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.
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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
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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.
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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.
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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.
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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.
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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
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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.
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Request for Proposals 20-02:
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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
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( 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.
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Hequest for Proposals 20-02:
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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,
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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.
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(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.
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Hequest for Proposals 20-02:
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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.
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( 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.
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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.
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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
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Request for Proposals 20-02:
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• 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.
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( City of
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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
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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.
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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
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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.
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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.
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