HomeMy WebLinkAbout2015-10-20; City Council; Resolution 2015-259EXHIBIT
1 RESOLUTION NO. 2015-259
2 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
3 CALIFORNIA, APPROVING AN AGREEMENT FOR PARKS &
RECREATION FEASIBILITY STUDY AND BUSINESS PLAN SERVICES
4 WITH PROS CONSULTING, LLC FOR A PROPOSED MULTIUSE,
MULTIGENERATIONAL COMMUNITY RECREATION CENTER AND
5 OUTDOOR ADVENTURE ACTIVITY PARK IN A NOT TO EXCEED
AMOUNT OF $124,510
6
7 WHEREAS, in Dec. 2013, the City Council accepted the park & recreation department's
8 needs assessment and comprehensive action plan (master plan); and
WHEREAS, two of the short term strategic action items identified in the plan were to
complete feasibility studies and business plans for a proposed multiuse, multigenerational
community recreation center, and an outdoor adventure activity park; and
9
10
11
12
^3 WHEREAS, on July 31, the city issued a request for proposals for feasibility studies and
14 business plans for a multiuse, multigenerational community center, and an outdoor adventure
15 activity park; and
16
17
18
19
2Q to be the most suitable firm to perform the feasibility study and business plan services; and
21 WHEREAS, an agreement for parks & recreation feasibility study and business plan
22 services has been drafted in the amount of $124,510 (Exhibit 2), and
WHEREAS, the City Council hereby finds it necessary, desirable, and in the public
interest to approve said professional services agreement.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California
as follows:
23
24
25
26
27
28
WHEREAS, on Sept. 1, the parks & recreation department received two proposals, and
the submittals were reviewed and scored by department staff; and
WHEREAS, PROS Consulting, LLC received the highest overall score, and was determined
1
2
3
4
5
6
7
8 ///
9 ///
10
///
11
///
12
13 ///
14 ///
15 ///
16
///
17
///
18
19 ///
20 ///
21 ///
22 ///
23
///
24
///
25
26
27
28
1. That the above recitations are true and correct.
2. The professional services agreement between the city and PROS Consulting, LLC is
hereby approved, and the Mayor is authorized to execute said agreement on
behalf of the City of Carlsbad.
3. There are sufficient funds available in the approved 2015-2016 Capital
Improvement Plan budget for this agreement.
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
PASSED, APPROVED AND ADOPTED at a Regular Meeting ofthe City Council ofthe City
of Carlsbad on the 20*'^ day of October 2015, by the following vote to wit:
AYES:
NOES:
Council Members Hall, Blackburn, Schumacher, Wood, Packard.
None.
ABSENT: None.
MATT HAIL, Mayor
ATTEST:
BARBARA ENGLESON, Q^Clerk
(SEAL) /o^?-;;;v>..^-A
^/H-( t? IT 2-
AGREEMENT FOR PARKS & RECREATION FEASIBILITY STUDY AND BUSINESS PLAN
SERVICES
PROS CONSULTING, LLC
THIS AGREEMENT is made and entered into as of the day of
Oc^.h<U- 20/5", by and between the CITY OF CARLSBAD, a municipal
corporation, ("City"), and PROS Consulting, LLC, a limited liability company, ("Contractor").
RECITALS
A. City requires the professional services of a full-service management consulting
and planning firm that is experienced in conducting parks & recreation feasibility studies and
business plans.
B. Contractor has the necessary experience in providing professional services and
advice related to parks & recreation feasibility studies and business plans.
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 one year 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 appropriation of funds by the City Council. 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 ofthe essence for each and every provision ofthis Agreement.
5. COMPENSATION
The total fee payable for the Services to be performed during the initial Agreement term shall not
exceed one hundred and twenty four thousand, five hundred and ten dollars ($124,510). 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, the amount shall not
exceed ten thousand dollars ($10,000) per Agreement year. 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".
City Attorney Approved Version 4/1/15
6
Incremental payments, if applicable, should be made as outlined in attached Exhibit "A".
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 ofthis 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 this section, and that this
section will survive the expiration or early termination of this AgreemenL
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
City Attorney Approved Version 4/1/15
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
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 ofthe
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 Liabilitv Insurance. $2,000,000 combined single-limit per
occurrence for bodily injury, personal injury and property damage. Ifthe submitted policies contain
aggregate limits, general aggregate limits will apply separately to the work under this Agreement
or the general aggregate will be twice the required per occurrence limit.
10.1.2 Automobile Liabilitv. (if the use of an automobile is involved for Contractor's work
for City). $1,000,000 combined single-limit per accident for bodily injury and property damage.
10.1.3 Workers' Compensation and Emplover's Liabilitv. 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 Liabilitv. 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 ofthe 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
City Attorney Approved Version 4/1/15
6
replacement insurance or pay the premiums that are due on existing policies in orderto 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.
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 Citv For Contractor
Name Mick Calarco Name Leon Younger
Title Special Projects Manager Title President
Department Parks & Recreation Address 201 South Capitol Avenue, Suite 505
City of Cartsbad Indianapolis, IN 46225
Address 799 Pine Ave, Suite 200 Phone No. 877-242-7760
Cartsbad, CA 92008 Email leon.younger@prosconsulting.com
Phone No. 760-434-2859
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 4/1/15
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 Cartsbad Conflict of Interest Code. The Contractor shall report
investments or interests in all four categones.
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. Ifthe 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 considerthe 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 wntten 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 ofthe 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 ofthe Agreement.
Either party upon tendering thirty (30) days wntten 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. Contractor will be paid for work
performed to the termination date; however, the total will not exceed the lump sum fee payable
City Attorney Approved Version 4/1/15
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 pnce or consideration, or othenrt/ise 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 nght
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 4/1/15
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 CITY OF CARLSBAD, a municipal
corporation ofthe State of California
(print name/title)
(stgn here)
(print name/title) 3ec^.rd-Ei/
AUTI lORIZCD TO CIGN (City Managor or
Mayor or Division Dirootor oo outhoriged
by#te-€ity Manager)]
IVIatt Hall
ATTEST:
4
BARBARA ENGLESDN
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
BY:
:;^csstst€Hnt City Attorney
KATHERINE YOUNGER
Notary Public, State of Indiana
Hendricks County
Commission # 632874
, -. .- «• My Commission Expires
^""^atf.*^"' February 08, 2020
lo-/4' c3oy5
City Attorney Approved Version 4/1/15
EXHIBIT "A"
SCOPE OF SERVICES
FEASIBILITY STUDY SCOPE OF WORK
E.condldu Junctji
Pacific Ocean
Oceano Pacifico WW
PROCESS APPROACH
PROJECT UNDERSTANDING
Feasibility Study: The City of ,
Carlsbad Paries & Recreation j
Department desires feasibility
studies and business plans for
a Multiuse and
Multigenerational
Community Recreation
Center, as well as an Outdoor
Adventure Activity Park. The
studies and business plans will
examine community,
leadership and stakeholder
input, market analysis,
concept development and
design, business plans,
operational budgets, identify
corporate and partnership
options, possible programs
and services, and the financial
requirements for the
Multigenerational
Community Recreation
Center, as well as the Outdoor Adventure Activity Park.
Needs Assessment and Comprehensive Action Plan: In December of 2013, the City Council accepted the Parks and
Recreation Needs Assessment and Comprehensive Action Plan, which included a strategic action plan that serves as
a guide for priority development, capital improvement planning, and park, facility and amenity development for a
period of five years. Based on the report findings and strategic action plan, the department completed updated
master plans for Aviara, Pine Avenue, and Poinsettia Community Parks. The City Council accepted the updates, which
included a conceptual layout for a multiuse, multigenerational community recreation center at Poinsettia
Community Park in December of 2014.
CAPRA Accreditation: Recently, as the Department sought CAPRA Accreditation for best practice standards, the
needs assessment was updated to a Master Plan and accepted by the City Council in March of 2015. The needs
assessment served as an element of the master plan. This planning process resulted in "Two Big Ideas" guided by
community vision and needs.
Philosophy: Programs determine facility design, which is built upon the concept that world class parks & recreation
agencies identify true program needs and then develop spaces to optimally address those need.
Purpose: The purpose and intent behind the two Big Ideas is as follows -
Big Idea #1 - the multiuse, multigenerational community recreation center - is to develop and include a variety of
multigenerational spaces satisfying a diverse array of programming needs, such as fitness and wellness, culinary arts,
pros
consulting
City Attorney Approved Version 4/1/15
13
FEASIBIUTY STUDY SCOPE OF WORK
before and after school programs, dance, senior programs, cultural arts and special events. The proposed location
for the multiuse, multigenerational community recreation center is Poinsettia Community Park.
Big idea #2 - the outdoor adventure activity park - is create a dynamic and exciting park that features a variety of
programming, including fitness and wellness, corporate teambuilding, adventure and environmental education
programs, youth summer camps, and special events. Other possibilities include a mountain and BMX biking track,
rock or wall climbing, zip lines, rope courses, canopy tours, interpretive education opportunities, outdoor events
space, and an obstacle course.
Partnerships: Both these big ideas lend themselves well to partnership models with private, public or nonprofit
entities for design, development, operational and management opportunities.
Economies of Scale: The PROS Consulting team has been fortunate to be a part of the department's Needs
Assessment and Action Plan, the Strategic Plan, individual Park Master Plans and the design work for Alga Norte
Park.. Thus, our approach will utilize all available insight and data / tools developed during the previous planning
initiatives. The following are some areas where we see the Department benefiting from it:
1. Project Crowdsourcing Website (www.carlsbadDarksDlan.coml is already developed and running. We
proposed to use the same website since it is already well-known in the community and heavily utilized
during the individual park master planning process Aviara, Pine Avenue and Poinsettia Community Parks.
2. Demographics projections were developed for the city
already and would just need to be reviewed and updated
to fit the current time frame.
3. Participation Trends for indoor recreation and outdoor
adventure activities nationwide and specifically for
Carisbad were also developed in the previous planning
process and will be updated, as needed.
4. Community Input Process will be significantly enhanced
due to our team's on-the-ground insight which in turn will
allow us to ascertain opportunities and needs most
important to the stakeholders, user groups and key leaders
in Carlsbad.
5. Statistically-Reliable Survey will be a combined tool for the
multi-generation center and the adventure park thus
significantly reducing costs while ensuring a defensible,
scientific and community-driven process to driven design and operational recommendations for both the
sites.
pros
consultitig
City Attorney Approved Version 4/1/15
FEASIBIUTV STUDY SCOPE OF WORK
CORE STRATEGIES
The Consulting Team has
identified the three basic core
strategies to be utilized for the
two feasibility studies and
business plans. The strategies
defined are:
• objective Analysis - A
project of this nature
must be founded in an
objective approach that
demonstrates to all
interested and affected
parties that the final
outcome is based on
good data, sound analysis, and valid assumptions. The highest standards of professional practice will be
applied to this project along with total compliance of what the project requires to be accomplished.
• Market Focus - Careful consideration of the market position has to be first and foremost; a broad focus
with an emphasis on staff and community input will identify opportunities in the market place desired by
the community. This market focus should consider the available resources of the area along with ongoing
initiatives, including:
o Defining the market of potential users, market rates, level of capacity needed, amenities required
to support users, site requirements to enhance the user experience to make the two sites work
financially for Carisbad
0 All markefing recommendations are strategically developed to support public need and
operational success
The Consulting Team is well versed in all facets of public and recreation center and outdoor adventure parks
and will lead the Carlsbad Parks and Recreation and Recreation staff and the City leadership through a
planning process that will look at all opportunities for economic and financially viable operations.
• Financial Sustainabiiity and Economic Viability - Exciting projects with visions of activity and vibrancy are
great candidates for capital dollars, but inevitably, these projects have to be operated and maintained or
their success wanes. Today more than ever, operational dollars are strained and becoming increasingly
more difficult to generate. Similar to Alga Norte Park, these two sites will also be focused on serving the
community needs in a revenue focused, financially sustainable manner.
Along the lines of the Needs Assessment and Action Plan, this document proposes a comprehensive approach to
address the requirements and stated objectives in a way that delivers a living document that provides guidance on
future decisions for both operational and capital investment. The following work tasks present a detailed
comprehensive scope of services.
pros
consultifig
City Attorney Approved Version 4/1/15
10
FEASIBIUTV STUDY SCOPE OF WORK
MULTIUSE, MULTIGENERATIONAL COMMUNITY AND RECREATION CENTER APPROACH
TASK 1 - PROJECT MANAGEMENT
This kick-off meeting should be attended by key management and staff members, and Project Team members to
confirm project goals, objectives, and expectations that will help guide actions and decisions of the Consulting Team.
Steps of this task include;
A. Kick-off Meeting - Conduct a meeting to present and discuss the following:
• Outcome Expectations and Feasibility Factor Confirmation - The project goals and definition of
success will be discussed in conjunction with project feasibility factors - what constitutes ultimate
feasibility; detailed work plan will be reviewed and project schedule will be confirmed.
• Review of Assumptions and Limiting Factors - The Project Team will facilitate discussion and
review with the key management the assumptions required to gauge the dynamic variables for the
feasibility study and business operational strategies in a static manner. These base assumptions
will be expanded to provide the framework for continued analysis and strategy development.
• Communications-Confirmation on lines of communication, points of contact, level of involvement
by key management, and other related project management details.
• Work Plan - Review statement of project requirements and work plan
B. Data Collection -The Project Team will review all existing information already available through the Needs
Assessment and Action Plan as well as the individual park master plan updates. It is understood that any
new information relevant to the planning process will be provided by city staff.
Total Trips (overall team) - 3
Total Staff days - 3
TASK 2 - STRATEGIC PARTNER AND STAKEHOLDER INPUT
The foundation of all our planning is an Inclusive community input process. The Consulting Team will start this
process with the foundation of the original list of stakeholders from the previous planning efforts.
A. Key Partner and Stakeholder Interviews - The Project Team will perform a day long process (8 interviews)
with key stakeholders or potential partners (e.g. YMCA, corporations in Carisbad, healthcare providers, key
leaders) to evaluate the vision for the recreation center. The community values, strengths and challenges
potentially facing the recreation center, trends, and existing level of services provided will also be evaluated
during this time. It is important to have one-on-one interviews or small groups with these key leaders to
ascertain candid input. Ultimately, the outcome will be a strategy by which the participating subgroups can
become involved and be advocates of the project. Subgroups will be identified, in conjunction with staff,
and could include;
Existing customers
Athletic organizations
Healthcare
Education
Senior / Active Adult population
Childcare
Lodging
Franchising - food and beverage operations
Advocacy groups
Community businesses
Public program providers
pros
consultifig
11
City Attorney Approved Version 4/1/15
FEASIBILITV STUDY SCOPE OF WORK
• Elected officials
The Consulting Team will evaluate management alternatives and opportunities. Management alternatives
including potential joint-use, construction or operating partners could be identified through this process.
This could also include identification of potential partners by specific activity, funding parameters, and
agreement guidelines to support formal agreements.
Total Trips (overall team) - 2
Total Staff days - 2
TASK 3 - PUBLIC PARTICIPATION AND STATISTICAUY VALID NEEDS ASSESSMENT SURVEY
To effectively quantify the need, the Consulting Team believes deeply in creating an in-depth, efficient, open, and
citizen-focused community process as part of all projects. A summary of the Community Input will be assimilated
and discussed with the management upon completion of all input mediums. The primary approach for public input
is detailed below.
A. Focus Group Meetings - The Project Team will work with the management team to identify all groups and
key contact persons for each. The focus groups will identify vision, vatues, and key issues and provide insight
into facility and program needs, operational issues, and opportunities. It is recommended that six (5) focus
groups that represent a wide range of stakeholders, community leaders, users and non-users, random
citizens, and key special interest groups be included. Examples include but are not limited to;
• Clubs/teams/special interest groups
• Youth (Junior and senior high)
• Seniors
• Key partners and other local providers
• Volunteer and Friends Groups
B. Public Meetings: The Consulting Team proposes two (2) public meetings to be held at Poinsettia Community
Park - the first meeting on the front end to ascertain public input and vision for the facility and the second
to obtain feedback on the proposed site design and program components.
C. Project Website - The PROS
Team will use the existing
project website that was
developed for the park master
plan updates;
www.carlsbadDarksplan.CQm.
The process will also continue
seeking public input through
the online survey link through
www.survevmonkev.com in a
manner similar to the one
employed for the park master
plan updates conducted for
Aviara, Pine Avenue and
Poinsettia Community Parks
eariier.
D. Statistically Reliable Needs Analysis Survey - While this was suggested as an optional item in the RFP, the
PROS team strongly recommends conducting a statistically-reliable survey to ascertain the community's
desire for specific amenities and, more importantly, their willingness to pay for this.
(C. City of
Girisbad
Welcome to the
City of Carlsbad Parks &
Recreation Master Plan
updates websrte.
where you can share
your input and
participate in the
planning process.
pros
consult!rig
12
City Attorney Approved Version 4/1/15
n
FEASIBILITY STUDY SCOPE OF WORK
ETC Institute/Leisure Vision, working with the PROS Team and the City, will perform a random, scientifically
valid community-wide household survey to quantify knowledge, need, unmet need, priorities and support
for the studied recreation center. Questions on the survey will be developed in partnership with the PROS
Team and the City. The survey instrument will be administered at a timeline within the project where the
information can best be used to help break down barriers and build consensus.
The survey will be administered by phone or by a combination of a mail/phone suivey and can have a
minimum sample size of 325 completed surveys at a 95% level of confidence and a confidence interval of
+/- 5.4%. The survey instrument will be 4-5 pages in length. This allows for between 20-25 questions, with
many of the questions having multiple components that are site specific unlike the Needs Assessment and
Action Plan survey that were system-wide.
Total Trips-2
Total Staff days - 4
TASK 4 - MARKET ANALYSIS
A market analysis will be performed to define the target market and quantify the associated needs for the proposed
facility. A competition analysis will be performed to project potential market capture and assist in deriving the core
participation and program offerings in the facility. This will help define the program plan that will drive facility
concept and site planning effort for the proposed recreation center. Specific tasks include:
A. Demographic Analysis - The
Project Team will utilize existing
demographics and trends
analysis done as a part of the
previous planning efforts, thus
eliminating additional expenses
or resources. If desired by
Carlsbad staff, the PROS team can
also develop a demographic
assessment based on a certain
drive time or distance from
Poinsettia Park to ascertain the
true target audience
characteristics and not just
characteristics of all those who
live within the Carlsbad
boundaries.
CityofCarlsbad: Population by Age Segments
155+
135-54
118-34
• <18
2000Census 2010Census 2012 Estimate 2017Projection
Demographic characteristics available includes population, age and gender distribution, households, and
income characteristics. This analysis will provide an understanding ofthe demographic environment forthe
following reasons:
• To understand the market areas which are potential served by the existing and proposed facility
• To determine changes and assist in making proactive decisions to accommodate those shifts
B. Service Provider Analysis-The Project Team will analyze all major direct and indirect service providers of
existing facilities and programs offered by San Diego area communities e.g Encinitas, Solana Beach, Poway,
Santee etc.
Direct and indirect service providers will be based on typical services/programs administered in similar
facilities. This data will be utilized to compare against the activities and programs identified in the Market
Definition. An analysis of competition will include: location, service offering, pricing, and attraction.
pros
consultifig
13
City Attorney Approved Version 4/1/15
(2>
FEASIBILITY STUDY SCOPE OF WORK
Market Definition-The Project Team will confirm the size of the market by age segment and race/ethnicity
for the study area. Detailed demographic analysis will be compared to potential recreational activities to
estimate potential participation per national and local trends. For the sports and recreation trends, the
Consulting Team utilizes the Sports & Fitness Industry Association's (SFIA) 2015 Study of Sports, Fitness and
Leisure Participation and ESRI local market potemial. These figures will serve as the basis for participation
and revenue projections of the recreation center.
D. Visioning and Core Program -
Utilizing the Stakeholder Input,
Demographic Analysis, Service
Provider Analysis, Market
Definition, and current partner
offerings the Consulting Team will
identify the recommended core
programs for the recreation
center. This will include key
activities and programs for both
adult and youth participants as
well as the potential size of the
core program, and market
positioning.
This information will be
presented in a Visioning Session
with the appropriate partners to
finalize a recommended program
plan from which the concept,
spatial analysis, and operational
and finance plan will be created.
This core program will drive the
design of the recreation center.
Identification of each strategic
partners' role in the provision of
programs in the new facility will
be outlined. The outcome of this
Ttie AAonon Centet Drive Time AnalyEis -10, 15 end 20 Minutes Voorly tMnan Center Wilue I^as Sales 2008
Saaed cn C^nty & T',i>cai Use^e Pedtem of AHCI •1- '.^r 1 r^jj^ir^M Plan
pros
axtsulting
task will be used to establish a concept development plan and financial performance and management
alternatives.
Total Trips - 2
Total Staff days - 2
pros
consultitig
14
City Attorney Approved Version 4/1/15
FEASIBILITY STUDY SCOPE OF WORK
TASK 5 - CONCEPT DEVELOPMENT, SITE ANALYSIS AND SITE IDENTIFICATION
The Project Team will translate the market and program into a vision and concept development plan for the
recreation center including spatial relationship. It is important to note, the recreation center operations are directly
related to the business/operations model, space utilization, levels of service provided, and program. The concept
development process as follows:
A. Space Allocation - The Project Team will translate the program plan into a space allocation plan for the
recreation center with the minimum operating standards for the Operational Standards required. Unique
space requirements necessary for safety and value of experience as well as storage needs, meeting
recreational needs, equipment and HVAC needs and any other special space needs as stipulated by key
management and staff will be represented.
After meeting with key leaders to vet initial concepts, the Project Team will assimilate feedback into the
concept. This information will then be utilized to produce a space allocation which depicts every space
necessary to meet all ofthe functional needs ofthe studied facility. It is recommended that the Consulting
Team meet with the key leadership prior to finalization to receive final certification and make sure there
is a thorough and complete understanding of all of their functions and space needs.
B. Concept Development and Site Analysis - A final building program, a phased building format (if
necessary), and the final conceptual development plan will be provided. Since the site is already
determined to be at Poinsettia Community Park, the concepts will be based on that site's specifics. This
will be vetted by the staff and consulting team to address any potential concerns in conjunction with the
management model and operational philosophies (levels of service, etc.) for optimal "go-live" operational
efficiencies. This process demonstrates that the solution achieved is thorough, and will best serve the
needs ofthe community.
Total Trips-3
Tota I Staff days-6
TASK 6 - CAPITAL AND OPERATI NG COSTS
A. Operational Standards - PROS will prepare operational standards for the recreation center. This task will
include:
• Staffing Analysis-The Project Team will analyze current management practices and limitations to
understand the operational situation. This analysis will provide support for a future organizational
structure and staffing requirements, and ways to Improve operational efficiencies, policy
development, process improvements, system and technology improvements, and
marketing/communication capabilities
pros
consultifig
15
City Attorney Approved Version 4/1/15
FEASIBILITY STUDY SCOPE OF WORK
• Operational Standards - The Project Team will establish operational standards and costs for the
recreation center based on full operations. This will include hours of operation, maintenance
standards, staffing levels needed, technology requirements and customer service requirements
based on established and agreed upon outcomes. Where appropriate, personnel standards as
dictated by all state and/or local codes and ordinances will also be determined based on the design
and program of the facility. Levels of service and operational costs for the facility will be finalized.
Partnership and Management Strategy-The Consulting Team will evaluate, in conjunction with city staff,
management alternatives and opportunities Including potential joint-use, construction or operating
partners. This will include identification of potential partners by specific activity (e.g. health care providers,
program or concessions operators), or overall operations (e.g. YMCA) and determine roles / responsibilities
and agreement guidelines to support formal agreements that will dictate facility operations and capital
improvements over time.
Capital Cost Development-The Consulting Team will prepare an estimate of construction cost based on
upon the building program for both the recreation center that includes the following:
Design
Construction
Construction management
Furnishings
Interiors
Etc.
Total Trips - 2
Total Staff days-2
TASK 7 - FINANCING AND OPERATING PRO FORMA
The financial analysis translates market need, programs and space requirements into hard numbers that establish
the baseline for decision-making. Specific tasks include:
A. Financial Plan - Based on the operational and management plan for the recreation center and debt service,
the Project Team will develop a detailed financial plan illustrating pricing strategy for each of the
appropriate services as well as a five-year pro forma. The detail financial plan will include a space utilization
summary based on detailed line item projections and detailed participation by program area, including;
• Expenditure detail
o Detailed staffing by space/program area
o Contractual costs, including but not limited to, utilities, maintenance and repair, insurance,
office/license/dues, advertising and promotion
o Commodity costs for program area and general facility requirements
o Contract instructor/officiating costs
• Revenue and participation detail
o Membership pricing model, if implemented
o General admission by month of year, by participant category and price point (youth, adult,
weekday, weekend, etc.)
o Program participation by session/meetings, by participant category (youth and adult)
o Rental by space/program area by price point
pros
consultifig
City Attorney Approved Version 4/1/15
16
^1
FEASIBILITY STUDY SCOPE OF WORK
Funding strategies will also be recommended based on the desired level of cost recovery by Carisbad, which
based on our understanding is 100% operational cost recovery. These include but are not limited to fees,
rental opportunities, sponsorships, endowments, debt service, bonds etc. The detailed financial plan will
be developed within Microsoft Excel and will be included as a deliverable to provide management and staff
the ability to affectively plan and budget for future years. In addition to the line item detail and summary
schedules for revenues and expenditures, this model will provide a five-year pro forma and cash flow for
budgetary purposes.
Pro Forma Revenues & Expenditures
OiATI ir RtCRLMlOMCOITLK
SASIIINE: REVErjtJE&AWEX|,ENDinjltES
Economic Impact Analysis - The Consulting
Team will assess the tourism driven
economic impact ofthe recreation center.
The economic data includes:
• Potential tourism impacts based
on available data.
• The Consulting Team will work
with the City of Carlsbad to collect
data to use existing data and
estimate origin of users and
visitors, length of stay,
accommodations used, revenue
spent by type of user to determine
total economic impact from the
recreation center. The
methodology will be used to
predict the future economic
impacts in future years.
• The survey data will be used to
estimate the jobs and economic
impact that the recreation center generates for the Carisbad area.
• The economic impact multipliers for the area are the Regional Input-Output Modeling System
(RIMS 11) from the U.S. Department of Commerce - Bureau of Economic Analysis, Regional
Economic Analysis Division, Analysis and Special Studies Branch.
• Economic multipliers will be applied to the estimated visitor spending to determine the tourism
economic impact, if and where appropriate.
ttlKcv InlYiz IrdlFir UTTYO'
:.i 5;!7.'J77 14 SL584,11646 il.631.639 55 51680 583,15 51.731,006 82 51.782.93703
Acmimttration SOOO SOOO 50.00 SODO $D.no 5000
BLileingsonriccscrj cc SOOO SOA) so,ao SO,00 so,t» SOX
BLiicina Servkes 50 CO SOOD 50.00 SO,00 SOOO SOOD
Recreation ProeronM jrfltrm; s.lfi.LiOoo S.W,2K.70 S3R,.mfc? $3afi4S.?n MO, 732.16 54195413
fitrcs5 S(il4.!U2.00 S6S2..ai.!i7 S671.%3.73 56U122,M S713.SB6.32
SLSl. JOO 00 5136.73300 S132.341.U 519a 1114: S2M,054.75 5210,176 39
Mo.iaooo S4i,.?as 40 >H.'K)!i 77 SiR,237.'W 546579 63
fames s.17. .wo 00 S.w,fi^.oo 53!l,7fl.3.75 54a 177.26 5a2.2iK.5R S43,473 7B
s-rf. 5101.10000 5104,11100 5107.256.59 511C1474.70 5113.733.64 Sll7.202.61
Chile CJfC 522.Ji20 00 522.989 60 523.679,23 5213^.67 525,12135 &25.875.00
Kitd-cr SOOO SOOO SOOO $0.00 $0.00 SOOO
V(?rH.TirTL> sm.DOooo SU).30OO0 Smsnro SIR 177 37 Sn.2W09 S11913 74
Tnt.-I >.-• A°i vn 14 p j:\?..7?~. tF. ".?-! !wa 74 •..-.•I''.' •.
llh tur JrdTiv H.Y»
S7l,C0t» 571,40300 571,400.00 571 400,00 571,4CO.0O 5;i4i».oo
Acmininration 5723,196 70 5740,146 50 5757,76874 577ti0»,J6 57R5.138.54 5314,942 80 Bi.llcinespAnr.pwrj CJf sLW.iiQ no Sl.U,ia40 Sm4S7.U 5135.109,11 51%, 7a!! 46 SmS303]
SLilctngSFrvlCFrS S160.S(ffl.l3 $161^41 13 Slliil.997.91 S1&2.7J».33 £lfi3,SSS.:K 5164,42.964
fl(!rrf*>tiar! Pmt^ms arrifttn*: S9l,l73» SM.225.56 595,352,42 557,556.33 599.840,11 510U0672
FrfrP« S.Vll,81d V> S«n,5<W 17 SM7.280,37 56fi7.2W 71 EfiSR,n30.W
Nataiorlufrv 5464.0aj 54 5«e.865.04 5473.828.42 547a.S7S.5S S484.325.75 5488,37436
GymraslLm SJ9,lX6 0O 5J9,475 00 539.963.9D 540.470.39 540.996.19 54154202
Panics 5U425 40 Si4,469 40 S35553.* £36680.67 537.851.17 S3S,067.1S
Hcrtits i25.735.00 £26,JJ5 0G 5:14905,50 527.497,28 S2&m-)3 52874790
Oitc die. S3J,J6a77 533,29872 533.129.&; 531,36145 533,394 33 533.427.95
Kitcher 52,750.00 ii2,aJ7SQ 5i,92S.ai 53,021.69 S3.llfl.60 53.2188S
V^ridjtr^rij 55,70100 S5.87aO0 i4 061.62 56,251.04 56.446 45 5664803
Tolol 52.466,647 K :v,:. J'. ^ • .•
Tol^l Cost Reiiovcr^' loes HQ/, 111',-. 112?. 113"^ ll4V'i
Total Trips - 2
Total staff days - 4
pros
consultifig
10
17
City Attorney Approved Version 4/1/15
FEASIBILITY STUDY SCOPE OF WORK
TASK 8 - PUBLIC PRESENTATION AND REPORT DEVELOPMENT • A. Draft Report - The feasibility study/business plan for the recreation center will establish a definitive
direction for the facility and future management team. A draft plan will be developed and distributed to
key management and staff, uploaded on the project website and also presented to the community at a
public meeting. This will include the overall and detailed building concept illustrations, market analysis,
program, operational and financial plan.
B. Presentation of Findings and Recommendations-The Consulting Team will present the feasibility study/
business plan findings and recommendations to the Parks and Recreation and Senior Commission, if
required and to the City Council in a work session and / or Council meeting as desired by the staff,
C. Final Report - Following consensus on the development plan and recommendations, the Consulting Team
will prepare the final report documenting all findings, analysis and recommendations to support
implementation.
Total Trips - 4
Total Staff days-12
pros
consulting
11
City Attorney Approved Version 4/1/15
7-3
FEASIBILITY STUDY SCOPE OF WORK
OUTDOOR ADVENTURE ACTIVITY PARK APPROACH
TASK 1 - PROJEa MANAGEMENT
This kick-off meeting should be attended by key management and staff members, and Project Team members to
confirm project goals, objectives, and expectations that will help guide actions and decisions of the Consulting Team.
Steps of this task include;
A. Kick-off Meeting - Conduct a meeting to present and discuss the following:
•' Outcome Expectations and Feasibility Factor Confirmation - The project goals and definition of
success will be discussed in conjunction with project feasibility factors - what constitutes ultimate
feasibility including location forthe proposed park; detailed workplan will be reviewed and project
schedule will be confirmed.
• Review of Assumptions and Limiting Factors - The Project Team will facilitate discussion and
review with the key management the assumptions required to gauge the dynamic variables for the
feasibility study and business operational strategies in a static manner. These base assumptions
will be expanded to provide the framework for continued analysis and strategy development.
• Communications-Confirmation on lines of communication, points of contact, level of involvement
by key management, and other related project management details.
• Work Plan - Review statement of project requirements and work plan.
B. Data Collection - The Project Team will review all existing information already available through the Needs
Assessment and Action Plan. It is understood that any new information relevant to the planning process
will be provided by city staff.
Total Trips - combined with Big Idea #1 meeting (overall team) - 3
Total Staff days-3
TASK 2-STRATEGIC PARTNER AND STAKEHOLDER INPUT
The foundation of all projects should be built upon an inclusive community input process. Identification of strategic
partners in the community to share in development, operations and maintenance will be researched. The Consulting
Team will utilize contacts and relationships of the various partners to identify stakeholders, leaders, and focus group
participants to gather input in order to gain consensus on key operational strategies and programs.
The foundation of all our planning is an inclusive community input process. The Consulting Team will start this
process with the foundation of the original list of stakeholders from the previous planning efforts.
pros 12
consultitig
City Attorney Approved Version 4/1/15
19
FEASIBILITY STUDY SCOPE OF WORK
A. Key Partner and Stakeholder Interviews - The Project Team will perform a day long process (8 interviews)
with key stakeholders
or potential partners
(e.g. outdoor
adventure activity
providers such as
GoApe, corporations in
Carisbad for team
building activities, bike
/ BMX groups, key
leaders) to evaluate
the vision for the
adventure park. This
will include discussion
on opportunities for community use as well as plans for a regional destination that drive tourism and
economic impact.
It is important to have one-on-one interviews or small groups with these key leaders to ascertain candid
input and identify areas of support and potential locations for the site. Ultimately, the outcome will be a
strategy by which the participating subgroups can become involved in the study process. Also, a structure
forthedevelopment of the study will be outlined and shared with the potential partners. Subgroups among
the partners will be identified and could include:
• Elected officials
• Tourism and Economic Development
• Outdoor adventure user groups
• Service Providers (e.g. GoApe)
• Adventure Sports Groups
• Corporate Groups
The Consulting Team will evaluate management alternatives and opportunities. Management alternatives including
potential joint-use, construction or operating partners could be identified through this process. This could also
include identification of potential partners by specific activity, funding parameters, and agreement guidelines to
support formal agreements.
Total Trips (overall team) - 3
Total Staff days - 3
TASK 3 - PUBLIC PARTICIPATION AND STATISTICALLY VALID NEEDS ASSESSMENT SURVEY
To effectively quantify the need, the Consulting Team believes deeply in creating an in-depth, efficient, open, and
citizen-focused community process as part of all projects. A summary of the Community Input will be assimilated
and discussed with the managemenl upon completion of all input mediums. The primary approach for public input
is detailed below.
A. Focus Group Meetings - The Project Team will work with the management team to identify all groups and
key contact persons for each. The focus groups will identify vision, values, and key issues and provide insight
into facility and program needs, operational issues, and opportunities. It is recommended that six (6) focus
groups that represent a wide range of stakeholders, community leaders, users and non-users, random
citizens, and key special interest groups be included. Examples include but are not limited to:
• Educational Institutions
• Franchising - food and beverage operations
• Lodging
pros
consultitig
13
20
City Attorney Approved Version 4/1/15
^5
FEASIBILITY STUDY SCOPE OF WORK
• Key partners and other local providers
• Neighboring Jurisdictions, if needed
• Volunteer and Friends Groups
• Local Businesses
B. Public Meetings: The Consulting Team proposes two (2) public meetings to be held at a TBD location, as
appropriate - the first meeting on the
front end to ascertain public input and
vision for the facility and the second to
obtain feedback on the proposed site
design and program components.
C. Project Website - The PROS Team will use
the existing project website that was
developed for the park master plan
updates: www.c3rlsbadparksplan.com.
The process will also continue seeking
public input through the online survey link
through www.survevmonkev.com in a
manner similar to the one employed for the park master plan updates conducted for Aviara, Pine Avenue
and Poinsettia Community Parks earlier.
D. Statistically Reliable Needs Analysis Survey - While this was suggested as an optional item in the RFP, the
PROS team strongly recommends conducting a statistically-reliable survey to ascertain the community's
desire for specific amenities and, more importantly, their willingness to pay forthis.
ETC Institute/Leisure Vision, working with the PROS Team and the City, will perform a random, scientifically
valid community-wide household survey to quantify knowledge, need, unmet need, priorities and support
for the adventure park. Questions on the survey will be developed in partnership with the PROS Team and
the City. The survey instrument will be administered at a timeline within the project where the information
can best be used to help break down barriers and build consensus.
The survey will be administered by phone or by a combination of a mail/phone survey and can have a
minimum sample size of 325 completed surveys at a 95% level of confidence and a confidence interval of
+/- 5.4%. The survey instrument will be 4-5 pages in length. This allows for between 20-25 questions, with
many of the questions having multiple components that are site specific unlike the Needs Assessment and
Action Plan survey that were system-wide.
Total Trips - 3
Total Staff days - 6
TASK 4 - MARKET ANALYSIS
A market analysis will be performed to define the target market and quantify the associated needs for the proposed
facility. A competition analysis will be performed to project potential market capture and assist in deriving the core
participation and program offerings in the facility. This will help define the program plan that will drive facility
concept and site planning effort for the proposed adventure park. Specific tasks include:
A. Demographic Analysis - The Project Team will utilize existing demographics and trends analysis done as a
part of the previous planning efforts, thus eliminating additional expenses or resources. If desired by
Carisbad staff, the PROS team can also develop a demographic assessment based on a certain drive time or
distance from Carlsbad (or a specific site for this park e.g. Veterans Park or other) to ascertain the true
target audience characteristics, which for this park could be a regional audience and not just a local one.
pros
consultitig
14
21
City Attorney Approved Version 4/1/15
FEASIBILITY STUDY SCOPE OF WORK
Demographic characteristics available includes population, age and gender distribution, households, and
income characteristics. This analysis will provide an understanding of the demographic environment forthe
following reasons:
• To understand the market areas which are potential served by the existing and proposed facility
• To determine changes and assist in making proactive decisions to accommodate those shifts
Service Provider Analysis - The Project
Team wlll analyze the regional service
providers for outdoor adventure activities
e.g. MCAS Miramar Extreme Adventure
Park. However, given that this is a unique
type of facility, the Consulting team will
look beyond just the region and identify
comparable sites nationwide.
Direct and indirect service providers will
be based on typical services/programs
administered in similar facilities. This data
will be utilized to compare against the
activities and programs identified in the
Market Definition. An analysis of
competition will include; location, service
offering, pricing, and attraction and this
information will help drive the gaps /
overiaps in the market.
C. Market Definition - The Project
Team will confirm the size of the
market by age segment and
race/ethnicity for the study area.
Detailed demographic analysis will
be compared to potential
recreational activities to estimate
potential participation per national
and local trends. For the sports and
recreation trends, the Consulting
Team utilizes the Sports & Fitness
Industry Association's (SFIA) 2015
Study of Sports, Fitness and Leisure
Participation and ESRI local market
potential.
The outdoor adventure participatory trends are already available (see above) from the work performed for
the needs assessment and action plan and will be reviewed to ensure they are still accurate for Carisbad.
D. Visioning and Core Program - Utilizing the Stakeholder Input, Demographic Analysis, Service Provider
Analysis, Market Definition, and current partner offerings the Consulting Team will identify the
recommended core programs for the adventure park. This will include key activities and programs for both
adult and youth participants as well as the potential size of the core program, and market positioning.
This information will be presented in a Visioning Session with the appropriate partners to finalize a
recommended program plan from which the concept, spatial analysis, and operational and finance plan will
be created. This core program will drive the design of the adventure park. Identification of each strategic
Participatory Trends; by Activity -
Outdoor Activity CityofCarlsbad (MPI)
Participated in Archery 62
Participated in Backpacking/Hiking 144
Participated in Bicycling (mountain) 135
Participated in Bicycling (road) 134
Participated in Boating (power) 104
Participated in Canoeing/Kayaking 130
Participated in Fishing (fresh water) 74
Participated in Fishing (salt water) 107
Participated in Horseback Riding 105
pros
consultitig
15
22
City Attorney Approved Version 4/1/15
XI
FEASIBILITY STUDY SCOPE OF WORK
partners' role in the provision of programs in the new facility will be outlined. The outcome of this task will
be used to establish a concept development plan and financial performance and management alternatives.
Total Trips - 2
Total Staff days - 2
TASK 5 - CONCEPT DEVELOPMENT, SITE ANALYSIS AND SITE IDENTIFICATION
The Project Team will translate the market and program into a vision and concept development plan forthe outdoor
adventure park. The desired outcome (100% financial sustainabiiity) and target audience (local + regional
destination) will influence the concept development process which is as follows:
A. Site Identification and Site Analysis- The Consulting Team will translate the market analysis and program
plan into a program plan that will document the variety of possibilities to create a true multi-sensory
experience for outdoor recreation aficionados. These could include but are not limited to individual
physical fitness programs, parkour, dirt and motocross biking, zip lining, rock climbing, paintball,
skateboarding etc. All these could be completed by open relaxing spaces to give each user a unique
experience and one that they can keep coming back to.
The above-mentioned requirements will drive the site identification process to choose the most viable
location for the proposed park. It could be an existing site owned by the city e.g. Veterans Park or an
alternate site acquired or developed in partnership with an external entity, yet to be determined.
B. Concept Development - Based on site identification and analysis, the Consulting Team will develop a
concept plan to showcase the various active and passive recreation elements within the footprint of the
proposed site. All requirements necessary for safety and value of experience and any other special space
needs as stipulated by key management and staff will be represented to the staff and community for
feedback.
After meeting with all stakeholders to vet initial concepts, the Project Team will assimilate feedback to
into the concept to provide a final plan which will be vetted by the staff and consulting team to address
any potential concerns in conjunction with the management model and operational philosophies (levels
of service, etc.) for optimal "go-live" operational efficiencies.
This process demonstrates that the solution achieved is thorough, and will best serve the needs ofthe
community.
Total Trips - 3
pros
consultitig
IG
23
City Attorney Approved Version 4/1/15
•2^
FEASIBILITY STUDY SCOPE OF WORK
Total Staff days - 6
TASK 6 - CAPriAL AND OPERATING COSTS
A. Operational Standards - PROS will prepare operational standards for the adventure park. This task will
include:
• Staffing Analysis-The Project Team will analyze current management practices and limitations to
understand the operational situation. This analysis will provide support for a future organizational
structure and staffing requirements, and ways to improve operational efficiencies, policy
development, process improvements, system and technology improvements, and
marketing/communication capabilities
• Operational Standards - The Project Team will establish operational standards and costs for the
adventure park based on full operations. This will include hours of operation, maintenance
standards, staffing levels needed, technology requirements and customer service requirements
based on established and agreed upon outcomes. Where appropriate, personnel standards as
dictated by all state and/or local codes and ordinances will also be determined based on the design
and program of the facility. Levels of service and operational costs for the facility will be finalized,
B. Partnership and Management Strategy-The Consulting Team will evaluate, in conjunction with city staff,
management alternatives and opportunities including potential joint-use, construction or operating
partners. This will include identification of potential partners by specific activity (e.g. GoApe, San Diego
Mountain Biking Association or specific concessions operators), or overall operations and determine roles
/ responsibilities and agreement guidelines to support formal agreements that will dictate facility
operations and capital improvements over time.
D. Capital Cost Development - The Consulting Team will prepare an estimate of construction cost based on
upon the concept plan for the adventure park that includes the following;
• Design
• Construction
• Construction management
• Equipment
• IT requirements
Total Trips - 2
Total Staff days - 2
TASK 7 - FINANCING AND OPERATING PRO FORMA
The financial analysis translates market need, programs and space requirements into hard numbers that establish
the baseline for decision-making. Specific tasks include:
A. Financial Plan - Based on the operational and management plan for the adventure park and debt service,
the Project Team will develop a detailed financial plan illustrating pridng strategy for each of the
appropriate services as well as a five-year pro forma. The detail financial plan will include a space utilization
summary based on detailed line item projections and detailed participation by program area, including;
• Expenditure detail
o Detailed staffing by program area
0 Contractual costs, including but not limited to, utilities, maintenance and repair, insurance,
office/license/dues, advertising and promotion
pros
consultitig
17
City Attorney Approved Version 4/1/15
24
2^
FEASIBILITY STUDY SCOPE OF WORK
0 Commodity costs for program area and general facility requirements
o Contractor costs
• Revenue and participation detail
o General admission by month of year, by participant category and price point (youth, adult,
weekday, weekend, resident, non-resident etc.)
o Fees per use / per activity offered at the park by city or by contract operators
o Rental by space/program area by price point
o Concessions
o Merchandise, if viable
Funding strategies will also be recommended based on the desired level of cost recovery by Carlsbad, which
based on our understanding is 100% operational cost recovery. These include but are not limited to fees,
rental opportunities, sponsorships, endowments, debt service, bonds etc. The detailed financial plan will
be developed within Microsoft Excel and will be included as a deliverable to provide management and staff
the ability to affectively plan and budget for future years. In addition to the line item detail and summary
schedules for revenues and expenditures, this model will provide a five-year pro forma and cash flow for
budgetary purposes.
Economic Impact Analysis - The Consulting Team will assess the tourism driven economic impact of the
adventure park. The economic data includes:
• Potential tourism impacts based on available data.
• The Consulting Team will work with the City of Carlsbad to collect data to use existing data and
estimate origin of users and visitors, length of stay, accommodations used, revenue spent by type
of user to determine total economic impact from the adventure park. The methodology will be
used to predict the future economic impacts in future years,
• The survey data will be used to estimate the jobs and economic impact that the adventure park
generates for the Carisbad area.
• The economic impact multipliers for the area are the Regional Input-Output Modeling System
(RIMS 11) from the U.S, Department of Commerce - Bureau of Economic Analysis, Regional
Economic Analysis Division, Analysis and Special Studies Branch.
• Economic multipliers will be applied to the estimated visitor spending to determine the tourism
economic impact, if and where appropriate.
Total Trips - 2
Total Staff days - 4
TASK 8 - PUBLIC PRESENTATION AND REPORT DEVELOPMENT
A. Draft Report - The feasibility study/business plan for the outdoor adventure activity park will establish a
definitive direction for the site location and future park design. A draft plan will be developed and
distributed to key management and staff, uploaded on the project website and also presented to the
community at a public meeting. This will include all concept illustrations, market analysis, program,
partnership, operational and financial plan.
B. Presentation of Findings and Recommendations -The Consulting Team will present the feasibility study/
business plan findings and recommendations to the Parks and Recreation and Senior Commission, if
required and to the City Council in a work session and / or Council meeting as desired by the staff.
C. Final Report - Following consensus on the development plan and recommendations, the Consulting Team
will prepare the final report documenting all findings, analysis and recommendations to support
pros,
consultitig
City Attorney Approved Version 4/1/15
25
3o
FEASIBILITY STUDY SCOPE OF WORK
implementation. This will include the goals and objectives for the adventure park along with the strategies
and actions, including concept drawings, anticipated costs to develop, target market, programming plan,
management / staffing plan, partnering / management plan, pricing strategies, funding recommendations,
priorities/timelines and performance measurements.
Total Trips-4
Total Staff days -12
Fees: $124,510
Total
Task 1 - Project Management, Progress Reporting & Data Review
A. Kickoff Meeting & Project Management S 4,070
B. Data Collection and Review S 800
Subtotal Dollars S 4,870
Task 2 - Strategic Partner and Stakeholder hput
A. Key Partner and Stakeholder Interviews $ 4,920
Subtotal Dollars $ 4,920
Task 3 - Public Participation and Statistically Valid Needs Assessment Survey
A. Focus Group Meetings / PublicMeetiiT^s $ 5,540
B. Project Website i
C. Statistically Valid Needs Analysis Survey $ 11,500
Subtotal Hours S 17,040
Subtotal Dollars S 17,040
Task 4 - Market Analysis
A. Demographic Analysis S SOO
B. Service Provider Anafysis S 4,000
C. Markel Definition S 4,640
D. Visioning and Core Pragram S 6,480
Subtotal Hours 124
Subtotal Dollars S 15,920
Task 5 - Concept Development and Design
A. Space Allocation i 16,120
B. Concept Development and Site Analysis S 12,600
Subtotal Dollars $ 28,720
Task 6 - Capital and Operating Costs
A. Operational Slandards S 7,200
B. Partnership and Management Strategy S 7,080
C. Capital Cost Development S 4,960
Subtotal Dollars S 19,240
Task 7 - Financing and Operating Pro Forma
A. Financial Plan $ 8,400
B. Economic Impact Analysis S 6,000
Subtotal Dollars S 14,400
Task 8- Public Presentation and Report Development
A. Draft Report S 6,400
B. Presentation of Findings and Recommendations 5 10,600
C. Final Report $ 2,400
Subtotal Dollars S 19,400
TOTAL FEES $ 124,510
pros
consultitig
19
26
City Attorney Approved Version 4/1/15
31