R-2014-065 2014-06-23RESOLUTION NO. R2014-65
A Resolution of the City Council of the City of Pearland, Texas,
authorizing a contract for professional services associated with the
Parks and Recreation Master Plan Update, with Green Play, LLC., in the
amount of $89,695.00.
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PEARLAND, TEXAS:
Section 1. That certain contract for professional services, a copy of which is
attached hereto as Exhibit "A" and made a part hereof for all purposes, is hereby
authorized and approved
Section 2. That the City Manager or his designee is hereby authorized to execute
and the City Secretary to attest a contract for professional services associated with the
Parks and Recreation Master Plan Update.
PASSED, APPROVED and ADOPTED this the 23rd day of June, A.D., 2014.
ATTEST:
NG Lt F11VG,
Y SEC: TARY
APPROVED AS TO FORM:
DARRIN M. COKER
CITY ATTORNEY
TOM REID
MAYOR
CONTRACT FOR PROFESSIONAL SERVICES
THIS CONTRACT is entered into on (h- 23-1y , by and between the City of Pearland ("CITY")
and Green Play, LLC ("CONSULTANT").
The CITY engages the CONSULTANT to perform professional services for a project known and
described as Parks and Recreation Department Needs Assessment and Master Plan Development
("PROJECT").
SECTION I - SERVICES OF THE CONSULTANT
The CONSULTANT shall perform the following professional services to CITY standards and in
accordance with the degree of care and skill that a professional in Texas would exercise under
the same or similar circumstances:
A. The CONSULTANT shall provide professional services for the preparation of a
Needs Assessment and Master Plan Development for the City of Pearland Parks
and Recreation Department as detailed in EXHIBIT A, attached hereto.
B. The CONSULTANT has prepared and submitted a detailed statement of cost of
the PROJECT.
C. The CONSULTANT acknowledges that the CITY (through its employee
handbook) considers the following to be misconduct that is grounds for
termination of a CITY employee: Any fraud, forgery, misappropriation of funds,
receiving payment for services not performed or for hours not worked,
mishandling or untruthful reporting of money transactions, destruction of assets,
embezzlement, accepting materials of value from vendors, or consultants, and/or
collecting reimbursement of expenses made for the benefit of the CITY. The
CONSULTANT agrees that it will not, directly or indirectly; encourage a CITY
employee to engage in such misconduct.
D. The CONSULTANT recognizes that all documents or work product generated by
the CONSULTANT under the CONTRACT shall be delivered to the CITY upon
request, and shall subsequently become subject to the Open Records Laws of this
State.
E. The CONSULTANT shall procure and maintain for the duration of this
Agreement, insurance against claims for injuries to persons, damages to property,
or any errors and omissions relating to the performance of any work by the
CONSULTANT, its agents, employees or subcontractors under this Agreement,
as follows:
(1) Professional Liability Insurance in an amount not less than $1,000,000 in
the aggregate.
Professional Services
1 of 5 PS. Revised 5/14
Certificates of Insurance and endorsements shall be furnished to the CITY before
work commences. Each insurance policy shall be endorsed to state that coverage
shall not be suspended, voided, canceled, and/or reduced in coverage or in limits
("Change in Coverage") except with prior written consent of the CITY and only
after the CITY has been provided with written notice of such Change in
Coverage, such notice to be sent to the CITY either by hand delivery to the City
Manager or by certified mail, return receipt requested, and received by the City no
fewer than thirty (30) days prior to the effective date of such Change in Coverage.
Prior to commencing services under this CONTRACT, CONSULTANT shall
furnish CITY with Certificates of Insurance, or formal endorsements as required
by this CONTRACT, issued by CONSULTANT'S insurer(s), as evidence that
policies providing the required coverage, conditions, and limits required by this
CONTRACT are in full force and effect.
F. The CONSULTANT shall indemnify and hold the CITY, its officers, agents, and
employees, harmless from any claim, loss, damage, suit, and liability of every
kind for which CONSULTANT is legally liable, including all expenses of
litigation, court costs, and attorney's fees, for injury to or death of any person, for
damage to any property, or errors in design, any of which are caused by the
negligent act or omission of the CONSULTANT, his officers, employees, agents,
or subcontractors under this CONTRACT.
H. All parties intend that the CONSULTANT, in performing services pursuant to this
CONTRACT, shall act as an independent contractor and shall have control of its
own work and the manner in which it is performed. The CONSULTANT is not to
be considered an agent or employee of the CITY.
SECTION II - PERIOD OF SERVICE
This CONTRACT will be binding upon execution and shall end once services have been
completed, which is estimated to be on or before July 31, 2015.
SECTION III - CONSULTANT'S COMPENSATION
A. Total compensation for the services performed shall be $34,899.00 for Phase I —
Needs Assessment and $54,796.00 for Phase II — Master Plan Development
for a total expenditure of: $89,695.00.
B. The CITY shall pay the CONSULTANT based upon required deliverables and
supported by detailed invoices submitted by the CONSULTANT subject to the
following conditions:
Payments shall be made based upon CONSULTANT'S successful completion of
required deliverables and CITY acceptance of same.
Professional Services 2 of 5 PS. Revised May/14
C. The CITY shall make any required payment to the CONSULTANT within thirty
(30) days of receipt and approval of a detailed invoice. Invoices shall be
submitted on the basis of completion of identified milestones.
SECTION IV - THE CITY'S RESPONSIBILITIES
A. The CITY shall designate a project manager during the term of this CONTRACT.
The project manager has the authority to administer this CONTRACT and shall
monitor compliance with all terms and conditions stated herein. All requests for
information from or a decision by the CITY on any aspect of the work shall be
directed to the project manager.
B. The CITY shall review submittals by the CONSULTANT and provide prompt
response to questions and rendering of decisions pertaining thereto, to minimize
delay in the progress of the CONSULTANT'S work. The CITY will keep the
CONSULTANT advised concerning the progress of the CITY'S review of the
work. The CONSULTANT agrees that the CITY'S inspection, review,
acceptance or approval of CONSULTANT'S work shall not relieve
CONSULTANT'S responsibility for errors or omissions of the CONSULTANT or
its sub-consultant(s) or in any way affect the CONSULTANT'S status as an
independent contractor of the CITY.
SECTION V - TERMINATION
A. The CITY, at its sole discretion, may terminate this CONTRACT for any reason -
- with or without cause -- by delivering written notice to CONSULTANT
personally or by certified mail at 1021 E. South Boulder Road, Suite N,
Louisville, CO 80027. Immediately after receiving such written notice, the
CONSULTANT shall discontinue providing the services under this CONTRACT.
B. If this CONTRACT is terminated, CONSULTANT shall deliver to the CITY all
reports, estimates and any and all other documents or work product generated by
the CONSULTANT under the CONTRACT, entirely or partially completed,
together with all unused materials supplied by the CITY on or before the 15th day
following termination of the CONTRACT.
C. In the event of such termination, the CONSULTANT shall be paid for services
performed prior to receipt of the written notice of termination. The CITY shall
make final payment within sixty (60) days after the CONSULTANT has delivered
to the CITY a detailed invoice for services rendered and the documents or work
product generated by the CONSULTANT under the CONTRACT.
D. If the remuneration scheduled under this contract is based upon a fixed fee or
definitely ascertainable sum, the portion of such sum payable shall be
proportionate to the percentage of services completed by the CONSULTANT
based upon the scope of work.
Professional Services
3 of 5 PS. Revised May/I4
E. In the event this CONTRACT is terminated, the CITY shall have the option of
completing the work, or entering into a CONTRACT with another party for the
completion of the work.
F. If the CITY terminates this CONTRACT for cause and/or if the CONSULTANT
breaches any provision of this CONTRACT, then the CITY shall have all rights
and remedies in law and/or equity against CONSULTANT. Venue for any action
or dispute arising out of or relating to this CONTRACT shall be in Brazoria
County, Texas. The laws of the State of Texas shall govern the terms of this
CONTRACT. The prevailing party in the action shall be entitled to recover its
actual damages with interest, attorney's fees, costs and expenses incurred in
connection with the dispute and/or action. CONSULTANT and CITY desire an
expeditious means to resolve any disputes that may arise between under this
CONTRACT. To accomplish this, the parties agree to mediation as follows: If a
dispute arises out of or relates to this CONTRACT, or the breach thereof, and if
the dispute cannot be settled through negotiation, then the parties agree first to try
in good faith, and before pursuing any legal remedies, to settle the dispute by
mediation of a third party who will be selected by agreement of the parties.
SECTION VI — ENTIRE AGREEMENT
This CONTRACT represents the entire agreement between the CITY and the CONSULTANT
and supersedes all prior negotiations, representations, or contracts, either written or oral. This
CONTRACT may be amended only by written instrument signed by both parties.
SECTION VII — COVENANT AGAINST CONTINGENT FEES
The CONSULTANT affirms that he has not employed or retained any company or person, other
than a bona fide employee working for the CONSULTANT to solicit or secure this
CONTRACT, and that he 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 the CONTRACT. For
breach or violation of this clause, the CITY may terminate this CONTRACT without liability
and in its discretion, may deduct from the CONTRACT price or consideration, or otherwise
recover, the full amount of such fee, commission, percentage brokerage fee, gift, or contingent
fee that has been paid.
Professional Services 4 of 5 PS. Revised May/14
SECTION VIII- SUCCESSORS AND ASSIGNS
This CONTRACT shall not be assignable except upon the written consent of the parties hereto.
The parties have executed this CONTRACT this aZ31-`1 day of June, 2014.
Y OF • ' ARLAND, TEXAS
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CONSULTANT — GREEN PLAY, LLC
Professional Services
5 of 5 PS. Revised May/14
Resolution No. R2014-65
Exhibit "A"
Requested Scope of Work for Pearland, TX
Parks and Recreation Department
Phase One: Needs Assessment
and
Phase Two: Master Plan Development
dREENPLA Y«
The Leading Edge In Parks, Recreation
And Open Space Consulting
TO: Michelle Smith, Director
FROM: Jessica Osborne, GreenPlay Project Manager, jessicao@greenplayllc.com
CC: Chris Dropinski, Senior Principal and Managing Member, Rob Layton, Design
Concepts, Chris Cares, RRC Associates
DATE: April 23, 2014
RE: Response to Scope Request for Phased Needs Assessment and Master Plan
As per our discussions, we understand that the City of Pearland Parks and Recreation Department is
interested in contracting with GreenPlay LLC as a qualified sole source for professional services to
complete this project, with the Needs Assessment portion occurring in FY 2014, and the Master Plan
development occurring in FY 2015.
Jessica Osborne, will work as a Project Manager part-time for GreenPlay, and also she is the Initiatives
Director for the non-profit GP RED. Therefore, Jessica is uniquely qualified to be the lead on both this
project, and for the Healthy Communities Research Group Surveillance and Management Toolkit Beta
Site project for GP RED (scope for that project has been submitted from GP RED) should that be funded
in the Fall to help enable efficiencies and increase the success of both projects.
Joining Jessica on this project will be Chris Dropinski, Managing Member for GreenPlay, as Principal in
Charge and various GreenPlay support staff. RRC Associates will provide the statistically -valid and online
surveying in Phase I. Dave Peterson and Rob Layton from Design Concepts will provide the inventory and
level of service analysis and the site assessment and capital recommendations for the Master Plan in
Phase II. Additional qualifications and references can be provided if needed.
Project Understanding
We understand that the City of Pearland is interested in developing this Needs Assessment (Phase I) and
then the Master Plan (Phase II) to guide the City in current and future parks, recreation, and trails
provision and to meet the requirement for maintaining Accreditation from CAPRA.
We realize that the Pearland Parks & Recreation Department is dedicated to multiplying the Q4 Factor:
quality facilities, quality programs, quality service for your quality of life. The Department can be broken
down into five major organizational components including: Recreation, Parks and Trails, Facility
Maintenance, Recycling, and Administration. The staff consists of about 100 employees striving to fulfill
the departmental vision statement: "To be the leader in providing quality services that connect the
community through people, parks, and programs."
In August 2010, the City of Pearland opened the doors of its new Recreation Center & Natatorium. This
107,000 SF facility aims to provide additional fitness and aquatic opportunities for the Pearland
community and surrounding cities alike. The Melvin Knapp Center is a recreation facility for active adults
50 years of age and older. It offers a variety of programs, activities, trips, and classes that are either low-
cost or absolutely free to its members. Membership to the senior center is free to Pearland residents.
The Community Center and Westside Event Center provide programs for all ages to the community at a
low-cost.
Parks staff maintains 10 neighborhood parks, 3 community parks that include 2 dog parks and 2 splash
pads to ensure provision of quality facilities for users. An Urban Forester is responsible for maintaining
the 6,190 trees around the City of Pearland. Recreation staff implements youth and adult programs,
athletic leagues, swim lessons, birthday parties, summer camps, adaptive and outdoor programs as well
as volunteer opportunities for the community.
This plan will serve as a guide to help make decisions regarding future parkland acquisition, parks and
trails development and recreational programming. We also recognize that the City would like to
evaluate the needs and desires of citizens, as well as determine whether or not current organizational
resources can accommodate those needs.
Our plan approach will generate community dialogue intended to further the opinions of citizens and
interested stakeholders allowing them to contribute informed judgment to help determine desired
changes for the long term vision for the Pearland area regarding facilities, programs, and services.
We recognize that in the past, Pearland's Parks and Recreation Master Plans have been primarily capital
and land planning documents primarily created to meet the Texas Parks and Wildlife Fund requirements
for potential grant applications, and for managing a much smaller community. Pearland is now in a
much more developed and sophisticated stage of community growth, with many larger resources and
holdings to manage. This proposal, for which the final document will still be called a "Parks and
Recreation Master Plan", is for a much more comprehensive plan that will help guide operational,
maintenance, and capital funding and management decisions for the next 5 to 10 years. This plan
proposal is competitively priced given our strong experience with communities like Pearland. It will also
include various sub -elements as required to help meet CAPRA re -accreditation guidelines, including:
• A detailed Community Needs Assessment and Community Engagement Program
• A full digital GIS -based Composite -Values Methodology Inventory and Level of Service Analysis
of all holdings owned and managed by Pearland.
• A digital Programs Assessment designed for annual management analysis and to help create
your Recreation Program Plan.
• All data will be organized to also assist with providing necessary digital base information to
facilitate Pearland to be involved with the Healthy Communities Research Group Surveillance
and Management Toolkit (a separate project with GP RED) to help increase physical activity and
reduce obesity, and involvement in NRPA's PRORAGIS National Benchmarking dataset, if
desired.
• A Strategic Implementation Plan with Evaluative Goals and Objectives
• Presentations and recommendations to further allow the Parks and Recreation Department to
continue to be a vital force for creating community quality of life and positive economic
development in Pearland.
Proposed Scope of Work
The following Scope of Work comprehensively identifies project approach, work methodologies, work
plan, and ideas about the format and products to accomplish the purpose of the Needs Assessment and
Master Plan process. This scope is based on our preliminary understanding of your needs, and will be
detailed and adjusted as needed during the start- up conversations to fully provide your community -
specific approach and outcomes. If something doesn't look just exactly right, just let us know!
Phase 1- Needs Assessment
A. Strategic Kick-off and Determination of Critical Success Factors
The most important part of any project is ensuring that your expectations are met and that your
project goals are achieved. Upon selection and contract award, GreenPlay will provide a
Detailed Work Plan for discussion in Strategic Kick-off (SKO) meetings, in which we will meet
with City staff and to finalize the project scope that will outline the timeline and provide details
of the following.
• Strategic Kick-off and Determination of Critical Success Factors
• Public Engagement and Information Gathering
• Existing Conditions Analysis
• Facilities Inventory and Analysis
• Analysis of Programs and Services
During the Strategic Kick -Off we will work closely with your team to identify the key "Critical
Success Factors" that will ensure that this project is successful, and will determine your desired
level of involvement and outcomes.
As the project progresses, written Monthly Progress Reports will be provided that cover:
• Recent progress for current month
• Identification of any outstanding issues or information needed
• Schedule and meeting updates and modifications if necessary
Regular conference calls (when not on-site) will be conducted with your Project Manager to
discuss the content of the Monthly Progress Reports and any other pertinent issues.
Additionally, we are always available to you for phone and/or email communications.
Integration with Existing Vision, Goals, Operations, Budgets, and Plans
We understand that there are already many planning documents to be coordinated in developing this
project. We will provide a request list for common types of planning documents that may be available,
and help supplement items that may not be the most current. These background documents and other
related plans help us evaluate other factors that relate directly to your system, including how people are
able to get from place to place and how other key community attributes need to be incorporated into
the overall assessment. Budgets, work plans, and funding plans utilized by your community will likewise
help to facilitate the comprehensive coordination of direction and prescriptions.
B. Community Engagement and Outreach
We understand that the City wishes to utilize extensive public input in the development of this
Needs Assessment, and we agree that this is an essential component of the project. To
accurately reflect the needs and desires of the community, it is essential that a comprehensive
public participation program is utilized during the Master Planning process. This process is
critical in determining community values and needs and ultimately regulating the success of
your short, mid, and long-range planning efforts.
Community Engagement and Information Gathering
Our GreenPlay team believes in creating an in-depth, efficient, and cost-effective citizen -focused
community process as part of all public agency management and planning. Our team will build upon
previous work to acquire knowledge of local issues and concerns that will assist us in obtaining useful
and pertinent community feedback — both as information, and engagement for buy -in and outcomes.
GreenPlay will facilitate Citizen Outreach and Stakeholder Meetings to determine the needs of the
residents and to allow the project team to communicate with residents, user groups, associations, civic
associations, and key community representatives. Preliminary Key Stakeholders appear to include
citizens, representatives, and staff from your community; your Board and/or Council representatives; as
well as other affected community and government agencies; and selected alternative providers,
partners, and special interest groups from in and around your community.
The following table represents the variety of public process and stakeholder input methodologies that
we use in different situations. We can work with the project team and city staff during the SKO to
delineate and customize the exact methods to be utilized in this project to the City of Pearland. Some of
the unique aspects of the City include (but are not limited to) a high population of Spanish-speaking
residents. The input tools we use will build consensus and agreement on the plan and if consensus is not
possible, provide information for informed decision making for the City Council. We have not included
second or third language translations as part of this proposal, but can easily do so, either with City
resources or for an additional fee.
Potential Public
Assessment & Information Gathering Tools
Who
Users
Citizens/ Voters
Key Stakeholders
Staff & Decision
Makers
Partners
Alternative Providers
Consultants
Project Team
Methodologies
Intercept Surveys
Focus Groups
Questionnaires
Various Group
Process Techniques
SWOT Analysis
Online Community
Town Hall
Public Meetings
Statistically -Valid Surveys
Commission Meetings
Websites
Media Outlet
Group Process
SWOT Analysis
Individual Interviews
Small Group Meetings
SWOT Analysis
Facilitation
Inventory
Trends
Demographics
Benchmarking
Best Practices
Outcomes
Issues
Needs
Satisfaction levels
Fee tolerance
Support
Consensus
Education
Funding Tolerance
Opportunities
Constraints
Gap Analysis
Special Interest
Recommendations
Policies
Staff Development
Sustainability
Our process for this Needs Assessment would include:
• Focus Groups (usually 4 - 6) with targeted topics. For specific areas in which people may not
attend, we can go to them. This may include specific demographics (seniors, youth), user groups
(sports, aquatics, conservation, businesses, trail users, alternative providers, etc.).
• Individual Key Stakeholders — identified by the project team. Usually key people outside of the
project team, although we are always open to talk to anyone who wants to be heard.
• Staff SWOT Analysis — GreenPlay will act as professional facilitators to gather specific
information about services, use, preferences and any agency strengths, weaknesses,
opportunities and threats.
• Public meetings — include three (3) come one — come all, widely advertised meetings to allow
for input, feedback, etc. at key milestones during the project typically for the information
gathering (Phase I), findings (Phase I), and draft Master Plan recommendations (Phase 11).
• A Findings Presentations/Visioning workshop and draft presentations with staff, key
stakeholders, and decision makers to Review/Analyze Draft Information as well as receive input
in a public meeting to have it readied for analysis in Phase II.
• Provide written records and summaries of the results of all public process and communication
strategies.
Statistically -valid Survey
GreenPlay is a strong proponent of including statistically -valid surveys as part of all Master Plans to most
accurately quantify and validate needs of a community. While stakeholder meetings, focus groups, and
public meetings allow us to draw in interested parties and users, a statistically -valid survey is the only
defensible mechanism that allows us to also hear from the NON-USERS, who are most likely taxpayers.
It is recommended that an agency conduct a similar survey at least once every five years to measure
changing demand and needs.
We propose a mail and separately tracked online survey, as the combined approach usually
provides the greatest impact possible in the most efficient manner and for the research dollars
available. Our recent experience has shown that it is becoming increasingly common for many
residents to have either unlisted telephone numbers and/or cell phones as their primary
telephone service, making it more difficult to reach a "representative" sample of residents by
telephone. Additionally, a mail survey approach will permit a potentially larger sample size
covering a greater breadth and extent of issues with cost savings over a telephone -only
methodology.
RRC Associates (RRC) will create a survey to be mailed to a pre -determined number of
households in the Pearland community, depending upon level of sub -community segmentation
desired (if any). We propose to perform both the mail, and a web -based survey, which can be
incorporated with the mail survey process and retain the integrity of the statistical validity.
Amenities
Priorities
Political Issues
Level of Service
Identity
Historic Issues
Community Profile
Stakeholders
Niche Markets
Partnerships
Business Planning
Funding
CIP & Action Plans
Our process for this Needs Assessment would include:
• Focus Groups (usually 4 - 6) with targeted topics. For specific areas in which people may not
attend, we can go to them. This may include specific demographics (seniors, youth), user groups
(sports, aquatics, conservation, businesses, trail users, alternative providers, etc.).
• Individual Key Stakeholders — identified by the project team. Usually key people outside of the
project team, although we are always open to talk to anyone who wants to be heard.
• Staff SWOT Analysis — GreenPlay will act as professional facilitators to gather specific
information about services, use, preferences and any agency strengths, weaknesses,
opportunities and threats.
• Public meetings — include three (3) come one — come all, widely advertised meetings to allow
for input, feedback, etc. at key milestones during the project typically for the information
gathering (Phase I), findings (Phase I), and draft Master Plan recommendations (Phase 11).
• A Findings Presentations/Visioning workshop and draft presentations with staff, key
stakeholders, and decision makers to Review/Analyze Draft Information as well as receive input
in a public meeting to have it readied for analysis in Phase II.
• Provide written records and summaries of the results of all public process and communication
strategies.
Statistically -valid Survey
GreenPlay is a strong proponent of including statistically -valid surveys as part of all Master Plans to most
accurately quantify and validate needs of a community. While stakeholder meetings, focus groups, and
public meetings allow us to draw in interested parties and users, a statistically -valid survey is the only
defensible mechanism that allows us to also hear from the NON-USERS, who are most likely taxpayers.
It is recommended that an agency conduct a similar survey at least once every five years to measure
changing demand and needs.
We propose a mail and separately tracked online survey, as the combined approach usually
provides the greatest impact possible in the most efficient manner and for the research dollars
available. Our recent experience has shown that it is becoming increasingly common for many
residents to have either unlisted telephone numbers and/or cell phones as their primary
telephone service, making it more difficult to reach a "representative" sample of residents by
telephone. Additionally, a mail survey approach will permit a potentially larger sample size
covering a greater breadth and extent of issues with cost savings over a telephone -only
methodology.
RRC Associates (RRC) will create a survey to be mailed to a pre -determined number of
households in the Pearland community, depending upon level of sub -community segmentation
desired (if any). We propose to perform both the mail, and a web -based survey, which can be
incorporated with the mail survey process and retain the integrity of the statistical validity.
Citizens will be given the option of either completing the survey form mailed to them or to
access the survey online using an individual passcode assigned to each household that would be
included in the mailed survey. We frequently use this technique for parks, recreation, and
community surveys and find it to be effective in maintaining the random sample while also
increasing opportunities for respondents to complete the survey. Additionally, the survey would
be made available to a larger audience through an "open" web site. We would not merge the
"open" web data with the results from the random survey. Instead, the "open" web survey
would be designed to expand community input opportunities, as essentially everyone in the
community would have access to completing a survey, even if they did not receive one of the
random surveys in the mail. We will work with you and RRC at the start of the project to finalize
the best distribution and collection methods, sample sizes, segmentation, question format, and
other factors.
To help improve response rates, we anticipate that the City will assist with marketing and
creating public awareness of the survey through media and other channels, such as local
newspaper, radio, cable TV, and the City's web site. We also encourage the City to offer some
sort of participant incentive to residents who take the survey, such as a prize drawing for passes
to Pearland recreation facilities or gift cards to local businesses, as such incentives have shown
to help increase survey responses.
MindMixer Online Community Engagement
We understand that The City of Pearland has previously used MindMixer during Comprehensive
planning. We believe it is an innovative addition to our community engagement for parks and
recreation planning. If desired, we use this tool to create a managed and facilitated online
community dialogue, including polling, open online and user surveying, discussions, topic
suggestions, prioritization options, etc. This can be accessed online, and by text messaging,
smart phone, etc. You can see examples of this in use at http://prcaplan4life.mindmixer.com (a
current GreenPlay planning project), or general community sites at www.mindmixer.com. This
tool is designed to enhance community involvement, and get feedback from people who do not
attend meetings. We can either help re -activate the City's MindMixer site, or work with the City
to utilize your other web -based outreach capabilities for garnering online social engagement
and draft document distribution (to be determined during project start-up).
Our proposal can include creation and management of a Pearland MindMixer site and facilitated
administration for the duration of the project. Additional or ongoing administration beyond this time
period can be added at an additional cost, if desired. MindMixer is designed to supplement existing
outreach (public meetings, focus groups, etc.) through web and mobile dialogue. It provides an
opportunity to create an ongoing alternative channel for citizen engagement in addition to the focus
groups, stakeholder interviews, public forums, and statistically -valid survey.
MindMixer creates many different opportunities for community engagement including:
• Open Idea Submission: Frame the conversation and allow citizens to submit open-ended ideas
• Idea Prioritization: Dictate the content and ask participants to prioritize using "seconds" or
dollars
• Idea Voting: Dictate the content and ask participants their degree of support for various ideas
• Questionnaire/Polling: Utilize typical online surveys / questionnaire tools
• Multi -Lingual: MindMixer supports 52 different languages, with real-time (one click)
translation and engages all participants, in their own language.
• Mobile Integration: Participants can also text (SMS) or call (Voicemail) in their ideas. Reach
participants on -the -go.
• Location -Based: Create geography -specific categories and topics for feedback. This allows for
meaningful and contextual opportunities for regional engagement.
• Two -Way Dialogue: Provide response to participant ideas without leaving the web interface.
• Location Based Ideas: Users can associate ideas with a physical location in the community and
the ideas display on a dynamic map
Our proposal includes the following MindMixer services:
• Account Management: GreenPlay and MindMixer Project Managers handle design, hosting,
administration, monitoring, and support.
• Marketing and Outreach Partnership: GreenPlay's MindMixer sites provide traditional media
resources, social media content, and on -the -ground marketing collateral.
• Content Management: 24 hours/day availability to put up new topics, change existing topics, or
provide needed support.
• Site, and facilitated administration for up to 9 months for both phases. Additional or ongoing
administration beyond this time period can be added at an additional cost, if desired.
• We do require that there be a MindMixer Administrator assigned from Pearland who will work
with us and be trained to help garner necessary information and monitor the site for the City.
C. Needs Analysis
We will combine the community engagement and staff input, inventory and preliminary Level of
Service findings, along with the following Community Profile elements, to create a summary of
contextual analysis of needs. This summary will be labeled as such to be used to meet the
related standards for CAPRA accreditation.
Demographics
We will identify the constituency of the City through a demographic analysis and market profile,
utilizing all information available from previous planning efforts, any current valid information
from the City of Pearland, and including information gathered from the U.S. Census Bureau, ESRI
sources, and other national and local sources as needed for supplementation.
Trends Analysis
We recognize that information gathered during the community engagement process, your
background data, and current usage cannot alone tell the full story of community needs.
GreenPlay has one full-time staff person who is dedicated and responsible for tracking,
compiling, and summarizing local, national, and regional trends for parks, recreation, and trails.
For this report, GreenPlay will utilize our national experience, to analyze and summarize
potential trends that may influence the City for the next five years to help form short-term
recommendations and set the stage for long-term goals.
Needs Assessment Findings Presentation
We will compile initial findings from the Needs Assessment and will prepare a summary Findings
Presentation for staff, decision makers, stakeholders, and the public to validate the accuracy of the
findings. During this stage, we will confirm that all information identified and collected thus far is
correct, and we will ask all stakeholders to share any additional issues or opportunities for consideration
into a Summary Findings Report.
Phase 0. Master Plan Development
Moving forward from the Needs Assessment Phase in October (to accommodate the FY15
Budget cycle), our GreenPlay team will utilize those findings to create an analysis of other
related aspects of the Department into the development of the Master Plan.
A. Facility Inventory and Level of Service Analysis
All available base GIS/CAD materials will be utilized to compile a comprehensive, updated
assessment of each of the City's parks, trails, and recreational facilities, and trails
("components" of the system). The available data will be supplemented with on-site analysis to
create a complete dataset and determine current conditions for:
• Quantity of components
• Quality of components
• Functional use
Additionally, we will research, collect, and assemble engineering and other data necessary to
complete the project. The inventory will be compiled and analyzed to provide complete
information. We can work with various information formats and will produce the final
deliverables in both shapefile and textual formats that are dynamic and easily used and become
the property of the City of Pearland upon completion of the project.
Composite -Values Methodology (CVM)
Level of Service Analysis
An Improved Approach! (; RASP
GRASP® Methodology (Geo -Referenced �.� a f�.� (,fstr
Amenities Standards Process)
GreenPlay will update the City's inventory and Level of Service standards utilizing our
proprietary version of the Composite -Values Methodology (CVM) for level of service analysis,
called the Geo -Referenced Amenities Standards Process (GRASP®). This analysis builds on
traditional capacity analysis, but is unique in its ability to analyze both the quantity (capacity)
and quality of components of an entire system, such as playgrounds, trails, art, ballfields, etc.
The CVM process has been developed to provide analyses of the parks, recreation and cultural
facilities, trails, and athletic fields based on the unique assets of the City of Pearland to
determine how effectively the current system is serving the community. We have adapted and
built upon previous traditional capacity based level of service (LOS) practices to create an
improved approach. This process will be able to:
• Determine current level of service and where improvements can be made based on
walkability (usually 1/4 to 1/3 of mile), quantity and quality of any and all parks, trails,
facilities, and athletic field facilities.
• Help determine location of future development of park, trails, and facilities based on
current level of service.
• The data will provide the basis for recommendations for making improvements to
address unmet needs for both active and passive recreation.
This inventory and LOS methodology not only fulfills the needs for the Master Plan and
inventory requirements for CAPRA, but also provides the base data for inventory that can be
uploaded to NRPA's PRORAGIS, and also for the assets and affordances necessary for the HCRG
SMT Beta Site process for GP RED.
B. Operational and Marketing Analysis
User Profile and Public Perception
GreenPlay's analysis of the public's perceptions of facilities, programs, services, and maintenance is a
critical component of this master planning effort. The documented results of the community input
mechanisms feed directly into the formulas for our level of service analysis. Along with the demographic
profile of the current and projected population, and our trends research, the results will allow us to
characterize existing and prospective park users, so the City can determine appropriate marketing
channels to reach them.
Program and Service Delivery Analysis — Program Plan Summary
GreenPlay has exceptional programming experience, and we will inventory and analyze current
programs offered by the Department as well as relevant non-profit and for-profit organizations. We will
provide inventory templates to collect various aspects of program information in six characteristics
categories including location, performance and outcomes, expenses, revenues, fees, and service
provider. This will require staff assistance for accurate completion. We will also identify and assess
opportunities for eco and heritage tourism.
In the current economic environment, potential partners and collaborators, whether other Departments
of the City, non-profit, for-profit service providers, or volunteers, are extremely important, and how
those relationships are formed and nurtured is critical to sustainability. We know that the Parks and
Recreation Department cannot and should not produce or fulfill every unmet need on its own. We will
assess these relationships for clarity and effectiveness, and identify any key issues for service strategies.
This section will include a summary of the Program Analysis labeled Programming Plan, for use in
meeting the related CAPRA standard.
Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis
To develop a short and long-term strategy for the future planning of Pearland's Parks and Recreation
provisions, we will conduct a SWOT Analysis. A SWOT Analysis is an effective and realistic way of
identifying the market Strengths and internal and external Weaknesses, and for examining the
Opportunities and Threats faced by the organization. This process will help to identify any deficiencies
in the provision of services and programs, and it will also help to identify potential partners in the
service area.
Organizational Analysis
GreenPlay will broadly assess the organizational and management structure of the Department
and staffing to determine effectiveness and efficiency in meeting current and future
departmental responsibilities as related to the community's needs. The needs assessment —
including input from staff interviews, community and key stakeholder engagement, and level of
service analysis, along with the consultant's expertise — will identify areas for enhancement
including customer service as well as operational efficiencies.
C. Implementation/Strategic Pian
Key Issues Analysis Matrix
Based on the previous areas of analysis, our team will compile a Key Issues Analysis Matrix that helps
identify focus areas from the various tools and methodologies used to collect information and bring this
into a Strategic Framework for recommendations.
Sample from a Section of a Key Issues Analysis Matrix
Key Issue Rating Scale
c nest- sss,r
a - priority - short-term
nra - not applicable
Recreation
Park Operations
Golf Operations 1
South
Central
t u
z u°,
Staff Input
Focus
Groups/Public
P&R
Commission
City Council
'Services
Assessment
Safety '
Safety concern in facilities.parks
Homeless and vagrants in parks
a
Safety at skatepark
:.
Code enforcement b
a
b
b
Graffiti=V'andalisum
3 a
Create park ranger Frockan-, h
..
b
Improvements and Maintenance
Maintain •)shat s,:e hake
5
5
Improved park;athletic field maintenancet
o
r
b
b
Tree care replacement program
n a
r. a
n a
b
ria
_.
Less crass more desert landscacinq
n 3
c
ria
�- a
b
c
C
R2atr C."'s
,,
:.
- a
b
ri a
n. a
3'.e
n.a
ria
n3
Facilities
Budd a nes sports coml_le.
Inadequate number of athletic fields
n a
Trail Connectr,ity
b
Conmtunitp gardens
b
n a
b
n:a
n a
Need lights far soccer fields
b
a
s
b
n• a
1:
Additional aquatics
c
- -
_
s c
b
n•a
Programs
Special e.ents to attract tourists
5
5 a
More non -sport programminit
h
n a
n c
b
More indoor fitness
b
n a
n 3
b
More family programming
b
n a
More middle+high school programming
b
n a
Youth and teen pra y-an1min,-
b
it a
b
Trounaments and Sports
3 a
Bocce or Piquant
1 a
a
a
b
Administration, Services
Visioning Strategies Development Workshop
We recognize that our team needs to work with the Department's project team to fully analyze
identified findings and to create implementable recommendations for your future. This process will
engage all interested project team members and key stakeholders in determining future vision and
action plan steps for the City's parks, recreation, and trails needs. Following Findings review, (may be on
same trip to provide continuity and start Phase II), we will facilitate a Visioning Strategies Workshop
that will include an analysis of all findings, including operational feasibility, political or historical
constraints, and any other potential challenges. We will also identify opportunities for implementation
steps, work plans, and funding implications.
Focus on Efficiencies/Effectiveness
We will gather and review data on how the Department operates to assess the level of efficiency and
effectiveness for each function. We will review processes and practices to identify constraints to
effective operations and work processes. Additionally, synergies between City Departments may be
examined to determine efficiencies and possible fiscal savings.
Financial Implementation
We believe that it is necessary and responsible to conduct an analysis of the financial and economic
implications for all recommendations. What will it cost to implement the Master Plan? The GreenPlay
team will develop a capital program for the City of Pearland that includes future parks and/or facilities,
upgrades to existing parks and amenities as well as any future parkland acquisition. This program must
tie back to the community needs, desires, and willingness to pay information gathered in the public
involvement portion of the project. We will include financial and economic analysis and
recommendations related to:
Revenue and Cost Recovery
• Evaluating budget projections associated with cost recovery for operations, staffing and
maintenance, and development impact requirements.
• Identifying revenue concepts that recognize economic impact, public/private partnerships,
public/public partnerships and funding sources, with a strong focus on appropriate revenue
generation.
• We will identify possible partnerships that could assist the Department in cost recovery, if
desired.
Financing Strategies
• Making recommendations regarding potential funding alternatives to implement the proposed
facilities and programs. The evaluation will consider reasonably feasible potential funding
sources.
• We will identify possible partnerships which could exist to enhance future improvements.
Capital Improvement Plan (CIP) Recommendations
• Identifying the cost of maintaining the current Level of Service (LOS) and estimating costs
associated with providing the recommended LOS that includes future park master plans,
upgrades to existing parks and amenities and any future parkland acquisition.
• Identifying capital resources and funds under the LOS scenarios.
• Analyzing expansion opportunities.
D. Draft and Final Master Plan and Deliverables
The Draft Master Plan will include all findings, needs assessment, public engagement results, written
goals, plans, objectives, and policy statements that articulate a clear vision and model (a "road map") for
the Parks and Recreation Department's future. This will include, at a minimum, attention to:
Recommendations
Based on an analysis of demographic information, participation, needs and desires, operations and
maintenance, programming, land use trends, level of service gaps, and projected impact of future
trends, recommendations will be developed addressing improvements and clear, justifiable strategies.
• Summary of all Findings and Key Issues
• Appendix as necessary
• Public Input
• Inventory of all Relevant Components
■ Trails
■ Condition assessment
• Desired State of the City of Pearland
■ Values and Benefits of Parks and Recreation
■ Needs assessment
■ Essential Partnerships
■ Future Funding Framework
■ Future opportunities
• Goals and Objectives
■ Gaps between Current State and Desired State
■ Goals and Objectives
■ Resource Optimization
• Actions
■ Mobility and Connectivity Recommendations
■ Recreation and Culture Recommendations
■ Community and Character Recommendations
■ Natural Resources and Passive Assets Recommendations
Action/Implementation Plan
We will work with the project team to rank and prioritize recommendations, balancing needs and
cost/benefit analyses, financial and staffing capacity, and budgetary realities. We will compile a set of
recommendations with strategies, priorities, and identification of budget support funding mechanisms
phased into immediate, near-term, and long-term time frames addressing needs regarding land
acquisition, along with the development of parks and recreation facilities. A Strategic Action Plan will be
labeled as such to meet CAPRA guidelines, including costs, potential funding mechanisms, timing, and
responsible party.
The Draft Plan will be submitted for preliminary review, and all comments will be incorporated into your
Final Plan. After review, we will assist in guiding the Plan through the formal adoption process, including
review and recommendation by the project team, presentations of the draft recommendations and final
Master Plan to the Department and to City Council for adoption of the Final Plan. Deliverables will
include all aspects outlined in the preceding tasks, summarized as:
Phase One — Needs Assessment
• Outline of Critical Success Factors
• A detailed work plan identifying a schedule for completion.
• Public Presentation PowerPoint of the Plan Introduction
• One electronic (1) copy of the summary Needs Assessment Report and PowerPoint
Presentation.
Phase Two — Master Plan
• All GIS files and analytical mapping from the Inventory and Level of Service.
• Draft Plan which shall include all the information contained in the Scope of Work.
• Separately labeled Strategic Plan and Programming Plan sections for CAPRA review.
• One electronic (1) copy of the Draft Plan shall be provided for distribution and review.
• Appropriate written materials and graphics (maps, slides, power point presentations, etc.) shall
be provided for public presentations.
• One (1) printed and one electronic (1) copy of the Final Plan.
Our plans also include at no additional charge:
• Qualitative and Quantitative analysis methods beyond those specified, designed to address
specific key issues, constraints, and opportunities, the City's future livability and the
contribution of recreation to economic development, community vitality, and long-term
viability.
• Our commitment that for each task, we will quickly assess your current circumstances and
provide specific information necessary to move to the next level, rather than just providing you
with a standard boiler -plate planning response.
Proposed Project Schedule
We typically complete similar plans within 8-10 months. We understand that the City would like project
to be broken into two Phases to meet available funding budgets. We have the proposed staff available,
and will allocate appropriate resources to meet the deadlines. We request that The City's project staff
be responsive with turnaround on review and approval of documents, and we will work jointly to lay out
a mutually agreed upon detailed timeline upon award of the project in order to meet this timeframe.
Our team recognizes the need to be both flexible and efficient as part of a community planning process.
We will conduct and attend the necessary number of meetings to complete this project in a way that
works specifically for your agency. We have never missed a project end date due to internal GreenPlay
workloads.
City of Pearland, Texas
Comprehensive Parks and Recreation Master Plan
Proposed Project Timeline Months — 2014-15
Mr 111"
Key Meetings A M J J A S
O N
D
1
F
Phase One — Needs Assessment
■■■■■
A. Strategic Kick-off Meeting
X
■■■■■■■■.■
B. Community Engagement
■
X
■■
X
■■
X
■
X
■
C. Needs Analysis Findings
■■■■
X
■■■■■■
Phase Two — Master Plan Development
■
A. Inventory and Level of Service Analysis
■■■■■■
X
■■■■
B. Operational and Marketing Analysis
■.■■■■
X
■■
X
■
C. Implementation/Strategic Plan
■■■■■■
X
■■
X
■
D. Draft Recommendations, Final Plans,
X
X
Presentations, and Deliverables
While GreenPlay staff will be available throughout the project by phone and email for ongoing
communications and for progress meetings, the primary team visits are organized as follows:
• Strategic Kick -Off: A continuing series of conference calls and information exchange as
GreenPlay consultants familiarize themselves with the existing planning documents, materials,
survey results, etc.
Public Engagement and Information Gathering: 2-4 days of intensive work conducting on-site
inventories and meetings with the staff and the project team. We can also meet with various
committees and stakeholders, etc., as needed.
• Findings and Visioning: Members of our team are on-site to meet with staff, decision makers,
and key stakeholders to present compiled Findings from the Needs Assessment.
• Draft Presentations
• Final Plan Presentation
Agency Investment
As requested, this Master Plan scope and schedule has been broken into two Phases for annual
budgeting purposes. The costs for each Phase are dependent upon the other Phase also being
completed, and are not stand-alone Scopes of Work.
Budget
Pearland, TX
Parks and Recreation Master Plan
TASKS
GreenPlay
Design
Concepts
RRC
Total
Phase One - Community Needs Assessment
A. Strategic Kick Off Meeting
$ 3,754
$ 3,754
B. Community Needs Assessment
$ 10,185
$ 15,500
$ 25,685
C. Findings of Needs Analysis
$ 5,460
$ 5,460
Subtotal - Phase 1
$ 19,399
$ -
$ 15,500
$ 34,899
Phase Two - Analysis of Assets and Master Plan
A. Inventory and Level of Service Analysis - Assets
$ 1,181
$ 18,000
$ 19,181
B. Operations, Management, and Marketing Analysis
$ 7,035
$ 7,035
C. Implementation / Strategic Plan
$ 7,560
$ 4,000
$ 11,560
D. Draft and Final Plan
$ 13,020
$ 4,000
$ 17,020
Subtotal Phase II
$ 28,796
$ 26,000
$ -
$ 54,796
Totals
$ 48,195
$ 26,000
$ 15,500
$ 89,695
Fee Background
GreenPlay has established an inclusive fee schedule that covers the salaries of our professional project
staff and of support staff who enable them to function effectively and efficiently. We consider the
prevailing rates in our industry and the level of specialized expertise that we provide. We have
completed many plans for similar communities, and this plan is very competitively and/or
economically priced for similar services.
For projects such as this, which require more than 100 hours of work, GreenPlay typically recommends
and proposes using a Firm -Fixed Price model for compensation. This means that the contract is based on
a projected number of hours, but the compensation is actually based on the completion of pre-
determined contracted tasks identified in the Scope of Work and within a pre -specified timeline. This
typically works well for the client, ensuring that all work is accomplished regardless of the time required
to complete each task. In the event that the contracted Scope of Work is changed by the client during
the project, GreenPlay can adjust total contract fees accordingly based on our regular hourly rates. This
project is proposed as a Firm -Fixed Rate Fee project; therefore, individual hourly rates and projected
number of hours are not applicable.
Our rates include:
➢ Professional staff, sub -consultant, and administrative salaries.
➢ All office overhead, equipment, utilities, and insurances.
➢ Taxes, employee benefits, and Worker's Compensation.
➢ Administrative support staff and supplies, and local travel.
➢ Work Products and meetings as outlined in the Scope of Work.
➢ All travel costs are built into the firm -fixed fee.
Rates may not include (unless specified in the Scope of Work):
➢ Materials and services outside of the pre -specified Scope of Work (may include extra meetings,
requested copies and printing of work products).
As a baseline:
GreenPlay's rate for additional services is based on an average of $150 per hour if not proposed as
"firm -fixed fee." For sub -consultants, hourly rates range from $60 to $150 per hour, depending on the
task. As this project is based on a firm -fixed fee, our consultants will dedicate the necessary time to
complete the project. Our sub -consultant team members set their hourly rates according to their
individual firm fee schedules. While the hourly rates may sound high, when considering the costs for
implementing additional experienced and professional full-time staff, benefits, insurances, office space,
computers and equipment, support staff, utilities, etc., we find that this rate is usually comparable to or
lower than what an agency would spend for in-house staff. An additional benefit is that when the
project is finished, the expense ends.
GreenPlay typically submits an invoice for payment to the project manager/primary contact person on a
monthly basis. Each invoice includes a brief description of the services provided and percentage of
Scope completed to date. Invoices past due over 60 days will accrue 1.5% interest per month. Other
structures for compensation and payment can be negotiable prior to contract award.
GreenPlay Policy on Project Delays
GreenPlay team members strive to complete our projects in a timely and efficient manner. We will work
with your Project Manager to set an expedient and realistic "contracted end date" during our Strategic
Kick -Off session. This policy takes into consideration delays due to operational and approval constraints,
scheduling, and other internal and external factors.
There is an added cost for GreenPlay when projects are extended beyond a contracted end date,
including staff reassignment, loss of capacity to perform other work, and administrative
schedule changes that may impact other projects. Our policy on project delays can be discussed
during the Contracting phase.
Signatures of Acceptance
Chris Dropinski, GreenPlay, LLC D
PEARLAND, TX
7- 7-17
Date