HomeMy WebLinkAboutItem No. 09 - Community Service Master Plan Update Agreement with BerryDunn, LLC_202403212332189729)Community Service Master Plan Update Agreement with BerryDunn, LLC
Approve and authorize the City Manager to execute the Professional Services Agreement
with BerryDunn in an amount not to exceed $291,260 for CSD Master Plan Update in such
final form as approved by the City Attorney and authorize the City Manager to execute
change orders not exceeding a 10% contingency of $29,126 for uncertainties and
adjustments.
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REPORT TO CITY COUNCIL
To:Honorable Mayor and Members of the City Council
From:Jason Simpson, City Manager
Prepared by:Johnathan Oliver Skinner, Director of Community Services
Date:March 26, 2024
Subject:Community Service Master Plan Update Agreement with BerryDunn, LLC
Recommendation
Approve and authorize the City Manager to execute the Professional Services Agreement with
BerryDunn in an amount not to exceed $291,260 for CSD Master Plan Update in such final form
as approved by the City Attorney and authorize the City Manager to execute change orders not
exceeding a 10% contingency of $29,126 for uncertainties and adjustments.
Background
The City’s current Parks and Recreation Master Plan 2008-2030, adopted July 14, 2009, guides
the provision of park facilities within the City. Many improvements and new projects addressed in
the plan have been completed. Due to considerable increase in population and adoption of the
Dream Extreme 2040 Plan, along with the ever-evolving recreation and leisure industry, an update
to this plan is warranted.
An RFP was issued on December 18, 2023 soliciting the services proposals to conduct a
Community Services Master Plan Update. Three firms were invited to an in-person interview on
February 15. These firms (KTUA, RHA, and BerryDunn) were the only firms that were responsive
to the RFP through PlanetBids. All three had extensive experience in this realm and in their
proposals demonstrated professionalism and a capability to successfully complete the
project. Cost proposals were not opened until scoring had been completed.
Discussion
Based on the scoring and the cost proposal, staff recommends proceeding with awarding the
project to BerryDunn. The firm was founded in 1974 in Maine, has a team of 20 professionals,
and has completed over 650 planning projects along with their sub-consulting partners. The team
from BerryDunn was engaging, energetic, and demonstrated how they will use creativity and the
Master Plan Update Agreement
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latest technology to gather information and data to produce a plan that will guide the City on how
to best reach the residents for years to come.
The project will include a minimum of six (6) public meetings/workshops, attendance at three (3)
city events, and engagement with City staff from all impacted departments along with key City
partners. Draft documents will be provided for review at the 30/60/90 percent of completion
phases. A final master plan document will be provided in hard and digital copies. The anticipated
timeline is 12-14 months and the project team will consist of a diverse team of 10 professionals
from BerryDunn, along with sub-consultants Kimley-Horn (landscape architect), and Etc Institute
(market research).
Fiscal Impact
The current FY 23/24 capital budget includes $500,000 for this project.
Attachments
Attachment 1- Professional Services Agreement
Exhibit A- Proposal
Exhibit B- Cost Proposal
temp_31A6AF.docx Page 1
AGREEMENT FOR PROFESSIONAL SERVICES
BerryDunn, LLC
Community Services Master Plan Update
This Agreement for Professional Services (the “Agreement”) is made and entered into as
of March 26, 2024, by and between the City of Lake Elsinore, a municipal corporation (‘‘City") and
Berry-Dunn, a LLC ("Consultant").
RECITALS
A. The City has determined that it requires the following professional services:
Development of a Community Services Master Plan Update.
B. Consultant has submitted to City a proposal, dated January 19, 2024, attached
hereto as Exhibit A (“Consultant’s Proposal”) and incorporated herein, to provide professional
services to City pursuant to the terms of this Agreement.
C. Consultant possesses the skill, experience, ability, background, certification and
knowledge to perform the services described in this Agreement on the terms and conditions
described herein.
D. City desires to retain Consultant to perform the services as provided herein and
Consultant desires to provide such professional services as set forth in this Agreement.
AGREEMENT
1. Scope of Services. Consultant shall perform the services described in
Consultant’s Proposal (Exhibit A). Consultant shall provide such services at the time, place, and
in the manner specified in Consultant’s Proposal, subject to the direction of the City through its
staff that it may provide from time to time.
2. Time of Performance.
a. Time of Essence. Time is of the essence in the performance of this
Agreement. The time for completion of the professional services to be performed by Consultant
is an essential condition of this Agreement. Consultant shall prosecute regularly and diligently
the professional services contemplated pursuant to this Agreement according to the agreed upon
performance schedule in Consultant’s Proposal (Exhibit A).
b. Performance Schedule. Consultant shall commence the services pursuant
to this Agreement upon receipt of a written notice to proceed and shall perform all services within
the time period(s) established in the Consultant’s Proposal (Exhibit A). When requested by
Consultant, extensions to the time period(s) specified may be approved in writing by the City
Manager.
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c. Term. The term of this Agreement shall commence upon execution of this
Agreement and shall continue until the services and related work are completed in accordance
with the Consultant’s Proposal (Exhibit A).
3. Compensation. Compensation to be paid to Consultant shall be in accordance
with the fees set forth in Consultants’ Proposal (Exhibit A), which is attached hereto and
incorporated herein by reference. In no event shall Consultant’s compensation exceed Two
hundred ninety-one thousand two hundred sixty dollars ($291,260) without additional written
authorization from the City. Notwithstanding any provision of Consultant’s Proposal to the
contrary, out of pocket expenses set forth in Exhibit A shall be reimbursed at cost without an
inflator or administrative charge. Payment by City under this Agreement shall not be deemed a
waiver of defects, even if such defects were known to the City at the time of payment.
4. Method of Payment. Consultant shall promptly submit billings to the City
describing the services and related work performed during the preceding month to the extent that
such services and related work were performed. Consultant’s bills shall be segregated by project
task, if applicable, such that the City receives a separate accounting for work done on each
individual task for which Consultant provides services. Consultant’s bills shall include a brief
description of the services performed, the date the services were performed, the number of hours
spent and by whom, and a description of any reimbursable expenditures. City shall pay
Consultant no later than forty-five (45) days after receipt of the monthly invoice by City staff.
5. Background Checks. At any time during the term of this Agreement, the City
reserves the right to make an independent investigation into the background of Consultant’s
personnel who perform work required by this Agreement, including but not limited to their
references, character, address history, past employment, education, social security number
validation, and criminal or police records, for the purpose of confirming that such personnel are
lawfully employed, qualified to provide the subject service or pose a risk to the safety of persons
or property in and around the vicinity of where the services will be rendered or City Hall. If the City
makes a reasonable determination that any of Consultant’s prospective or then current personnel
is deemed objectionable, then the City may notify Consultant of the same. Consultant shall not
use that personnel to perform work required by this Agreement, and if necessary, shall replace
him or her with a suitable worker.
6. Suspension or Termination.
a. The City may at any time, for any reason, with or without cause, suspend
or terminate this Agreement, or any portion hereof, by serving upon the Consultant at least ten
(10) days prior written notice. Upon receipt of such notice, the Consultant shall immediately cease
all work under this Agreement, unless the notice provides otherwise. If the City suspends or
terminates a portion of this Agreement such suspension or termination shall not make void or
invalidate the remainder of this Agreement.
b. In the event this Agreement is terminated pursuant to this Section, the City
shall pay to Consultant the actual value of the work performed up to the time of termination,
provided that the work performed is of value to the City. Upon termination of the Agreement
pursuant to this Section, the Consultant will submit an invoice to the City, pursuant to Section
entitled “Method of Payment” herein.
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7. Plans, Studies, Documents.
a. Ownership of Documents. All plans, studies, documents and other writings
prepared by and for Consultant, its officers, employees and agents and subcontractors in the
course of implementing this Agreement, except working notepad internal documents, shall
become the property of the City upon payment to Consultant for such work, and the City shall
have the sole right to use such materials in its discretion without further compensation to
Consultant or to any other party. Consultant shall, at Consultant’s expense, provide such reports,
plans, studies, documents and other writings to City upon written request. City shall have sole
determination of the public’s rights to documents under the Public Records Act, and any third-
party requests of Consultant shall be immediately referred to City, without any other actions by
Consultant.
b. Licensing of Intellectual Property. This Agreement creates a nonexclusive
and perpetual license for City to copy, use, modify, reuse, or sublicense any and all copyrights,
designs, and other intellectual property embodied in plans, specifications, studies, drawings,
estimates, and other documents or works of authorship fixed in any tangible medium of
expression, including but not limited to, physical drawings or data magnetically or otherwise
recorded on computer diskettes, which are prepared or caused to be prepared by Consultant
under this Agreement ("Documents & Data"). Consultant shall require that all subcontractors
agree in writing that City is granted a nonexclusive and perpetual license for any Documents &
Data the subcontractor prepares under this Agreement. Consultant represents and warrants that
Consultant has the legal right to license any and all Documents & Data. Consultant makes no
such representation and warranty in regard to Documents & Data which were prepared by design
professionals other than Consultant or provided to Consultant by the City. City shall not be limited
in any way in its use of the Documents & Data at any time, provided that any such use not within
the purposes intended by this Agreement shall be at City’s sole risk.
c. Confidentiality. All ideas, memoranda, specifications, plans, procedures,
drawings, descriptions, computer program data, input record data, written information, and other
Documents & Data either created by or provided to Consultant in connection with the performance
of this Agreement shall be held confidential by Consultant. Such materials shall not, without the
prior written consent of City, be used by Consultant for any purposes other than the performance
of the services under this Agreement. Nor shall such materials be disclosed to any person or
entity not connected with the performance of the services under this Agreement. Nothing
furnished to Consultant which is otherwise known to Consultant or is generally known, or has
become known, to the related industry shall be deemed confidential. Consultant shall not use
City’s name or insignia, photographs relating to project for which Consultant’s services are
rendered, or any publicity pertaining to the Consultant’s services under this Agreement in any
magazine, trade paper, newspaper, television or radio production or other similar medium without
the prior written consent of City.
8. Consultant’s Books and Records.
a. Consultant shall maintain any and all ledgers, books of account, invoices,
vouchers, canceled checks, and other records or documents evidencing or relating to charges for
services, or expenditures and disbursements charged to City for a minimum period of three (3)
years, or for any longer period required by law, from the date of final payment to Consultant to
this Agreement.
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b. Consultant shall maintain all documents and records which demonstrate
performance under this Agreement for a minimum period of three (3) years, or for any longer
period required by law, from the date of termination or completion of this Agreement.
c. Any records or documents required to be maintained pursuant to this
Agreement shall be made available for inspection or audit, at any time during regular business
hours, upon written request by the City Manager, City Attorney, City Auditor or a designated
representative of these officers. Copies of such documents shall be provided to the City for
inspection at City Hall when it is practical to do so. Otherwise, unless an alternative is mutually
agreed upon, the records shall be available at Consultant’s address indicated for receipt of notices
in this Agreement.
d. Where City has reason to believe that such records or documents may be
lost or discarded due to dissolution, disbandment or termination of Consultant’s business, City
may, by written request by any of the above-named officers, require that custody of the records
be given to the City and that the records and documents be maintained in City Hall. Access to
such records and documents shall be granted to any party authorized by Consultant, Consultant’s
representatives, or Consultant’s successor-in-interest.
9. Independent Contractor.
a. Consultant is and shall at all times remain as to the City a wholly
independent contractor pursuant to California Labor Code Section 3353. The personnel
performing the services under this Agreement on behalf of Consultant shall at all times be under
Consultant’s exclusive direction and control. Neither City nor any of its officers, employees, or
agents shall have control over the conduct of Consultant or any of Consultant’s officers,
employees, or agents, except as set forth in this Agreement. Consultant shall not at any time or
in any manner represent that it or any of its officers, employees, or agents are in any manner
officers, employees, or agents of the City. Consultant shall not incur or have the power to incur
any debt, obligation, or liability whatsoever against City, or bind City in any manner.
b. Notwithstanding any other federal, state and local laws, codes, ordinances
and regulations to the contrary and except for the fees paid to Consultant as provided in the
Agreement, Consultant and any of its employees, agents, and subcontractors providing service
under this Agreement shall not qualify for or become entitled to, and hereby agree to waive any
claims to, any compensation, benefit, or any incident of employment by City, including but not
limited to eligibility to enroll in PERS as an employee of City and entitlement to any contribution
to be paid by City for employer contribution and/or employee contributions for PERS benefits.
10. PERS Eligibility Indemnification. In the event that Consultant or any employee,
agent, or subcontractor of Consultant providing services under this Agreement claims or is
determined by a court of competent jurisdiction or the California Public Employees Retirement
System (PERS) to be eligible for enrollment in PERS as an employee of the City, Consultant shall
indemnify, defend, and hold harmless City for the payment of any employee and/or employer
contributions for PERS benefits on behalf of Consultant or its employees, agents, or
subcontractors, as well as for the payment of any penalties and interest on such contributions,
which would otherwise be the responsibility of City.
11. Interests of Consultant. Consultant (including principals, associates and
professional employees) covenants and represents that it does not now have any investment or
interest in real property and shall not acquire any interest, direct or indirect, in the area covered
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by this Agreement or any other source of income, interest in real property or investment which
would be affected in any manner or degree by the performance of Consultant’s services
hereunder. Consultant further covenants and represents that in the performance of its duties
hereunder no person having any such interest shall perform any services under this Agreement.
Consultant is not a designated employee within the meaning of the Political Reform Act
because Consultant:
a. will conduct research and arrive at conclusions with respect to his/her
rendition of information, advice, recommendation or counsel independent of the control and
direction of the City or of any City official, other than normal agreement monitoring; and
b. possesses no authority with respect to any City decision beyond rendition
of information, advice, recommendation or counsel. (FPPC Reg. 18700(a)(2).)
12. Professional Ability of Consultant. City has relied upon the professional training
and ability of Consultant to perform the services hereunder as a material inducement to enter into
this Agreement. Consultant shall therefore provide properly skilled professional and technical
personnel to perform all services under this Agreement. All work performed by Consultant under
this Agreement shall be in accordance with applicable legal requirements and shall meet the
standard of quality ordinarily to be expected of competent professionals in Consultant’s field of
expertise.
13. Compliance with Laws.
a. Consultant shall comply with all local, state and federal laws and
regulations applicable to the services required hereunder, including any rule, regulation or bylaw
governing the conduct or performance of Consultant and/or its employees, officers, or board
members.
b. Consultant represents that it has obtained and will maintain at all times
during the term of this Agreement all professional and/or business licenses, certifications and/or
permits necessary for performing the services described in this Agreement, including a City
business license.
14. Licenses. Consultant represents and warrants to City that it has the licenses,
permits, qualifications, insurance and approvals of whatsoever nature which are legally required
of Consultant to practice its profession. Consultant represents and warrants to City that
Consultant shall, at its sole cost and expense, keep in effect or obtain at all times during the term
of this Agreement, any licenses, permits, insurance and approvals which are legally required of
Consultant to practice its profession. Consultant shall maintain a City of Lake Elsinore business
license.
15. Indemnity. Consultant shall indemnify, defend, and hold harmless the City and its
officials, officers, employees, agents, and volunteers from and against any and all losses, liability,
claims, suits, actions, damages, and causes of action arising out of any personal injury, bodily
injury, loss of life, or damage to property, or any violation of any federal, state, or municipal law
or ordinance, to the extent caused, in whole or in part, by the willful misconduct or negligent acts
or omissions of Consultant or its employees, subcontractors, or agents, by acts for which they
could be held strictly liable, or by the quality or character of their work. The foregoing obligation
of Consultant shall not apply when (1) the injury, loss of life, damage to property, or violation of
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law arises from the sole negligence or willful misconduct of the City or its officers, employees,
agents, or volunteers and (2) the actions of Consultant or its employees, subcontractor, or agents
have contributed in no part to the injury, loss of life, damage to property, or violation of law. It is
understood that the duty of Consultant to indemnify and hold harmless includes the duty to defend
as set forth in Section 2778 of the California Civil Code. Acceptance by City of insurance
certificates and endorsements required under this Agreement does not relieve Consultant from
liability under this indemnification and hold harmless clause. This indemnification and hold
harmless clause shall apply to any damages or claims for damages whether or not such insurance
policies shall have been determined to apply. By execution of this Agreement, Consultant
acknowledges and agrees to the provisions of this Section and that it is a material element of
consideration.
16. Insurance Requirements.
a. Insurance. Consultant, at Consultant’s own cost and expense, shall
procure and maintain, for the duration of the contract, unless modified by the City’s Risk Manager,
the following insurance policies.
i. Workers’ Compensation Coverage. Consultant shall maintain
Workers’ Compensation Insurance and Employer’s Liability Insurance for his/her
employees in accordance with the laws of the State of California. In addition, Consultant
shall require each subcontractor to similarly maintain Workers’ Compensation Insurance
and Employer’s Liability Insurance in accordance with the laws of the State of California
for all of the subcontractor’s employees. Any notice of cancellation or non-renewal of all
Workers’ Compensation policies must be received by the City at least thirty (30) days prior
to such change. The insurer shall agree to waive all rights of subrogation against City, its
officers, agents, employees and volunteers for losses arising from work performed by
Consultant for City. In the event that Consultant is exempt from Worker’s Compensation
Insurance and Employer’s Liability Insurance for his/her employees in accordance with
the laws of the State of California, Consultant shall submit to the City a Certificate of
Exemption from Workers Compensation Insurance in a form approved by the City
Attorney.
ii. General Liability Coverage. Consultant shall maintain commercial
general liability insurance in an amount not less than one million dollars ($1,000,000) per
occurrence for bodily injury, personal injury and property damage. If a commercial general
liability insurance form or other form with a general aggregate limit is used, either the
general aggregate limit shall apply separately to the work to be performed under this
Agreement or the general aggregate limit shall be at least twice the required occurrence
limit. Required commercial general liability coverage shall be at least as broad as
Insurance Services Office Commercial General Liability occurrence form CG 0001 (ed.
11/88) or Insurance Services Office form number GL 0002 (ed. 1/73) covering
comprehensive General Liability and Insurance Services Office form number GL 0404
covering Broad Form Comprehensive General Liability. No endorsement may be attached
limiting the coverage.
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iii. Automobile Liability Coverage. Consultant shall maintain
automobile liability insurance covering bodily injury and property damage for all activities
of the Consultant arising out of or in connection with the work to be performed under this
Agreement, including coverage for owned, hired and non-owned vehicles, in an amount
of not less than one million dollars ($1,000,000) combined single limit for each occurrence.
Automobile liability coverage must be at least as broad as Insurance Services Office
Automobile Liability form CA 0001 (ed. 12/90) Code 1 (“any auto”). No endorsement may
be attached limiting the coverage.
iv. Professional Liability Coverage. Consultant shall maintain
professional errors and omissions liability insurance appropriate for Consultant’s
profession for protection against claims alleging negligent acts, errors or omissions which
may arise from Consultant’s services under this Agreement, whether such services are
provided by the Consultant or by its employees, subcontractors, or sub consultants. The
amount of this insurance shall not be less than one million dollars ($1,000,000) on a
claims-made annual aggregate basis, or a combined single limit per occurrence basis.
b. Endorsements. Each general liability and automobile liability insurance
policy shall be with insurers possessing a Best’s rating of no less than A:VII and shall be endorsed
with the following specific language:
i. Notwithstanding any inconsistent statement in any required
insurance policies or any subsequent endorsements attached thereto, the protection
offered by all policies, except for Workers’ Compensation, shall bear an endorsement
whereby it is provided that, the City and its officers, employees, servants, volunteers and
agents and independent contractors, including without limitation, the City Manager and
City Attorney, are named as additional insureds. Additional insureds shall be entitled to
the full benefit of all insurance policies in the same manner and to the same extent as any
other insureds and there shall be no limitation to the benefits conferred upon them other
than policy limits to coverages.
ii. This policy shall be considered primary insurance as respects the
City, its elected or appointed officers, officials, employees, agents and volunteers.
Any insurance maintained by the City, including any self-insured retention the City may
have, shall be considered excess insurance only and shall not contribute with it.
iii. This insurance shall act for each insured and additional insured as
though a separate policy had been written for each, except with respect to the limits of
liability of the insuring company.
iv. The insurer waives all rights of subrogation against the City, its
elected or appointed officers, officials, employees or agents.
v. Any failure to comply with reporting provisions of the policies shall
not affect coverage provided to the City, its elected or appointed officers, officials,
employees, agents or volunteers.
vi. The insurance provided by this Policy shall not be suspended,
voided, canceled, or reduced in coverage or in limits except after thirty (30) days written
notice has been received by the City.
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c. Deductibles and Self-Insured Retentions. Any deductibles or self-insured
retentions must be declared to and approved by the City. At the City’s option, Consultant shall
demonstrate financial capability for payment of such deductibles or self-insured retentions.
d. Certificates of Insurance. Consultant shall provide certificates of insurance
with original endorsements to City as evidence of the insurance coverage required herein.
Certificates of such insurance shall be filed with the City on or before commencement of
performance of this Agreement. Current certification of insurance shall be kept on file with the
City at all times during the term of this Agreement.
17. Notices. Any notice required to be given under this Agreement shall be in writing
and either served personally or sent prepaid, first class mail. Any such notice shall be addressed
to the other party at the address set forth below. Notice shall be deemed communicated within
48 hours from the time of mailing if mailed as provided in this section.
If to City: City of Lake Elsinore
Attn: City Manager
130 South Main Street
Lake Elsinore, CA 92530
With a copy to: City of Lake Elsinore
Attn: City Clerk
130 South Main Street
Lake Elsinore, CA 92530
If to Consultant: BerryDunn, LLC
Attn: Chad Snow, Principal, COO
4722 North 24th St., Ste. 250
Phoenix, AZ 85016
18. Assignment and Subcontracting. The parties recognize that a substantial
inducement to City for entering into this Agreement is the professional reputation, experience and
competence of Consultant and the subcontractors listed in Exhibit B. Consultant shall be fully
responsible to City for all acts or omissions of any subcontractors. Assignments of any or all
rights, duties or obligations of the Consultant under this Agreement will be permitted only with the
express consent of the City. Consultant shall not subcontract any portion of the work to be
performed under this Agreement except as provided in Exhibit B without the written authorization
of the City. If City consents to such subcontract, Consultant shall be fully responsible to City for
all acts or omissions of those subcontractors. Nothing in this Agreement shall create any
contractual relationship between City and any subcontractor nor shall it create any obligation on
the part of the City to pay or to see to the payment of any monies due to any such subcontractor
other than as otherwise is required by law.
19. Waiver. Waiver of a breach or default under this Agreement shall not constitute a
continuing waiver of a subsequent breach of the same or any other provision under this
Agreement.
20. Litigation Expenses and Attorneys’ Fees. If either party to this Agreement
commences any legal action against the other party arising out of this Agreement, the prevailing
party shall be entitled to recover its reasonable litigation expenses, including court costs, expert
witness fees, discovery expenses, and attorneys’ fees.
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21. Mediation. The parties agree to make a good faith attempt to resolve any disputes
arising out of this Agreement through mediation prior to commencing litigation. The parties shall
mutually agree upon the mediator and share the costs of mediation equally. If the parties are
unable to agree upon a mediator, the dispute shall be submitted to JAMS or its successor in
interest. JAMS shall provide the parties with the names of five qualified mediators. Each party
shall have the option to strike two of the five mediators selected by JAMS and thereafter the
mediator remaining shall hear the dispute. If the dispute remains unresolved after mediation,
either party may commence litigation.
22. Prohibited Interests. Consultant maintains and warrants that it has not employed
nor retained any company or person, other than a bona fide employee working solely for
Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid
nor has it agreed to pay any company or person, other than a bona fide employee working solely
for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration
contingent upon or resulting from the award or making of this Agreement. For breach or violation
of this warranty, City shall have the right to rescind this Agreement without liability. For the term
of this Agreement, no member, officer or employee of City, during the term of his or her service
with City, shall have any direct interest in this Agreement, or obtain any present or anticipated
material benefit arising therefrom.
23. Equal Opportunity Employment. Consultant represents that it is an equal
opportunity employer and it shall not discriminate against any subcontractor, employee or
applicant for employment because of race, religion, color, national origin, handicap, ancestry, sex
or age. Such non-discrimination shall include, but not be limited to, all activities related to initial
employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or
termination.
24. Prevailing Wages. Consultant is aware of the requirements of California Labor
Code Section 1720, et seq., and 1770, et seq., as well as California Code of Regulations, Title 8,
Section 16000, et seq., ("Prevailing Wage Laws"), which require the payment of prevailing wage
rates and the performance of other requirements on "public works" and "maintenance" projects.
Consultant agrees to fully comply with all applicable federal and state labor laws (including,
without limitation, if applicable, the Prevailing Wage Laws). It is agreed by the parties that, in
connection with the Work or Services provided pursuant to this Agreement, Consultant shall bear
all risks of payment or non-payment of prevailing wages under California law, and Consultant
hereby agrees to defend, indemnify, and hold the City, and its officials, officers, employees,
agents, and volunteers, free and harmless from any claim or liability arising out of any failure or
alleged failure to comply with the Prevailing Wage Laws. The foregoing indemnity shall survive
termination of this Agreement.
25. Severability. If any term or portion of this Agreement is held to be invalid, illegal,
or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions of this
Agreement shall continue in full force and effect.
26. Controlling Law Venue. This Agreement and all matters relating to it shall be
governed by the laws of the State of California and any action brought relating to this Agreement
shall be held exclusively in a state court in the County of Riverside.
27. Authority to Enter Agreement. Consultant has all requisite power and authority to
conduct its business and to execute, deliver, and perform the Agreement. Each party warrants
that the individuals who have signed this Agreement have the legal power, right, and authority to
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make this Agreement and to bind each respective party. The City Manager is authorized to enter
into an amendment or otherwise take action on behalf of the City to make the following
modifications to the Agreement: (a) a name change; (b) grant extensions of time; (c) non-
monetary changes in the scope of services; and/or (d) suspend or terminate the Agreement.
28. Counterparts. This Agreement may be executed in several counterparts, each of
which shall constitute one and the same instrument and shall become binding upon the parties
when at least one copy hereof shall have been signed by both parties hereto. In approving this
Agreement, it shall not be necessary to produce or account for more than one such counterpart.
29. Entire Agreement; Incorporation; Conflict. This Agreement contains the entire
understanding between the parties relating to the obligations described herein. All prior or
contemporaneous understandings, agreements, representations and statements, oral or written,
are superseded in total by this Agreement and shall be of no further force or effect. Consultant’s
Proposal is incorporated only for the description of the scope of services and/or the schedule of
performance and no other terms and conditions from such proposal shall apply to this Agreement
unless specifically agreed to in writing. In the event of conflict, this Agreement shall take
precedence over those contained in the Consultant’s Proposal.
30. Amendments. This Agreement may be modified or amended only by a written
document executed by both Consultant and City and approved as to form by the City Attorney.
[Signatures on next page]
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IN WITNESS WHEREOF, the parties have caused this Agreement to be executed on the
date first written above.
“CITY”
CITY OF LAKE ELSINORE, a municipal
corporation
City Manager
ATTEST:
City Clerk
APPROVED AS TO FORM:
City Attorney
Assistant City Manager
“CONSULTANT”
BerryDunn, a LLC
By: Chad Snow
Its: Principal, COO
Attachments: Exhibit A – Consultant’s Proposal
Exhibit B – List of Subcontractors
EXHIBIT A
EXHIBIT A
CONSULTANT’S PROPOSAL
[ATTACHED]
EXHIBIT B
EXHIBIT B
LIST OF SUBCONTRACTORS
[ATTACHED]
BerryDunn
TO PROVIDE
PROPOSAL TO
City of Lake Elsinore,
California
Community Services
Master Plan Update
Submitted January 19, 2024 at 3:00 p.m.
4722 North 24th Street, Suite 250
Phoenix, AZ 85016
480-482-3002
Chad Snow
Project Principal
csnow@berrydunn.com
Nikki Ginger
Project Manager
nikki.ginger@berrydunn.com
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TABLE OF CONTENTS
1. Introducing BerryDunn .................................................. 3
2. Relevant Experience....................................................... 6
3. References ..................................................................... 8
4. Project Team .................................................................. 10
5. Approach ........................................................................ 14
6. Anticipated Schedule ..................................................... 24
Appendix A: Project Team Resumes .................................. 25
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January 19, 2024
City of Lake Elsinore
Community Services Department
Attention: Johnathan O. Skinner, Director
130 S. Main St.
Lake Elsinore, CA 92530
Dear Johnathan Skinner and Members of the Selection Committee:
On behalf of Berry, Dunn, McNeil & Parker, LLC (BerryDunn), I would like to thank you for the opportunity to
submit this proposal in response to the City of Lake Elsinore’s (the City’s) Request for Proposals (RFP) for a
Community Services Master Plan Update. We are honored to be considered as a partner to help build upon
Lake Elsinore’s legacy of extreme sports and pushing boundaries toward innovative solutions.
The beautiful City of Lake Elsinore’s Community Services Department provides a wide variety of programs
and classes for people of all ages and activity levels, contributing to the high quality of life residents enjoy.
Your parks and facilities are havens where friendships are nurtured and cherished memories are created.
This plan offers the City an opportunity to build upon your success while reevaluating the parks and
recreation system, programs and special events, and services you offer to residents and visitors alike. We
are confident our team brings the experience needed to complement your dedicated staff and develop
realistic and implementable recommendations.
BerryDunn is an independent management and consulting firm that has experienced sustained growth
throughout its 50-year history. Focused on inspiring clients to transform and innovate, we formed a
specialized practice dedicated to serving the needs of clients in the parks, recreation, and libraries
industry. BerryDunn’s Parks, Recreation, Libraries Practice provides master and strategic planning,
programming and financial analysis, feasibility studies, change management, service quality assessments,
and more—offering clients deep expertise built upon decades of experience working in and with agencies
on comparable projects. We deliver exceptional experiences to similar organizations as they seek to
achieve their visions, offer innovative services and facilities to their constituents, and determine the
actions necessary to make consistent progress toward desired outcomes.
Our Trusted Subcontracting Partnerships
BerryDunn has carefully assembled a highly qualified project team intended to help the City achieve its
goals and objectives for this important initiative. In partnership with Kimley-Horn and ETC we will
contribute tailored and valuable insights, lead thorough information-gathering activities, and develop
recommendations in alignment with current and future needs and in conformance with best practices
defined by national, regional, and local associations.
Why Choose the BerryDunn Team?
We are confident that we are best suited to assist the City with this Community Services Master Plan
Update, and we ask that you consider the following reasons why the BerryDunn-led team would be the
ideal partner on this planning initiative.
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We have firsthand experience serving clients in California and bring locality through our project team
members. We take pride in our long history serving organizations like the City on similar initiatives. In
fact, we have conducted more than 65 relevant projects in California, including the neighboring
communities of Murrietta and the Jurupa Valley, among others. We will build on these unique insights
and lessons learned to help ensure master planning success for the City.
We understand how to innovate within public-sector parameters because we have held similar
positions. Each of our proposed team members has decades of experience working in local
government park and recreation agencies. We leverage these experiences to provide best practices
and coaching related to developing high-performance teams, delivering remarkable customer
experiences, improving and maintaining level of service, and more.
We have carefully assembled a team to meet your needs. Our proposed project manager, Nikki
Ginger, has more than 12 years experience at the Chicago Park District and has partnered with
agencies across the nation to help build award-winning park and recreation systems. Our team also
includes nationally recognized speaker and 18-year consulting veteran, Barbara Heller, and
recognized client advocate and recreation programming, facility management, and park and
recreation expert, Elsa Fischer. Unified with Kimley-Horn and ETC Institute (ETC), we are well-
positioned to deliver an unmatched consulting experience, lead a sound master plan update process,
and help ensure desired project outcomes to the City.
We offer a proven yet flexible approach. We will work closely with the City and its community to
thoroughly understand the current environment and develop realistic and implementable
recommendations that help you to continue to “Dream Extreme.” Our team will review outcomes from
previous planning efforts; effectively engage the City’s leadership, staff, and community members;
and consider various data elements to inform our efforts and help the City efficiently run its
community services system. Our efforts are performed through an equity lens, as well as focused on
delivering high-quality services to both residents and visitors.
As a principal in BerryDunn’s Local Government Practice Group and chief operating officer of
BerryDunn’s Consulting Services Team, I am authorized to bind BerryDunn to the commitments made
therein. We have read the City’s request and reviewed its terms, conditions, and contents presented
therein. Our proposal is a firm and irrevocable offer valid for 120 calendar days from the proposal due
date of January 19, 2024. If you have any questions related to this proposal or updates during the
evaluation process, please consider me the City’s primary point of contact and feel free to connect
with me directly using the information provided below.
Sincerely,
Chad Snow, PMP®, Principal, Chief Operating Officer
Consulting Services Team, Local Government Practice Group
207-541-2294 ǀ csnow@berrydunn.com
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1. FIRM BACKGROUND
BerryDunn’s Parks, Recreation, Libraries Practice offers clients deep
industry expertise in parks, programming, facilities, open space, and
natural areas built upon decades of experience working in and with
agencies on:
All our Parks, Recreation, Libraries consultants are former industry
practitioners and seasoned advisors, and our proposed project team
consists of professionals with many years of experience operating the
assets the City manages. Collectively, our team of more than 20
professionals have completed over 650 related planning projects,
working with local, state, and national government agencies, as well as
private-sector organizations, as they seek to make progress toward a
shared vision.
Looking beyond the industry, we strive to deliver high-quality services by
understanding expectations up front, developing a reasonable and
achievable project approach, gaining concurrence on project tasks and
timing, and using appropriate staff for each engagement. Supported by
a wider team of over 300 consultants dedicated to serving nearly all
aspects of local and state government, we offer a holistic approach to
this Community Services Master Plan Update. It is through our firsthand experience in parks and
recreation and our broader team’s well-rounded perspective that we bring tailored insights and firsthand
perspective related to the government operations and community needs that impact every project.
Whatever your plans may be, we will be with you at each step.
Master Planning
Strategic Planning
Financial Analyses
Cost Recovery
About BerryDunn
Company Name: Berry,
Dunn, McNeil & Parker,
LLC (BerryDunn)
Founded and Incorporated:
1974 in Maine
Headquartered: 2211
Congress Street, Portland,
ME 04102
Locations:
Arizona
Connecticut
Maine
Massachusetts
New Hampshire
Puerto Rico
West Virginia
Business Type: Limited
Liability Company
Employees: 850+
nationwide
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How We Share Ideas
Our Parks, Recreation, Libraries team is dedicated to the industry,
regularly learning and sharing trends and relevant information at
conferences and events. Our commitment to the industry includes
involvement with the California Park and Recreation Society (CPRS) and
the National Recreation and Park Association (NRPA). Through these
connections, we stay apprised of trends and best practices at the local,
regional, and national levels and share them with our clients to promote
industry alignment and innovative thinking.
We attend and often speak at NRPA’s annual conference, are facilitators at the NRPA Schools, and
at state and local events. Some of our most recent NRPA speaking sessions include:
■ “Shout it from the Rooftops!”
■ "Developing a High-Performance Culture”
■ “How Parks and Recreation Can Support Mental Health Challenges”
■ “Leading to Create Organizational Excellence”
■ “Engage the Silent Voices”
■ “The Case of Cost Recovery: Why, How and Does It Work?”
■ “Measuring Operational Performance”
■ “A Racially Just Future: 2021 NCAA Basketball Final Four Talks”
■ “Impact Fees and Cost of Service”
■ “Successfully Implementing a Strategic Plan”
Our Subconsulting Partners
When composing the ideal project team for the City, we looked for partners who bring the right skill sets,
experience, and background necessary to complement those the BerryDunn team possesses. We believe
that the City will see the value our subcontracting partners provide as it relates to this master plan
update project, and we are pleased to introduce them in the sections that follow.
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Kimley-Horn
Kimley-Horn and Associates, Inc. is a 6,500-person, multidisciplinary
consulting firm composed of civil engineers, roadway designers,
environmental engineers, landscape architects, planners, and other
talented design professionals. Founded 55 years ago and with offices
across the country, including 12 in California, one of which is in Los
Angeles, Kimley-Horn brings a panoramic perspective from successfully
completing numerous parks and recreation projects for federal, state,
regional, and local government clients.
From concept to implementation, Kimley-Horn has extensive experience
planning and designing active and passive parks, greenways, waterways,
and people-places for agencies and municipalities nationwide. Kimley-
Horn’s planners and landscape architects emphasize the development of a
functional, pleasing visual environment, meaningful themes, and strong
connection to environment while being sensitive to budget and long-term
maintenance. With strong local ties and park design experience, Kimley-
Horn has the capabilities and resources to complete a wide range of tasks
that not only meet communities’ needs, but also act as recreational
destinations for years to come.
ETC
ETC Institute is a market research firm that specializes in the design and
administration of market research for governmental organizations. ETC
Institute’s major areas of emphasis include resident satisfaction surveys,
parks and recreation surveys, community planning surveys, business
surveys, transportation surveys, employee surveys, voter opinion surveys,
focus groups, and stakeholder interviews. Since 1982, ETC Institute has
completed research projects for organizations in 49 states. ETC Institute
has designed and administered more than 5,000 statistically valid surveys
and their team of professional researchers have moderated more than
1,000 focus groups and 2,000 stakeholder meetings. During the past five
years alone, ETC Institute has administered surveys in more than 1,000
cities and counties across the United States.
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2. RELEVANT EXPERIENCE
We have a demonstrated commitment to serving public-sector clients in the State of California (the State).
This, along with our involvement in the State’s industry associations, will help ensure we bring firsthand
knowledge, insight, and industry, regional, and national best practices to this project. We have developed
a strong understanding of the public-sector landscape in the State through recent or ongoing consulting
engagements with the following clients:
This—along with our involvement in the CPRS—will help ensure we bring firsthand knowledge; insights; and
industry, regional, and national best practices to this project.
Master, Strategic, and Comprehensive Planning
With the BerryDunn-led team, the City will be served by a
firm with experience conducting hundreds of master
planning projects. Through this, we have refined our
approach, engagement strategies, analyses, and
recommendations to help ensure master planning
processes are participatory and inclusive, innovative and
creative, industry-aligned and community-centric, as well as
reflective of the clients we serve. The City can trust that we
will leverage lessons learned and best practices from past
engagements and prior public service to customize our
approach to the requested work effort to best address the
goals and objectives for this project.
Bay Area Air Quality
Management District
City of Alameda
City of Belmont
City of Coronado
City of Dublin
City of Fountain Valley
Greater Vallejo Recreation
District
City of Irvine
City of La Mesa
City of Livermore
City of Long Beach
City of Menifee
City of Modesto
City of Montebello
City of Monterey Park
City of Murrietta
City of Novato
City of Oxnard
City of Palmdale
City of Perris
City of Redding
City of Redlands
City of San Jose
City of San Leandro
City of Santee
City of Simi Valley
City of Villa Park
Jurupa Valley Park and
Recreation District
Sacramento Municipal Utility
District
Sonoma County
Sonoma Resource
Conservation District
Southern California Library
Cooperative
South Pasadena Public Library
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Below, we highlight our parks and recreation master, strategic, and comprehensive planning clients
from the last several years conducted by the BerryDunn team.
Ada County, ID
Adams County, CO
Avondale, AZ
Buncombe County, NC
Cabarrus County, NC
Calvert County, MD
Charles County, MD
Charleston County, SC
City/County of Denver, CO
City of Aurora, CO
City of Bozeman, MT
City of Boynton Beach, FL
City of Burlington, NC
City of Cedar Park, TX
City of Commerce City, CO
City of Crestwood, MO
City of Denver, CO
City of Ferguson, MO
City of Fort Lauderdale, FL
City of Gilbert, AZ
City of Greeley, CO
City of Iowa City, IA
City of Irving, TX
City of Kennewick, WA
City of Lauderdale Lakes, FL
City of Lynchburg, VA
City of Jersey City, NJ
City of Manhattan, KS
City of Mebane, NC
City of Mesa, AZ
City of Nampa, ID
City of Norwalk, CT
City of Novato, CA
City of Owensboro, KY
City of Palm Coast, FL
City of Palmdale, CA
City of Parkland, FL
City of Pflugerville, TX
City of Raleigh, NC
City of Sandpoint, ID
City of Tampa, FL
City of Wilsonville, OR
County of Dinwiddie, VA
DeKalb County, GA
Elmhurst Park District, IL
Evergreen Park and
Recreation District, CO
Howard County, MD
Iredell County, NC
Jackson County, MS
Jurupa Area Recreation and
Park District, CA
Johnson County, KS
Loudoun County, VA
Martin County, FL
MD National Capital Park
Planning Commission
Mecklenburg County, NC
Peninsula Metropolitan Park
District, WA
San Luis Obispo County, CA
Town of Erie, CO
Town of Groton, CT
Town of Jupiter, FL
Town of Manchester, CT
Town of Sahuarita, AZ
Town of Wilbraham, MA
Township of Canton, MI
Valdosta-Lowndes County, GA
Vermont State Parks
Village of Ardsley, NY
Village of Downers Grove, IL
Village of Lincolnwood, IL
Village of Palm Springs, FL
Village of Pinecrest, FL
Washington Township, OH
Western DuPage Special
Recreation Association, IL
Wheeling Park District, IL
Willamalane Parks and
Recreation District, OR
Wilmette Park District, IL
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3. REFERENCES
BerryDunn completed a Parks, Recreation, Facilities, and Open
Space Master Plan for the City of Pflugerville, Texas. The
completed plan is part of the City’s Aspire 2040 plan. It offers an
updated assessment of parks, recreation, open space, and trails
within the City.
This project included a comprehensive engagement effort with
multiple ways to gather feedback from residents. Our team
utilized a combination of in-person and online engagement tools
including Social Pinpoint as the online engagement platform and
a mobile comment board traveling to various locations
throughout the City. We created a project-specific brand to spark
buy-in and distinguish this plan for the community. We also
created an inventory of the parks, recreation, and open space
system; level of service analysis; community needs assessment;
and strategic plan. One of the highlights of the project was the
achievement of over 30,000 touch points from the internal
organization and external voices of the community, which
resulted in three awards for local governance in Texas.
City of Pflugerville, Texas
Parks, Recreation, and Open Space Master Plan
LISTEN TO THE
PODCAST
Reference:
Shane Mize
Parks and Recreation Director
400 Immanuel Rd.
Pflugerville, TX 78660
512-990-6350
shanem@pflugervilletx.gov
Town of Gilbert, Arizona
Parks, Recreation, and Open Space Master Plan
BerryDunn is currently working with the Town of Gilbert, Arizona,
on a Parks and Recreation Master Plan. Once completed, this
plan will provide actionable strategies that will allow the Town
to continue its tradition of providing superior parks, recreation,
and cultural programs. This CAPRA-accredited agency offers a
variety of programs and services to about 268,000 residents in
the Phoenix metropolitan area. Our team conducted extensive
outreach as part of this project, engaging members of the
community through a variety of focus groups, pop-up events,
and digital efforts. Our team also completed a program
assessment linked with the Town’s DEI toolkit and assessment.
Our team is also conducting an assessment of department
operations to recommend organizational efficiencies.
Reference:
Robert Carmona
90 E. Civic Center Dr.
Gilbert, AZ 85296
480-503-6200
robert.carmona@gilbertaz.gov
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Jurupa Area Recreation and Park District
Parks and Recreation Master Plan
BerryDunn is working with the Jurupa Area Recreation and Park
District on a Parks and Recreation Master Plan. The District
manages 38 parks and recreation facilities in two large areas
of the Jurupa Valley.
Our team engaged the public throughout the project, including
a customized project website that attracted 6,450 site visits.
The team collected feedback from various planning areas
throughout the District to help ensure an equitable distribution
of facilities and programs. We employed translation and
intercept surveying to engage Spanish-speaking members of
the community. Additionally, the project includes an inventory
of parks and recreation facilities, level of service analysis, and
operational assessment. Once completed, the District will have
a set of implementable goals and action items.
Reference:
Colby Diuguid, General Manager
8621 Jurupa Rd.
Jurupa Valley, CA 92509
951-361-2090 | colbyd@jarpd.org
As part of team lead by Agency Landscape + Planning,
BerryDunn is assisting with the Raleigh Parks System Plan
Update process. BerryDunn’s role includes an accreditation
review beginning with a high-level review of PRCP policy and
state of business operations to evaluate the current state of
the organization. We are identifying best practices for the
updated plan to directly support Raleigh’s path to
accreditation.
BerryDunn is also completing a recreation program
assessment which will include identifying strategies,
methodologies, best practices and templates for collecting,
analyzing, reporting, and acting on user feedback. This task
will also involve evaluating and proposing recommendations to
update program offerings and program delivery strategies.
Using a gap analysis, we will address changes in community
needs, priorities, and expectations since the 2014 plan
update.
BerryDunn reviewed the City’s current user fee, cost recovery,
and special events fee policies and the financial assistance
program and made recommendations for changes. To better
understand how large cities are handling financial assistance
programs, BerryDunn is conducting a Think Tank with leaders
across the country to discuss this topic.
City of Raleigh, North Carolina
Parks System Plan Update
Reference:
Ken Hisler, Assistant Director
City of Raleigh Parks, Recreation and
Cultural Resources Department
222 West Hargett Street, Suite 608
Raleigh, NC 27601
919-996-4823
Kenneth.hisler@raleighnc.gov
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4. PROJECT TEAM
Our team members bring valuable perspectives from their experiences leading parks and recreation
agencies, as well as supporting agencies through master planning, strategic planning, and other key
initiatives. Figure 1 illustrates our team’s organization, leadership, support, and partnerships.
Figure 1: Project Team Organizational Structure
Nikki Ginger
Project Manager
Elsa Fischer
Engagement Manager
Chad Snow
Project Principal
Subject Matter Experts
Barbara Heller
Tom Diehl
Rich Neumann
Becky Dunlap
Oliver Amaya
Miranda Hanson
Caylon Vielehr
Randall Kopff, PLA, ASLA
Park Planner
Jason Morado
Director of Research
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Nikki Ginger, SHRM —SCP, CPRE
Nikki is a senior consultant in BerryDunn’s Parks, Recreation, Libraries Practice. With
nearly 13 years of experience at the Chicago Park District, she brings a wealth of
experience in parks and recreation. She has a diverse background in organizational
and professional development, employee engagement, and staff training, and was a
key member on achieving CAPRA accreditation and the National Gold Medal for the
Chicago Park District. Nikki joined BerryDunn with an eye toward helping agencies
around the country engage and support staff and communities. She is a regular
speaker at both national and state conferences and created the nationally recognized
CPRP training program. She is the former chair of the NRPA Program Committee and
current Directors School Faculty. She was also formally on the Illinois Park and
Recreation Association Programming Committee and Education Road Show.
PROJECT MANAGER
As project manager, Nikki Ginger will serve as the City’s primary point of contact.
She will monitor project progress, track the initiation and completion of tasks and
milestones, and manage the master planning process.
Elsa Fischer, CPRP
Elsa is a manager in BerryDunn’s Parks, Recreation, Libraries Practice. She brings
more than 30 years of experience in parks and recreation, a majority of which was in
senior leadership roles. Her comprehensive experience in recreation programming,
facility management, fiscal management, collaboration, and capital project
involvement infuses itself into all aspects of her consulting project work.
ENGAGEMENT MANAGER
As engagement manager, Elsa Fischer will work closely with Nikki, providing
oversight for the engagement. She will monitor project progress, track the
initiation and completion of tasks and milestones, and manage the master
planning process.
SUBJECT MATTER EXPERTS
As subject matter experts, Barbara, Tom, Becky, Rich, Oliver, and Miranda will contribute specialized
expertise throughout all aspect of the project.
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Barbara Heller, MPA | Subject Matter Expert
Barbara is a lead advisor for BerryDunn's Parks, Recreation, Libraries Practice. She
offers deep industry expertise built upon 40 years of experience working in and with
agencies on strategic planning, needs analyses, master planning, financial analyses,
cost recovery, and quality assessments. She leverages this experience to help
municipal and county parks and recreation departments achieve their management
and planning goals.
Tom Diehl, MS, CPRP | Subject Matter Expert
Tom Diehl is a manager in BerryDunn’s Parks, Recreation, Libraries Practice and a
Recreation and Athletics Management Professional with 35 years of experience at
both public and private institutions. Tom has concentrated on program and facility
enhancement, and his expertise includes strategic and master planning, feasibility
studies, capital and operational planning, budgeting, resource management,
procurement/contract administration, equipment specifications, construction
management and historical renovations. He has extensive experience with recreation
and athletics programming, community relations, and special events management. He
has successfully overseen capital projects valued up to $60 million .
Rich Neumann | Subject Matter Expert
Rich is a senior consultant in BerryDunn’s Parks, Recreation, Libraries Practice. He is
a recognized public-sector industry leader, with nearly 30 years of experience, in
marketing, communications, and branding, as well as a wildly creative parks,
recreation, and cultural arts professional. He has proven success in community
engagement, special events, strategic planning, marketing, and public relations. Rich
is a sought-after presenter at professional association conferences across the
country; additionally, his wildly creative events attract broad community participation
and have been adopted by municipalities nationwide.
Becky Dunlap, CPRP | Subject Matter Expert
Becky is a senior consultant in BerryDunn’s Parks, Recreation, Libraries Practice. She
is a purpose-driven, strategy-focused CPRP who specializes in maximizing
organizational efficiencies and opportunities for innovation. She takes a human-first
approach to find solutions for the most pressing issues facing the field of parks and
recreation, leveraging her broad experience in camp, sports, recreation facility, and
park management.
Oliver Amaya, CPRP | Subject Matter Expert
Oliver Amaya is a consultant in BerryDunn’s Parks, Recreation, Libraries Practice. He
is an innovative project consultant, bringing six years of experience directing new
projects, managing various contracts, instituting cost, and schedule controls, and
establishing best practices. Oliver brings progressive management experience and
has had repeated success in developing project initiatives and achieving performance
targets. Oliver is fluent in Spanish and focuses on creative methods to engage the
Latin and Hispanic communities.
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Caylon Vielehr | Subject Matter Expert
Caylon is a consultant in BerryDunn’s Parks, Recreation, Libraries Practice. He has
served in many roles throughout the last decade. His love for health and play have
given Caylon a true appreciation for our public spaces and the role that they can play
in our communal and ecological health. He applies a keen interest in geographic
information science and the impacts it has on our human landscape, social justice,
and equality. Through his experience in program leadership, Caylon has worked
personally with diverse populations and gained valuable experience in communication
and public relations. He provides a combination of technical analysis, people-oriented
personality, and passion for the power that parks and recreation brings to quality of life
in communities.
Miranda Hanson | Subj ect Matter Expert
Miranda is a consultant with BerryDunn’s Local Government Practice Group. They have
experience with coordinating project management needs, facilitating change
management activities, training staff, and vendor coordination. On recent Parks,
Recreation, and Libraries projects they have assisted with research, reporting, and
recreation staff engagement.
SUB -CONSULTANTS
We will use the following sub-consultants for this project.
Randall Kopff, PLA | Kimley-Horn
With more than 19 years of professional experience, Randall has encompassed a
wide variety of landscape architectural, planning, and graphic services on projects
throughout the U.S. His skills include site inventory/ analysis, master planning,
design development, graphic presentations, 3-D modeling, project management, and
detailed technical drawings. Randall uses his diverse project background to work
closely with individual clients to interpret public input and ensure that the proper
vision has been achieved throughout the planning and design implementation
processes.
Jason Morado | ETC
Jason has over 20 years of experience in the design, administration, and analysis of
community market research. He has served as the project manager on community
survey research projects for over 600 local governmental organizations throughout
the U.S. Mr. Morado is experienced in all phases of project management of market
research studies, including survey design, developing sampling plans, quantitative
and qualitative analysis, interpretation of results and presentation of findings. His
areas of emphasis include citizen satisfaction surveys, parks and recreation needs
assessment surveys, community planning surveys, business surveys, and
transportation studies. He has also led the coordination and facilitation of focus
groups and stakeholder interviews for a wide range of topics.
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5. APPROACH
With its beautiful lake—recognized as the largest natural freshwater lake in Southern California—the City’s
crown jewel is a draw for fisherman, swimmers, and adventure seekers. Recreation is abundant in the City
from an impressive skate park and BMX pump track to the minor-league baseball stadium, sports fields,
and the Dream Extreme Center. There is something for everyone—including our four-legged friends—in
Lake Elsinore. Lake Elsinore is home to nearly 72,000 residents—over 50% identifying as Hispanic—and
has grown by over 35% between 2010-2020. This growth has led to a shift in parks and community
services needs.
Today, the City is building on its first long-term plan to achieve the City’s Vision—Dream Extreme. The City
aspires to be an action sports destination as well as a vibrant and active community for its residents, while
promoting public health and inclusivity. The Community Services Department plays a strong role in helping
the City achieve these goals and its overall vision. This Community Services Master Plan will allow the City
to assess its existing recreation services, parks, and facilities, along with potential open spaces and lands
to meet future demand.
Upon completion, this updated plan will provide the City with realistic and implementable goals and
priorities that “Dream Extreme” and will guide the City into the future.
Photo Credit: Dirk DBQ used with permission via Creative Commons for Flickr
Project Understanding
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Work Plan
PHASE 1: DISCOVERY
1.1 Conduct Initial Project Planning. We will conduct
an initial project planning and discovery session to
identify potential stakeholder groups, project team
members, project milestones, and expectations. We
will discuss our proposed project schedule, project
work plan, and roles and responsibilities.
1.2 Develop a Project Work Plan and Schedule.
Based on our initial planning meeting, we will
develop a Project Work Plan and Schedule, which
will outline project specifics, communication and
scope; timeline; and stakeholder groups. In
addition, the Project Work Plan will incorporate
agreed-upon procedures between BerryDunn and
the City related to project control, including quality
management and deliverable submission/
acceptance management.
1.3 Facilitate a Kickoff Presentation. We will
conduct an on-site kickoff presentation with the
City’s project team that will serve as an opportunity
to introduce our project team members, discuss
project goals, present our approach and
methodology, review the schedule of key project
dates, and answer questions from City’s project
team. While on-site, we will also tour City parks,
recreation facilities, assets, and open spaces. This
tour will give us a grounded exposure to physical
resources, user experience, and staff environments.
1.4 Conduct a Data Review. One of the most
important elements of this process will be our
team’s ability to gain a breadth of knowledge about
Below and on the following pages, we present our work plan intended to achieve the City’s goals and
objectives for this important initiative. We look forward to discussing our approach with the City and
further customizing our work plan to best accommodate the City’s master planning needs.
plans, structure, operations, and systems, as
well as the City’s staff and community. To start
the process, we will submit an information
request to the City’s project team to gather
applicable documents and data.
The City will only be asked to provide
documents and data that is available; we will
not ask the City to produce any new
documentation to satisfy the request. All
information gathered will be reviewed by our
team to inform our understanding of the
current environment, glean insights from work
completed to date, and minimize impacts to
City staff during the work effort.
Deliverable 1: Project Work Plan
and Schedule
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1.5 Analyze Demographics and Population
Projections. To provide insight into the potential
market for the current and future community
needs, we will conduct a demographic analysis
and market profile of the City. Our team will
utilize all information available from previous
planning efforts, Riverside County, the U.S.
Census Bureau, Esri, and other national and
local sources. A detailed demographic analysis
based on service areas will outline trends and
information that could affect the need for land
acquisition, development, and regional planning.
We will pay particular attention to data regarding
such variables as age, presence of children,
ethnicity, household size, and income. We will
also consider unique populations which may
require specialized or disproportionate services
and programming, such as seniors, teens,
preschoolers, second-language learners,
individuals with disabilities, military families and
veterans, etc. We will note how these changes
will affect Community Services over the next five
years.
Gather Placer.ai mobility data and user geo-
analysis. To delve deeper into community data,
BerryDunn has partnered with Placer.ai to
analyze mobile data for our clients.
Placer.ai is an advanced foot traffic analytics
platform that leverages mobile location data to
better understand current and potential users,
usage patterns, and local and national
competitors. This data provides detailed insight
into how people move in and out of physical
spaces such as parks, recreation centers, stores,
shopping malls, and other public spaces. These
insights can be used to help the City optimize
operations by recognizing usage and travel
patterns and use data-driven decisions for future
programming and facilities. Placer.ai’s powerful
analytics capabilities are made possible by a
proprietary machine learning algorithm that
processes billions of location data points. The
data is collected based on high level mobile data
and does not collect any sensitive user
information such as actual home or work
locations or names.
Deliverable 2: Demographics
Report
17
1.6 Conduct status update meetings. We will
conduct status update meetings with the City’s
project manager on a biweekly cadence to
communicate current and anticipated project
management needs, provide updates on project
progress and the schedule, and discuss potential
risks and issues. These meetings are intended to
promote transparency in the process and generate
buy-in for project outcomes.
PHASE 2: ENGAGEMENT
2.1 Create a Detailed Engagement Strategy. To
reach a broad section of community members, we
have proposed a hybrid approach for this master
planning update. We chose this approach for the
following reasons:
■ An interactive, virtual project site can give
residents a “home base” to provide opinions
and check on project events. This consistent
access to project communication will support
our stated goal to engage the community
throughout the engagement.
■ In-person events will play a key role in reaching
disconnected community groups or groups with
limited access to technology.
■ Multiple channels of engagement will support
efforts to include users and non-users within
the City’s system.
As we develop a Detailed Engagement Strategy
with the City, we will discuss both virtual and in-
person options, determine methods of community
involvement, confirm key stakeholders—including
the City Manager, executive staff, City department
heads and members of City Council--create a
schedule for public input events and the promotion
and coordination of stakeholder input events, and
determine specific stakeholder interview and focus
group questions. The Detailed Engagement
Strategy will also be developed with the City’s
culture and identity in mind.
Inclusive Engagement
BerryDunn and our local team members
will engage in targeted outreach to
underrepresented communities, including
but not limited to communities of color,
low-income residents, immigrant and
refugee populations, non-English
speakers, individuals facing health
disparities, elderly residents, and more. To
help ensure recommendations promote
equitable outcomes, we must not only
lower barriers to participating in the
planning process but also actively
prioritize engagement of entities working
with communities facing the highest
barriers to accessing parks, community
recreation facilities, and open spaces. We
will conduct demographic research and
identify priority communities and
geographies for targeted outreach. Results
will serve as the foundation for community
engagement efforts moving forward.
We commonly use a hybrid approach to
engagement, using in-person and digital
strategies to reach more members of the
community. We partner with local groups—
including sports organizations, faith-based
groups, and other community leaders—to
meet community members where they are
and encourage broader participation.
Deliverable 3: Detailed Engagement
Strategy
18
2.2 Develop a Project Brand. Creating a brand
for a master planning project helps to establish
buy-in throughout the community and make
residents more aware of how to connect with
parks, recreation, trails, and open space in the
City. As an optional service, our professional
designers and marketing staff can work with the
City to develop a message and brand for the
project that is recognizable for community
members and resonates with different groups
and demographics.
2.3 Develop a Project Website and Engagement
Portal. We will work with City staff to create a
project website via Social Pinpoint that will keep
the community informed of the project. The City’s
Social Pinpoint site will also provide community
members a means to share valuable input. This
interactive online tool helps strengthen the City’s
relationship with its stakeholders, resulting in a
diverse collection of feedback and better-
informed planning outcomes.
We will collaboratively determine which Social
Pinpoint tools will best serve the desired
outreach outcomes. We anticipate that the City
will see value in utilizing Social Pinpoint’s survey,
mapping, forums, and ideas wall, and we look
forward to discussing and customizing this site
to reflect the needs and desires, goals and
objectives, and community culture of the City.
Note: Our team will maintain the project website
throughout the planning process to keep
residents and staff up to date on project
progress and promote participatory events.
2.4 Conduct Internal Leader and Staff Activities.
Internal engagement with the City will include
interviews and focus groups with leadership,
management, and staff to conduct fact-finding
activities, focusing on recreation programs,
services, and facility operations. We anticipate a
series of meetings that include:
■ City leadership
■ Executive staff from the Community Services
Department
■ Staff from the Community Development, IT,
Finance, and Public Works Departments
■ Administrative team members
■ City Council representatives
■ Other City staff as needed
These meetings will provide internal
stakeholders an opportunity to provide input
related to the future direction of the City’s parks,
recreation programs, trails, and facilities. Staff
perspectives are extremely important, and our
approach intentionally involves staff throughout
the entire process, as they will have
responsibility for implementing the
recommendations.
Deliverable 4: Online Engagement
Platform Development and
Administration
Sample project branding elements
19
2.5 Facilitate Stakeholder Meetings. To gather
information related to needs and interests, we
will hold up to four meetings with key
stakeholders such as community leaders from
the City, school district representatives, user
groups, friends groups, alternative providers,
and other groups or individuals as identified.
2.6 Host Public Input Sessions. Our team will
facilitate two virtual and four in-person public
focus groups to collect input from key
community stakeholders, including one at the
Senior Activity Center. We will seek input from
businesses, nonprofits, public agencies, and
volunteer partners, as well as any
neighborhood alliances and representatives.
Further, we will routinely reach out to
representatives of identified under-represented
population groups and engage them in the
assessment and recommendations
development process, helping to ensure an
inclusive and equitable engagement process.
During our strategy development, we will work
with the City to organize events that are child-
friendly; physically accessible for those with
hearing, vision, or mobility challenges; and
scheduled at a variety of times to widen
attendance. Additionally, we will leverage
Social Pinpoint’s translation feature to provide
multiple language options on the project site.
2.7 Facilitate Pop-Up Events. We will host three
pop-up events featuring “booths” for
community members to visit and provide
feedback. We expect to seek out creative,
innovative, and fun locations to engage the
communities throughout the City and connect
with residents. The layout and makeup of each
client with which we work has informed the
types of activities that are best suited to the
residents involved in the planning process. Our
team is using a similar approach for other
master planning efforts. We can conduct this
engagement featuring interactive elements at:
■ Social events, such as concerts or family
movie events
■ Regular gatherings, such as public markets
■ Widely accessed sites, such as parks,
community centers, or public library
■ Neighborhood walks
2.8 Conduct a Statistically Valid Survey.
BerryDunn is a strong proponent of including a
statistically valid survey as part of all planning
projects to reflect the quantitative needs of a
community most accurately. 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 provides feedback
from non-users, who are most likely taxpayers.
We will work with ETC Institute to create a
geographically diverse survey to be mailed to a
representative sample of households within the
City. The survey will provide critical information
in determining community values, satisfaction
levels, needs and priorities, preferred
marketing channels, level of awareness,
current usage levels, and demographic
information for long-range planning efforts.
2.9 Prepare an Engagement Feedback
Summary. Our team will provide a summary of
insights gleaned throughout the engagement
process. Key findings generated from the
demographics analysis, similar provider review,
staff engagement, and community engagement
activities will be assessed in relationship to
each other. We will identify the common
themes woven throughout the meetings,
electronic engagement tools, and potential
service gaps, as well as any pertinent
observations garnered through the feedback.
Deliverable 5: Engagement
Feedback Summary
20
PHASE 3: ANALYSIS
3.1 Conduct Facility Inventory and Resource
Mapping. Our team will utilize all available base
GIS materials to compile an updated assessment
of parks, recreation and community services
facilities, and open space amenities within the
City. We will supplement the inventory with
various tasks including, but not limited to
research, mapping, and personal inspection and
conditions of key parks, facilities, and open
spaces as needed.
The available capacity-style approach will be
enhanced with on-site component data collection
and analysis to create a complete data set and
determine current conditions for:
■ Quantity of all relevant system components
■ Quality of components (three-point scaling
along with aesthetic attributes)
■ Functionality of components for their
intended purpose for this plan life cycle
Our analysis builds upon the traditional capacity
analysis but is unique in its ability to analyze both
the quantity (capacity) and quality of individual
components of an entire system. The process
has been developed to provide detailed,
customized analyses of the City’s system—based
on the unique assets of the community—to
determine how effectively the current system is
serving residents and visitors.
By combining these metrics with demographics
information and findings from other tasks, we will
tailor our deliverables to target issues, needs,
and community goals specific to the City.
3.2 Analyze Financial and Funding Resources.
We realize that recommendations mean nothing
without examining the financial resources
necessary to move forward. We will consider the
implications and possibilities at all stages.
BerryDunn will conduct an overview analysis of
existing funding to understand how the City is
meeting current needs and based on
recommended improvements, determine if
current funding sources are sufficient for both
capital and operational costs. Based on the
strategic recommendations that arise out of the
needs assessment, we will identify probable
operating, maintenance, and capital costs and
recommendations for potential funding sources
and mechanisms for the next ten years, including
Measure Z, Development Impact Fees, taxes, and
other funding sources.
BerryDunn brings extensive experience in
evaluating options for alternative funding,
including grants, donor programs, and/or
partnerships. Our project team will identify key
partners in the area through the planning
process and can provide management
recommendations to enhance this potential
funding area.
Note: This task does not include procurement of
alternative funding, but this can be addressed
separately if desired.
3.3 Evaluate Level of Service. Using the City’s
community demographic profile, stakeholder
engagement results, and inventory, we will
assess the quality and quantity of parks,
recreation facilities, and open spaces provided
by the City. We will evaluate the adequacy based
Deliverable 6: Inventory and
Assessment Report
Deliverable 7: Financial Analysis
21
on size and location in relation to existing and
future population. We will also make
recommendations for minimizing duplication and/
or enhancing possibilities for collaborative
partnerships where appropriate.
3.4. Assess Alternate Providers and Potential
Partners. We will identify potential partnerships
and collaborations with surrounding agencies and
service providers.
3.5 Prepare an Inventory and Analysis of Programs.
We will develop an inventory of existing programs
for youth, adults, and seniors and subsequently
compare the inventory to feedback collected during
the community engagement. This will help ensure
program offerings are aligned appropriately with
community needs. The program and services
inventory will be matched up to the inventory and
analysis to help ensure there are appropriate
spaces for the future program menu. We will also
compare current program offerings with identified
community needs expressed in the engagement
process.
The analysis process will begin with an interactive
workshop with City staff to review issues,
challenges, strengths, and weaknesses of
programs and services. An inventory of core
programs will be developed and analyzed
according to program life cycle distribution, gap
analysis, and age segment analysis.
We will review program performance trends and
consider their impact on the City, and we will
conduct a participation analysis and financial
performance review. These activities will help
establish the level of equitable distribution of
programs as well as alignment with community
need. Based on our data review, we will develop
mapping visuals illustrating where the City’s
programs and services are offered, with the intent
of informing our gap analysis. We will compare our
findings to community feedback gathered on
recreation programming and desired changes or
improvements. This feedback will help inform our
recommendations for future program offerings.
3.6 Create Park Development Standards and Land
Acquisition Criteria. Kimley-Horn will develop
guidelines for up to five park classification types
that align with future development and land
acquisition goals and objectives. Kimley-Horn
assumes that each classification will include a list
of estimated acreages, proposed amenities and
facilities that would generally be include in each
park type, as well as parameters and criteria for
future site selection. The park development
standards developed will apply to parks and
recreation facilities designed and/or ultimately
maintained by the City.
3.7 Conduct Benchmarking and National
Comparisons. To help ensure the City and its
community have a clear understanding of the key
topics and trends influencing the next several years,
we will look at comparative trends and available
benchmarks for financial sustainability, facility
usage policies and fees, asset management,
programs and services, and related planning
aspects. Additional topics may be identified to help
understand and prioritize other community
concerns.
Deliverable 8: Level of Service
Analysis
Deliverable 9: Similar Provider
Assessment
Deliverable 10: Recreation
Assessment
Deliverable 11: Park Development
Standards and Land Acquisition
Criteria
22
3.8 Prepare a Maintenance Assessment. We will
assess the performance of City parks and
recreation properties and facilities to look for
potential efficiencies, including identifying deferred
maintenance, assessing future maintenance,
repair, or enhancement needs, and identifying
current maintenance policies and protocols. This
process will help ensure efficient organization of
City resources.
Among the key activities of an effective planning
process is the intentional effort to analyze the
operational structure of the system related to
maintenance. We will assess the City’s
maintenance capacity, synergies, efficiencies,
growth areas, and other important characteristics
that can be enhanced or improved. This will help
our team identify opportunities for strengthening
future service development and delivery and,
ultimately, quality of service and community impact.
The maintenance system will also be reviewed,
including regular and preventative maintenance
schedules, equipment management systems, and
work request processes. Woven through the
assessment will be the utilization of technology and
opportunities to better-leverage technological
advances. The resulting plan will help guide future
service levels and inform future fiscal needs.
3.9 Evaluate Progress on Previous Goals. We will
review and discuss with Department leadership the
City’s previous Parks and Recreation Master Plan.
This process will allow us to evaluate progress and
determine the extent to which goals have been
accomplished or may no longer be relevant.
3.10 Develop a Capital Improvement Plan (CIP):
Utilizing the results of the community/public input
process, the park inventory and analysis and
programing/ facility priorities established as a part
of the project. Kimley-Horn will develop a three-
tiered capital improvement plan matrix, for the city’s
20 existing parks and up to two (2) future parks/
facilities. The three tiers shall include both
sustainable (life cycle replacement) projects and
visionary (future improvement) projects. Kimley-
Horn will work with BerryDunn and the City to
develop a CIP which classifies associated costs and
identifies projects for each of the City’s next three
standard CIP cycles, (short-, mid- and long-term).
3.11. Assess Department Technology. BerryDunn
will complete an assessment of the Department’s
technology components in relation to their ability to
effectively communicate with the community today
and in the future. We will review the registration/
reservation platform, website and social media
reach and capacities, WiFi and internet connectivity
in parks and facilities, information kiosks and
wayfinding, and provide a summary of emerging
park and recreation technologies.
Deliverable 13: Maintenance
Assessment
PHASE 4: VISIONING
4.1 Compile and Present Findings. We will compile
initial findings from the inventory, demographics,
needs assessments, and analyses and prepare a
summary findings presentation for staff, City
leadership, the Parks and Recreation Advisory, City
Council, and other identified stakeholders to
validate the accuracy of the findings. During this
stage, we will confirm that all information identified
and collected 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.
Deliverable 12: Benchmarking
Assessment
23
PHASE 5: DRAFT AND FINAL MASTER PLAN
5.1 Prepare a Draft Plan. We will summarize and
synthesize all research and stakeholder input and
develop recommendations and priorities into a
Draft Community Services Master Plan. We will
work with the City’s project team to prioritize
recommendations, balancing needs and cost/
benefit analyses, capacity of the City, and
potential budgetary realities. The result will be a
set of recommendations phased into immediate,
near-term, and long-term timeframes that
address goals and action strategies.
5.2 Facilitate a Review Session and Prepare an
Implementation Plan. After applying first round
edits, we will facilitate a review session with the
City to discuss the plan.. We will plan to include a
section in the updated Community Services
Master Plan that will provide a detailed sequence
of steps needed for successful implementation,
as well as review techniques to effectively deploy
the plan with the City, such as:
■ Securing funding sources
■ Capital project review
■ Identification of a plan champion or team of
champions
■ Visual management techniques
■ Ongoing employee engagement
■ Reporting mechanisms and communication
■ Internal marketing
■ Institutionalizing the process by documenting
the steps in the process and continuous
improvement of the process
■ Ongoing plan adjustments
■ Connection to the community, City
management and elected officials, and
employees
5.3 Deliver a Final Presentation. We will present
the updated Community Services Master Plan to
the City leadership to provide an opportunity for
questions and to request final edits.
5.4 Finalize the Plan. After submitting to the City
for review after our presentation, we will
incorporate edits and develop the Final
Community Services Master Plan. We will
encourage a public announcement and
communication with residents about ongoing
implementation updates to continue progress
toward the City’s desired future. BerryDunn will
also provide the City with five printed and bound
copies of the plan, as well as the executive
summary.
Deliverable 14: Draft Community
Services Master Plan Update
Deliverable 15: Final Community
Services Master Plan Update
4.2 Facilitate Visioning Workshops. The visioning
portion is the most thought-provoking and creative
phase of the planning process. Its purpose is to
collaborate with City leaders to develop the most
appropriate response to the identified needs and
priorities of the community based on all the
previous technical aspects of the process.
We will conduct a virtual visioning session to help
ensure we achieve the right pace and generate
momentum in the process. This session will focused
on park level of service, recommendations and
evaluations of recreational services. We will engage
in discussions concerning the identified needs and
potential opportunities for enhancing programs and
indoor recreational facilities.
24
6. ANTICIPATED SCHEDULE
Below, we provide our anticipated schedule for completing the City’s requested scope of work. We
expect this project to take approximately 12-14 months, and we look forward to working in collaboration
with the City to formalize this schedule. We are happy to expedite or elongate this process as necessary
to accommodate the City’s needs, while maintaining momentum throughout the work effort.
Proposed Timeline
PHASE 2: ENGAGEMENT
PHASE 1: DISCOVERY
PHASE 3: ANALYSIS
PHASE 4: VISIONING
PHASE 5: DRAFT AND
FINAL PLAN
1 2 3 4 5 6 7 8 9 10 12 11
25 25
APPENDIX A
Resumes
26
Nikki Ginger is a senior consultant in our Parks, Recreation, Libraries
Practice. She has more than a decade of urban parks and recreation
leadership experience, including nearly 13 years of experience with the
Chicago Park District, where she helped to lead the District’s CAPRA
accreditation and earn National Gold Medal recognition. She has a diverse
background in organizational and professional development, employee
engagement, and staff training, and she excels at helping agencies
engage and support their staff and communities.
RELEVANT EXPERIENCE
Staff Development: Nikki has a strong track record of motivating and
inspiring staff. While serving the Chicago Park District, she worked with
executive leadership to develop a workforce development team and
structure. Then, as director of workforce development, Nikki supported a
staff for than 3,000 from onboarding through retirement. She created a
professional development program; directed a new employee interview
process to increase employee retention and ensure alignment of the right
candidate to the right position; and she led a staff engagement strategy
built around online resources, regular communications, and social support
tools.
Organizational Improvement: Nikki has a proven ability to revamp and
reenergize parks and recreation programs. She shares related insights
and thought leadership regularly at national and state conferences and
through the nationally recognized NRPA Certified Parks and Recreation
Professional (CPRP) training program. She has firsthand experience
leading organizational improvement—for instance, during her time with the
Chicago Park District, she launched “innovation sessions” to gather
operational information and share opportunities for improvement with
executive leadership.
Equity and Mentorship: While serving the Chicago Park District, Nikki
oversaw the development of diversity, equity, and inclusion tools,
including racial and resilience townhalls, and educational offerings. She
formalized university relations , oversaw development of internship
program, and helped negotiate educational discounts of up to 25% for
Chicago Park District staff.
REPRESENTATIVE PROJE CT EXPERIENCE
Elmhurst Park District, IL—Comprehensive Plan
Loudoun County, VA—Strategic Plan for Parks and Recreation
Wilmette Park District, IL—Strategic Plan
Town of Gilbert, AZ—Parks, Recreation, Trails, and Open Space Plan
Illinois Park and Recreation Association—Strategic Plan
Nikki Ginger, CPRE, SHRM-
SCP
Project Manager
EDUCATION AND
CERTIFICATIONS
MA, Educating Adults,
DePaul University
BA, Marketing and
Psychology, DePaul
University
Certified Parks and
Recreation Executive
(CPRE), National
Recreation and Park
Association (NRPA)
NRPA Directors School,
2019
Society of Human
Resource Management –
Senior Certified
Professional (SHRM-SCP)
MEMBERSHIPS AND
AFFILIATIONS
NRPA
Illinois Park and
Recreation Association
27
Elsa Fischer is a manager in BerryDunn’s Parks & Recreation Practice.
She brings more than 32 years of experience in parks and recreation, a
majority of which was in senior leadership roles including director of
recreation and superintendent of leisure services. Her comprehensive
experience in recreation programming, facility management, fiscal
management, collaboration, and capital project involvement infuses itself
into all aspects of her consulting project work.
RELEVANT EXPERIENCE
Master and Strategic Planning: As a manager in BerryDunn’s Parks,
Recreation, Libraries Practice, Elsa regularly leads and participates in
parks and recreation master and strategic planning efforts. She
understands the full lifecycle of these initiatives, applies lessons learned
and industry best practices, and provides project management in ways
that help ensure the long-term success of the planning initiatives. Elsa is
an industry leader, regularly speaking at trade conferences and events.
Parks and Recreation Leadership: Prior to joining BerryDunn, Elsa served
as superintendent of leisure services for Glenview Park District, Illinois;
director of leisure services for Northbrook Park District, Illinois; and in
various leadership positions for Downers Grove Park District, Illinois. In
these roles, she oversaw indoor and outdoor recreation facilities,
recreation programming, cultural facilities, including farms, museums,
chapels, theatres, and more.
Capital Improvement: While supporting the Northbrook Park District, Elsa
participated in planning and executing the District’s $2 million capital
improvement plan and played a key role in a related feasibility study. For
the Downers Grove Park District, Elsa helped oversee the design,
planning, construction, and operation of a 69,000-square-foot recreation
and fitness center.
REPRESENTATIVE PROJE CT EXPERIENCE
Parkland, FL – Parks and Recreation Master Plan
Lauderdale Lakes, FL – Parks and Recreation Master Plan
Manchester, CT – Parks and Facilities Master Plan
DeKalb County, GA – Recreation Assessment (as part of Master Plan)
Loudoun County Parks, Recreation, and Community Services, VA –
Strategic Plan
Sanibel, FL – Recreation Department Assessment
Wheeling Park District, IL – Parks and Recreation Comprehensive Plan
Charleston County Parks and Recreation Commission, SC – Parks,
Recreation, Open Space, and Trails Master Plan
Elsa Fischer, MS, CPRP
Engagement Manager
EDUCATION AND
CERTIFICATIONS
University of Illinois,
Champaign Illinois – B.S.,
Leisure Studies
Aurora University, Aurora,
Illinois – M.S, Recreation
Administration
IPRA Professional
Development School
NRPA Rocky Mountain
Revenue Management
School
P RESENTATIONS
IPRA Workshop,
September 2021
IPRA LGBTQ Safe Zone
Facilitator 2021 –
Present
IL Wesleyan, October
2021
IPRA Conference, January
2022
TRAPS, February 2022
WPRA, February 2022
IPRA Supervisors
Symposium, April 2023
28
Barbara Heller is a lead advisor in Berry Dunn’ s Parks, Recreation,
Libraries practice. She offers deep industry expertise built upo n 40 years
of experience working in and with agencies on strategic plannin g, needs
analyses, master planning, financial analyses, cost recovery, and quality
assessments. She leverages this experience to help municipal and county
parks and recreation departments achieve their management and
planning goals.
PROJECT EXPERIENCE
Project Management and Leadership: Barbara is an established expert in
the parks and recreation industry, having led dozens of master planning
projects with her own firm Heller and Heller Consulting, with Sasaki
Associates as Director of Parks Planning, and with PROS Consulting as a
principal consultant.
Parks and Recreation Direction: Barbara also spent decades in the public
sector, working for organizations like Naperville Park District, IL; Elk Grove
Park District, IL; Arlington Parks and Recreation Department, TX; and the
Maryland National Capital Parks and Planning Commission.
REPRESENTATIVE EXPERIENCE
Strategic Plan — Wheeling Park District, IL
Master Plan and Strategic Plan — Glenview Park District, IL
Parks and Recreation Master Plan — Glencoe Park District, IL
Strategic and Business Development Plan, Washington Township
Recreation Department, OH — Project Manager
Strategic Operational Performance Assessment, Roseville Department of
Parks, Recreation, and Libraries — Project Manager
Organizational Assessment, Metro Parks Tacoma, WA — Project Manager
Sport Facility Feasibility Study, Town of Scarborough, ME— Engagement
Manager
Five-Year Strategic Plan, Pottstown Area Regional Recreation Committee —
Project Manager
Parks and Recreation Master Plan, City of Parkland, Florida — Engagement
Manager
Parks and Recreation Master Plan, City of Lauderdale Lakes, Florida —
Engagement Manager
Parks and Recreation Master Plan, Town of Manchester, CT —
Engagement Manager
Parks and Recreation Master Plan, DeKalb County, GA — Recreation
Consultant (Prime firm: Lose Design)
Barbara Heller, MPA
Subject Matter Expert
EDUCATION AND
CERTIFICATIONS
MPA, American University
BS, Recreation and Parks,
Pennsylvania State
University
PROFESSIONAL
AFFILIATIONS
National Recreation and
Park Association
American Society for
Quality
MA Recreation and Park
Association
Lincoln Foundation for
Business Excellence,
based on Malcolm
Baldrige National Quality
Award
Faculty, National
Recreation and Park
Association Director’s
School
29
Tom Diehl is a manager in our Parks, Recreation, Libraries Practice. He is
a recreation and athletics management professional with 38 years of
experience serving both public and private institutions. He has
concentrated on program and facility enhancement, and his expertise
includes strategic and master planning, feasibility studies, capital and
operational planning, budgeting, resource management, procurement/
contract administration, equipment specifications, construction
management and historical renovations. He has extensive experience with
recreation and athletics programming, community relations, and special
events management. He has successfully overseen capital projects valued
up to $60 million.
RELEVANT EXPERIENCE
Parks and Recreation Consulting: Tom has extensive parks and recreation
consulting experience, completing more than 90 projects across 21
states. This includes more than 25 recreation and open space strategic
and master plans, more than 20 feasibility studies, and more than nine
conceptual park master plans, along with several needs assessments,
operation and maintenance cost analyses, sports tourism economic
impact studies, land preservation plans, athletic field studies, and ADA
transition plans. He has seen it all and leverages this perspective while
still brining innovative, forward-thinking ideas to the table.
Recreation and Facility Leadership: Tom’s background includes serving as
director and assistant director of recreational sports at Virginia
Commonwealth University (VCU); assistant athletic director for facilities at
Marist College; and intramural director and facility director at Le Moyne
College. He served as a principal with GreenPlay, LLC for seven years
before the company merged with BerryDunn. Tom is a longtime member
of both NRPA and NIRSA, actively participates in conferences and events,
and is committed to industry excellence.
Project Management: Tom frequently serves in project management roles
for the full spectrum of parks and recreation projects. He excels at
maintaining clear, open lines of communication between clients and
BerryDunn, keeping projects on track and on budget, and developing
collaborative relationships with communities. Tom is also a graduate of
the VCU Grace E. Harris Leadership Institute’s Leadership Development
Training.
REPRESENTATIVE CLIENTS
Albany, NY – Recreation Center Feasibility Study
Brookline, MA – Athletic Facilities Master Plan
Colchester, VT – Needs Assessment and Master Plan
College Park, MD – Duvall Field Visioning and Master Plan
Grover Beach, CA – Senior Center Needs Assessment and Feasibility Study
Tom Diehl, MS, CPRP
Subject Matter Expert
EDUCATION AND
CERTIFICATIONS
Master of Science, Health
and Physical Education,
Syracuse University
Bachelor of Science,
Syracuse University
Certified Parks and
Recreation Professional
(CPRP), National
Recreation and Park
Association (NRPA)
Leadership Development
Training, VCU, Grace E.
Harris Leadership
Institute
Certified Pool Operator
Certified Emergency
Shelter Operator
Active Shooter Training
MEMBERSHIPS AND
AFFILIATIONS
30
Rich Neumann is a senior consultant in our Parks, Recreation, Libraries
Practice. He has more than 15 years of public-sector experience related to
marketing, cultural affairs, communication, and branding. His unrelenting
creativity and offbeat sense of humor allow him to look at opportunities
and challenges from a unique perspective. He regularly helps clients
envision new pathways, and he understands what is required to execute
and implement new ideas in the public-sector landscape.
RELEVANT EXPERIENCE
Arts and Cultural Affairs: Prior to joining BerryDunn, Rich served as cultural
affairs manager for the City of Westminster, Colorado, where he oversaw
special events, public art, cultural heritage initiatives, and historic
preservation. His experience includes leading a visual arts and cultural
task force and helping to distribute cultural arts funding. As a consultant,
Rich leverages these skills to support arts and culture initiatives and
landmarks, generate excitement around community engagement efforts,
and help clients plan their events strategies.
Community Engagement: Rich excels at developing targeted community
engagement around master and strategic planning initiatives. His
outgoing, personable, and thoughtful demeanor allow him to connect with
community members, staff, leadership, elected officials, and partner
agencies alike. His approach is creative, custom-fit, nuanced, and
sensitive to the diverse needs of those involved.
Special Events: Rich has a strong track record of special events creation
and execution. While serving as marketing and cultural affairs manager
for the City of Westminster, Colorado, he increased event attendance by
300% and revenue by more than 850%. He designed and implemented an
event sponsorship program with contracts exceeding $200,000 annually.
REPRESENTATIVE CLIEN TS
Adams County, CO—Riverdale Regional Park Master Plan
Gilbert, AZ—Parks, Recreation, and Open Space master Plan
Greeley, CO—Parks, Recreation, Culture, and Golf Master Plan
Rich Neumann,
CREDENTIALS
Subject Matter Expert
EDUCATION AND
CERTIFICATIONS
B.S. Communications/
B.S. English; James
Madison University,
Harrisonburg, VA
PRESENTATIONS
Outrageous Events—
Incredible Results! Michigan
Recreation and Parks
Association Annual Parks
Conference, Virtual Session,
February 2021
Relieve Yourself From
Creative Constipation,
Alabama Recreation and
Parks Association Annual
Conference, Birmingham, AL,
January 2019 / North
Carolina Recreation & Park
Association Annual
Conference, Winston-Salem,
NC, October 2018
Marketing Strategy: From
Practical to Practically
Insane, North Carolina
Recreation & Park
Association Annual
Conference, Winston-Salem,
NC, October 2018 / National
Recreation and Parks
31
Becky Dunlap is a senior consultant in our Parks, Recreation, Libraries
Practice. She is a purpose-driven, strategy-focused CPRP who specializes
in maximizing organizational efficiencies and opportunities for innovation.
She takes a human-first approach to find solutions for the most pressing
issues facing the field of parks and recreation, leveraging her broad
experience in camp, sports, recreation facility, and park management.
RELEVANT EXPERIENCE
Industry Excellence: Becky is passionate about empowering the next
generation of leaders in the field. She has published over 100 episodes of
the Let’s Talk Parks podcast, a show to inspire and share resources within
the parks and recreation field. In addition, she has been published in
Parks and Recreation Business Magazine and was recognized in the
inaugural cohort of NRPA’s 30 under 30 in 2021.
Community Engagement: Becky leads dynamic community engagement
efforts. She specializes in leveraging technology to reach participants
virtually, wherever they are and whenever is most convenient for them.
She combines engagement tools like Social Pinpoint with social media,
marketing, branding, trends identification, and demographic analysis, and
she trains parks and recreation departments on how to promote
continued engagement with their communities.
Public Sector Experience: Thanks to broad exposure to various public-sector
roles, Becky brings a holistic perspective to each engagement. She understands
how parks and recreation functions fit within larger local government structures
and how to maximize potential for collaboration. She has worked for both a city
and a county in roles such as facility operations coordinator, zoo camp director,
marketing assistant, and customer service team member.
Master Planning: Becky has contributed to parks and recreation master plans in
more than 10 communities throughout the country. Since 2015, Becky has
developed hundreds of demographics and trends reports, helping agencies
understand how to better plan for their changing communities. She excels at
blending nationally-recognized best practices with community-specific trends,
customs, and needs.
REPRESENTATIVE CLIENTS
Alexandria, VA – Cost Recovery and Resource Allocation Study
Coconino County, AZ – Parks and Recreation Master Plan
Hamilton County, TN – Parks and Recreation Master Plan
Henderson, NV – Parks and Recreation Master Plan Update
Hesperia Recreation and Park District, CA – Comprehensive Parks and
Recreation Master Plan
Phelan Piñon Hills Park and Recreation District, CA – Comprehensive Plan
Pleasant Valley Recreation & Parks District, CA – Senior & Community
Recreation Facilities Needs Assessment
Becky Dunlap, CPRP
Senior Consultant
EDUCATION AND
CERTIFICATIONS
Bachelor’s Degree, Forest
Resources, Natural
Resources, and Tourism,
University of Georgia
Certified Parks and
Recreation Professional
(CPRP), National
Recreation and Park
Association (NRPA)
PRESENTATIONS
Georgia Parks and
Recreation Association,
2019
Missouri Parks and
Recreation Association,
2018
National Recreation and
Parks Association, 2017
and 2018
Colorado Parks and
Recreation Association,
2016
32
Oliver Amaya is a consultant in our Parks, Recreation, and Libraries
Practice. Before joining our team, he worked with the City of Corpus
Christi, Texas Parks and Recreation Department as a special projects
manager, where he helped the department execute initiatives based in
community development, operational improvement, and increased
connectivity.
Oliver’s experience serving in the U.S. Army also honed his ability to
balance complex projects, work in complex environments, solve difficult
challenges, and make effective decisions. His fluency in Spanish and
Portuguese, in addition to English, enables him to reach diverse groups
and listen to their input.
RELEVANT EXPERIENCE
Project Management: Oliver brings six years of experience directing new
projects, managing various contracts, instituting cost and schedule
controls, and establishing best practices. He is effective in leading and
directing various projects from inception to completion. He has 12 years
of progressive management experience and repeated success in
developing project initiatives, directing project plans, achieving
performance targets, managing budgets, and monitoring project costs.
Cost Recovery: While serving as special projects manager for the City of
Corpus Christi, Texas Parks and Recreation Department, Oliver
participated in a parks and recreation fee study revision related to
residential development as well as a fee study for the City’s tennis center.
Oliver participated in research and peer benchmarking for both fee
studies.
Project Coordination: Oliver has performed administrative duties for
projects while working closely with project management, subcontractors,
and clients. His experience includes organizing subcontractors while
staying within budget limitations, preparing work orders and expense
reports, translating Spanish and Portuguese documents and
conversations into English, optimizing revenue by developing cost-
reduction activities via efficient supplier development and resourcing, and
collaborating with other administrative staff on projects and initiatives.
REPRESENTATIVE CLIENTS
Cedar Park, TX—Parks, Recreation, Open Space, and Forestry Master Plan
Avondale, AZ—Parks and Recreation Master Plan
Lombard Park District, IL—Comprehensive Plan
Manhattan, KS—Parks and Recreation Master Plan
Oliver Amaya, CPRP, PMP®
Subject Matter Expert
EDUCATION AND
CERTIFICATIONS
BS, Liberal Arts, Excelsior
College
Associate of Applied
Science, Information
Resources Management,
Cochise College
Associate of Science,
Language, Excelsior
College
Certified Project
Management
Professional® (PMP®)
Customer Recovery
Certification
Business Administration
and Leadership
Certification
33
Miranda is a consultant with BerryDunn’s Local Government Practice Group. They
have experience with coordinating project management needs, facilitating
change management activities, training staff , and vendor coordination. On
recent Parks, Recreation, and Libraries projects they have assisted with
research, reporting, and recreation staff engagement.
RELEVANT BERRYDUNN EXPERIENCE
Learning and Development: Miranda has managed employee orientation and
onboarding logistics, content, and presentation. They have designed, produced,
and delivered firm-wide development programs on topics such as diversity,
equity, and inclusion, software training, and staff development. They have served
on the Vision 2026 Diversity, Equity, and Inclusion Committee as well as the firm
DEI Council. In addition, they have created user guide and training materials for
the firm-wide implementation of the Learning Management System. As an
administrator of this system, Miranda tacked and maintained employee
information; course coordination; and the management of training records and
status reports. They also have coordinated and helped with training between
vendors and our Local Government Practice Group as well as created a training
plan checklist to help prepare our internal teams to train their supervisors.
Program Management: Miranda managed four grant-funded projects,
simultaneously utilizing project management processes involving distribution of
funds; purchasing items; writing follow-up reports; and maximizing budgets within
defined project timeline, scope, and budget. They supervised over 70 volunteers
through conducting orientations; producing training; detailing duties and
responsibilities; assessing volunteer performance; and planning activities to
recognize volunteers for their contributions. Miranda also coordinated
programming and community partnerships for neighborhood educational centers
in areas relating to college access, STEM, literacy and reading.
Research and Supervision: Miranda interviewed survey respondents by
telephone while following the University of Southern Maine’s mandated research
guidelines and procedures. They recorded data from the interview responses by
entering answering into a computer-assisted system, and they supervised
interview staff by delegating workloads and answering questions.
Miranda Hanson
Subject Matter Expert
EDUCATION AND
CERTIFICATIONS
BS, Parks and Recreation
Management, Frostburg State
University
Graduate Certificate, Project
Management, Northeastern
University
34
Caylon Vielehr
GIS Lead
EDUCATION AND
CERTIFICATIONS
Bachelor’s Degree,
Philosophy, Fort Lewis
College
Peace Corps, Gambia,
West Africa,
Environmental
Development, Agriculture
Extension, and
Beekeeping Training
Caylon Vielehr is a consultant in our Parks, Recreation, and Libraries
Practice. He specializes in using GIS analysis to help parks and recreation
agencies inform their strategic decision making and future planning
efforts. Specifically, he uses geo-reference amenities standards to
conduct level of service (LOS) analysis. He understands the real-world
impact geographic information science (GIS) has on social justice and
equity, and he combines his technical analysis with his people-oriented
personality and passion for the power of parks and recreation to improve
lives and communities.
RELEVANT EXPERIENCE
GIS Analyst: Caylon has used his GIS expertise to support the
development of more than 30 parks and recreation mater plans. He helps
agencies use data—such as the number and size of parks, level of use,
location in proximity to population clusters—to measure level of service,
make fair and equitable decisions, and identify opportunities for
improvement or increased investment. As part of this work, he compiles,
inventories, and interprets datasets, develops maps and renderings, and
delivers presentations.
Local Government: In addition to providing GIS analysis to parks and
recreation clients, Caylon has supported citywide initiatives for local
governments. These projects have included a strategic plan for the City of
Aurora, Colorado; a feasibility study for the City Tamarac, Florida; and an
impact fee study for the City of Windsor, Colorado. He often provides
demographic analysis, community outreach, public relations, and general
project support.
REPRESENTATIVE CLIENTS
Park & Recreation Master Plans
Angleton, Texas
Brighton, Colorado
Brookline, Massachusetts
Canby, Oregon
College Park, Maryland
El Paso County, Colorado
Fairbanks, AK
Frederick, Maryland
Fruita, Colorado
Georgetown, Texas
Greater Vallejo Rec. Dist., California
Glendale, Arizona
Hamilton County, Tennessee
Hampton, Virginia
Henderson, Nevada
Holly Springs, North Carolina
Iredell County, North Carolina
Kirkland, Washington
Lathrop, California
Mesa, Arizona
ETC Institute 1
JASON MORADO
Director of Community Research
ETC Institute
725 W. Frontier Circle, Olathe, KS 66061
jason.morado@etcinstitute.com
(913) 254-4514
EDUCATION
M.B.A., Webster University, 2009
B.S. in Business Administration – Marketing, Avila University 2000
SUMMARY OF EXPERIENCE
Mr. Morado has over 20 years of experience in the design, administration, and analysis of community
market research. He has served as the project manager on community survey research projects for over
600 local governmental organizations throughout the U.S. Mr. Morado is experienced in all phases of
project management of market research studies, including survey design, developing sampling plans,
quantitative and qualitative analysis, interpretation of results and presentation of findings. His areas of
emphasis include citizen satisfaction surveys, parks and recreation needs assessment surveys,
community planning surveys, business surveys, and transportation studies. He has also led the
coordination and facilitation of focus groups and stakeholder interviews for a wide range of topics.
RELEVANT PROJECT EXPERIENCE
Parks and Recreation Surveys
Mr. Morado has served as a project manager for over 250 parks and recreation surveys for local
governmental organizations. Some of these organizations include:
• Atlanta, GA
• Arlington County, VA
• Boone County, KY
• Brownsburg, IN
• Broward County, FL
• Carmel-Clay, IN
• Casa Grande, AZ
• Charleston, SC
• Chatham County, NC
• Chesterfield, MO
• Chino, CA
• Cincinnati, OH
• Coral Gables, FL
• Columbia, MO
• Corpus Christi, TX
• Culpepper County, VA
• Dania Beach, FL
• Davie County, NC
• Denver, CO
• Detroit, MI
• Downers Grove Park District, IL
• Durango, CO
• El Paso County, TX
• Fayetteville-Cumberland County, NC
• Fremont, CA
• Gilroy, CA
• Gwinnett County, GA
• Hamilton County, OH
• Harnett County, NC
• Hoffman Estates Park District, IL
• Hunters Creek, FL
• Huron-Clinton Metroparks, OH
• Idaho Falls, ID
• Las Vegas, NV
• Manchester, CT
• Mecklenburg County, NC
ETC Institute 2
• Merriam, KS
• Miami, FL
• Milton, GA
• Milwaukee County, WI
• Mobile, AL
• Montpelier, VT
• Montgomery County, MD
• Morrisville, NC
• Norfolk, VA
• Oakland County, MI
• Olympia, WA
• Ozark, MO
• Pleasant Hill, CA
• Prince Georges County, MD
• Prince William County, VA
• Roanoke, VA
• Rowan County, NC
• Salvation Army (numerous locations)
• Salina, KS
• San Diego, CA
• Sarasota, FL
• Schaumburg Park District, IL
• Sioux Falls, SD
• South Fulton, GA
• Streamwood Park District, IL
• St. Louis County, MO
• Tampa, FL
• Tucker, GA
• Upper Arlington, OH
• U.S. Army Installation Management
Command
• U.S. Marine Corps
• U.S. National Park Service
• Virginia Beach, VA
• Washtenaw County, MI
• Wayne County, MI
• Westerville, OH
• Westfield, NJ
• West Sacramento, CA
• Wilmington, NC
Community Surveys
Mr. Morado has served as a project manager for over 250 community surveys for local governmental
organizations. Some of these organizations include:
• Addison, TX
• Atchison, KS
• Arlington County, VA
• Auburn, AL
• Bensenville, IL
• Cabarrus County, NC
• Camas, WA
• Casper, WY
• Cedar Hill, TX
• Cleveland Heights, OH
• Coral Springs, FL
• Davenport, IA
• Durham, NC
• Durham County, NC
• El Paso, TX
• Elgin, IL
• Enterprise, AL
• Fayetteville, NC
• Gainesville, FL
• Glenview, IL
• Greenville, NC
• High Point, NC
• Henderson, NV
• Independence, MO
• Kirkwood, MO
• Las Vegas, NV
• Louisville, KY
• Manassas, VA
• McAllen, TX
• Meridian, ID
• Mesquite, TX
• Miami, FL
• Missouri City, TX
• Montrose, CO
• Mountain Brook, AL
• Mount Prospect, IL
ETC Institute 3
• Naperville, IL
• Nashville, TN
• Newport, RI
• North Kansas City, MO
• Olathe, KS
• Onslow County, NC
• Oregon City, OR
• Oswego, IL
• Overland Park, KS
• Pinehurst, NC
• Pitkin County, CO
• Plano, TX
• Pleasant Hill, IA
• Prairie Village, KS
• Pueblo, CO
• Raleigh, NC
• Raymore, MO
• Round Rock, TX
• Saint Louis County, MO
• Saint Joseph, MO
• Schertz, TX
• Shawnee, KS
• Shoreline, WA
• Smithfield, NC
• Springfield, MO
• Sterling Height, MI
• Tyler, TX
• Vancouver, WA
• Warrensburg, MO
• Wauwatosa, WI
• Winchester, VA
• Winston-Salem, NC
Randall Kopff, PLA, CLARB
Biography
Randall’s more than 22 years of professional experience, have encompassed a wide
variety of landscape architectural, planning, and graphic services on parks and
recreation projects throughout the U.S. His skills include site inventory/analysis,
master planning, design development, graphic presentations, 3-D modeling, project
management, and detailed technical drawings. Randall uses his diverse project
background to work closely with individual clients to interpret public input and ensure
that the proper vision has been achieved throughout the planning, design and
implementation processes.
Professional Credentials
• Bachelor of Science, Landscape Architecture, The Ohio State University
• Professional Landscape Architect in California, Arizona, Nevada, and Oregon
• The Council of Landscape Architectural Registration Boards, Member #40708
• California Park and Recreation Society, Member
Relevant Project Experience
• City of Seely Bates Park Master Plan
• City of Yuma Bicycle Facilities Master Plan
• City of Hollister Brigantino Regional Park Master Plan
• Arizona State Parks Cattail Cove State Park Master Plan
• City of Laguna Niguel Crown Valley Park
• City of Salinas Downtown Vibrancy and Main Street Master Plan
• Coconino County Fort Tuthill County Park Master Plan Update*
• National City Kimball Park
• City of Chula Vista Millenia Park
• National City Paradise Creek Educational Park
• City of Chandler Parks and Recreation Facilities Master Plan
• Coconino County Parks and Recreation System Master Plan Update
• City of Casa Grande Parks and Recreation System Master Plan
• Maricopa County Parks and Recreation System Master Plan*
• Town of Oro Valley Parks and Recreation System Master Plan
• City of Palmdale Parks and Recreation System Master Plan
• City of Littleton Parks and Recreation System Master Plan
• Town of Prescott Valley Parks and Recreation System Master Plan
• City of Sedona Parks and Recreation System Master Plan
• City of El Centro Plank Park
• City of Tustin Red Hill Specific Plan
• San Jacinto Specific Plan
• San Diego University Area Mobility Plan Update
*Projects completed in similar roles at previous employer
berrydunn.com
BerryDunn
TO PROVIDE
COST PROPOSAL TO
City of Lake Elsinore,
California
Community Services
Master Plan Update
Submitted January 19, 2024 at 3:00 p.m.
4722 North 24th Street, Suite 250
Phoenix, AZ 85016
480-482-3002
Chad Snow
Project Principal
csnow@berrydunn.com
Nikki Ginger
Project Manager
nikki.ginger@berrydunn.com
2
Table 1 presents our proposed costs for completing the City’s requested scope of work. We propose a
firm, fixed fee inclusive of all time, materials, and travel. If additional time or on-site work is required to
reach deliverable acceptance, we are committed to delivering at that level with no cost increase to the
City.
These costs were developed based on the following factors:
■ Our detailed work plan narrative presented in our proposal
■ Our staffing plan and resource allocation, which provides the City with the appropriate number of
resources and the ideal level of expertise to complete the tasks defined in the scope of work
■ Our experience conducting projects of similar scope and size
Table 1: Proposed Costs by Phase
PHASE COSTS
Phase 1: Discovery $26,170
Phase 2: Engagement $64,265
Phase 3: Analysis $143,335
Phase 4: Visioning $9,270
Phase 5: Draft and Final Master Plan $48,220
TOTAL $291,260
Optional Project Branding $2,320