Master Plan Project Scope

Project Scope

 

A. Project Coordination, Strategic Kick-Off, and Determination of Critical Success Factors

 

Following the award of contract, the GreenPlay team will provide a Detailed Work Plan for discussion at a Strategic Kick-Off meeting with the Project Team. We will review the details of the work plan and formalize the timeline and details of the Project Team, additional Needs Assessment, Public Involvement, and Information Gathering phases, including methodologies and tasks, final number and types of meetings, expected quality and formats for deliverables, and agreement on the implementation strategies. We will set a timeline for the public involvement process and the anticipated approval process and will discuss desired outcomes with the Project Team, and the District Board, as desired.

 

Project Coordination

We will work closely with your team during Strategic Kick-Off to identify key “Critical Success Factors” that will help to ensure that we don’t miss something of importance that may be unique to District. We will supply written Monthly Progress Reports that cover recent progress, outstanding issues or information needed, upcoming meetings and agendas, and next steps. We have found this to be an effective communication tool, adding a level of efficiency to our projects. We will always be available for phone or email communication.

 

Project team progress meetings will be held as often as necessary, but in no case less than once per month until the final plan is approved by the District.

 

We will supply the District’s Project Manager with at least one (1) copy of all completed or partially completed reports, studies, forecasts, maps or plans deemed necessary by the Project Manager at least three (3) working days before each progress meeting. The Project Manager will schedule the meetings, as necessary, at key times during the development of the Master Plan. We will provide up-to-date information for posting on the District’s website for review of progress by stakeholders and the public.

 

B. Integration of Existing Vision, Goals, Operations, Budgets, and Plans

 

Concurrent to public involvement and information gathering, we will work to ensure that District’s Master Plan effectively updates and integrates information from recent and/or current planning work. We will consolidate relevant information from these planning documents, and from budgets, work plans, and funding plans utilized by the EPRD to facilitate the comprehensive coordination of direction and recommendations. Our team will digitally integrate information with GIS data and mapping where appropriate.

 

We will review all General Information and Community Background including, but not limited to:

  • 2004-2009 Master Plan
  • Buchanan Park Master Plan
  • 2010 Needs and Satisfaction Citizen Survey results and information
  • Scope of services and facilities provided by EPRD
  • EPRD 2010 Operating and Capital Budget
  • Evergreen demographic information
  • Neighborhood plans and community land uses
  • Other adopted plans, concepts, data and documents necessary to complete the background and information portion of the Plan and provide consistency.

What sets us apart from other consultant teams is our interest and investigation into other aspects of the community that may be in need of attention and are appropriate for response from a parks and recreation provider. We desire to include the school district, the county health department, the local law enforcement authorities, and the business community in our discussions to identify community issues. With limited current and potential resources, we want to make sure that your vision is sharpened, allowing your staff to work smarter, and to align the perception of the community with the picture of what you are capable of providing that will truly make a positive difference in the community.

 

These other entities will provide valuable information about the experiences of the community. They will also help us evaluate other factors that relate directly to the parks and recreation system including community values, and facility and program access.

 

C. Public Involvement

 

A comprehensive public involvement program is critical in determining community values and needs and ultimately contributing to the success of your long range planning efforts. Building upon the recently completed Citizen Survey, we will customize the continued public involvement to your community’s unique situation, being efficient, effective, and making sure that Individual users and non-users, user groups, special interest organizations, associations, leagues, and other stakeholders feel these opportunities are a good use of their time.

 

GreenPlay staff members are experienced and skilled facilitators and we draw from a variety of methodologies designed to encourage and structure feedback for clearly identified and measurable outcomes. A suggested approach is provided; however, the actual methodology will be detailed and determined during Strategic Kick-Off.

 

With an experienced understanding of the challenges involved with engaging the public in long term planning efforts, and based on previous successes, the following citizen involvement strategy approach is designed to assure residents, user groups, associations, neighboring communities, partners, and other stakeholders that they are provided an opportunity to participate in the development of the plan, and that staff and board are engaged. We have found that mixing different types and ages of users provides the opportunity for citizens to experience first-hand the desires and perspectives of their neighbors and serves to broaden their understanding of the challenges faced and capabilities of the District. We recommend:

  •  Initial Information Gathering: Will take full advantage of the recently completed Citizen Survey and include:
    • A minimum of three (3) focus group meetings [and more likely six (6)] drawing from user individuals and groups, associations, other service providers (schools, health, clubs, seniors, youth, environmentalists, etc.), but also open to the public at large. This method ensures a nucleus of participants with vested interest while also encouraging others to participate.
    • A community-wide public meeting (#1 of 3) to provide information and to validate and round out the information received from the focus groups and citizen survey. Focus group participants are always interested in attending this follow up meeting so see what others have to say.
    • Stakeholder interviews with those who can contribute specific information that may need to be conveyed in a more detailed manner (might include representatives from neighboring communities, partnering agencies, key user groups, individual board members, etc.)
    • Staff engagement will include a meeting with the Executive Director to discuss economic and political issues facing EPRD. We will also meet with staff groups from each division to gain an understanding of the first hand experience, challenges faced, and opportunities that could be available, that can only come from this unique perspective.
    • Board engagement will include phone interview with each of the Board members to gain a sense of what each Board member hopes to accomplish through this planning effort, and identify specific challenges and opportunities from the policy maker perspective. We have found this strategy to be very satisfying to Board/Council members on other projects. If desired, as suggested in the RFP, we will also meet with the Board as a whole, or a representative of the Board for this purpose.
  •  District Board Updates In addition, we will attend a minimum of two (2) meetings with the Board to provide progress reports, focusing information that is of interest in order to maximize the use of project resources.
  • Findings Presentation: We will compile and present a summary of findings from the inventory, Citizen Survey, public  involvement, and initial analysis for validation by staff, decision makers, stakeholders, and the public.
    • Community-wide public meeting #2 of 3 (could be combined with Board presentation).
    • Board presentation.
  •  Draft Recommendations Presentation: Community-wide public meeting #3 of 3 to present and receive input on the draft responses to community issues and recommendations for the future of the District.
  • Final Board Presentation: Public hearing, open to the public.

 GreenPlay staff members function as professional, unbiased facilitators to gather specific information about services, use, and preferences, as well as agency strengths, weaknesses, opportunities, and threats. Participant feedback indicates to us that our techniques and formats are well received and provide them with the opportunity to better understand the planning process and make a meaningful contribution, resulting in the feeling that attending an input session was a good use of someone’s valuable time. We are well aware of the misuse of the public process that results in frustration over having to attend too many sessions or not feeling like the time was well spent, or that someone(s) monopolized the meeting time. Our sessions are designed to avoid these common pitfalls.

 

We help to build consensus and support for the plan by identifying, up-front, the project “givens” or parameters; making the participants aware of the process from start to finish, including where they have opportunities to contribute and who will be making final decisions; allowing and encouraging participants to hear from one another; and identifying common ground as the plan evolves. Knowing consensus is not always possible, we encourage participants to think about what they can “live with” if their ideal desire is not able to be met, and we convey information for informed decision making to District Staff and Board.

 

We provide written records and summaries of the results of all public process and communications strategies appropriate for posting to the District’s website for the project.

 

 Demographic Trends

We recognize that information gathered during the community involvement process, your background data, and current usage alone cannot tell the full story of community needs. For this report, GreenPlay will utilize our national parks and recreation experience to incorporate potential trends that may influence the District for the next five to ten years to help form short-term recommendations and set the stage for long-term goals.

 

We will build upon information that is currently available to identify the changing constituency through demographic analysis, creating a community profile, utilizing all information available from previous planning efforts, and including statistics gathered from the US Census, ESRI, and other national and local sources. We will utilize the 2010 Census data as it is available.

 

D. Existing and Future Facilities – Analysis of Level of Service

 

We will utilize available base GIS/CAD materials from the District and the County, and fill in missing information, to compile a comprehensive, updated inventory and assessment of each of the relevant components of District’s parks, recreation, open space, and trails facilities, including those for which they partner with Denver Mountain Parks, Jefferson County, and the Jefferson County School District. We will also determine how well a component is functioning, current conditions, and quality, as well as score the value of comfort and convenience factors (for example: the presence of shade and art, availability of benches, restrooms, and drinking fountains) and the overall context of the component. This will allow a measure of the total user experience. We also have the unique ability to provide mapped analyses illustrations, referred to as a “Perspectives” that demonstrate the value of components regarding service from neighborhood, community-wide and visitor perspectives, among others. The evaluation criteria is based on the expressed values of the community as determined through the public input and the Citizen Survey.

 

All analysis of facilities and internal components will be incorporated into a dynamic digital database that becomes property of the District upon completion of the project. We will produce the final deliverables in both shapefile and textual formats that are dynamic and easily updated and used in the future.

 

The assessment will include comparative analysis to communities of similar size and density using accepted standards and Composite-Values Level of Service methodology (details follow). Once the physical inventory is completed and accurate, we will help analyze the system with quantitative, qualitative, and textual analysis. The inventory will include recommendations of areas for improvements to address unmet needs for active and passive recreation, and will address methods for minimizing duplication of offerings and/or enhancing possibilities for collaborative partnerships where appropriate.

 

Composite Values Level of Service Analysis GRASP® Methodology

An Improved Approach!

 

Analyses of parks, open space, trails, and recreation systems determine how the current systems effectively serve the community. Traditional level of service (LOS) analysis in master plans describes the capacity of the various components and facilities that make up the system to meet the needs of the public. We have adapted and built upon previous practices to create an improved approach using a “composite values analysis.” The GreenPlay/Design Concepts proprietary composite values analysis, Geo-Referenced Amenities Standards Process (GRASP®), is unique in its ability to track both the quantity (or capacity) and quality of components of an entire system.

 

Standards

GreenPlay and our GRASP® planning team have been integral in refining and updating the use of standards for planning parks, trails, recreation, and open space agencies throughout the United States. We have worked with and presented to the National Recreation and Park Association (NRPA), state associations, the American Society of Landscape Architects (ASLA), and other organizations to clarify accepted methods for standards analysis. Several GreenPlay and Design Concepts team members were appointed to the NRPA GIS Attributes and Standards Committee to help create recommendations for nationwide implementation.

 

Our industry has realized that the capacity standards alone do not work for most communities and are especially troublesome when trying to evaluate special assets such as open space, sensitive lands, trails, and indoor amenities, as well as historic and cultural assets. GreenPlay has created a way to standardize this variable information that is accurate and can be benchmarked and implemented based on the unique assets of the District. This also helps with setting standards for equitable growth and development in the future.

 

The GreenPlay team will summarize and synthesize all research and stakeholder input, developing recommendations and priorities for needs regarding land acquisition, conservation, and the development of parks, trails, and open space.  We will also develop a set of prioritized recommendations regarding maintenance and renovation of parks, trails, and recreation facilities. As accessibility is vitally important to today’s parks and open space systems and their connection to the broader community, our mapping will focus on existing and proposed linkages of neighborhoods to parks, open spaces, trails, schools, civic spaces, cultural venues, and commercial and business areas.

 

E. Analysis of Programs and Services

 

Recreation Services Analysis

GreenPlay consultants will provide a Recreation Service Analysis of activity and event qualities and characteristics, based on available information such as program objectives, program access, capacity and use, participation trends, cancelation rates, past evaluation results, partnerships, and current cost recovery/subsidy levels. We will also address volunteer programs, educational programs, and services. We will work directly with staff to collect available data. This information will be used, along with current trends in parks and recreation, to define future areas of emphasis for programs and services and changes in current uses of designated park and recreation facilities to meet future needs.

 

The analysis will be integrated with findings from the Stakeholder and Public Input portions of the project, including the Citizen Survey. This information will be critical in providing a baseline for future goals, objectives and directives, taking into consideration demand, satisfaction, and cost recovery.

 

GreenPlay has been a pioneer of cost recovery methodology for public parks and recreation entities. We will provide a user fee analysis for facilities, programs and services, focused on available information regarding costs, revenues generated, cost recovery and capacity by programs areas. We will specifically address the practice of information input and tracking that allows for ongoing analysis of these elements and provide recommendations based on best practices and meeting the goals of the community and the District. We will provide an analysis of the best possible providers for programs and services and identify and discern any unnecessary duplication of services through public and private program providers and provide recommendations for minimizing duplications or enhancing possibilities for collaborative partnerships where appropriate.

 

Depending on the level of sophistication of current programming (if it is determined that this information is already known and used as a management tool) we will instead focus our effort on taking you to the next level through introduction to a process, known as a Service Assessment. We will facilitate this process that will ultimately teach and prepare the staff to assess programs on an ongoing basis. The process focuses on market position and what programs and services are best for you to provide. It allows you to determine your core services and whether you should be bolstering efforts in certain program areas, or divesting yourselves of certain types of programming.

 

Maintenance Standards and Appropriate Service Levels

GreenPlay can conduct a review of existing park maintenance practices and an analysis of staffing structures in relation to community expectations and industry “best practices” (including environmental sensitivity). The review will consist of staff interviews, review of operations manuals, budgets, and policies, and site visits. Our staff will lead a collaborative session with District staff, identifying key park maintenance operations issues and potential solutions to determine appropriate service levels for each asset classification. GreenPlay consultants will place a focus on the ability to serve a growing system, sustainable operations, and options for improving park maintenance levels and efficiencies. (This service was not requested in the RFP but is often requested as a component of master plan development.)

 

F.  Implementation Strategies

 

GreenPlay team consultants will compile initial findings from the inventory, demographics, and needs assessments 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 as we prepare to move forward into analysis and recommendations.

 

Visioning Strategies Development Workshop

We recognize that our team needs to work with the District’s project team to fully analyze identified findings and to create implementable recommendations for your future. We want to be respectful of the project team’s time, while thoughtfully contributing our identified ideas, suggestions, qualitative, and quantitative findings. We also want to engage all interested project team members and key stakeholders in determining future vision and action plan steps for the District’s recreation needs. Following review of the Findings, 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.

 

This Workshop will help provide an articulated guiding vision for future acquisition, development, and maintenance of recreation facilities, with goals, desired outcomes, and standards identified to direct policy and acquisition for existing and proposed facilities.

 

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 definitions for designated parks with acreages, open space acquisition alternatives, trail linkages, programming direction, and opportunities for available funding. They will also address maintenance and renovation of parks, trails, and recreation facilities and the preservation and restoration of open space.

 

Financial Analysis

We believe it is necessary and responsible to conduct an analysis of the financial implications for all recommendations. GreenPlay will include financial analysis and recommendations related to:

  • Maintaining the current Level of Service (LOS) and estimating costs associated with providing the recommended LOS.
  • Identifying capital resources and funds under the LOS scenarios.
  • Evaluating budget projections associated with cost recovery for operations, staffing, and maintenance.
  • Analyzing expansion opportunities.
  • Evaluating the ability of present and projected fiscal resources to meet the needs of future parks and recreation programs and facilities and developing operating and capital improvements plans.
  • Making recommendations regarding potential funding alternatives to implement the proposed facilities and programs. The evaluation will consider reasonably feasible potential funding sources.
  • Identifying revenue concepts that recognize economic impact, public/private partnerships, public/public partnerships and funding sources, with a strong focus on appropriate revenue generation.

 Action Plan

We will work with the project team to rank and prioritize recommendations, balancing needs and cost/benefit analyses, capacity of the District, and budgetary realities. The product of this task will be a set of recommendations with strategies, priorities, estimated costs and identification of funding mechanisms phased into immediate, near-term, and long-term timeframes, and identification of responsible party.

 

G.  Draft Recommendations, Final Plans, Presentations, and Deliverables

 

A Draft Plan that includes written goals, plans, objectives, and policy statements that articulate a clear vision and model (a “road map”) for the District’s future will be submitted for preliminary review and all comments will be incorporated into your Final Plan. After the review, we will assist in guiding the Plan through the formal adoption process, including review and final Board approval.

 

The document will include a summary of existing conditions, inventories and level of service analysis. It will include charts, graphs, maps, photos, graphics, and other data as needed to support the plan and its presentation to the appropriate audiences and will be complete with a Financial Plan and an Action Plan.

For the Draft Plan we will provide the District with one (1) printed and bound color copy and one (1) electronic copy in a format compatible with the District’s software and for posting on the District’s website.

 

For the Final Product we will provide the District with three (3) printed and bound color copies and an electronic copy in a format compatible with the District’s software and for posting on the District’s website.

 

All maps and data layers created for the Master Plan will be GIS compatible using the appropriate coordinate system as directed by the District (consistent with the County). They will also be provided to the District in native file format, in a format compatible with the District’s or County’s software, and in a format that makes them available for posting on the District’s website.

 

Our plans also include at no additional charge:

  • Qualitative and Quantitative analysis methods beyond those specified in the Request for Proposal, designed to address specific key issues, constraints, and opportunities the District’s future livability and the contribution of parks, recreation, and open space to economic development and viability.
  • A Community Inventory Atlas – a compiled atlas of the District’s inventory holdings and agreements in both digital and hardcopy format.
  • GRASP® Analysis Perspectives – graphic maps and analysis tools that clearly show the public and decision-makers objective information on key relevant issues.
  • Our commitment that for each task, we will quickly assess your current circumstances and provide what you need to move to the next level, rather than providing you a standard master planning response, whether you need it or not.

 Project Timeline

GreenPlay will have the Master Plan prepared for presentation within 6 months. We will allocate appropriate resources to meet the deadlines. We request that the District’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 we need to in order to help you get this project done in a way that works specifically for your agency. We have never completed a project late due to internal GreenPlay workloads.


  X = Key Meetings and Presentations

 

GreenPlay staff are located in the Denver Metro area, and are very accessible to Evergreen. We will also be available throughout the project by phone and email for ongoing communications. Progress meetings, the primary team visits are organized as follows:

 

Strategic Kick-Off:  A meeting with continuing series of calls as GreenPlay familiarizes themselves with the existing planning documents, materials, survey results, etc.

  1. Inventory and Information Gathering: The full team is on-site for 3-4 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.
  2. LOS and Facilities Analysis: A team member is on-site 1-2 days to meet with staff, decision makers, and key stakeholders to present compiled Findings, Public Input, LOS, Demographics, Trends, etc. and validate the information gathered thus far. We will identify key issues for solution development at the next visit.
  3. Visioning:  Full day workshops with the project team and staff to develop draft recommendations and implementation strategies.
  4. Implementation Plan Workshops and Draft Presentations.
  5. Final Plan Presentation.
Project Fee


The following are ways in which we were able to reduce the budget from our original proposal to a total of $53,700 which includes the Maintenance Standards and Service Levels option:

  • We will more selectively use our consultant staffing and increase our communication to eliminate redundancy
  • We will refocus the demographic look relying on the information readily available regarding the Town of Evergreen
  • With the heavy up front effort you have already accomplished to gather public input, we will strategically redesign the public, staff and board engagement focusing on what we refer to as the “findings” and draft recommendations and using the Board meeting final presentation “hearing” as another opportunity for the public to be engaged, still keeping the three public meeting opportunities. This will supplement the focus groups and key stakeholder, staff and Board interviews which will be condensed, but will be redesigned and timed to reach the same numbers of participants. 
  • We will lean more heavily on staff for assistance with the inventory.
  • We will be strategic and selective in the mapping so that it will illustrate those issues of key importance. In addition, we do not see the need for sub area analysis in your community.

 

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EPRD Admin,
Apr 18, 2011, 10:00 AM
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