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HomeMy WebLinkAbout2019-10-08; City Council; ; Professional services agreement with PROS Consulting for Parks & Recreation Department master and strategic planning services~ CITY COUNCIL V Staff Report Meeting Date: To: From: Staff Contact: Oct. 8, 2019 Mayor and City Council Scott Chadwick, City Manager Mick Calarco, Special Projects Manager mick.calarco@carlsbadca.gov or 760-434-2826 CA Review lh.., f< Subject: Professional services agreement with PROS Consulting for Parks & Recreation Department master and strategic planning services Recommended Action Adopt a Resolution awarding a professional services agreement to PROS Consulting for Parks & Recreation Department master and strategic planning services, in an amount not-to-exceed $199,000; and approving a carry-over of $250,000 from the fiscal year 2018-19 General Fund Budget surplus to the fiscal year 2019-20 Parks & Recreation Administration Operating Budget. Executive Summary On July 1, 2019, Parks & Recreation Department staff released Request for Proposals (RFP) 20- 02, professional services for an update to a Comprehensive Parks & Recreation Master and Strategic Plan. On July 31, 2019, two planning firms submitted a response, PROS Consulting and KTUA. The two planning firms' qualifications were reviewed and ranked by a four-member selection committee of Parks & Recreation managers and the city's Communications Manager. Staff is recommending the City Council award a professional services agreement to PROS Consulting in an amount not-to-exceed $199,000 and approve a total carry-over of $250,000. Per Carlsbad Municipal Code Section 3.28.060{A)(1), the City Council shall be the awarding authority for procurement of services and professional services for which the cost to the city is more than $100,000.00 per agreement year. Discussion Background The Parks & Recreation Department is nationally accredited by the Commission for the Accreditation of Parks & Recreation Agencies (CAPRA) through 2020. CAPRA fundamental standards and best practices require the department to have a comprehensive master plan with a strategic plan element and a recreation programming plan. Oct. 8, 2019 Item #2 Page 1 of 26 A comprehensive master and strategic plan update, with extensive public input, is integral to a world class city that values access to open space and the natural environment, recreation and active, healthy lifestyles, and history, the arts and cultural resources. The current master plan, approved by the City Council in March 2015, expires in March 2020. To remain consistent with CAPRA standards, and be eligible for reaccreditation, the department must update its current master and strategic plan. The department's master and strategic plan update is intended to include, in part: • Collection and review of demographics and trends • Existing sites analysis; including the 10-minute walk to parks initiative, and the city's Trust for Public Land's ParkScore criteria • Programs and services analysis • General recreation programming plan • Senior recreation programming plan • Prioritized, five-year strategic action plan tied to specific goals and objectives Previous Action/Council Direction In March 2015, the City Council received a report on the Commission for Accreditation of Parks & Recreation Agencies accreditation process, and accepted modifications to the Parks & Recreation Department needs assessment and comprehensive action plan (master and strategic plan). The current five-year plan expires in March 2020. The 2015 report findings recommend the strategic plan, with an extensive public input process, be updated and approved by the City Council every five years. Analysis On July 1, 2019, staff re'leased RFP 20-02, professional services for an update to a Comprehensive Parks & Recreation Master and Strategic Plan. The request included a detailed scope of work comprised of public outreach and engagement, demographics and trends, existing site analysis, programs and services analysis, recreation programming assessment and plan, senior recreation programming assessment and plan, and a prioritized strategic action plan. All design firms submitting RFP responses were directed to include a project narrative, personnel qualifications, timeline for completion, professional references, and an itemized cost of services. On July 31, 2019, two planning firms submitted a response, PROS Consulting and KTUA. The two planning firms' qualifications were reviewed and ranked by a four-member selection committee of Parks & Recreation managers and the city's Communications Manager, using a weighted evaluation system . Both design firms were invited to an onsite interview to provide a project presentation, and to respond to questions from the selection committee. Based on the submittals, presentations, and responses, the selection committee's aggregate rating of PROS Consulting exceeded that of KTUA. The proposed cost of services was also lower for PROS Consulting than that of KTUA, (i.e., $175,280to $229,760). The weighted evaluation criteria and presentation/response Oct. 8, 2019 Item #2 Page 2 of 26 process allows the selection committee to recommend the firm considered to be the best qualified to provide the requested services, at a reasonable cost. Staff therefore contacted PROS for consideration of entering into a professional services agreement to conduct the required tasks. Staff subsequently negotiated a cost of $13,500 for PROS to conduct tasks related to a website and mobile application, which were not included in the initial RFP. Lastly, staff is recommending the inclusion of $10,220 for additional as needed services. The total not-to-exceed amount of the proposed agreement is $199,000. Community Outreach and Education The parks, facilities, and program rankings, and strategic goals included in the current Parks & Recreation Department Master Plan were developed with an extensive public engagement process. The department last conducted a statistically-reliable survey in 2013. Updated community outreach and education is essential to a successful strategic and master plan update process, and to accurately gauge community needs. A detailed scope of work for public process was developed in partnership with the city's Communications Department, and includes: • Review of past input • Internal focus group meetings • Super user focus group meetings • Intercept surveys • Public workshops • Presentations • Statistically reliable survey • Online survey • Informational materials • Project video • Social media • Media relations • Custom project website and mobile app Fiscal Analysis In addition to an allocation of $199,000 for the professional services agreement with PROS Consulting, staff recommends an allocation of $51,000 for other public engagement services related to the master plan update, which will be coordinated through the Communications Department. Staff therefore recommends a total carry-over of $250,000 from the fiscal year 2018-19 General Fund Budget surplus to the fiscal year 2019-20 Parks & Recreation Administration Operating Budget. Next Steps Parks & Recreation Department staff will schedule a kick-off meeting with PROS Consulting to begin the master and strategic update process. This process is anticipated to require approximately eight months to complete. Oct. 8, 2019 Item #2 Page 3 of 26 Environmental Evaluation (CEQA) Authorizing a professional services agreement for master and strategic planning services is exempt from the California Environmental Quality Act (CEQA), per CEQA Guidelines Section 15262 (Feasibility and Planning Studies). Public Notification and Outreach This item was noticed in accordance with the Ralph M. Brown Act and was available for public viewing and review at least 72 hours prior to scheduled meeting date. Exhibits 1. City Council Resolution Oct. 8, 2019 Item #2 Page 4 of 26 RESOLUTION NO.2019-195 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, ADOPTING A RESOLUTION AWARDING A PROFESSIONAL SERVICES AGREEMENT TO PROS CONSULTING FOR PARKS & RECREATION MASTER AND STRATEGIC PLANNING SERVICES, IN AN AMOUNT NOT-TO- EXCEED $199,000; AND APPROVING A CARRY-OVER OF $250,000 FROM THE FISCAL YEAR 2018-19 GENERAL FUND BUDGET SURPLUS TO THE FISCAL YEAR 2019-20 PARKS & RECREATION ADMINISTRATION OPERATING BUDGET WHEREAS, the City Council of the City of Carlsbad, California has determined that a comprehensive parks & recreation master and strategic plan update, with extensive public input and education, is integral to a world class city that values access to open space and the natural environment, recreation and active, healthy lifestyles, and history, the arts and cultural resources.; and WHEREAS, the Parks & Recreation Department is nationally accredited by the Commission for the Accreditation of Parks & Recreation Agencies; and WHEREAS, a master and strategic plan update is essential to maintaining current accreditation and eligibility for reaccreditation; and WHEREAS, the Parks & Recreation Department's current strategic action plan identifies a goal of updating the current City Council-approved master plan for another five years; and WHEREAS, on July 1, 2019, staff released a request for proposal for update to a comprehensive parks & recreation master and strategic plan; and WHEREAS, on July 31, 2019, two planning firms submitted proposals; and WHEREAS, both design firms were invited to an onsite interview to provide a project presentation, and to respond to questions from the selection committee; and WHEREAS, based on the submittals, presentations, and responses, the selection committee's aggregate rating of PROS Consulting exceeded that of KTUA; and WHEREAS, staff subsequently negotiated a cost of $13,500 for PROS Consulting to conduct tasks related to a website and mobile application, which were not included in the initial RFP; and WHEREAS, staff recommends the inclusion of $10,220 for additional as needed services, making the total not-to exceed amount of the proposed agreement $199,000; and WHEREAS, in addition to an allocation of $199,000 for the professional services agreement with PROS Consulting, staff recommends an allocation of $51,000 for other public engagement services Oct. 8, 2019 Item #2 Page 5 of 26 related to the master plan update, for a total carry-over of $250,000 from the fiscal year 2018-19 General Fund budgetary savings to the fiscal year 2019-20 Parks & Recreation Administration Operating Budget. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as follows: 1. That the above recitations are true and correct. 2. That the Mayor is hereby authorized and directed to execute the agreement with PROS Consulting for parks & recreation master plan, attached hereto as Attachment "A" and to act on behalf of the City of Carlsbad in all future decisions and actions necessary to implement the Agreement with PROS Consulting to provide parks & recreation master planning services, and to do so in full compliance with the terms and conditions expressed in the aforementioned Agreement. 3. That the City Manager or designee is authorized to execute amendments to said agreement deemed to be in the best interest of the City, and, if the City so chooses, to extend it for one additional one-year term, at no additional cost. 4. That the City Council hereby approves a carry-over of $250,000 from the fiscal year 2018-19 General Fund Budget surplus to the fiscal year 2019-20 Parks & Recreation Administration Operating Budget. PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council of the City of Carlsbad on the 8th day of October 2019, by the following vote, to wit: AYES: Hall, Blackburn, Bhat-Patel, Schumacher, Hamilton. NAYS: None. ABSENT: None. ,,,1111111111,,,,,,, ~''o'''~ CAJ:1./'',,,,/. ~ ·'"•'·"'l. s-~ .. •·· ·· ... u<S,~ fJ.../~· ~ . ··· .. ,"Ji''% got \ ?:-A\o~ \ \~{; Wi f01' ~ \,~,~.,..... ..· ~ 1-~ ,. ...... ·· ... ~ ~'-:tf ............ ~,r,.$' (SEAL) ~,,,,,, l.iFOf't ,,,,,,, ,,,,,,,,,111111111'' Oct. 8, 2019 Item #2 Page 6 of 26 AGREEMENT FOR PARKS & RECREATION MASTER AND STRATEGIC PLANNING SERVICES PROS CONSULTING, INC. ATTACHMENT A njl:Si AGREEMENT is made and entered into as of the q-t..__ day of LJ C-H hA-,L./ , 20 ,q, by and between the CITY OF CARLSBAD, a municipal corporation, ("City"), and PROS Consulting, Inc., a corporation, ("Contractor"). RECITALS A. City requires the professional services of a planning firm that is experienced in master and strategic planning. B. Contractor has the necessary experience in providing professional services and advice related to parks & recreation master and strategic planning and community outreach and education. C. Contractor has submitted a proposal to City and has affirmed its willingness and ability to perform such work. NOW, THEREFORE, in consideration of these recitals and the mutual covenants contained herein, City and Contractor agree as follows: 1. SCOPE OF WORK City retains Contractor to perform, and Contractor agrees to render, those services (the "Services") that are defined in attached Exhibit "A", which is incorporated by this reference in accordance with this Agreement's terms and conditions. 2. STANDARD OF PERFORMANCE While performing the Services, Contractor will exercise the reasonable professional care and skill customarily exercised by reputable members of Contractor's profession practicing in the Metropolitan Southern California Area, and will use reasonable diligence and best judgment while exercising its professional skill and expertise. 3. TERM The term of this Agreement will be effective for a period of twelve months from the date first above written. The City Manager may amend the Agreement to extend it for one additional one-year period or parts thereof. Extensions will be based upon a satisfactory review of Contractor's performance, City needs, and no additional compensation provided. The parties will prepare a written amendment indicating the effective date and length of the extended Agreement. 4. TIME IS OF THE ESSENCE Time is of the essence for each and every provision of this Agreement. 5. COMPENSATION The total fee payable for the Services to be performed during the initial Agreement term shall not exceed one hundred and ninety-nine thousand dollars ($199,000). No other compensation for the Services will be allowed except for items covered by subsequent amendments to this Agreement. If the City elects to extend the Agreement, there shall be no additional compensation in association with it. The City reserves the right to withhold a ten percent (10%) retention until City has accepted the work and/or Services specified in Exhibit "A". Incremental payments, if applicable, should be made as outlined in attached Exhibit "A". REV. 09/18/2019 Oct. 8, 2019 Item #2 Page 7 of 26 6. STATUS OF CONTRACTOR Contractor will perform the Services in Contractor's own way as an independent contractor and in pursuit of Contractor's independent calling, and not as an employee of City. Contractor will be under control of City only as to the result to be accomplished, but will consult with City as necessary. The persons used by Contractor to provide services under this Agreement will not be considered employees of City for any purposes. The payment made to Contractor pursuant to the Agreement will be the full and complete compensation to which Contractor is entitled. City will not make any federal or state tax withholdings on behalf of Contractor or its agents, employees or subcontractors. City will not be required to pay any workers' compensation insurance or unemployment contributions on behalf of Contractor or its employees or subcontractors. Contractor agrees to indemnify City within thirty (30) days for any tax, retirement contribution , social security, overtime payment, unemployment payment or workers' compensation payment which City may be required to make on behalf of Contractor or any agent, employee, or subcontractor of Contractor for work done under this Agreement. At the City's election, City may deduct the indemnification amount from any balance owing to Contractor. 7. SUBCONTRACTING Contractor will not subcontract any portion of the Services without prior written approval of City. If Contractor subcontracts any of the Services, Contractor will be fully responsible to City for the acts and omissions of Contractor's subcontractor and of the persons either directly or indirectly employed by the subcontractor, as Contractor is for the acts and omissions of persons directly employed by Contractor. Nothing contained in this Agreement will create any contractual relationship between any subcontractor of Contractor and City. Contractor will be responsible for payment of subcontractors. Contractor will bind every subcontractor and every subcontractor of · a subcontractor by the terms of this Agreement applicable to Contractor's work unless specifically noted to the contrary in the subcontract and approved in writing by City. 8. OTHER CONTRACTORS The City reserves the right to employ other Contractors in connection with the Services. 9. INDEMNIFICATION Contractor agrees to indemnify and hold harmless the City and its officers, officials, employees and volunteers from and against all claims, damages, losses and expenses including attorneys fees arising out of the performance of the work described herein caused by any negligence, recklessness, or willful misconduct of the Contractor, any subcontractor, anyone directly or indirectly employed by any of them or anyone for whose acts any of them may be liable. The parties expressly agree that any payment, attorney's fee, costs or expense City incurs or makes to or on behalf of an injured employee under the City's self-administered workers' compensation is included as a loss, expense or cost for the purposes of th is section, and that this section will survive the expiration or early termination of th is Agreement. · 10. INSURANCE Contractor will obtain and maintain for the duration of the Agreement and any and all amendments, insurance against claims for injuries to persons or damage to property which may arise out of or in connection with performance of the services by Contractor or Contractor's agents, representatives, employees or subcontractors. The insurance will be obtained from an insurance carrier admitted and authorized to do business in the State of California. The insurance carrier is required to have a current Best's Key Rating of not less than "A-:VII "; OR with a surplus line insurer on the State of California's List of Approved Surplus Line Insurers (LASLI) with a rating City Attorney Approved Version 6/12/18 2 Oct. 8, 2019 Item #2 Page 8 of 26 in the latest Best's Key Rating Guide of at least "A:X"; OR an alien non-admitted insurer listed by the National Association of Insurance Commissioners (NAIC) latest quarterly listings report. 10.1 Coverage and Limits. Contractor will maintain the types of coverage and minimum limits indicated below, unless the Risk Manager or City Manager approves a lower amount. These minimum amounts of coverage will not constitute any limitations or cap on Contractor's indemnification obligations under this Agreement. City, its officers, agents and employees make no representation that the limits of the insurance specified to be carried by Contractor pursuant to this Agreement -are adequate to protect Contractor. If Contractor believes that any required insurance coverage is inadequate, Contractor will obtain such additional insurance coverage, as Contractor deems adequate, at Contractor's sole expense. The full limits available to the named insured shall also be available and applicable to the City as an additional insured. 10.1.1 Commercial General Liability (CGL) Insurance. Insurance written on an "occurrence" basis, including personal & advertising injury, with limits no less than $2,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit. 10.1.2 Automobile Liability. (if the use of an automobile is involved for Contractor's work for City). $2,000,000 combined single-limit per accident for bodily injury and property damage. 10.1.3 Workers' Compensation and Employer's Liability. Workers' Compensation limits as required by the California Labor Code. Workers' Compensation will not be required if Contractor has no employees and provides, to City's satisfaction, a declaration stating this. 10.1.4 Professional Liability. Errors and omissions liability appropriate to Contractor's profession with limits of not less than $1,000,000 per claim. Coverage must be maintained for a period of five years following the date of completion of the work. 10.2 Additional Provisions. Contractor will ensure that the policies of insurance required under this Agreement contain, or are endorsed to contain, the following provisions: 10.2._1 The City will be named as an additional insured on Commercial General Liability which shall provide primary coverage to the City. 10.2.2 Contractor will obtain occurrence coverage, excluding Professional Liability, which will be written as claims-made coverage. 10.2.3 This insurance will be in force during the life of the Agreement and any extensions of it and will not be canceled without thirty (30) days prior written notice to City sent by certified mail pursuant to the Notice provisions of this Agreement. 10.3 Providing Certificates of Insurance and Endorsements. Prior to City's execution of this Agreement, Contractor will furnish certificates of insurance and endorsements to City. 10.4 Failure to Maintain Coverage. If Contractor fails to maintain any of these insurance coverages, then City will have the option to declare Contractor in breach, or may purchase replacement insurance or pay the premiums that are due on existing policies in order to maintain the required coverages. Contractor is responsible for any payments made by City to obtain or maintain insurance and City may collect these payments from Contractor or deduct the amount paid from any sums due Contractor under this Agreement. City Attorney Approved Version 6/12/18 3 Oct. 8, 2019 Item #2 Page 9 of 26 10.5 Submission of Insurance Policies. City reserves the right to require, at any time, complete and certified copies of any or all required insurance policies and endorsements. 11. BUSINESS LICENSE Contractor will obtain and maintain a City of Carlsbad Business License for the term of the Agreement, as may be amended from time-to-time. 12. ACCOUNTING RECORDS Contractor will maintain complete and accurate records with respect to costs incurred under this Agreement. All records will be clearly identifiable. Contractor will allow a representative of City during normal business hours to examine, audit, and make transcripts or copies of records and any other documents created pursuant to this Agreement. Contractor will allow inspection of all work, data, documents, proceedings, and activities related to the Agreement for a period of three (3) years from the date of final payment under this Agreement. 13. OWNERSHIP OF DOCUMENTS All work product produced by Contractor or its agents, employees, and subcontractors pursuant to this Agreement is the property of City. In the event this Agreement is terminated, all work product produced by Contractor or its agents, employees and subcontractors pursuant to this Agreement will be delivered at once to City. Contractor will have the right to make one (1) copy of the work product for Contractor's records. 14. COPYRIGHTS Contractor agrees that all copyrights that arise from the services will be vested in City and Contractor relinquishes all claims to the copyrights in favor of City. 15. NOTICES The name of the persons who are authorized to give written notice or to receive written notice on behalf of City and on behalf of Contractor under this Agreement. For City Name Mick Calarco Title Special Projects Manager Department Parks & Recreation City of Carlsbad Address 799 Pine Avenue Suite 200 Phone No. 760-434-2859 For Contractor Name Neelay Bhatt Title Principal Address 201 South Capitol Ave, Suite 505 Indianapolis, IN 46225 Phone No. 877-242-7760 Email neelay.bhatt@prosconsulting.com Each party will notify the other immediately of any changes of address that would require any notice or delivery to be directed to another address. City Attorney Approved Version 6/12/18 4 Oct. 8, 2019 Item #2 Page 10 of 26 16. CONFLICT OF INTEREST Contractor shall file a Conflict of Interest Statement with the City Clerk in accordance with the requirements of the City of Carlsbad Conflict of Interest Code. The Contractor shall report investments or interests in all categories. Yes~ NoD 17. GENERAL COMPLIANCE WITH LAWS Contractor will keep fully informed of federal, state and local laws and ordinances and regulations which in any manner affect those employed by Contractor, or in any way affect the performance of the Services by Contractor. Contractor will at all times observe and comply with these laws, ordinances, and regulations and will be responsible for the compliance of Contractor's services with all applicable laws, ordinances and regulations. Contractor will be aware of the requirements of the Immigration Reform and Control Act of 1986 and will comply with those requirements, including, but not limited to, verifying the eligibility for employment of all agents, employees, subcontractors and consultants whose services are required by this Agreement. 18. DISCRIMINATION AND HARASSMENT PROHIBITED Contractor will comply with all applicable local, state and federal laws and regulations prohibiting discrimination and harassment. 19. DISPUTE RESOLUTION If a dispute should arise regarding the performance of the Services the following procedure will be used to resolve any questions of fact or interpretation not otherwise settled by agreement between the parties. Representatives of Contractor or City will reduce such questions, and their respective views, to writing. A copy of such documented dispute will be forwarded to both parties involved along with recommended methods of resolution, which would be of benefit to both parties. The representative receiving the letter will reply to the letter along with a recommended method of resolution within ten (10) business days. If the resolution thus obtained is unsatisfactory to the aggrieved party, a letter outlining the disputes will be forwarded to the City Manager. The City Manager will consider the facts and solutions recommended by each party and may then opt to direct a solution to the problem. In such cases, the action of the City Manager will be binding upon the parties involved, although nothing in this procedure will prohibit the parties from seeking remedies available to them at law. 20. TERMINATION In the event of the Contractor's failure to prosecute, deliver, or perform the Services, City may terminate this Agreement for nonperformance by notifying Contractor by certified mail of the termination.· If City decides to abandon or indefinitely postpone the work or services contemplated by this Agreement, City may terminate this Agreement upon written notice to Contractor. Upon notification of termination, Contractor has five (5) business days to deliver any documents owned by City and all work in progress to City .address contained in this Agreement. City will make a determination of fact based upon the work product delivered to City and of the percentage of work that Contractor has performed which is usable and of worth to City in having the Agreement completed. Based upon that finding City will determine the final payment of the Agreement. Either party upon tendering thirty (30) days written notice to the other party may terminate this Agreement. In this event and upon request of City, Contractor will assemble the work product and put it in order for proper filing and closing and deliver it to City. City Attorney Approved Version 6/12/18 5 Oct. 8, 2019 Item #2 Page 11 of 26 Contractor will be paid for work performed to the termination date; however, the total will not exceed the lump sum fee payable under this Agreement. City will make the final determination as to the portions of tasks completed and the compensation to be made. 21. COVENANTS AGAINST CONTINGENT FEES Contractor warrants that Contractor has not employed or retained any company or person, other than a bona fide employee working for Contractor, to solicit or secure this Agreement, and that Contractor has not paid or agreed to pay any company or person, other than a bona fide employee, any fee, commission, percentage, brokerage fee, gift, or any other consideration contingent upon, or resulting from, the award or making of this Agreement. For breach or violation of this warranty, City will have the right to annul this Agreement without liability, or, in its discretion, to deduct from the Agreement price or consideration, or otherwise recover, the full amount of the fee, commission, percentage, brokerage fees, gift, or contingent fee. 22. CLAIMS AND LAWSUITS By signing this Agreement, Contractor agrees that any Agreement claim submitted to City must be asserted as part of the Agreement process as set forth in this Agreement and not in anticipation of litigation or in conjunction with litigation. Contractor acknowledges that if a false claim is submitted to City, it may be considered fraud and Contractor may be subject to criminal prosecution. Contractor acknowledges that California Government Code sections 12650 et seq., the False Claims Act applies to this Agreement and, provides for civil penalties where a person knowingly submits a false claim to a public entity. These provisions include false claims made with deliberate ignorance of the false information or in reckless disregard of the truth or falsity of information. If City seeks to recover penalties pursuant to the False Claims Act, it is entitled to recover its litigation costs, including attorney's fees . Contractor acknowledges that the filing of a false claim may subject Contractor to an administrative debarment proceeding as the result of which Contractor may be prevented to act as a Contractor on any public work or improvement for a period of up to five (5) years. Contractor acknowledges debarment by another jurisdiction is grounds for City to terminate this Agreement. 23. JURISDICTION AND VENUE Any action at law or in equity brought by either of the parties for the purpose of enforcing a right or rights provided for by this Agreement will be tried in a court of competent jurisdiction in the County of San Diego, State of California, and the parties waive all provisions of law providing for a change of venue in these proceedings to any other county. 24. SUCCESSORS AND ASSIGNS It is mutually understood and agreed that this Agreement will be binding upon City and Contractor and their respective successors. Neither this Agreement nor any part of it nor any monies due or to become due under it may be assigned by Contractor without the prior consent of City, which shall not be unreasonably withheld. 25. ENTIRE AGREEMENT This Agreement, together with any other written document referred to or contemplated by it, along with the purchase order for this Agreement and its provisions, embody the entire Agreement and understanding between the parties relating to the subject matter of it. In case of conflict, the terms of the Agreement supersede the purchase order. Neither this Agreement nor any of its provisions may be amended, modified, waived or discharged except in a writing signed by both parties. City Attorney Approved Version 6/12/18 6 Oct. 8, 2019 Item #2 Page 12 of 26 26. AUTHORITY The individuals executing this Agreement and the instruments referenced in it on behalf of Contractor each represent and warrant that they have the legal power, right and actual authority to bind Contractor to the terms and conditions of this Agreement. CONTRACTOR By: (print name/title) CITY OF CARLSBAD, a municipal corporation of the State of California Mayor ATTEST: ~ENG~ City Clerk If required by City, proper notarial acknowledgment of execution by contractor must be attached. If a corporation, Agreement must be signed by one corporate officer from each of the following two groups. Group A Chairman, President, or Vice-President Group B Secretary, Assistant Secretary, CFO or Assistant Treasurer Otherwise, the corporation must attach a resolution certified by the secretary or assistant secretary under corporate seal empowering the officer(s) signing to bind the corporation. APPROVED AS TO FORM: CELIA A. BREWER, City Attorney 7 ,•'\'~\•~•~,,,,. KATHERINE YOUNGER ~ ~.••···•~ ~ Notary Public, State of Indiana S : ,-ot~R, ~ ~ Hendricks County ;*:.~.:*~ Commission# 632874 ~ ;-.. ,.•; f My Commission Expires ~,,,M,\~,~,,,,~ February 08, 2020 City Attorney Approved Version 6/12/18 Oct. 8, 2019 Item #2 Page 13 of 26 EXHIBIT "A" SCOPE OF SERVICES ( City of Carlsbad c_it_v _of_ca_r_lsb_a_d -------------------- Key Steps in the Process The Pion will creole a clear set of objectives that will provide direction to Deportment staff, the (ity Council, Porks and Recreation and Senior Commissions for a short-term, mid-term and long-term range. There are numerous ste11s in the project, with the following key areas of focus being foundational components. .. . W Today? G · g Tomorrow? 7 'Where Are e . Where Are We ''" How Do We Get There. ;;;;;;;;;;.___ --Existing site and facility review Benchmark analysis User fee analysis Programs and services assessments Levels of services standards GIS mopping Partnership review Community engagement needs analysis Statistically-valid survey Demographics & recreation trends analysis review Staffing and maintenance review Development 11lanning, 11ork 11lonning, Needs prioritization Capital development planning Recreation program plan Senior recreation program plan Financial planning ------------1 and pork refursbishment Funding and revenue planning ------------1 Strategic action plan implementation Project Scope of Work The Consulting Team proposes a comprehensive planning approach lo address the requirements of the Plan and will deliver o living and working document that provides guidance for both short-term and long-term goals in o financially sustainable and achievable manner. Following is a detailed approach to develop the Pion related to implementing specific action items. Task 1 -Project Management, Progress Reporting, and Data Review A. Kick-off Meeting & Project Management -A kick-off meeting should be attended by the key City staff and Consulting Team members to confirm project goals, objectives, and expectations that will help guide actions and decisions of The Consulting Team. Detailed steps of this task include: • Confirmation and Outcomes -The project goals, objectives, scope, and schedule will be confirmed. Discuss expectations of the completed project. • Communications-Confirmation on lines of communication, points of conlocl, level of involvement by Department staff and local leaders, and other related project management details. Also, protocols and procedures for scheduling meetings should be agreed lo. • Data Collection and Review -The Consulting Team will collect, log, and review key data and information to facilitate a thorough understanding of the project background. • Project Branding and Social Media Strategy-The Consulting Team will work wifh the City's Communication Team to develop a project brand for the Pion. This could include specific Project Nome, Logo, Hashtogs etc. and will be woven into all aspects of project communication and outreach. • Prepare database of stakeholders -The Consulting Team will work with the Deportment who will gather contact information from a variety of sources within the Department. This information will be used in the key leadership/focus group interview portion of the Pion. • SWOT Analysis -The Consulting Team will work with th~ staff to update the SWOT analysis highlighting existing Strengths, Weaknesses, Opportunities and Threats faced by the Departments as ii seeks lo expand and grow its offerings over the next five years. City Attorney Approved Version 6/12/18 8 Oct. 8, 2019 Item #2 Page 14 of 26 Request for Proposals 20-02: Update to Comprehensive Parks & Recreation Master and Strategic Plan B. Progress Reporting -The Consulting Team, City special projects manager, communications manager and the porks & recreation director will hold progress meetings as often as necessary, but in no case less than once per month until the final pion is approved by the City Council for progress reporting. The Consulting Team will supply the porks & recreation director with al least two copies all completed or partially completed reports, studies, forecasts, mops or plans as deemed necessary by the parks & recreation director at least three calendar days before each progress meeting. The parks & recreation director will schedule the meetings, as necessary, during the development of the Plan. Task 2-Public Outreach and Engagement In collaboration with the City's Communications Deportment, the Consulting Team will identify, describe, and implement a comprehensive strategy and methodology for broad community involvement in the Plan development process. The Consulting Team will ensure residents, user groups, associations, and other stakeholders ore provided multiple opportunities to participate in pion input and development. A minimum of three (3) meetings each with the Parks & Recreation and Senior Commissions and the City Council will be completed to provide updates and progress reporting (introductory, midterm, and final). The Consulting Team will act as professional focilitotors to gather specific information about services, use, preferences and any agency strengths, weaknesses, opportunities, and threats. With the help of our specialized community engagement partner, we will provide well-organized and directed activities, techniques, and formats that will ensure that a positive, open, and proactive public participation process is achieved. Written records and summaries of the results of the public process will be provided. The process will provide the Carlsbad community numerous methods of engagement to ensure the Plan includes input from as many people as possible, including users and non-user of the services and facilities. Specific tasks include but may not be limited to: A. Review of Past Input and Public Engagement/Advocacy Strategy -The Consulting Team will review all documentatton from recent Parks & Recreation Department public input, including the 201 S Master Plan, individual park master plan updates, and input from Veterans Memorial Park master planning process currently underway. The public engagement process will work hand in hand with the development of an advocacy strategy for the Pion. This strategic process is a series of workshops at each milestone of the phase as shown: • Workshop Series #I -Overview of project and processes to achieve successful, sustainable implementation • Workshop Series #2 -Present Key Public Needs Assessment Findings • Workshop Series #3-Present Key Technical findings • Workshop Series #4 -Present Recommendations and Implementation Plan • Workshop Series #5-Present Final Plan for Adoption Each Workshop Series includes outreach/presentations and opportunities for feedback to: • Stoff/Steering Committee • Community • Parks and Recreation and Senior Commissions • City Council B. Internal Focus Group Interviews-The Consulting Team will perform three to four (3-4) internal focus groups meetings with city leaders and staff to identify needs and priorities. These meetings will include 8-15 city leadership to gain an understanding of priorities for the Plan. C. Super User Focus Group Meetings -The Consulting Team will hold focus group meetings with stakeholders, including sports leagues, user groups, volunteers, seniors, Friends groups, nonprofit organizations and other individuals and groups to identify needs and priorities. Eight (8) focus group meetings (up to 8-15 stakeholders in each) will be completed to gain public City Attorney Approved Version 6/12/18 9 Oct. 8, 2019 Item #2 Page 15 of 26 ( City of Carlsbad c_ity_o_fC_ar_lsb_ad ________________ _ feedback on use, preferences, and any agency strengths, weaknesses, opportunities and threats from the community at-large. We will utilize City staff to identify target focus groups and key leaders. The goal is to identify their vision and values and how they translate into future programs and development needs. During these focus groups, we will gain on understanding of the community values, as well as determine the priority for recreation facilities and programming, porks, needs of the City of Carlsbad community. D. Intercept Surveys-We will conduct on-site surveys to get input from parks and recreation users. We recommend completing a cross-section of pork types (e.g. Neighborhood Pork, Community Pork, Special Use etc.) in each of the City's four quadrants with up to fifty (50) intercept surveys completed in each quadrant (200 total). The Consulting Team will document oil input received during the intercept surveys. E. Public Workshops-Public workshops will serve to present information and gather feedback from community members by going where people ore and not just expecting them to come to us. We propose to conduct a total of three (3) public forums: two (2) initial public forums to introduce the project and project goals, gain input for the community's vision and core values and one (1) as o final briefing and input opportunity on the recommendations of the draft pion. We have engaged bi-lingual speakers in languages ranging from Spanish, Hindi, Mandarin and others in order to provide a truly inclusive environment and con do the some here, if needed. live Keypad polling will be utilized by our team during these meetings. This technology, which uses remote controls with a radio frequency that transmits results to o laptop computer, may be used during these meetings. Meeting participants con anonymously vote on or rank various options and the group results are immediately recorded and displayed on the computer screen. We hove successfully utilized this technique and have heard extremely positive feedback from clients and participants alike for a process that allows for entire audience participation, versus the vocal few, and ensures full transparency since they con see the results in real-time. As Carlsbad hos done in all previous planning ventures, we expect it will continue to maximize media exposure and outreach to ensure community awareness and drive incremental participation for oil the various input mechanisms. While the key purpose for these meetings will be to ensure opportunities for the general public to discuss their priorities and perceptions surrounding porks and recreation, we will also ensure we use them as opportunities subtly educate the public on the opportunities, benefits, and constraints of the Department. The Consulting Team will specifically engage youth either through the delivery of on online survey or through o separate pop-up outreach event at a school/ pork (as done in Son Clemente in the picture above). These surveys will provide City of Carlsbad youth a medium to solicit their input as ii relates to recreation program and facility needs. F. Presentations -The Consulting Team will prepare and deliver with Parks & Recreation Deportment staff up to six (6) .. presentations, including schools, community groups, city boards and commissions, and the City Council meeting presentations. A PowerPoint presentation will be prepared along with speaking points. G. Statistically Reliable Survey-The Consulting Team will complete a stotisticolly-relioble survey that can be generalized to the entire adult population in Carlsbad with o plus or minus 5% margin of error. The survey goal is to quantify the range of ideas, needs and priorities identified during public meetings, focus groups, and other public input. Once selected for the project, ETC Institute will meet with City staff via phone or Zoom to discuss the goals and objectives for the project. To facilitate the survey design process, ETC Institute will provide the City of Carlsbad with sample surveys created for similar projects. Based on all the community input feedback and with additional input from the City staff, ETC Institute will develop a first draft of the survey. City Attorney Approved Version 6/12/18 10 Oct. 8, 2019 Item #2 Page 16 of 26 Hequest for Proposals 20-02: Update to Comprehensive Parks & Hecreation Master and Strategk Pion This includes ensuring the survey instrument is worded to obtain statistically valid and reliable results, fine-tuned to shorten the survey instrument yet obtain the vital information needed, and formatted to meet all coding requirements. It is anticipated that 3-4 drafts of the survey will be prepared before the final draft is approved by the City. As part of this task, the sampling pion for the survey will be finalized and the project manager will discuss which methodology is best to conduct the surveys. ETC Institute recommends administering the survey to a random sample of at least 375 residents in the City of Carlsbad. A random sample of 375 surveys would hove a precision of of least+/· 5% of the 95% level of confidence; it would also allow the results of the survey to be analyzed by sociodemographic and geographic characteristics. ETC Institute will ensure that the results of the survey will be statistically representative of Carlsbad residents. ETC will also ensure that the survey results are statistically significant based on the population of the City. Special attention will also be paid to the treatment of non- Q11. Par1<s and Recreation Facilities That Are Most Important to Respondent Households b)'~«m1t.,g•ot~wlloultd~ti~llsn11S1111e~'nelr!Clpklrd\olc.e1, i.. .. ,, l«·,:,e\, ""i;r, In!~"'••._,,.,.,,~,.••• English speaking respondents, particularly those who speak Spanish. ETC Institute has over 15 Spanish speaking interviewers that can be assigned to wo.rk on this project. To ensure the non-English speaking residents of a community are well represented, ETC Institute can do the following: • The cover letter that is sent with the mailed version of the survey can contain information that is translated into ,, Spanish. • ETC Institute can establish o toll-free phone number that Spanish (and English) speaking residents can coll. Non- English-speaking interviewers from our firm will be available to administer the survey over the phone. • Based on discussions with staff, the survey firm will determine the demographic questions to be included in the survey about which languages other than English are spoken in the home. This could also help ensure that non- English speaking/ Spanish speaking populations are well represented in the sample. Once the final survey instrument is approved, ETC Institute will administer the survey methodology finalized by the City. ETC Institute has the capabilities of administering the survey by mail, phone, or internet alone. However, ETC Institute recommends using a combination of moil, internet, and phone. Given the negative impact Caller ID has had on phone survey response rotes in recent years and the need lo ensure diverse populations ore well represented, we offer the combination moil/internet/phone to maximize the overall level of response. Even if people do not respond by moil or online, people who receive the mailed version of the survey ore significantly more likely to respond to the survey by phone because they know the survey is legitimate. As needed, multiple contact attempts at various times during the week, including weekends will be mode to contact adult residents. The moiled survey will include a cover letter (an City letterhead) that will explain the importance of the survey, encourage participation, and include a link to complete the survey online for citizens who prefer that option. All mailed surveys, including the cover letter, will be printed by ETC Institute. All attempts to contact respondents will be tracked to accurate ly calculate the number and rates for refusals, ineligible contact information, eligible contact information, and completed interviews. These rates con also be reported in the final report. H. Online Survey-The Consulting Team will work with Po rks & Recreation Department staff to prepare on online survey using the City's online platform, www.publicinput.com. The Consulting Team will be responsible for working with staff to devise questions and synthesize community input received. I. Informational Materials and Plan -The Consulting Team will provide input on the public involvement design plan and project information materials, website content, social media posts, video scripts and other information prepared by the City's Communication Deportment and review for accuracy and message consistency. City Attorney Approved Version 6/12/18 11 Oct. 8, 2019 Item #2 Page 17 of 26 (city of Carlsbad c_it_y_of_c_a_rls_b_ad _______________________ _ J. Project Management-The Consulting Team will participate in three (3) planning meetings with the project team and the City's Communication Department staff to discuss the public outreach and involvement strategy and coordination. K. Documentation-:-The Consulting Team will prepare a report summarizing the public outreach and involvement process and th e input received. The Consulting Team will include original reports in their entirety from surveys, public comments and other input. We will also identify how the input was used in developing the Plan update, and for input that was not incorporated, we will explain why. It is understood that the City's Communication Department will support the planning effort with the following: • Public involvement design (messages, audiences, summary of key decisions where public input is needed) • Project informational materials and handouts • Project video • Social media • Media relations • Project website • Public meeting planning, noticing, promotion, hosting and facilitation • Online public input platform management Task 3-Demographic & Trends Analysis & Benchmarking A. Demographic Assessment & Trends Analysis -The Consulting Team will utilize the City's projections and supplement with census tract demographic data obtained from Environmental Systems Research Institute, Inc. (ESRI), the largest research and development organization dedicated to Geographical Information Systems (GIS) and specializing in population projections and market trends; for comparison purposes data will also obtained from the U.S. Census Bureau. This analysis will provide an understanding of the demographic environment for the following reasons: • To understand the market areas served by the park and recreation system and distinguish customer groups. • To determine changes occurring in the City and the region, and assist in making proactive decisions to accommodate those shifts. • Provide the basis for Equity Mapping and Service Area Analysis The demographic analysis will be based on US 2010 Census information, 2019 updated projection s, and 5 (2024) and l 0 (2029) year projections. In addition, any input from the City's Planning Department or SANDAG will be referenced, as appropriate. The following demographic characteristics will be included: • Population density • Age Distribution • Households • Gender • Ethnicity • Household Income/employment • Education attainment From the demographic base data, sports, recreation, and outdoor trends are applied to the local populace to assist in determining the potential participation base within the community. For the sports and recreation trends, we utilize the Sports & fitness Industry Association's (Sf/A) 1019 Study of Sports, fitness anti Leisure Participation, ESRI local market potential, as well as participation trends from the Outdoor Foundation on outdoor recreation trends. City Attorney Approved Version 6/12/18 12 Oct. 8, 2019 Item #2 Page 18 of 26 Hequest for Proposals 20-02: Update to Comprehensive Porks & Recreation Moster ond Strategic Pion B. Benchmarking Analysis -A benchmark analysis will be completed to compare City of Carlsbad Parks and Recreation Department to five (5) other relevant peer agencies with similar size and density regionally. We will work with the Deportment to identify the 15 key metrics to be surveyed and analyzed, as well as th e benchmarked communities and this could be done via information obtained directly from the agencies or from NRPA' s Field Report benchmark database. Jurisdiction Population Population Total Total Annual System Size of City/ Per Square Number of Program {Sq. Miles) Jurisdiction Mile Park Sites Participants Lodi 13.82 63,338 4,583 27 66,555 Manteca 17.76 71,948 4,051 62 55,200 Roseville 36.22 127,035 3,507 72 1,353,645 Tracy 22.14 84,691 3,825 72 10,424 Woodland 15.30 56,590 3,699 29 32,000 Yuba City 14.66 65,416 4,462 23 99,000 Task 4 -Existing Sites Analysis A. Assessment of Existing Parks and Facilities -We will compile a GIS comprehensive inventory of existing parks, trails, open space/preserves open to the public. This will include confirmation of the location and size of existing parks and facilities, as well as functionality, accessibility, condition, comfort, and convenience. The analysis will list each location's amenities, its current condition, estimated age, and provide a replacement schedule with estimated costs. Our team will provide qualitative evaluation of amenities per park report (e.g. equal balance of amenities in each park) and develop a set of prioritized recommendations for improvements needed within existing parks, open space, buildings, and othenecreation facilities. To begin, an extensive park and facility tour will be performed with City staff to assess and confirm the inventory and existing , conditions. We will also review and ensure alignment with other City of Carlsbad plans to ensure synergies and interconnectivity between the various planning documents. The Consulting team will provide a graphic and written site assessment of existing parks, open space, recreation facilities, and trails in the City. An aerial photo of each site will be obtained from Google Maps and a list of the existing park facilities cind amenities will be listed. A list of all proposed improvements and renovations will also be provided along with identifying facilities and amenities that should not be replaced. Information from this assessment will be used to update the Levels of Service standards and influence the Capital Improvement Needs for the plan. The assessment will consider the l 0-minute walk initiative and the Trust for Public Land ParkScore rankings, and include a comparative analysis to communities of similar size and density regionally using national accepted standards. The analysis will consider not only the capacity of each amenity found within the system (e.g. playgrounds ball fields, trails, natural areas, special facilities, etc.) as well as functionality, accessibility, condition, comfort, and convenience. Evaluation criteria will be based on the expressed values of the community. The analysis will also include identification of best possible providers of community and recreation sites and make recommendations for minimizing duplication and enhancing possibilities for partnerships. City Attorney Approved Version 6/12/18 13 Oct. 8, 2019 Item #2 Page 19 of 26 ( City of Carlsbadc_it_v_of_c_ar_ls_ba_d _____________________ _ B. Park Classifications and Level of Service Standards-We will review existing design principles and update, as needed, with input from City Planning staff. We recognize that Carlsbad has grown its porks and recreation offerings since the previous Plan with additions at Pine Avenue Pork and Poinsettia Park among others and we will work with the staff to accurately reflect the inventory of available resources and update the preferred level of service standards for all park sites, , amenities and indoor and outdoor facilities. These classifications will consider size, population served, length of stay, and amenity types/services and will factor in NRPA's standards as well as California specific. Commi.,ljt,,Pa~(1H002cres) S:9na1U1sPark.(tOO•ocrss) CCPR S::'OJI ~ lnwnlt'iy C;t,r'CF,C O".stic: C!t:b ,.,, 169.37 "'"' 63.00 J 125.C0 T~ Curien!Sen-icn~1e!ba~u:,D11 ln\lir,lory popu~~cn 28.25 !l.3J atresper 1.000 231.37 £.68 acres;,er 1,000 31!0 itre,per 1,000 ~e~::t~ 404.22 4.68 acresper 1,1100 400 at~per 1,000 MeetsSlamiard Pdl!ito;,ialF$clih51 A>nsti~~Need!d -k:re(s) 13.35 141ZI 154.58 1,7G acres1rnr 1,000 100 llt:U!!ptr 1.000 MH!sSrand:ml 51.e, 51.83 OJiO ec~per 1.000 Z.00 ac1u1m 1,000 f~ll:!El-~:, 2o kr~(s) -k re(sj • krn\s) 121 k18(S) -kn: 139 Acrt C. Totaf~rkAcru 541.05 141.20 ! 188.00 87025 10.07 acr~per 1,1100 100'J 1i:rnptf 1.000 MeetsSW\dard Sp!.;'/~ P!cn~,traas/SM=lli.!rs SoccerFlfkr 6.00 200 l<JX> 11.00 ,.,., 12.00 ""' '"' SJJO 1.i.001 2.00 ,., Tennis Coons :l1.00 MUti--,UseTrah(MResJ !Ell<) 1,0, 1.00 '"' W ) .;8.183.SO ! Man~n CammunityO!rt.~r (Squ/111! Fu9 1.«iffi.00 !ili-"39 95.J(,l Nole$: County b1wenlt1ryintludesin,ent1;1ry t1nl~loun:I in Camtel ClayPArttsanc! RecrulionjuriM!lction Populaflon bas!!d an Claylov.nship's limits The:J1lenni&courts11rep~rtola11lnler-localAgrttme111eslabllshv.tlhschot1ldistrictlorpublkuse I 25.00 ' 2.00 ~.00 1,.00 1.00 :!.00 "' ,.oo 12.00 60.00 1.00 200 2800 27J]() 19.00 2UIO B7J](J 15.00 3.00 1.00 14.C-O • I 16.00 ◄ 8,1&3.50 146225.00 1.00 stni;U?Vper UlO sln.cb:lrepet 1.00~lm!pl!I' 1.00 ieldper ""' hldp&r \.00 ~ski per 100 crunpu 1.001 ccunpor 0.19 mlle&per 1001 sleper UIO sileper 100 s!t>par , ... SFp" 1m I "''" Geographical Analysis through Mapping -We will work with the City to determine appropriate GIS mapping. This includes mapping by classification and major amenities by facility standards as applied to population density and geographic areas. A service area is defined as a measured area around a park or amenity whose radius encompasses the population associated with the appropriate facility standard for each park classification and amenity. Using the facility standards and service areas provided by the Consulting Team for each pork and major facility type (amenity), a series of maps by each pork classification and major amenities will be prepared. This mapping identifies gaps and overlaps in service area. It is assumed that the City will provide base GIS information including inventory and general location of park sites and amenities. We will provide mops in digital format (Adobe Acrobat PDF format) and hard copy. 1,965 43,220 3.1191 :!.201 2,701 ◄,5-19 ,.,, '" 1.0,0 28,813 86,4:!9 5,-402 p91i(l!l pe!Slln 1.c,QSln,tllJTt'11!2!1,000 !~O!!'.i- l.00sl!-J::.Jm!xlr 4,000 MeetsSlanrlard 100 h1C1µe1 ◄.000 MntsS!anda!d HXI ie!dP9r 4,0CO IJc.,-.eEi:::. 1.00 ui<1rtpe.r 6.000 MeetsS!andard 1.0-.) cwn1ier 3.000 Mee::sS:andar:I U.,OHIOJII """'~ .... ~, o ~......._.,, -Acn{s) • Slrut\U!eS(s M~!sS'.3ndarcil 2 Srut!ums{S N~!di) · Slruc!ures(i; IJa!.sSl:lndan:I 3 Field{s) • Co.HI{!) • Co.u(s) ,~.-edf:1;:~ /Jee!sSl:~llll!n1 MalsSlamlard ·l SquiwFee M~13Smnliartl cAAtS&Ao Car1U11d, C1Ufom!a Pa.<br-:IR~N&-Jd;; lu:!e=ffl!;ir,;IA.t,;;r:P,;;ri Task 5 -Programs and Services Analysis A. Program Services Assessment-Program services and special events are the backbone of community service agencies. This assessment will review how well the City of Carlsbad aligns itself with community needs. The goal of this process is to provide recreation program enhancements that result in successful and innovative recreation program offerings. Our team will provide insight into recreation program trends from agencies all around the country. The process includes analysis of: • Age segment distribution • Lifecycle analysis • Core program analysis and development . .,,, 3"" • Sru • Fie!, -lA111< SIFiet -jCmJ -Ccu -Ste 1""' -Site City Attorney Approved Version 6/12/18 14 Oct. 8, 2019 Item #2 Page 20 of 26 Request for Proposals 20-02: Update lo Comprehensive Parks & Hecreafion Master and Strategic Plan • Similar provider analysis/ duplication of service • Market position and marketing analysis • User fee analysis for facilities and programs/services • Review of program development process • Backstage support, or service systems and agency support needed to deliver excellent service Ultimately, the outcome of the process will be the creation of o dynamic recreation program pion that results in increased registration, drives customer retention and loyalty, improves customer satisfaction, and increases revenues. Additionally, it will help focus staff efforts in core program areas and create excellence in those programs deemed most important by program participants. The assessment will include analysis of the Deportment's level of recreation programs, services and maintenance in relation to present and future goals, objectives and directives. It will also recommend the best possible providers for programs and services and identify and discern any unnecessary duplication of services through public and private program providers. The Consulting Team will provide recommendations for minimizing duplications or enhancing possibilities for collaborative partnerships where appropriate. Task 6-Recreation Programming Assessment and Plan A. Recreation Programming Plan -The Consulting Team will provide a recreation assessment and programming plan for youth and adult populations that meets CAPRA standards. This will be interwoven with Program Services Assessment and will consist of the following: • Program objectives • Program and service statistics • Program and service determinants • Recreation and leisure trends analysis • Community programming inventory Task 7 -Senior Recreation Programming Assessment and Plan A. Senior Recreation Programming Plan -The Consulting Team will provide a recreation assessment and programming plan specifically targeted at the senior population that meets CAPRA standards. We recognize the growing and active senior population in Carlsbad and particularly the heavy user base of Pine Avenue Senior Center. To that end, our senior recreation program plan will be modeled after the Recreation Programming Plan and consist of the following: • Program objectives • Program and service statistics • Program and service determinants • Recreation and leisure trends analysis • Community programming inventory Task 8 -Priority Rankings, Capital Improvement Plan and Funding A. Prioritized Facility and Program Priority Rankings -We will synthesize the findings from the community input, survey results, standards, demographics and trends analysis, park and facility assessment, program and services assessment, and the service area mopping into a quantified facility and program priority ranking. This priority listing will be compared against gaps or surplus in recreation services, parks, facilities and amenities. We will also compare this with the previous priority rankings done to compare and contrast how the community's priorities and unmet needs have changed in the last five years since the previous Plan. This will list and prioritize facility, infrastructure, amenities, and program needs and provide guidance for the Capital Improvement Plan. City Attorney Approved Version 6/12/18 15 Oct. 8, 2019 Item #2 Page 21 of 26 ( City of Carlsbadc_it~yo_fC_ar_lsb_ad ________________ _ B. Capital Improvement Plan -We recommend the development of a three-tier capital improvement plan that will assist the City of Carlsbad in the inevitable and continuous rebalancing of priorities and associated expenditures. Each tier reflects different assumptions about available resources. • The Critical Alternative has plans for prioritized spending within existing budget targets and focuses on deferred maintenance and lifecycle replacement of assets and amenities within the existing porks system. The intention of this alternative is to refocus and make the most of existing resources with the primary goal being for the department lo maintain high quality services. • The Sustainable Alternative describes the extra services or capital improvement that should be undertaken when additional funding is available. This includes strategically enhancing and renovating existing porks and facilities to better meet the park and recreational needs of Carlsbad residents that would require additional operational or capital funding. In coordination with City Council, Parks and Recreation and Senior Commission, and the Department would evaluate and analyze potential sources of additional revenue, including but not limited to capital bond funding, partnerships, grants, and existing or new taxes. • The Visionary Alternative represents the complete set of services and facilities desired by the community. It is fiscally unconstrained but con help provide policy guidance by illustrating the ultimate goals and by providing a long- range look to address future needs and deficiencies. In the Needs Assessment, the Visionary Alternative addresses complete renovations of aging parks and facilities and the development of new parks and facilities. Funding for visionary projects would be derived from partnerships, private investments and new tax dolla rs. C. Funding and Revenue Strategies -Funding strategies will be developed based in part to our review and analysis of the facilities as well as the national experience brought by The Consulting Team. The Consulting Team has identified numerous funding options that con be applied to the Plan based on the community values and in light of recent Prop 68 developments that may benefit the city as well. The funding strategies to be evaluated for recommendations will include at a minimum: • Fees and charges options and recommendations • Endowments/Non-profits opportunities for supporting operational and capital costs • Sponsorships to support programs, events, and facilities • Partnerships with public/public partners, public/not-for-profit partners and public/private partnerships • Ded_icoted funding sources to support land acquisition and capital improvements • Development agreements to support park acquisition, open space and park and facility development • Earned Income options to support operational costs • Land or facility leases to support operational and capital costs • Identify grant opportunities and resources to construct parks and facilities identified in the Plan including suggested timelines Task 9 -Strategic Action Plan & Plan Development Th~ Pion will be framed and prepared through a series of workshops with City staff that are reflective of CAPRA standards. The overall vision and mission statements will be affirmed or modified, and direction for the City will be established along with individual action strategies that were identified from all the research work completed. Key recommendations and tactics that support each action strategy to its fullest potential will be outlined in a strategy matrix with priorities, time lines, measurement, and teams within City or external part ners to focus on. Specific tasks include: A. Confirm/Update Vision, Mission and Goals/Objectives -The supporting vision and mission statements will be affirmed or developed with senior City staff in a work session. Following this effort, goals/objectives an d policies will be established and prioritized. A status briefing will be presented to gain input and consensus on direction. 8. Strategic Action Plan Development -Upon consensus of all technical work, the remaining action plan will be completed with supporting strategies, actions, responsibilities, priorities/timelines and cost estimates. These strategies will be classified City Attorney Approved Version 6/12/18 16 Oct. 8, 2019 Item #2 Page 22 of 26 Hequest for Proposals 20-02: Update to Comprehensive Parks & Hecreation Master and Strategic Plan as short-term, mid-term or long-term strategies and priorities. This will be reviewed with senior City staff in a half-day workshop. The Consulting Team will propose a prioritization schedule and methodology used on successful plans across the United States from previous work. Action plans will be established in the following key areas: • Park and Facility Development and Improvements-Recommendations that provide for short-and long-term enhancement of land acquisition in the City. This will include useable and workable definitions and recommendations for designated park and facilities with acreages and parameters defined as appropriate. • Park and Facility Management-Recommendations that provide for short-and long-term enhancement of pork and facility management practices of the City, as well as prioritized recommendations for facility needs specific to youth, adult, and senior populations. • Programs and Services -Recommendations for recreational programming needs specific to youth, adult, and senior populations. • Financial and Budgetary Capacity Development -Recommendations that provide for short-and long-term enhancement of the financial and budgetary capacity of the City related to porks and lands. • Policies and Practices -Specific policies and practices for the City that will support the desired outcomes of the Plan will be detailed. C. Draft Report Preparation and Briefings-The Consulting Team will prepare a draft Plan with strategies taking into account all analyses performed and consider the fiscal and operational impacts to the City. The recommendations and prioritization of needs will be reviewe·d and discussed with the City. D. Final Plan Preparation, and Production -Upon comment by all senior City staff and the community, the Consulting Team will revise the Draft Plan to reflect all input received. Once the Draft Plan is approved by the City, the Consulting Team will prepare a final Summary Report and present to the Parks and Recreation and Senior Commissions and City Council for final approval and adoption. The final pion will be prepared with a Summary Report delivered along with associated appendices (technical reports). Final Deliverables • The update to the comprehensive parks and recreation master and strategic pion will include written, prioritized goals, plans, objectives, and policy statements that articulate a clear vision and "road mop" and model for the Parks & Recreation Deportment's future and are reflective of CAPRA standards. • A summary of existing conditions, inventories, staffing and level of service analysis. • Charts, graphs, mops and other data as needed to support the plan and its presentation to readers. • A strategic action plan. • A minimum of three meetings with the Parks & Recreation and Senior Commissions prior to and at the time of recommendation of acceptance of the comprehensive parks & recreation master and strategic plan. • A minimum of three meetings with the City Council, introduction to planning methods, one at the time of the presentation of the draft comprehensive parks & recreation master and strategic pion, and one at the adoption of the final update to the comprehensive porks & recreation master and strategic pion. • A full color version of the draft comprehensive parks &recreation master and strategic pion document consisting of one printed and bound color copy and an electronic copy in .docx and .pdf formats. • A color version of the final comprehensive parks & recreation master and strategic plan document consisting of six printed and bound color copies and an electronic copy in .docx and .pdf formats. • Note: The city shall be responsib le for the arrangement and notice associated with the above meeting schedule. • The consultant shall deliver all prepared information and reports for the public meeting: o A minimum of two weeks in advance of scheduled Porks & Recreation and Senior Commissions meetings. o A minimum of six weeks in advance of scheduled City Council meetings. City Attorney Approved Version 6/12/18 17 Oct. 8, 2019 Item #2 Page 23 of 26 Ccityof Carlsbad c_it_y _of_c_ar_ls_ba_d _ Section Si x -Proiect Cost of Services T.is.k 1-Project Management, Provess Reporting & Data ·Review ~ • r A. Ki ci<off Meetin1,and Data Collection $ 6,620 6. Progress Reporting $ 4,080 Expenses $ 2,000 Subtotal Dollars $ 12,700 Task 2 a Public·outreach and Engagement - A. Review of Input and Public Engagement/Advocacy Strategy $ 3,120 6. lntemar Focus Group lnterview.s $ 4,140 C. Super User focus Group Meetings $ 4,140 0. lnterceptSurveys $ 2,100 E. Public Workshops $ 7,360 F. Pre.sentations $ 3,820 G. Statistically-Reliable Survey $ 12,660 H. Online Survev $ 1,540 I. Informational Materials and Plan $ 1,320 J. Project Management $ 1,320 K. Documentation $ 2,280 £menses $ 4,000 Subtotal Dollars $ 47,800 T.isli. 3 -.Demographic & TrendsAn.i.fysis & Benchmarkin·g A. Demographic &Trends Analysis $ 3,300 6. 6enchmarkingAnalysis $ 3,300 £,menses $ - -Subtotal Dollars $ 6,600 Task 4 .• Existing Sites Analysis -- A. Assessment of Existing Parks and facilities $ 19,220 6. Park Classifications and Level of Service Standards $ 4,280 C. Geographical Analysis through Mapping $ 3,760 Expenses $ 800 Subtotal Dollars $ 28,060 Task 5 -•Programs and Services Analysis ,_ •-:.. A; Program Services Assessment $ 5,960 El<penses $ - Subtotal Dollars $ 5,960 Ta.sk 6-Recreatictn ProgramniingAssessme.nt·.and·Plan ----A. Recreation Programming Pl an $ 12,920 Expenses $ 2,000 Subtotal Dollars $ 14,920 Task 7 ::. Senior Rea-eal ion Programming Assessment and Plan - A. Senior Recreation Programming Plan $ 10,020 Expenses $ 2,000 Subtotal Dollars $ 12,020 Task ·s-Prior-itY Rankings, Capital Improvement Plan, and•Funding ~ - A. Prioritized Facility and Program Prforitv Rankings $ 4,100 6. Capital Improvement Plan $ 4,920 C. Fun.ding and RevenueStrategies $ 3,s4o I Expenses $ 1,000 Subtotal Dollars $ 13,560 Task 9 -Strategic Action Plan g ·p1an Development A. Confirni/Update V1Sion, Mission and Goals/Objectives $ 3,240 6. Strategj c Action Pl an Development $ 6,340 C. Draft Report Preparation and Briefings $ 8,680 0 . Final Plan Preparation and Production s 11,200 Expenses $ 4,200 St1btotal Dollars $ 33,660 TOTAL EXPENSES $ 16,000 TOTAL FEES $ 159,280 TOTAL DOtlARS $ 175,280 City Attorney Approved Version 6/12/18 18 Oct. 8, 2019 Item #2 Page 24 of 26 Task 2K -Public Outreach and Engagement Scope Items for Carlsbad Parks and Recreation Update to the Strategic Master Plan A. Multilingual ADA Accessible Crowd-Sourcing Project Website The consulting team proposes this option to ensure greater outreach and inclusion in the community input process. To that end, the consulting team will: 1. Update the existing project website www.carlsbadparksplan.com to be ADA accessible based on the national guidelines 2. Update website design and imagery/content to reflect the current planning effort 3. Continue to ensure the website is responsive design -mobile friendly and multilingual (through Google Translate) 4. Provide ongoing updates and maintain all website content for the duration of the project while ensuring City of Carlsbad branding and communication guidelines are adhered to This multilingual website has proven to be a very effective tool in engaging the community on an ongoing basis as well as maximize outreach to a millennial/multilingual audience that may .not traditionally attend public meetings or choose to respond to a phone or mail survey. Deliverables: • Updated version of www.carlsbadparksplan.com to be an ADA accessible, responsive design multilingual crowdsourcing website • Maintain and update the website with all plan updates, meetings, technical reports, online surveys etc. throughout the duration of the project B. Real-Time Customer Feedback App This is a real time, GPS location-based customer feedback app for the community to participate in the update to the Strategic Master Planning process. As technology evolves and more millennials use apps and mobile devices to engage, this will provide for a customized and City of Carlsbad branded app-based tool for the city to obtain feedback from any specific site or GPS location from the community members during the entire planning process. Real-time Customer Service Reporting App -Key Features Real-Time Notification: Predetermined staff (by location) will get instant email notifications of any user feedback, and this feedback would be helpful with determining site specific needs that can be woven into the plan's recommendations and the capital improvement plan (CIP). Ad-Supported Functionality: The functionality will also include a provision to incorporate banner ads to highlight upcoming meetings/special events and other opportunities for the community to share input in the planning process. City Attorney Approved Version 6/12/18 19 Oct. 8, 2019 Item #2 Page 25 of 26 Data Dashboards: The information obtained from the app will be accessible to staff through a personalized web portal. It will provide the ability to sort and view by specific location thus allowing the city and department leadership to address specific feedback in the planning process. Deliverables: Customized Carlsbad app design, development and launch Costs Total: $13,500 Includes • ADA accessible website development • Updated website design • All website maintenance and content updates for the duration of the project • Carlsbad app design, development and maintenance Costs Summary • Project cost of services (tasks 1-9): • Communications scope items (task 2K): • Additional as needed services: • Total not to exceed amount: $175,280 $13,500 $10,220 $199,000 The special projects manager will review, and authorize for payment, individual tasks as they are completed and invoiced. City Attorney Approved Version 6/12/18 20 Oct. 8, 2019 Item #2 Page 26 of 26