL COMMUNICATION Websites, Social Media, Press Releases, Email Blasts ON-SITE/IN-COMMUNITY Pop-up Events, Community Events, Walk/Roll/Bus Tours, Site Tours TOOLS FOR EQUITABLE ACCESS OPTIMIZE COMMUNICATION Mobile Platforms, Video Conferencing, Social Media Platforms 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. 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 ArcGIS StoryMaps. DR A F T 594 Mark Carpenter Jacob Leon Matt Wilkins Alex Samarin KTUA Staff Jamie Matt Farrell Sean Maher Kailyn Haskocev Principal Planner Project Manager Assist PM Assist PM / GIS Park Planners Senior Analyst Project Consultant Senior Consultant Project Manager Research Analyst $190 $155 $155 $145 $115 $215 $125 $215 $180 $100 Hours Labor TASK I | PROJECT INITIATION & MANAGEMENT Project Initiation and Management A Project kick‐off meeting (virtual)24 2 22 12 $2,080 B Gather applicable documents from City and outside sources 224 8 $1,060 C Existing document and policy review 28 8 4 22 $3,640 D Monthly Team meetings (14) (mix 10 virtual and 4 in‐person)621 147 84 60 $9,670 E Progress reports & scheduling 412 4 20 $3,200 F Quality control 20 20 $3,800 Total Task I Hours:34 47 0 30 11 0 0 14 6 0 142 Total Task I Costs:$6,460 $7,285 $0 $4,350 $1,265 $0 $0 $3,010 $1,080 $0 $23,450 TASK II | DATA COLLECTION A Existing conditions of park, trails, and recreation facilities Review and summarize relevant data 12 24 9 $1,250 Intregrate and analyze the Facility Condition Assessment data 12 3 $375 Supplemental inventory of parks (Trip 1)816 24 $3,080 Inventory private / non‐profit facilities, park entrances, trail access, misc recreations and open space areas (Trip 1)12 18 30 $3,930 Inventory bike, ped, road, and transit facilities (Trip 1)26 8 $1,000 Identify usage patterns and maintenance needs for each park 14 416 25 $3,230 Prepare park classification & city‐wide map 0.5 1 2 8 12 $1,460 Inventory & summarize amenities based on existing conditions 0.5 2 12 5 20 $2,860 B Statistically‐valid Survey Scoping meeting for survey 1 225 $715 Refine survey questions in English & Spanish 1 247 $915 Mail postcards & surveys randomly to 4,000 residences 82028 $3,440 Initiate open survey, assist with announcements & distribute links 1 31216 $1,895 Document random and open survey findings 81624 $3,040 C Recreation Programs Inventory and Analysis Identify recreation program providers (city & non‐city)24 2 8 $1,200 Interview program managers (Trip 1)16 16 $3,440 Analyze programs, resources, use levels & revenues 1449 $1,015 D Demographics Analysis Analyze community profile using demographic/socio‐economic data 124 7 $905 Summarize amenities based on age demographics 18 9 $1,075 Identify amenity standards based on population 14 5 $615 Summarize quantitative/qualitative ranking of amenities 12 28 13 $1,710 Total Task II Hours:4 42 0 13 110 0 4 27 23 54 277 Total Task II Costs:$760 $6,510 $0 $1,885 $12,650 $0 $860 $5,805 $4,140 $5,400 $38,010 CITY OF MOORPARK Parks & Recreation Master Plan Update Totals110% RRCKTUA Revised 04/14/2023 DR A F T 595 Mark Carpenter Jacob Leon Matt Wilkins Alex Samarin KTUA Staff Jamie Matt Farrell Sean Maher Kailyn Haskocev Principal Planner Project Manager Assist PM Assist PM / GIS Park Planners Senior Analyst Project Consultant Senior Consultant Project Manager Research Analyst CITY OF MOORPARK Parks & Recreation Master Plan Update Totals110% RRCKTUA TASK III | OUTREACH AND ENGAGEMENT A Public Outreach Plan Develop & present initial engagement strategy 2 2 $310 Prepare community engagement plan for equitable input/bilingual strategies 12 4 7 $960 B Project Publicity Develop project branding 14 5 $615 Create project website and update monthly 1212 15 $1,825 Prepare social media blasts 28 10 $1,230 Develop questionnaires, obtain stakeholder lists, & distribute 24 6 $770 C Meetings and Workshops Key Stakeholder Interviews (up to 10 ‐ virtual)10 5 12 15 42 $6,880 Focus Group Meetings/Interviews (3 meetings ‐ virtual)812 10 30 $4,770 Workshop 1: Vision, opps/const, ex conditions, interviews, priorities (Trip 3)10 18 28 $3,620 Pop‐up Event 1: Workshop 1 information (Trip 4)68 14 $1,850 Pop‐up Event 2: findings and preliminary recommendations (Trip 5)88 16 $2,160 Pop‐up Event 3: findings and preliminary recommendations (Trip 6)68 14 $1,850 Workshop 2: Draft recommendations (Trip 7)10 18 28 $3,620 D Summarize Engagement Efforts Summarize open survey results 26 412 $1,400 Summarize all workshops and meetings 2622 12 $1,430 Prepare a public input/needs assessment initial report 14 8 13 $1,730 Total Task III Hours:2 76 0 7 136 0 2 27 0 4 254 Total Task III Costs:$380 $11,780 $0 $1,015 $15,640 $0 $430 $5,805 $0 $400 $35,450 Revised 04/14/2023 DR A F T 596 Mark Carpenter Jacob Leon Matt Wilkins Alex Samarin KTUA Staff Jamie Matt Farrell Sean Maher Kailyn Haskocev Principal Planner Project Manager Assist PM Assist PM / GIS Park Planners Senior Analyst Project Consultant Senior Consultant Project Manager Research Analyst CITY OF MOORPARK Parks & Recreation Master Plan Update Totals110% RRCKTUA TASK IV | EXISTING & FUTURE FACILITIES ‐ LOS ANALYSIS (NEEDS ASSESSMENT PART A) A Park LOS Analysis Identify park‐shed elements (walk, bike & drive routes) and prepare maps 12 414 21 $2,690 Verify existing and proposed walk and bike facilities and map barriers to safe access to parks within park‐sheds (Trip 2)10 4 14 $2,010 Refine park‐shed boundaries and maps 114 6 $760 Identify populations served, LOS acres & amenities for current/future parks 18 9 $1,075 Quantify and map existing park distribution gaps & park inequities 118 10 $1,220 Determine adequacy of park LOS, gap analysis, other recreation providers 14 28 15 $2,020 Analyze current programming needs 12 4 7 $960 Classify all parks for how they meet park needs for existing population 44 8 $1,080 Review local park and amenity standards for benchmarking purposes 112 $370 Review NRPA standards and regional studies for trends and apply to existing local conditions 2 221 7 $955 Analyze future population & demographic/socio‐economic changes 12 24 4 13 $2,110 Project future population needs ‐ trends/demographic data 114 6 12 $2,050 Identify ability of park to sustain infill or expansion 14 16 21 $2,650 Identify connectivity opportunities (previously planned & new), new linear parks, urban greening & bike/ped. Routes 14 8 13 $1,730 Quantify future park distribution gaps & changes for equity 24 6 $770 Identify opportunities to incorporate technology & art 12 2 5 $730 Incorporate opportunities to enhance equity & inclusion 12 2 5 $730 B Park and Recreation Service Provider Assessment Research nonprofit, local, regional, state & national opportunities 1 224 9 $1,445 Identify best practices for recreation services & programs 1 448 17 $2,735 Conduct Network Providers gathering (Trip?)16 16 32 $6,880 C Existing Conditions Summary & Analysis Prepare park metrics comparative analysis 14 12 17 $2,190 D Comparative Analysis Benchmark Moorpark with local, regional, and NRPA program standards 24 10 16 $2,920 E Qualitative Analysis Develop qualitative analysis of each park 14 16 21 $2,650 Total Task IV Hours:10 57 0 11 126 24 8 50 0 0 286 Total Task IV Costs:$1,900 $8,835 $0 $1,595 $14,490 $5,160 $1,720 $10,750 $0 $0 $44,450 Revised 04/14/2023 DR A F T 597 Mark Carpenter Jacob Leon Matt Wilkins Alex Samarin KTUA Staff Jamie Matt Farrell Sean Maher Kailyn Haskocev Principal Planner Project Manager Assist PM Assist PM / GIS Park Planners Senior Analyst Project Consultant Senior Consultant Project Manager Research Analyst CITY OF MOORPARK Parks & Recreation Master Plan Update Totals110% RRCKTUA TASK V | PROGRAMS, SERVICES, AND FINANCIAL ANALYSIS (NEEDS ASSESSMENT PART B) Cost Recovery A Cost Recovery Education & Training 2 2 $430 B Cost Recovery Service Category Development 4 4 $860 C Cost Recovery Beneficiary of Service Meeting 24 6 $1,290 D Cost‐of‐Service Analysis 2104 16 $1,290 E Cost Recovery Strategy Alternatives 224 8 $1,290 F Cost Recovery Goal Setting 22 4 $860 G Recommended Fees and Charges 224 8 $1,290 H Staff Education & Training ‐ Cost Recovery Insights into Action 1 1 $215 I Staffing Model Design & Development 224 8 $1,290 J Capital Improvement Plan Development ‐ Tiers 1, 2, & 3 12 1 1 5 $930 K Asset Management Planning 12 1 1 5 $930 Total Task V Hours:2 400 0 141631 0 067 Total Task V Costs:$380 $620 $0 $0 $0 $3,010 $3,440 $6,665 $0 $0 $14,115 TASK VI | RECOMMENDATIONS A Conceptual Vision Identify public art and technology opportunities 1 1 $155 Identify partnership opportunities 0.5 1 4 4 10 $1,970 Identify age/ability appropriate facilities & equipment 12 3 $385 Identify looped trail & other physical workout opportunities 0.5 1 2 4 $480 Prepare GIS maps of vacant and underutilized parcels 14 5 $615 Identify land needed for park connections or to address park gaps 0.5 1 2 4 $480 Identify areas to create/maximize park green space 0.5 1 2 4 $480 Identify/rank deficiences in each park 12 28 13 $1,710 Identify goals, priorities, policies & standards for each park 12 24 9 $1,250 Analyze availability of courts/fields for youth/adult sports 12 3 $385 Analyze & assure equitable park & program distribution 224 8 $1,060 Summarize usage (existing & proposed) & maintenance needs 14 48 17 $2,310 B Recreation, Facilities, Trails, Programs and Service Action Plan Prioritize projects per park & investment priorities per park 228 12 $1,520 Develop public safety guidelines including lighting 12 3 $385 Community needs analysis for underserved population 11 41 4 11 $1,880 Analysis of services gaps/duplicate services/age specific programs 1414 10 $1,690 Identify program budget realities, revenue offsets & partnership 22812 $2,460 Identify enhanced services through collaboration 2147 $1,385 Recommend new park space to meet demand & recreation gaps 14 5 $615 Recommend updates to parks, recreation & open space policies & procedures 12 244 13 $2,110 Identify funding sources ‐ prioritized parks, amenities, programs 4466 20 $3,660 Revised 04/14/2023 DR A F T 598 Mark Carpenter Jacob Leon Matt Wilkins Alex Samarin KTUA Staff Jamie Matt Farrell Sean Maher Kailyn Haskocev Principal Planner Project Manager Assist PM Assist PM / GIS Park Planners Senior Analyst Project Consultant Senior Consultant Project Manager Research Analyst CITY OF MOORPARK Parks & Recreation Master Plan Update Totals110% RRCKTUA Identify new policies 12 22 7 $1,160 CCIP Implementation Plan Identify implementation plan for 5‐year priority projects 22 242 12 $1,870 Identify general schedule for 10‐year priority projects 11 242 10 $1,525 Identify long‐term vision for 20‐year priority projects 11 121 6 $935 Total Task VI Hours:12 40 0 19 80 26 0 30 0 0 207 Total Task VI Costs:$2,280 $6,200 $0 $2,755 $9,200 $5,590 $0 $6,450 $0 $0 $32,475 TASK VII | PREPARATION & ADOPTION OF MASTER PLAN DOCUMENT ADraft Master Plan Prepare text, tables, maps 16 412 23 $3,080 Prepare diagrams and other graphics for priority projects 16 412 23 $3,080 Prepare executive summary and presentation materials 14 16 21 $2,650 Submit draft of Existing Conditions (30%)12 8 11 $1,420 City staff review & comment ‐ integrate comments 12 28 13 $1,710 Submit draft of Community Engagement & Analysis (60%)12 8 11 $1,420 City staff review & comment ‐ integrate comments 12 28 13 $1,710 Submit draft of Recommendations (90%)12 8 11 $1,420 City staff review & comment ‐ integrate comments 12 28 13 $1,710 Prepare Full Draft Master Plan (100%)12 8 11 $1,420 B Draft Presentations to City & Advisory Groups Parks and Recreation Commission (In‐person)(Trip 8) Mthly 1st Mon 6:30pm 8 8 $1,240 Planning Commission (In‐person)(Trip 9) Mthly 4th Tues 7pm 8 8 $1,240 Arts Commission (In‐person)(Trip 10) Qrtly 3rd Tues 6pm 8 8 $1,240 Youth Commission / Teen Council (In‐person)(Trip 11) Bi‐Mthly 1st / 3rd Wed 5pm 8 8 $1,240 City Council (In‐person)(Trip 12) Bi‐Mthly 1st / 3rd Wed 6:30pm 8 8 $1,240 C Final Master Plan Incorporate comments from staff and presentations 14 48 17 $2,310 Final document production 228 12 $1,520 Attend Parks and Recreation Commission, Planning Commission, and City Council meetings during adoption process.(Trips 13‐15)24 24 $3,720 Package all files for final deliverable 12 4 7 $960 Total Task VII Hours:1210202011600000250 Total Task VII Costs:$2,280 $15,810 $0 $2,900 $13,340 $0 $0 $0 $0 $0 $34,330 SUMMARY OF CONTRACT TASK SUMMARY:Totals Totals Project Total Hours:76 368 0 100 579 64 30 179 29 58 1,483 Total Labor Costs:$14,440 $57,040 $0 $14,500 $66,585 $13,760 $6,450 $38,485 $5,220 $5,800 $222,280 GRAND TOTAL LABOR PER FIRM:$152,565 Labor $58,695 Labor $11,020 $222,280 110%RRCKTUA Revised 04/14/2023 DR A F T 599 Mark Carpenter Jacob Leon Matt Wilkins Alex Samarin KTUA Staff Jamie Matt Farrell Sean Maher Kailyn Haskocev Principal Planner Project Manager Assist PM Assist PM / GIS Park Planners Senior Analyst Project Consultant Senior Consultant Project Manager Research Analyst CITY OF MOORPARK Parks & Recreation Master Plan Update Totals110% RRCKTUA Trip #1 (2 people 1 night over 2 days)$731 $694 $1,425 Trip #2 (1 person 1 day)$181 $181 Trip #3 (3 people 1 day)$231 $231 Trip #4 (2 people 1 day)$206 $206 Trip #5 (2 people 1 day)$206 $206 Trip #6 (2 people 1 day)$206 $206 Trip #7 (3 people 1 day)$231 $231 Trip #8 (1 person 1 day)$181 $181 Trip #9 (1 person 1 day)$181 $181 Trip #10 (1 person 1 day)$181 $181 Trip #11 (1 person 1 day)$181 $181 Trip #12 (1 person 1 day)$181 $181 Trip #13 (1 person 1 day)$181 $181 Trip #14 (1 person 1 day)$181 $181 Trip #15 (1 person 1 day)$181 $181 Printed Documents (30 Total)$2,250 $2,250 Statistically‐valid survey printing & mailing (4,000 postcards, 4,000 surveys)$12,500 $12,500 Workshop and Outreach Printed Materials $500 $500 Total of Direct Costs $6,194 $694 $12,500 $19,388 GRAND TOTAL LABOR AND DIRECT COSTS: $158,759 $59,389 $23,520 $241,668 65.69%24.57%9.73%100.00% check $241,668 Reduction 34,421$ Revised 04/14/2023 DR A F T 600 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 44 KTUA HOURLY RATE Senior Principal $205 Principal $195 Senior Associate II $175 Senior Associate I $155 Associate II $145 Associate I $135 Senior Designer/Planner II $125 Senior Designer/Planner I $115 Designer/Planner $105 Administration $85 110% HOURLY RATE Principal $215-$235 Professional Coaching $150-$210 Project Manager $175-$215 Project Consultant $125-$150 Administrative/Support Staff $75 Intern Support $50 Presentation/Keynote Delivery $500 Content Development $225 Facilitation Services $350 7 | cost PRoPosal | Hourly Rates RRC HOURLY RATE Project Manager $180 Senior Survey Analyst $145 Analyst $135 Research Analyst $110 DR A F T 601 CITY OF MOORPARK | Parks & Recreation Master Plan Update | 45 8 | aDDEnDuM 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 Laurentowski, 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 PURCHASING@MOORPARKCA.GOV AND INCLUDE WITH PROPOSAL. RECEIPT OF THIS ADDENDUM IS HEREBY ACKNOWLEDGED. Company Name: Authorized Representative: Signature of Authorized Representative: KTU&A Mark Carpenter, Principal DR A F T 602 ATTACHMENT 2 RESOLUTION NO. 2023-_____ A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MOORPARK, CALIFORNIA, AMENDING THE FISCAL YEAR 2022/23 BUDGET BY APPROPRIATING $277,918 FROM THE COMMUNITY WIDE PARK DEVELOPMENT FUND (2010) FOR PARKS AND RECREATION MASTER PLAN CONSULTING SERVICES WHEREAS, the City Council adopted the Operating and Capital Improvement Projects budget for Fiscal Year 2022/23 on June 15, 2022; and WHEREAS, a staff report has been presented to the City Council requesting approval of an Agreement with KTU&A for Parks and Recreation Master Plan consulting services with a total contract value of $277,918, and authorizing the City Manager to execute said Agreement; and WHEREAS, a budget amendment of $277,918 from the Community Wide Park Development Fund (2010) is requested to fully fund these services; and WHEREAS, Exhibit “A”, attached hereto and made a part hereof, describes said budget amendment and the resultant impact to the budget line items. NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF MOORPARK DOES HEREBY RESOLVE AS FOLLOWS: SECTION 1. A budget amendment in the amount of $277,918 from the Community Wide Park Development Fund (2010) for Parks and Recreation Master Plan consulting services, as more particularly described in Exhibit “A”, attached hereto, is hereby approved. SECTION 2. The City Clerk shall certify to the adoption of this resolution and shall cause a certified resolution to be filed in the book of original resolutions. PASSED AND ADOPTED this 17th day of May, 2023. ___________________________________ Chris R. Enegren, Mayor ATTEST: ___________________________________ Ky Spangler, City Clerk Exhibit A – Budget Amendment 603 Resolution No. 2023-_____ Page 2 FUND BALANCE ALLOCATION: Fund-Account Number Am ount 2010-000-00000-33990 227,918.00$ Total 227,918.00$ EXPENDITURE APPROPRIATION: Account Number Current Budget Revision Amended Budget 2010-541-C0002-51000 -$ 227,918.00$ 227,918.00$ -$ -$ -$ -$ -$ -$ Total -$ 227,918.00$ 227,918.00$ COMMUNITY WIDE PARK DEVT EXHIBIT A BUDGET AMENDMENT FOR COMMUNITY WIDE PARK DEVELOPMENT FUND (2010) FOR FY 2022/23 Fund Title PARKS AND RECREATION MASTER PLAN CONSULTING SERVICES 604