Leisure Services Comprehensive Master Plan Consultant Selection Approval and Authorization of ContractCity of Dubuque
City Council
ACTION ITEMS # 5.
Copyrighted
December 16, 2024
ITEM TITLE: Leisure Services Comprehensive Master Plan Consultant
Selection Approval and Authorization of Contract
SUMMARY: City Manager recommending City Council approval of Kimley-
Horn for the Leisure Services Comprehensive Master Plan
and authorize the City Manager to negotiate and execute the
contract for services.
RESOLUTION Authorizing The City Manager To Negotiate
And Execute A Contract With Kimley-Horn For The Leisure
Services Comprehensive Master Plan
SUGGUESTED Receive and File; Adopt Resolution(s)
DISPOSITION:
ATTACHMENTS:
1. MVM Memo
2. Staff Memo
3. Resolution
4. Kimley Horn Proposal
5. RFP and Addendum 1
Page 843 of 1050
Dubuque
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Masterpiece on the Mississippi
YP PP
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2017202019
TO: The Honorable Mayor and City Council Members
FROM: Michael C. Van Milligen, City Manager
SUBJECT: Leisure Services Comprehensive Master Plan Consultant Selection
Approval and Authorization of Contract
DATE: December 12, 2024
Leisure Services Director Marie Ware is recommending City Council approval of Kimley-
Horn for the Leisure Services Comprehensive Master Plan and authorize the City
Manager to negotiate and execute the contract for services.
In October of 2024, City Council authorized the Request for Proposals (RFP) for Leisure
Services Comprehensive Master Plan Consultant Services to be posted and initiate the
consultant selection process.
Kimley-Horn is a multi -disciplinary planning and engineering firm that has provided
master planning services across the United States. The team of experts proposed for
our projects brings experience and expertise in parks, recreation, and open space
projects for system -wide master planning. They bring together sub -consultants
Ballard*King & Associates Limited and ETC Institute in the areas of strategic planning
and a statistically valid survey respectively that complement the proposal. Their internal
team brings experts in GIS mapping, public engagement, park inventory, analysis and
assessment, natural resources/arborist, and the project manager to cover all aspects
outlined in the RFP.
Kimley-Horn laid out the most detailed approach and plan that best meets all the criteria
within the RFP specifically calling out their experience with ARPA funded projects to the
clear understanding for the need for creative and extensive community
engagement. Within their proposal there was detailed and flexible processes that can
be adjusted to ensure the greatest impact through community engagement, planning,
and recommendation. They wanted to meet people where they are throughout the
project and included numerous ideas of making the outreach and engagement fun. The
ideas related to youth engagement were fresh and fun. They included a significant
amount of consultant hours dedicated to the project compared to other
proposals. During the interview process, the committee was very impressed with
Kimley-Horn's attention to detail and clarity.
Their process outlined establishing a shared vision for the plan, inventory and
benchmarking, business planning, trends analysis, incorporation of past and current city
Page 844 of 1050
planning, leadership engagement and interviews, engagement of the staff whom are our
boots on the ground, equitable public outreach, interactive tools, website and social
media campaign, stakeholder and user group interaction through interviews, workshops,
pop-up events, and virtual workshops, parks and facility as well as natural resource
inventory and assessments, park walkability and trails mapping, reviews of operations
structure, maintenance operations, funding strategies and opportunities, levels of
service review, capital improvement plan, and more.
Key elements of the comprehensive plan will be a needs assessment, SWOT analysis,
existing facility inventory and conditions, program offerings analysis, public input,
history, existing plan review, demographics, benchmarking, staffing assessment and
level of service. All elements will combine to create a review and a road map for the
future of the department, programs, parks, open spaces, and facilities.
The RFP proposal outlines the work plan of projected tasks and steps. These will be
further defined as the planning process begins. The planning would begin in January of
2025 and be concluded in early January of 2026 with City Council final approval
Funding is budgeted in the Parks Division and the Recreation Division for this project.
The total funding available is $396,000 based on the projects below.
Project
Budget
Project Number
Quality of Life Assessment
$40,000
3449900009
Deferred Maintenance Assessment
$90,000
3449900008
Natural Resources Plan
$58,000
3043000036
Comprehensive Parks Masterplan
$208,000
3043000001
With the City Council high priority of parks maintenance/refresh action plan, an
additional request of $50,000 is being made in the FY 26 budget request process. As
this project is ARPA funded a contract will be executed before year-end.
I concur with the recommendation and respectfully request Mayor and City Council
approval.JM4
v
Mic ael C. Van Milligen
MCVM:sv
Attachment
cc: Crenna Brumwell, City Attorney
Cori Burbach, Assistant City Manager
Marie Ware, Leisure Services Director
Steve Fehsal, Park Division Manager
Dan Kroger, Recreation Division Manager
(note cc list continued on next page)
2
Page 845 of 1050
Jared Charland, Leisure Services Project and Facilities Manager
Mary Bridget Corken-Deutsch, Community Development Specialist
Jason Duba, Assistant Planner
Temwa Phiri, Community Engagement Coordinator
3
Page 846 of 1050
THE CITY OF
DUB E
Masterpiece on the Mississippi
TO: Michael C. Van Milligen, City Manager
FROM: Marie L. Ware, Leisure Services Director
Dubuque
All -America City
2007-2012.2013
2017*2019
SUBJECT: Leisure Services Comprehensive Master Plan Consultant Selection
Approval and Authorization of Contract
DATE: December 11, 2024
INTRODUCTION
The purpose of this memo is to recommend approval of Kimley-Horn as the consultant
selected for the Leisure Services Comprehensive Master Plan project and authorize the
City Manager to negotiate and execute a contract for services.
BACKGROUND
The City Council in their 2021-23 goal setting made comprehensive parks master plan a
high priority. In subsequent budget cycles funding was approved. In the most recent
2024-26 city council goal setting Parks Maintenance/Refresh Action Plan was identified
as a high priority.
Dubuque is the first city in Iowa. Washington, Jackson, Grant, Flat Iron, and Phoenix
Parks were reserved for public use by the United States government when the City was
originally platted July 2, 1836. We are proud to have the oldest park system in Iowa.
Since that time the city's park and recreation assets and programs have grown to what
we have today. Research of available documents show that the last parks and
recreation comprehensive plan was a Recreation and Open Space Plan in 1982. The
City's comprehensive plan Imagine Dubuque 2037 references parks and recreation
often and has numerous action plans related to the department. The public continues to
express desires, wants, and needs related to the assets and programs of the
department.
The City solicited proposals from qualified professional consulting firms to provide for
comprehensive parks and recreation master planning. The comprehensive parks and
recreation master plan will include a quality -of -life assessment, natural resources plan,
and deferred maintenance assessment.
Page 847 of 1050
The consultants will inventory and assess the current assets and levels of service and
compare to state and national standards. There would be a review of capacity,
functionality, accessibility, condition, and convenience. This will include work to identify
and document deferred maintenance. The assessment will provide data and information
necessary to evaluate how the Department facilities meet current and future needs.
A natural resources plan will inventory and analyze the natural resource assets,
invasive species, and other environmental issue identification, management practices,
and recommendations.
A key component of the assessment will be engagement of the community into the
process throughout the plan. Over the last six months as we talk with our residents
about concern areas or additions, they would like to see we have been referencing this
planning effort and have been encouraging them to lift their voices into the planning
process. The staff will be engaged in vision, mission, and organizational values
consistent with the plan.
An RFP committee has been established with the following members:
Dan Kroger, Recreation Division Manager
Steve Fehsal, Park Division Manager
Jared Charland, Leisure Services Project and Facilities Manager
Mary Bridget Corken-Deutsch, Community Development Specialist
Jason Duba, Assistant Planner
Temwa Phiri, Community Engagement Coordinator
DISCUSSION
In October of 2024, City Council authorized the Request for Proposals (RFP) for Leisure
Services Comprehensive Master Plan Consultant Services to be posted and initiate the
consultant selection process.
The RFP was posted on October 22, 2024 with proposals due on November 13, 2024.
Seven (7) proposals were received. Consultant firms that submitted proposals included:
BerryDunn, Confluence, Kimley-Horn, MSA, 02 Design, RDG Planning and Design, and
Agency Landscaping and Planning.
Prior to the RFP Committee Selection meeting, each member independently scored the
firms using scoring sheets based on the criteria within the RFP. At the Committee
Selection meeting, the top three scoring firms were chosen for an interview based on
the collective scores. The three unanimous top ranking firms included: Berry Dunn,
Kimley-Horn and RDG Planning and Design.
Interviews were held with the three firms the week of November 25t", 2024. After the
interview process, the committee met to discuss each firm's interview including a re -
review of the scoring and conversation pertaining to the RFP evaluations. Based on the
information gathered through the process, the committee selected and is recommending
Kimley-Horn for the Leisure Services Comprehensive Master Plan Project.
2
Page 848 of 1050
Kimley-Horn is a multi -disciplinary planning and engineering firm that has provided
master planning services across the United States. The team of experts proposed for
our projects brings experience and expertise in parks, recreation, and open space
projects for system -wide master planning. They bring together sub -consultants
Ballard*King & Associates Limited and ETC Institute in the areas of strategic planning
and a statistically valid survey respectively that complement the proposal. Their internal
team brings experts in GIS mapping, public engagement, park inventory, analysis and
assessment, natural resources/arborist, and the project manager to cover all aspects
outlined in the RFP.
Kimley-Horn laid out the most detailed approach and plan that best meets all the criteria
within the RFP specifically calling out their experience with ARPA funded projects to the
clear understanding for the need for creative and extensive community engagement.
Within their proposal there was detailed and flexible processes that can be adjusted to
ensure the greatest impact through community engagement, planning, and
recommendation. They wanted to meet people where they are throughout the project
and included numerous ideas of making the outreach and engagement fun. The ideas
related to youth engagement were fresh and fun. They included a significant amount of
consultant hours dedicated to the project compared to other proposals. During the
interview process, the committee was very impressed with Kimley-Horn's attention to
detail and clarity.
Their process outlined establishing a shared vision for the plan, inventory and
benchmarking, business planning, trends analysis, incorporation of past and current city
planning, leadership engagement and interviews, engagement of the staff whom are our
boots on the ground, equitable public outreach, interactive tools, website and social
media campaign, stakeholder and user group interaction through interviews, workshops,
pop-up events, and virtual workshops, parks and facility as well as natural resource
inventory and assessments, park walkability and trails mapping, reviews of operations
structure, maintenance operations, funding strategies and opportunities, levels of
service review, capital improvement plan, and more.
Key elements of the comprehensive plan will be a needs assessment, SWOT analysis,
existing facility inventory and conditions, program offerings (audience and lifecycle)
analysis, public input, history, existing plan review, demographics, benchmarking,
staffing assessment and level of service. All elements will combine to create a review
and a road map for the future of the department, programs, parks, open spaces, and
facilities.
The RFP proposal outlines the work plan of projected tasks and steps. These will be
further defined as the planning process begins. The timelines for the planning process
are also within the proposal. The planning would begin in January of 2025 and be
concluded in early January of 2026 with City Council final approval
Dan Kroger, Recreation Division Manager spoke to the references provided by Kimley-
Horn. These included the Cities of Goodyear, Scottsdale, Arizona and the Gurnee Park
District in Illinois. The references were very positive. They commented on the
3
Page 849 of 1050
professionalism of the team as well as the understanding of the project goals and the
connection between service, infrastructure, and financial planning. All three reported
their project was completed within budget (no change orders) and on time. Staff from
both the Gurnee Park District and City of Scottsdale made a point to call out Kimley-
Horn's creativity and out of the box thinking, as well as their extremely thorough
approach to asset management. Staff from both Scottsdale and Goodyear highlighted
Kimley-Horn's flexibility within their projects and the ability to adjust the project based on
their collaboration with staff, making sure to provide the best possible outcomes and
deliverables for the project. In addition, all 3 communities received unanimous
approvals of their final plans from their City Councils.
BUDGET IMPACT
Funding is budgeted in the Parks Division and the Recreation Division for this project.
The total funding available is $396,000 based on the projects below.
Project
Budget
Project Number
Quality of Life Assessment
$40,000
3449900009
Deferred Maintenance Assessment
$90,000
3449900008
Natural Resources Plan
$58,000
3043000036
Comprehensive Parks Masterplan
$208,000
3043000001
With the City Council high priority of parks maintenance/refresh action plan, an
additional request of $50,000 is being made in the FY 26 budget request process. As
this project is ARPA funded a contract will be executed before year-end.
ACTION REQUESTED
I respectfully request approval of Kimley-Horn for the Leisure Services Comprehensive
Master Plan and authorize the City Manager to negotiate and execute the contract for
services.
Prepared by Steve Fehsal, Park Division Manager
cc: Dan Kroger, Recreation Division Manager
Jared Charland, Leisure Services Project and Facilities Manager
Mary Bridget Corken-Deutsch, Community Development Specialist
Jason Duba, Assistant Planner
Temwa Phiri, Community Engagement Coordinator
0
Page 850 of 1050
Prepared by Marie Ware Leisure Services 2200 Bunker Hill Rd. Dubuque IA 52001 (563) 589-4262
Return to Adrienne N. Breitfelder, City Clerk, 50 W. 13'h St., Dubuque, IA 52001, (563) 589-4100
RESOLUTION NO. 416 - 24
RESOLUTION AUTHORIZING THE CITY MANAGER TO NEGOTIATE AND EXECUTE
A CONTRACT WITH KIMLEY-HORN FOR THE LEISURE SERVICES
COMPREHENSIVE MASTER PLAN
Whereas, the City of Dubuque has funds budgeted to complete a Leisure Services
Comprehensive Master Plan; and
Whereas, City Council Goals and Priorities listed a Parks Comprehensive Master
Plan as a High Priority for Fiscal Years 2021-2023, Management in Progress Goal for
Fiscal Years 2022-2024 and 2023-2025.
Whereas, City Council Goals and Priorities lists a Parks Maintenance/Refresh
Action Plan as a High Priority for Fiscal Years 2024-2026: and
Whereas, sealed proposals were submitted on the 13th day of November, reviewed
by the selection committee, and it has been determined Kimley-Horn is the selected
recommended firm.
NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY
OF DUBUQUE, IOWA, THAT:
That the City Manager hereby is authorized and directed to negotiate and execute
a contract with Kimley-Horn for the Leisure Services Comprehensive Master Plan on
behalf of the City of Dubuque.
Passed, approved and adopted this 16th day of December, 2024.
ad M. Cavanag'Mayor
Attest:
Adrienne N. Breitfelder, City Clerk
Proposal for the City of Dubuque
LEISURE SERVICES
COMPREHENSIVE MASTER PLAN
Prepared for Prepared by
Kimley>>> Horn
Expect More. Experience Better. �5
*%
i
Proposal for the City of Dubuque
LEISURE SERVICES COMPREHENSIVE MASTER PLAN
November 13, 2024
City of Dubuque, Leisure Services Department Kimley-Horn
2200 Bunker Hill Road 14648 N. Scottsdale Road, Ste. 200
Dubuque, IA 52001-3010 Scottsdale, AZ 85254
RE: PROPOSAL FOR THE CITY OF DUBUQUE LEISURE SERVICES COMPREHENSIVE MASTER PLAN
Dear Mr. Fehsal and Members of the Selection Committee:
The City of Dubuque (City) has been strategically investing in community assets that
serve diversified interests and make experiencing the outdoors easily accessible,
making Dubuque a highly desirable place to live, work, visit and play. The City is
seeking a qualified professional team to develop the City's first Leisure Services
Comprehensive Master Plan. The Kimley-Horn team is uniquely positioned to help the
City achieve its goal and provide direction for the advancement of leisure services in
the city over the next 10 years and beyond.
A well -crafted parks and recreation master plan tells the story of a city, where they
were, and where they are going. Kimley-Horn has assembled a very strong, proven
team of qualified professionals that bring the technical expertise, national
experience, and passion required to develop a unique and thoughtful world -
class parks and recreation master plan for the City. We are prepared and excited
for the opportunity to help you tell your story. Realizing the full potential of a parks and
recreation system requires a robust public engagement process; innovative, forward -
thinking, and creative solutions; and experience in envisioning and implementing
successful strategies for character -rich, multi -use, user-friendly environments. When
you think of the Kimley-Horn team, please consider the following special qualities we
bring to the City:
Expertise in Parks and Recreation. Specializing in parks and recreation projects, the
Kimley-Horn team offers specific expertise in both system -wide and site -specific master
planning. We understand how to meet your project -specific objectives and advance your
long-term vision for your community. Our team is highly experienced in comprehensive
master planning, consensus building, placemaking, and designing parks that have
been successfully implemented for communities to enjoy. We have led and contributed
to dozens of parks and recreation master plans nationally, including the Scottsdale
Parks and Recreation Master Plan in Scottsdale, Arizona and the Gurnee Parks and
Recreation Master Plan in Gurnee, Illinois. Together with our outstanding subconsultants,
Ballard*King (B*K) and ETC Institute (ETC), Kimley-Horn brings you a team with the
highest caliber of relevant expertise —a team that provides creative and realistic
ideas that are grounded in best parks and recreation planning practices.
Multidiscipline Approach. Kimley-Horn brings the multidiscipline capabilities required
for this master planning project —from parks and recreation planning and design
to natural resources planning to public and stakeholder involvement, Geographic
Information Systems (GIS), environmental services, visualization, technical editing,
graphics and website design, civil engineering, and infrastructure design. Kimley-Horn
has it all under one roof, which means enhanced efficiency, improved
communication, and a unified vision for your project.
A Tailored Team to Meet Your Needs. You have the assurance of knowing that our
Project Manager, Marissa Pellegrini, PLA, ASLA, CLARB, is dedicated to providing
you with a tailored comprehensive parks and recreation master planning experience.
We are dedicated to understanding your system and your unique opportunities
and challenges. We believe this level of personalization translates to technical
excellence and means that the City will receive the highest quality level of service.
The members of our team are available immediately and are in an excellent position to
handle the workload required.
The Kimley-Horn team is ready and excited to help the City complete the Leisure
Services Comprehensive Master Plan. We possess the understanding and expertise
you need to deliver a quality master plan on -time and within budget. Marissa Pellegrini
is our Project Manager and your primary point of contact. She can be reached at
Marissa.Pellegrini@kimley-horn.com, 602.906.1153, or at our Scottsdale office at
14648 North Scottsdale Road, Suite 200, Scottsdale, AZ 85254. We acknowledge
Addendum No. 1, dated November 7, 2024.
Sincerely,
KI LEY -HORN
Marissa Pellegrini, PLA, ASLA Brian Smalkoski, PE, AICP, PTP, PTOE
Project Manager/Point of Contact Vice President/Authorized Signer
Kimley>>) Horn I November 13, 2024
Page 853 of 1050
Proposal for the City of Dubuque
LEISURE SERVICES COMPREHENSIVE MASTER PLAN
PROFILE OF FIRM
GENERAL FIRM INFORMATION
Founded in 1967, Kimley-Horn is a national
multidisciplinary planning and engineering firm that has
provided innovative, high -quality consulting services
across the U.S. for over 57 years. With more than
8,000 professionals in over 135 offices nationwide,
municipalities across the country turn to Kimley-Horn
for professional services, including master planning;
public participation and consensus building; parks and
recreation design; trail design; design and maintenance
guidelines; environmental studies; feasibility studies; and
cost analysis, including life -cycle assessments. Work on
this project will be completed from our Scottsdale,
Arizona and Chicago, Illinois suburban offices.
Kimley-Horn's integrated approach to the master
planning process is guided by the needs of the
constituents who live, work, and play in the
communities. We approach complex site planning
and civil engineering issues from a multidisciplinary
perspective to ensure the final plan achieves your needs
today and well into the future. The team of experts we
have assembled for this master planning project bring
experience and expertise extending from a wide range
of parks, recreation, and open space projects that vary
from systemwide parks master plans and recreation
center master plans to the design and construction of
regional, community, neighborhood, and pocket parks
and recreation facilities.
ARPA FUNDING EXPERIENCE
The Kimley-Horn team is skilled at efficiently guiding
our clients through the requirements of federally funded
projects, including projects utilizing American Rescue
.,
Plan Act (ARPA) funding. Over the years, Marissa
Pellegrini and Kimley-Horn have managed multiple
ARPA-funded projects for municipal clients that equitably
benefited communities across the country. These
projects include the City of Scottsdale WestWorld Multi -
Use Path Connections and City of Surprise Countryside
Park. New ARPA Flex rules allow for spending in new
expenditure categories, including natural disaster
relief, transportation infrastructure, and Community
Development Block Grant (CDBG) programs.
Our project team has experience working through
all of these federal funding categories and can work
with the City to manage ARPA funds on this project.
We can also utilize this knowledge to identify future
parks and recreation projects and recommendation
that could utilize these funding sources, should they
become available in the future. On the Goodyear Game
Plan Parks and Recreation Master Plan, we identified
recommendations that would be eligible for the utilization
of ARPA and CDBG funding sources.
0 135+ offices
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17 years as a FORTUNE
Best Company to work For
EXPERIENCE AND SUCCESS
WITH SIMILAR PROJECTS
Kimley-Horn has a long history of completing similar
comprehensive parks and recreation master planning
projects. As we are nationally recognized in this field, we
recently presented an education session on Systemwide
Parks and Recreation Master Plans with our client,
the City of Scottsdale. We understand from our vast
experience that no two communities are alike;
therefore, no parks and recreation master plans
should be alike.
A robust community engagement process is a
cornerstone of our approach and is what we believe will
make your plan successful. When a planning project
is transparent, guided by the community, and for the
community, it results in plans that have community buy -
in and departments that have earned the trust of their
community. We strive to immerse our team in our clients'
parks systems to create tailored, bespoke plans that will
be practical, functional, and implementable in the short
Kimley>>) Horn I November 13, 2024
Page 854 of 1050
Proposal for the City of Dubuque
LEISURE SERVICES COMPREHENSIVE MASTER PLAN
term and for years to come. We strive to make our experience working together a
really positive one, with a focus on providing exceptional service and solutions.
With a portfolio of impressive parks and recreation planning experience, we are confident
that our team of qualified professionals will successfully address your comprehensive
master planning project needs. The consultants on this team have worked together on
numerous notable parks and recreation projects, delivering high -quality results. We
are a proven team with demonstrated success. We have included some of our team's
most relevant and notable projects in the Relevant Projects/Client References section
beginning on page 20.
CAPACITY AND AVAILABILITY
Kimley-Horn is in an excellent position to handle the workload of this master planning
project. We have strategically assembled our team based on technical ability,
experience, and their availability to meet the City's goals and expectations. In the event
workload demands additional staff, we have additional qualified professionals firmwide
that can be brought into the team to meet special project requirements.
To ensure we meet our client commitments, Kimley-Horn uses a proactive management
system, called castaheads, that details every project's personnel needs and determines
each staff member's availability. Based on review of our castaheads, we can assure you
that the staff members selected for this team are available to serve you and are in an
excellent position to handle the workload for this master planning project.
As the lead consultant, we assembled our team by carefully selecting the top firms
we have previously collaborated with on similar master planning projects. These firms
have consistently delivered exceptional results and we have established strong working
relationships with them. Both of our subconsultant firms have confirmed availability.
Kimley-Horn has a superior track record of achieving results —and we are committed
to do the same for you on this project. We know how to maintain schedules, and we
know how to produce quality deliverables. Every member of our team is committed
to exceeding your quality expectations on this assignment. The graphic to the right
indicates each team member's commitment to this Leisure Services Comprehensive
Master Plan.
Pop
MARISSA PELLEGRINI
50% Commitment
~
SEAN WOZNY
C)
w
30% Commitment
0
JOE COGSWELL
�=
40% Commitment
H
o
RANDALL KOPFF
30% Commitment
z
w
LU
RYAN MURRAY
15% Commitment
�
0
r
DARIN BARR
U
25% Commitment
w
JASON GETZ
co
20% Commitment
w
%-
EMILY HILBY
30% Commitment
Q
w
F
MELISSA ALVAREZ
-
15% Commitment
Legend: • percent committed to this project I • other commitments
Kimley>»Horn I November 13, 2024 Page 855 of 1050
Proposal for the City of Dubuque
LEISURE SERVICES COMPREHENSIVE MASTER PLAN
SCOPE OF SERVICES
PROJECT WORK PLAN
The Kimley-Horn team's tailored work plan is shown on page 12. The following tasks
have been identified from the City's developed scope of work and sequenced to
allow the team to identify concurrent tasks within the data collection, analysis, and
engagement processes.
TASK 1: Project Initiation and Conduct a Needs Assessment
Kick-off Meeting and Project Management
The Kimley-Horn team will be in close contact with the City's designated project
manager throughout the project ensuring constant feedback and timeliness of project
deliverables. Detailed steps of this task include:
d1 Confirmation and Outcome Expectations: The project goals, objectives, scope,
and schedule will be confirmed by discussing the expectations of the completed
project.
Communications: We will confirm lines of communication, points of contact,
level of involvement by Leisure Services Department (Department) staff and local
leaders, and other related project management details.
Progress Reporting: The Kimley-Horn team will maintain close contact with the
City's designated project coordinator throughout the performance of the project.
We will develop and supply the City with status reports on a monthly basis. Until the
plan is approved, the Kimley-Horn team will hold progress meetings bi-weekly, or as
often as needed.
Conduct A Needs Assessment
The Kimley-Horn team will take steps to set up needs assessment tasks. These include
the following:
Data Request: The Kimley-Horn team will provide the City with a list of data requests.
This will include existing GIS, existing relevant plans, and studies, financial data,
organization chart, program offerings and information, and maintenance logs, among
other items. These items will be utilized to help the team understand the Dubuque
system, help tailor internal focus group questions, and for reference in creation of
subsequent task deliverables.
ONLINE SURVEY
RESULTS
What area of the
city do you live in?
21%
AWAI
North City Limits
to Bell Road
26%
AREA E
Bell Road to
Shea Boulevard
Are you a Scottsdale resident?
Shea Boulevard to
McDonald Drive
` Have you and/or members of your
1 household participated in any programs/
activities/events offered by Scottsdale
AM* Parks &Recreation during the past year?
McDonl ld Drive to
South City Limits
Planning
Planning Area Identification: The team will work with the City to understand the
geography and makeup of the city and identify distinct planning areas, see example
above. These planning areas may be used for community outreach marketing
purposes, community outreach venue selection, survey cross -tabulation, and
demographics and trends studies.
TASK 2: Develop and Implement Public Engagement Strategy
Kimley-Horn has exceeded the City's expectations. Their master planning
process was comprehensive and inclusive of all user groups and
stakeholders. Their attention to detail is exceptional. The City has really
appreciated their creativity, ability to listen and incorporate all stakeholders'
interest and level of professionalism they bring to the project every day.
Wait Kinsler, City of Goodyear Capital Improvement Director
Kimley>>) Horn I November 13, 2024
Page 856 of 1050
Proposal for the City of Dubuque pop
LEISURE SERVICES COMPREHENSIVE MASTER PLAN
Public Engagement Plan
The community and stakeholder engagement process is at the heart of this
plan. We believe the success of a well -crafted master plan process lies in the ability
to actively engage the community and stakeholders. The team will work with the City
to coordinate strong project branding, a project launch plan, and a public engagement
plan. Community participation through key leadership meetings, inter -departmental
city meetings, focus group meetings, community workshops, pop-up events, and
citizen surveys will provide a complementary blend of quantitative and qualitative data
(See the graphic to the right). Kimley-Horn will assemble and apply this information to
the overall planning process to accurately identify unmet needs, address key issues,
and provide the strongest recommendations through strategies moving the department
forward for optimum results.
A public engagement plan will be created in tandem with the City to ensure a
comprehensive platform is used eliciting the most engagement from the City's diverse
stakeholders. The plan will include the stakeholder group, method(s) used to engage, and
the party responsible for the engagement. The public engagement process will work hand
in hand with the development of an advocacy strategy for the Master Plan. This strategic
process is a series of workshops at each milestone of the phase as follows:
Workshop Series #1
— Overview of project and processes to achieve successful,
sustainable implementation and determine community needs and priorities
Workshop Series #2
— Present Key Public Needs Assessment Findings
Workshop Series #3
— Present Key Technical Findings
Workshop Series #4
— Present Recommendations and Implementation Plan
Each Workshop Series includes outreach/presentations and opportunities for feedback
to a staff/steering committee, the community, boards/commissions, and City Council.
Broad -based Outreach Strategy
The Kimley-Horn team will utilize a robust community engagement process that is
consistent with community values and procedures to obtain input from stakeholders,
interest groups, and the community to validate recommendation of the Master Plan.
This community engagement process will include the following strategies:
Virtual Presence and Creating a Branded Identity. The public engagement planning
meeting will be critical at the project onset. This meeting will develop the outreach
plan and create a branded identity for this project. The project branding can relate to
existing Dubuque Leisure Services branding, another existing theme, or can be unique
Community
Workshops
y❑
91
09 :*
Park sites
vlslted
Stakeholder
Interviews
Community Participation — Multi -faceted Outreach Approach
to parks and recreation and this project. Creating a project identity helps residents with
project recognition and understanding.
Achieving broad -based participation requires a hybrid approach to outreach that
includes both in -person and virtual opportunities to provide input. A dedicated project
website with a variety of virtual engagement tools will reach more residents and a
more diverse demographic. The ability to advertise the project by simply directing
residents to the project website via web address, link, and QR code can provide the
City with the ability to set up A -frame signs with the QR code in parks and facilities,
Kimley>>) Horn I November 13, 2024
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distribute paper or virtual flyers to local businesses and schools, and gain participatic
in new ways. Social media presence is an important advertising tool. Creating relevar
content and leveraging the City's various social media accounts is a great way to
promote the project awareness and participation.
Kimley-Horn has a full in-house graphics and public engagement team that can
develop project branding concepts; build and maintain a dedicated project website;
create interactive maps, exhibits, and videos; and work with the City to create and
schedule social media content. Kimley-Horn's team will create project -specific and
department -specific templates and marketing collateral that can be used over the
course of this project and beyond. The goal will be to develop a kit -of -parts for the Ci
to use in their branding for years to come. Our in-house translation services can also
translate project material and marketing collateral to any language required to meet t
needs of the community. Ownership of the project website and any tools created can
be shifted to the City at the end of the project. Kimley-Horn's software team can be
available as an extension of staff to interpret and solve issues related to the web-bas
tools on an as -needed basis. Our team plans to utilize the tools shown below in order
to gain feedback from the public for the parks and recreation master plan.
O II 0
Take the Survey Leave a Comment on the Share Your Big Idea
Interactive Map
Share Priorities with the quick Polling Tools Facilitate Transparent Q&A
Budget Tool
Virtual Outreach Toc
Key Leadership and Stakeholder Interviews. Early in the project, the Kimley-Horn
team will perform interviews with key community leaders and stakeholders to evaluate
the future vision for the Master Plan, including community values, strengths and
challenges, trends, and the level -of -service (LOS) provided. Various commissions, City
Council, school officials, sports and recreation associations, leaders and officials in
neighboring communities, key partners/philanthropic groups, and others as mutually
determined could be included in the interviews.
Leadership Interviews
Community Focus Groups and User Groups. The Kimley-Horn team will conduct
multiple group meetings with key community leaders and stakeholders to evaluate
their vision for parks and recreation in Dubuque. These interviews/focus groups will
help the Kimley-Horn team gain an understanding of the community values, strengths
and weaknesses of the park and recreation system, and LOS provided.
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Staff Focus Group
Youth Engagement. To engage the large youth segment of the population, we will
deliver an online survey administered through the City's website and/or conduct
separate pop-up outreach events at schools, youth groups, and recreation facilities.
These surveys will provide Dubuque youth a medium to share their input as it relates to
parks, recreation programs, and facility needs.
Youth Engagement
Public Workshops. We propose to conduct three in -person and three virtual public
workshops and one follow-up meeting conducted during the final briefing component
of the plan. These meetings will ensure the community has the opportunity to discuss
their options and perceptions regarding parks, trails, recreation, natural resources, and
open space. New ideas and alternative approaches from within the city and around the
nation will be brought forward to help spark creative thinking. A variety of virtual tools
like Social Pinpoint, Google Boards, and Mentimeter can be used to collect additional
data and provide other mechanisms for virtual engagement such as using real-time
interactive polling to solicit feedback.
Interactive Public Workshop
Pop-up Events. We propose to conduct three pop-up events and provide the City with
materials to conduct their own pop-up events as desired. These pop-up events provide
the opportunity to meet people where they are. These types of events target both
users and non -users of the parks system and let the public know about the project in
a unique environment. Pop-up events could include special events put on by the City or
could be coordinated with local partners and businesses to allow for a booth, tent, or
passing out business cards to direct attendees to the project website.
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Pop -Up Events
Electronic Survey. The Kimley-Horn team will create an online survey administered
through SurveyMonkey or Social Pinpoint that will be promoted through the project
website and the City's outreach mediums to maximize outreach and response rates.
The surveys will provide non -statistically valid data complementing the stakeholder and
focus group recommendations for park amenities, specific programs, trail linkages,
indoor recreation facility components, usage, and pricing strategies.
Pop
Multilingual Crowd -Sourcing Project Website. The Kimley-Horn team will develop a
customized, multilingual, mobile -friendly website for this project that provides ongoing
project updates, allows users to participate using multiple engagement tools in real
time, and serves as the avenue to crowd -source information for the entire community.
The website will be branded in conjunction with the City and project branding that will
be developed. This virtual outreach method has proven to be a very effective tool in
engaging the community on an ongoing basis, as well as maximizing outreach to a
more diverse demographic that may not traditionally attend public meetings or choose
to respond to a phone or mail survey.
Project Website Example `
We Want to Hear from You!
Drag to ®Ideas and 0 MA O Something I
comment i Suggestions Comment Like
current and future City of Scottsdale residents.
°hao1
Aconsistent theme throughout the development of
this plan has been the City's commitment to a quality
Qparks
and recreation system that delivers high -quality
les.�d
parks, trails and recreation programs, facilities and
events for all residents while contributing to the
Aeconomic
well-being of the City.
We want to hear from you!
• Provide Feedback on our Interactive Map
• Take the Survey
• Share Your Big Idea
• Help Us Determine Parks Priorities
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E Sage D, Chapati:
nie Rose pve /'
of Pla}e Ave `
{{ E Chaparral Rd
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TASK 3: Collect and Analyze Data Statistically valid surveys offer the following:
Relevant Plan and Document Review
We will collect, log, and create electronic copies as appropriate (MS Word/Excel and
Adobe Acrobat) of key data to facilitate dissemination of information. This will assess
the long-term goals as expressed in relevant existing plans and studies. Relatively
recent planning documents will be key resources and help inform the Master Plan
process. These relevant long-range plans and documents include but are not limited to:
Q Imagine Dubuque Comprehensive Plan
Q Chaplain Schmitt Island Master Plan and Place Making Plan
Central Avenue Corridor Initiative
Q Historic Millwork District Revitalization Plan
Q 50% by 2030 Community Climate Action and Resiliency Plan
Q 2015 Park Division Review
%, Eagle Point Park Environmental Restoration Management Plan
Statistically Valid Needs Analysis Survey
We will perform a random, scientifically valid community -wide household survey
to quantify the knowledge; needs; unmet needs; priorities; and support for system
improvements, including park, facility, programming, arts, and trail needs of the city.
The survey would be administered by phone or by a combination of a mail/phone survey
and will have a 95% level of confidence and a confidence interval of +/- 5%. Prior to the
survey being administered, it would be reviewed and approved by the City staff.
Tq,eEI —
IabNalvalNx,
W— faartbe/inriew wee
I— Mou _X
FiwvMmeMal/MHwe f0uulan (NMN
Facility and Amenity Prloritlxation by Sub Park Planning Area
.pop
• ag,�
1 . Scientific Methods of Understanding Community Needs
2. Geographic Distribution Validity
I Age Segmentation Validity
4. Cross Tabulation by Geographic Location
5. Cross Tabulation by Household Type
Demographic and Trends Analysis
The Kimley-Horn team will utilize the City's projections and supplement with census
tract demographic data obtained from Environmental Systems Research Institute,
Inc. (ESRI), the largest research and development organization dedicated to GIS and
specializing in population projections and market trends; for comparison purposes
data will also be obtained from the U.S. Census Bureau. This analysis will provide an
understanding of the demographic environment for the following reasons:
To understand the market areas served by the park and recreation system and
distinguish customer groups
To determine changes occurring in the city and the region, and assist in making
proactive decisions to accommodate those shifts
To provide the basis for Equity Mapping and Service Area Analysis
From the demographic base data, sports, recreation, and outdoor trends are applied
to the local populace to assist in determining the potential participation base within
the community. For the sports and recreation trends, the Kimley-Horn team utilizes the
T Sports and Fitness Industry Association's (SFIA) Study of Sports, Fitness and Leisure
Participation, ESRI local market potential, as well as participation trends from the
Outdoor Foundation on outdoor recreation trends.
Statistically Valid Survey Cross Tabulation Tab e
Parks and Facilities Inventory and Assessment
We will document the existing City parks and recreation facilities via photographs and
written summaries. The Kimley-Horn team will compile, inventory, and asses existing
parks, trails, open space, and facilities. We will develop tables which generally identify
and evaluate quality of facilities based on field visits to each park to determine the
conditions of buildings, grounds, equipment, and overall appearance. We identify
any major deferred maintenance items and provide a general assessment of the
accessibility of the facilities. We also address the adequacy for stated purposes and
use and the potential for expansion based on previously prepared master plans (if
applicable) and document the current hours of operation. We will also examine the
Kimley>>) Horn I November 13, 2024 ■
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Proposal for the City of Dubuque
LEISURE SERVICES COMPREHENSIVE MASTER PLAN
functionality of the existing park site plans and make observations related to vehicular
and pedestrian flow, operations, and efficiency. This assessment will consider the
capacity of each amenity found within the system (e.g., playgrounds, ball fields, trails,
natural areas, special facilities, etc.), as well as functionality, accessibility condition,
comfort, and convenience.
6
Inventory Assessment with On -site Input from Par, creation
Natural Resources Inventory and Analysis
We will document existing natural resources and open spaces via mapping,
photographs, and written summaries. The Kimley-Horn team will provide an analysis
of lands that should be preserved due to their natural and cultural benefits and identify
areas where invasive species and other environmental issues exist. We have included
an arborist and environmental planners on our team to handle this specific element
of the plan. The team will provide recommendations and best practices on how to
preserve and maintain these lands that have high intrinsic values.
Park Classifications and Level of Service Standards
The Kimley-Horn team will work with the City to review and confirm, and modify or
add to existing park classifications and preferred facility standards for all park sites,
trails, and open space amenities, including common areas and indoor and outdoor
facilities. The classifications will consider size, population served, length of stay, and
amenity types/services. Facility standards include LOS standards and the population
served per recreational facilities and park amenities. Any new or modified classification
or standard will be approved as required. These are based on regional, statewide or
nationally accepted parks and recreation standards, as well as Kimley-Horn's national
experience and comparison with peer/survey agencies. Standards will be adapted
based on the needs and expectations of the City.
Task 4: Determine the Leisure Services Department's Strategic
Direction and Analysis of Forecasted Needs
\
.� :._,_
Park -by -Park Workshop
Visioning Workshop and Park -by -Park Workshops
We will conduct full -day workshops, as needed, with various groups within the
Department staff to understand the park system, long-range goals, big ideas as
well as more detailed elements of the system like park use, access, and condition
characteristics for a substantial selection of the City's park sites. These workshops will
be a valuable resource allowing us to draw on the experience of the staff and expand
our understanding beyond a reading of the available data. The workshop is designed to
make good use of staff time; therefore, preparation prior to the meeting is essential.
Prioritized Facility and Program Priority Rankings
The Kimley-Horn team will synthesize the findings from the community input, survey
results, standards, demographics and trends analysis, park and facility inventory,
recreation services assessment, and the service area mapping into a quantified facility
and program priority ranking. The priority listing will be compared against gaps or
surplus in recreation services, parks, facilities, and amenities, and will also provide
guidance for a future Capital Improvement Plan (CIP). The analysis will include probable
future parks, recreation facilities, open spaces, and trail needs based on community
input, as well as state and national user figures and trends. A set of prioritized
recommendations for maintenance and renovation of parks, trails, and recreation
facilities will also be developed. To review the findings and make necessary revisions,
we will conduct a work session with staff.
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44 Proposal for the City of Dubuque
LEISURE SERVICES COMPREHENSIVE MASTER PLAN
Geographical Analysis through Mapping
We will work with the City to determine appropriate GIS mapping. The Kimley-Horn
team can utilize GIS to perform geographical mapping to identify service area analysis
for specific facilities and programs, including mapping by classification and major
amenities by facility standards as applied to population density and geographic areas.
A service area is defined as a measured area around a park or amenity whose radius
encompasses the population associated with the appropriate facility standard for each
park classification and amenity. Using the facility standards and service areas provided
by the Kimley-Horn team for each park and major facility type (amenity), we will
prepare a series of maps by each park classification and major amenity (see example
below). We will provide maps in digital format and can work with the City's GIS staff
to ensure we are returning updated GIS layers in the correct format so they may be
utilized and updated by the City moving forward.
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Tasks 5 and 6: Develop Recommendations and Implementation
Strategies and Create Action Plan — Strategic, Capital and Financial
Capital Improvement Plan
The Dubuque Leisure Services Comprehensive Plan is an outstanding opportunity to
enhance the value and importance of parks and recreation as the shaping amenity
and backbone of community development. The master plan document is meant to be
a living and evolving tool for the City to use as a roadmap in order to implement its
vision. To assist in this implementation, we recommend the development of a three-tier
CIP that will assist the City in the inevitable and continuous rebalancing of priorities
and their associated expenditures.
Each tier reflects different assumptions about available resources:
The Critical Alternative has plans for prioritized spending within existing
budget targets and focuses on deferred maintenance and life cycle replacement
of assets and amenities within the existing parks system. The intention of
this alternative is to refocus and make the most of existing resources with the
primary goal being the City maintaining its high -quality services.
Q The Sustainable Alternative describes the extra services or capital
improvement that should be undertaken when additional funding is available.
This includes strategically enhancing and renovating existing parks and facilities
to better meet the park and recreational needs of Dubuque residents that would
require additional operational or capital funding. In coordination with the City's
financial department, the Parks and Recreation Department would evaluate
and analyze potential sources of additional revenue, including but not limited to
capital bond funding, partnerships, grants, and existing or new taxes.
The Visionary Alternative represents the complete set of services and facilities
desired by the community. It is fiscally unconstrained but can help provide policy
guidance by illustrating the ultimate goals of the parks and recreation system and
by providing a long-range look to address future needs and deficiencies. In the
Master Plan, the Visionary Alternative addresses complete renovations of aging
parks and facilities and the development of new parks and facilities. Funding for
visionary projects would be derived from partnerships, private investments, and
new tax dollars.
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oqk�Proposal for the City of Dubuque 4- ,--�
LEISURE SERVICES COMPREHENSIVE MASTER PLAN ' 7 .
Funding and Revenue Strategies
Funding strategies will be developed based in part to our review and analysis of
the facilities, as well as the national experience brought by the Kimley-Horn team
We have identified numerous funding options that can be applied to the Master
Plan based on community values. The funding strategies to be evaluated for
recommendations will include at a minimum:
Fees and charges options and recommendations:
Q Endowment/non-profit opportunities for supporting operational and capital costs
Q Sponsorships to support programs, events, and facilities
Q Partnerships with public/public partners, public/not-for-profit partners, and
public/private partnerships
Q Dedicated funding sources to support land acquisition and capital improvements
Strategic Action Plan Development
Upon consensus of all technical work, the remaining action plan will be completed
with supporting strategies, actions, responsibilities, priorities/timelines, and cost
estimates. These strategies will be classified as short-term, mid-term, or long-
term strategies and priorities. This will be reviewed with senior City staff in a half -
day workshop. The Kimley-Horn team will propose a prioritization schedule and
methodology used on successful master plans across the United States from their
work. Action plans will be established in the following key areas:
Park and Land Acquisition: Recommendations that provide for short- and long-
term enhancement of parkland acquisition in the city. This will include usable and
workable definitions and recommendations for designated park and facilities with
acreages and parameters defined as appropriate.
Park and Facility Operations and Maintenance: Recommendations that
Q Development agreements to support park acquisition, open space, and park and provide for short- and long-term enhancement of park and facility management
facility development
Q Earned income options to support operational costs
Q Land or facility leases to support operational and capital costs
Q Identify grant opportunities and resources to construct parks and facilities
identified in the Master Plan including suggested timelines
Strategic Action Plan
The Master Plan will be framed and prepared through a series of workshops with
staff. The overall vision and mission statements will be affirmed or modified, and
direction for the City will be established along with individual action strategies that
were identified from all the research work completed. Key recommendations and
tactics that support each action strategy to its fullest outcome will be outlined in a
strategy matrix with priorities, timelines, measurement, and teams within the City for
external partners to focus on.
Develop Vision, Mission, and Goals/Objectives
The supporting vision and mission statements will be affirmed or developed with
senior staff in a work session. Following this effort, goals/objectives and policies will
be established and prioritized. A status briefing will be presented to gain input and
consensus on direction.
practices of the Department.
Programs and Services: Recommendations that provide for short- and long-
term development and maintenance of programs and services provided by the
Department, including opportunities to improve meeting user needs.
Financial and Budgetary Capacity Development: Recommendations that
provide for short- and long-term enhancement of the financial and budgetary
capacity of the Department related to parks and lands.
Policies and Practices: Specific policies and practices for the Department that
will support the desired outcomes of the Master Plan will be detailed.
Task 7: Final Report and Presentation
Draft Report Preparation and Briefings
The Kimley-Horn team will prepare a Master Plan draft with strategies addressing
all analyses performed and consider the fiscal and operational impacts to the City's
park system. The recommendations and prioritization of needs will be reviewed and
discussed with the City.
Final Master Plan Presentations, Preparation, and Production
Upon comment by all senior City staff and City Council, the Kimley-Horn team will
revise the Master Plan draft to reflect all input received. Once the Master Plan draft is
approved, the Kimley-Horn team will prepare a final summary report and present for
final approval and adoption.
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j LEISURE SERVICES COMPREHENSIVE MASTER PLAN
WORK PLAN
p. Kick-off Meeting
Workshop No.1 Summary
Demographic/Trends
Focus Groups/Interviews Summaries
Survey Summary
Community Needs Summary
Design Team Work Period No. 2
*Community Workshop Materials
Electronic Survey and Statistically
Valid Survey Question Development
l * Website/Social Media Update Statistically Valid Survey
Develop GIS Framework Plan and Administration
Data Layer Validation
Benchmarking
Organizational Structure
Park and Facility Inventory and
Assessment
Natural Resources Inventory and
Assessment
Prioritize Projects
Statistically Valid Survey
Final Report
Implementation Plan
Revised Master Plan
Final Approval
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PROJECT TEAM QUALIFICATIONS SUBCONSULTANTS
Kimley-Horn has earned a reputation for combining creative ideas, technical
excellence, and client collaboration resulting in dynamic projects that are harmonious
with their environments and positively impact their communities. The organization
flow chart below demonstrates our team structure and specific individual roles and
responsibilities followed by individual resumes for our team members. We offer the
City a streamlined team with recent experience working together and leading similar
municipal parks and recreation master plans.
CITY OF DUBUQUE
PROJECT MANAGER
Marissa Pellegrini, PLA, ASLA, CLARB
DEPUTY PROJECT
MANAGER
Joe Cogswell, PLA, ISA CA
PUBLIC ENGAGEMENT
Marissa Pellegrini, PLA, ASLA, CLARB �t
Sean Wozny, PE, PLA, LEED AP BD+C �t
Joe Cogswell, PLA, ISA CA *
PARKS INVENTORY, ANALYSIS,
AND ASSESSMENT
Marissa Pellegrini, PLA, ASLA �t
Randall Kopff, PLA *
Joe Cogswell, PLA, ISA CA �t
GIS MAPPING
Jason Getz, GISP
• iiiiihm
Subconsultants
ETC Institute
Ballard*King
q14
PRINCIPAL -IN -CHARGE
Sean Wozny, PE, PLA,
LEED AP BD+C *
STRATEGIC PLANNING
Darin Barr N
STATISTICALLY
VALID SURVEY
Ryan Murray
GRAPHIC AND WEBSITE DESIGN
Emily Hilby
TECHNICAL EDITING
AND WRITING
Melissa Alvarez
NATURAL RESOURCES/
ARBORIST
Joe Cogswell, PLA, ISA CA
"* Key Personnel
EBALLARD*KiNG
Located in Columbia, Missouri and leading Strategic
R«,o�Pa°ogIom° Planning, Ballard*King is a recreation planning and
operations consulting firm that provides services and expertise to the recreation and
leisure industry. Through their commitment and collaboration with community leaders,
staff, stakeholders, elected officials, and corporate partners, they have developed loyal
and long-term relationships with a variety of both public -sector and private agencies.
Their vast practical experience in the recreation industry enables them to guide
clients through the challenges of developing master plans and recreation facilities and
services. They have completed over 1,000 recreation facility projects in 50 states, of
which more than 100 were master plan studies.
\� EtC Located in Olathe, Kansas and leading the statistically valid survey,
ETC Institute is a market research firm that specializes in the design
and administration of market research for governmental organizations. Their major
areas of emphasis include citizen satisfaction, parks and recreation, community
planning, business, transportation, employee, and voter opinion surveys; focus groups;
and stakeholder interviews. ETC has designed and administered more than 3,500
statistically valid surveys, and their team of professional researchers has moderated
more than 1,000 focus groups and 2,000 stakeholder meetings. In recent years,
ETC has administered surveys in more than 700 cities and counties across the U.S.,
including more than 600 surveys for parks and recreation systems in 46 states for a
wide variety of projects including parks and recreation master plans, strategic plans,
and feasibility studies.
�l
I N S T I
BALLARD*KING
& ASSOCIATES LTD
Recreation Planning and Operations Consultants
Kimley>))Horn I November 13, 2024 Page 866 of 10
Proposal for the City of Dubuque
LEISURE SERVICES COMPREHENSIVE MASTER PLAN
T
VW1
Project Manager/Public Engagement/Parks Inventory, Analysis, and Assessment
11
14 YEARS OF EXPERIENCE 13 YEARS WITH KIMLEY-HORN
PROFESSIONAL Marissa is a landscape architect and urban designer with more than 14 years of professional experience in landscape architecture
CREDENTIALS and planning. She possesses a deep portfolio of parks, recreation, and active transportation experience and she specializes in parks
and recreation projects. She has managed, served as lead landscape architect, and led community outreach on a wide range of
BS, Landscape Architecture, multidiscipline projects including park revitalization, waterway revitalization, multi -use paths, and neighborhood, community, and
Purdue University regional parks and recreation facilities. Marissa will use her strong professional knowledge and insight on systemwide parks and
PLA in AZ, NV, WA, NM, and recreation planning, site -specific parks and active transportation planning, and consensus building to ensure this project reflects the
UT City's vision and remains grounded in long-term sustainability.
PROJECT EXPERIENCE
AFFILIATIONS
American Society of City of Scottsdale Parks and Recreation Master Plan, Scottsdale, AZ — Project Manager
Landscape Architects (ASLA), City of Buckeye, Parks and Recreation Master Plan, Buckeye, AZ — Project Manager
Member City of Goodyear, Goodyear Game Plan: Systemwide Parks, Recreation, and Trails Master Plan, Goodyear, AZ —
Council of Landscape Deputy Project Manager
Architectural Registration Ada County, Parks and Waterways Master Plan, Ada County, ID — Project Manager
Boards (CLARB), Member
City of Jurupa Valley, Jurupa Valley District Parks, Recreation, Trails, and Open Space Master Plan,
National Recreation and Park Jurupa Valley, CA — Landscape Architect
Association (NRPA), Member
City of Snoqualmie, Parks, Recreation, Open Space, and Trails Master Plan, Snoqualmie, WA — Project Manager
City of Casa Grande, Parks and Recreation Master Plan, Casa Grande, AZ — Landscape Architect
City of Littleton, Littleton Parks, Recreation, Trails, and Open Space Master Plan, Littleton, CO — Landscape Architect
City of Prosser, Parks, Recreation, and Open Space Master Plan, Prosser, WA — Project Manager
City of Chandler, Parks Strategic Master Plan, Chandler, AZ — Landscape Architect
Town of Oro Valley Community Services Master Plan, Oro Valley, AZ — Landscape Architect
City of Palmdale, Parks Master Plan, Palmdale, CA — Deputy Project Manager
City of Oakland, Parks and Recreation Master Plan, Oakland, CA — Deputy Project Manager
City of Phoenix, Parks and Recreation Master Plan, Phoenix, AZ — Landscape Architect
a " o
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Principal-in-Charge/Public Engagement
��, 24 YEARS OF EXPERIENCE 10 YEARS WITH KIMLEY-HORN
imp
PROFESSIONAL Sean's project experience has primarily been within the public sector with a focus on parks and recreation projects. Sean is both a
CREDENTIALS licensed civil engineer and landscape architect providing a tailored skill set to meet the needs of parks and recreation planning, design,
and construction projects. His project experience over the past 24 years includes master planning, final design, and construction
R PE in AZ administration for regional, community, neighborhood parks, trails/pathway, and sport complex facilities.
Q PLA in AZ PROJECT EXPERIENCE
Q Leadership in Energy and
Environmental Design (LEED)
Accredited Professional (AP)
Building Design + Construction
(BD+C) (#4255-APBD+C)
AFFILIATIONS
R National Society of
Professional Engineers (NSPE),
Member
Society of American Military
Engineers (SAME), Member
Q APRA, Member
Q U.S. Green Building Council
— National Capital Region,
Member
City of Goodyear, Goodyear Game Plan: Systemwide Parks and Recreation Master Plan, Goodyear, AZ — Project Manager
City of Scottsdale, Parks and Recreation Master Plan, Scottsdale, AZ — Project Engineer
City of Casa Grande, Parks and Recreation Master Plan, Casa Grande, AZ — Project Manager
City of Chandler, Parks Strategic Master Plan, Chandler, AZ — Project Engineer
City of Buckeye, Parks and Recreation Master Plan, Buckeye, AZ — Project Engineer
Town of Oro Valley, Parks and Recreation Needs Assessment and Master Plan, Oro Valley, AZ — Project Engineer
Coconino County, Parks and Recreation Master Plan, Coconino County, AZ — Project Engineer
Town of Prescott Valley, Parks and Recreation Master Plan, Prescott Valley, AZ — Project Engineer
City of Goodyear, Bullard Wash Bicycle and Pedestrian Master Plan, Goodyear, AZ — Project Engineer
City of Sedona, Parks and Recreation Master Plan, Sedona, AZ — Project Engineer
City of Glendale, Parks and Recreation Master Plan, Glendale, AZ — Project Engineer
Coconino County, Ft. Tuthill Regional Park Master Plan, AZ — Project Engineer
City of Avondale, Agua Fria Wetlands Master Plan, Avondale, AZ — Project Manager
City of Buckeye, Skyline Regional Park Feasibility Study, Buckeye, AZ — Project Engineer
Town of Gilbert, Regional Park Master Plan, Gilbert, AZ — Project Manager
Arizona State Parks and Trails, Cattail Cove State Park, Mohave, AZ — Project Engineer
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'i • A q' �o o 'eN
T
'
Deputy Project Manager/Public Engagement/Parks
Inventory, Analysis, and Assessment/
``
Natural Resources/Arborist
14 YEARS OF EXPERIENCE 10 YEARS WITH KIMLEY-HORN
PROFESSIONAL
CREDENTIALS
Joe has more than 14 years of extensive landscape architectural experience in arboriculture, horticulture, parks, playgrounds, recreation,
Bachelor of Landscape
irrigation, urban design, and pedestrian and bicycle transportation planning. Much of his project experience has been within the municipal
Architecture, Purdue University
and commercial sector with a focus on community parks, athletic complexes, and streetscapes. He specializes in urban forestry, tree
preservation, park design, public engagement, presentation graphics, and collecting data through ArcGIS Field Maps.
PLA in CA, IL, and MI
(Currently seeking reciprocity
PROJECT EXPERIENCE
in IA)
Village of Gurnee, Gurnee Park District, Strategic Master Plan, Gurnee, IL — Landscape Architect
ISA Certified Arborist
(#IL-9736A)
Village of Willowbrook, Midway Park, Willowbrook, IL — Landscape Architect
Lisle Park District, Strategic Parks and Recreation Master Plan, Lisle, IL — Landscape Architect
AFFILIATIONS
Village of Bradley, Bradley Sports Complex, Bradley, IL — Landscape Architect
Q CLARB, Member
Village of Mundelein, Comprehensive Plan Update, Mundelein, IL — Landscape Architect
R International Society of
Village of Bradley, Community Center Landscape and Signage, Bradley, IL — Landscape Architect
Arboriculture (ISA), Member
Village of Mudelein, Village Green Concept Design, Mundelein, IL — Landscape Architect
Village of Bourbonnais, Riverfront Park Master Plan, Bourbonnais, IL — Landscape Architect
Seeley County, Bates Park Master Plan, Seeley, CA — Landscape Architect
City of El Centro, Aquatic Center, El Centro, CA — Landscape Designer
City of Brawley, Alyce Gereaux Park, Brawley, CA — Landscape Architect
ASU, Tempe Mall Hardscape Master Plan, Tempe, AZ — Landscape Designer
City of Lake Havasu City, Downtown Design Guide, Lake Havasu City, AZ — Landscape Architect
MLK/Sidewinder Skate Park, El Centro, CA — Landscape Architect
Kimley>»Horn I November 13, 2024
Page 869 of 1050
Proposal for the City of Dubuque
'04P ma-,.% e .eN
a.A o as e
LEISURE SERVICES COMPREHENSIVE MASTER PLAN ad - o
RANDALL KOPFF, P
Parks Inventory, Analysis, and Assessment
i Orr 22 YEARS OF EXPERIENCE • 10 YEARS WITH KIMLEY-HORN
PROFESSIONAL Randall's more than 22 years of professional experience have encompassed a wide variety of landscape architectural, planning, and
CREDENTIALS 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
BS, Landscape Architecture, project background to work closely with individual clients to interpret public input and ensure that the proper vision has been achieved
The Ohio State University throughout the planning, design, and implementation processes.
PLA in AZ, CA, NV, and OR PROJECT EXPERIENCE
AFFILIATIONS Jurupa Area Park and Recreation District Master Plan, CA — Project Manager
W CLARB, Member(#40708) City of Goodyear, Goodyear Game Plan: Systemwide Parks and Recreation Master Plan, Goodyear, AZ —
Q California Park and Recreation Landscape Architect
Society, Member City of Scottsdale, Parks and Recreation Master Plan, Scottsdale, AZ — Landscape Architect
City of Casa Grande, Community Services Master Plan, Casa Grande, AZ — Landscape Architect
City of Buckeye, Parks and Recreation Master Plan, Buckeye, AZ — Landscape Architect
City of Chandler, Parks Strategic Master Plan, Chandler, AZ — Landscape Architect
City of Goodyear, Parks, Trails, Recreation, and Open Space Master Plan, Goodyear, AZ — Landscape Architect
Maricopa County, Parks and Recreation System Master Plan, Maricopa County, AZ* — Landscape Architect
Coconino County, Parks and Recreation Master Plan, Coconino County, AZ — Landscape Architect
Seeley County, Bates Park Master Plan, Seeley, CA — Project Manager
City of Palmdale, Parks Master Plan, , CA — Project Manager
City of Littleton, Littleton Parks, Recreation, Trails, and Open Space Master Plan, Littleton, CO — Project Manager
City of Phoenix Parks Master Plan, , AZ — Project Manager
Town of Gilbert, Regional Park Master Plan, Gilbert, AZ — Landscape Architect
City of Avondale, Agua Fria Wetlands Master Plan, Avondale, AZ — Landscape Architect
City of Glendale, Parks Condition Assessment, Glendale, AZ — Landscape Architect
*Prior to joining Kimley-Horn
Kimley>»Horn I November 13, 2024 Page 870 of 1050
Proposal for the City of Dubuque
LEISURE SERVICES COMPREHENSIVE MASTER PLAN
19 BALLAItD*KING
DARIN BARR bk RKRooP� e P „o. JASON GETZ, GISP
Strategic Planning GIS Mapping
Education/Credentials- MA, Public Administration,
State University of New York, Brockport BS, Parks,
Recreation, and Tourism, University of Missouri
Darin has 25 years of experience within the
recreation industry and over 15 years of experience
with B*K. This broad background of practical, in-
field, and operational experience, combined with his
experience as a consultant, helps shape the approach
Darin brings to each project. During his time with B*K,
he has completed master plans, feasibility studies, and
operational assessments and provided operational and
management solutions to numerous clients nationwide.
Darin's client -focused approach, attention to detail, and
depth of knowledge give clients comprehensive insight to
help guide them through their projects.
PROJECT EXPERIENCE
City of Waterloo, Aquatic Master Plan,
Waterloo, IA
City of West Des Moines, Raccoon River Park
Master Plan, West Des Moines, IA
Iowa West Foundation, Pottawattamie County -
Wide Parks, Recreation, and Leisure Facilities
Inventory and Needs Assessment,
Council Bluffs, IA
City of Dubuque, School District Aquatic Center
Feasibility Study, Dubuque, IA
City of Kirksville, Parks and Recreation Master
Plan, Kirksville, MO
Education/Credential- Associates, CADD, ITT
Technical Institute + Geographic Information Systems
Professional (GISP) (#67992)
With 23 years of experience, Jason offers extensive
Geographic Information Systems (GIS) experience
providing database design, data collection, geographic
analysis, information conversion, application/web
development, and cartographic display. He is proficient in
the use of Esri GIS applications and extensions along with
CAD design software. Jason has contributed his expertise
to a wide variety of GIS projects in both public and private
sectors. Given his varied experience, interests, education,
and ability to problem solve, Jason has developed skills to
implement a variety of mapping applications.
PROJECT EXPERIENCE
City of Goodyear, Goodyear Game Plan:
Systemwide Parks and Recreation Master Plan,
Goodyear, AZ — GIS Specialist
City of Scottsdale, Parks and Recreation Master
Plan, Scottsdale, AZ — GIS Specialist
Arizona State Parks, Great Western Trail Master
Plan, Statewide, AZ — GIS Specialist
City of Buckeye, Parks and Recreation Master
Plan, Buckeye, AZ — GIS Specialist
City of Chandler, Parks Strategic Master Plan,
Chandler, AZ — GIS Specialist
City of Casa Grande, Parks and Recreation Master
Plan, Casa Grande, AZ — GIS Specialist
RYAN MURRAY �EtC
N S T I T U I
Statistically Valid Survey
Education BS, Public Administration, University of Kansas
Ryan has 20 years of experience in survey
administration, development, supervision, and research
analysis. Throughout his tenure at ETC Institute, he
has had the pleasure of working on survey projects
that cover a wide variety of topics, including parks and
recreation, community planning, customer satisfaction,
transportation, employee, library, comprehensive
planning, parks and recreation master plans, water
and utility, and business development. Ryan's current
role as Assistant Director of Community Research
includes survey design, developing sampling plans,
quantitative and qualitative data analysis, interpretation
of results, and presentation of findings. In Iowa, Ryan
has managed Community Satisfaction surveys
for the cities of West Des Moines, Davenport, Des
Moines, Johnston, Pleasant Hill, and Norwalk; and
has managed Parks and Recreation surveys for the
City of Winterest, City of Ankeny, City of Carroll, and
Dallas County.
PROJECT EXPERIENCE
City of Goodyear, Goodyear Gameplan:
Systemwide Parks and Recreation Master Plan,
Goodyear, AZ — Statistically Valid Survey
City of Scottsdale, Parks and Recreation Master
Plan, Scottsdale, AZ — Statistically Valid Survey
City of Buckeye, Parks and Recreation Master
Plan, Buckeye, AZ — Statistically Valid Survey
Kimley>»Horn I November 13, 2024 Page 871 of 1050
Proposal for the City of Dubuque
LEISURE SERVICES COMPREHENSIVE MASTER
EMILY HILBY
Graphic and Website Design
Educati, BA, Graphic Design, Southern University at Carbondale
Q'^• With more than 13 years of professional graphic design experience, Emily
approaches her work thoughtfully and strategically to create designs that combine form
and function to achieve clients' communicative goals. Experienced in web design, brand
development, and print layout, Emily has provided design services for public engagement
materials, project websites, brochures, final reports, and more.
City of Goodyear, Goodyear Game Plan: Systemwide Parks and Recreation
Master Plan, Goodyear, AZ — Graphic Designer
City of Scottsdale, Parks and Recreation Master Plan, Scottsdale, AZ —
Graphic Designer
City of Buckeye, Parks and Recreation Master Plan, Buckeye, AZ —
Graphic Designer
MELISSA ALVAREZ
Technical Editing
Educatir MBA, University of Phoenix BA, Marketing, University of Arizona
Bio: Melissa is a senior marketing professional with more than 17 years of marketing
experience in the civil engineering and planning industry. Her experience includes
technical writing, editing, formatting, quality control (QC) and compliance reviews, and
proposal strategy development. She has provided marketing support for hundreds of
Kimley-Horn projects, consistently applying her passion for ensuring the highest quality
client deliverables.
City of Goodyear, Goodyear Game Plan: Systemwide Parks and Recreation
Master Plan, Goodyear, AZ — Technical Editor
City of Scottsdale, Parks and Recreation Master Plan, Scottsdale, AZ —
Technical Editor
City of Buckeye, Parks and Recreation Master Plan, Buckeye, AZ —
Technical Editor
'00 • ag,�
PLAN
0
Kimley>»Horn I November 13, 2024 Page 872 of 1050
Proposal for the City of Dubuque
LEISURE SERVICES COMPREHENSIVE MASTER PLAN
RELEVANT PROJECTS/CLIENT REFERENCES
City of Scottsdale, Systemwide Parks and Recreation Master Plan
Scottsdale, AZ
Kimley-Horn partnered with the City of Scottsdale to develop a long-range plan that identifies key `A-
v
initiatives, policies, and implementation strategies to guide Scottsdale's Parks and Recreation \ DEPARTMENTOVERVIEW AM1, A
Department projects, services, and organization over the next 10+ years. The master plan effort
rMa
included a robust public outreach program including a dedicated project website with several SCOTTSDALE PARKS AND RECREATION
virtual engagement tools, in -person meetings and pop-up events, and focus groups. , r�
Similar Key Project Elements: Aquatics Youth Medians& Adaptive Leisure Special
Programs Right of Way Services Education Events
Q Community and Stakeholder Outreach, including Outreach Workshops Services
Q Review of Existing Related Parks and Recreation planning Documents and Recent Survey
Responses X v C� ••
Q Coordination with Ongoing Projects Related to the City Parks and Recreation Activities
Q Review of Demographics and Trends, Community Needs Ranking, LOS Assessment, and „ `,�i
Recommended Implementation Plan
Q Coordination with City Parks and Recreation Leadership on the Ultimate Master Plan Sport Field Sports&
- Scottsdale Sports Adult Alccation/ Fitness Parks
Deliverable Stadium Complexes Sports Reservations Facilities Maintenance
Contract Dates: 5/2023 — 9/2024
Team Members Involved: Marissa Pellegrini, Project Manager Sean Wozny, Project Engineer `�� _ „ `•� SCOUSDALE ;PARK`:�EATION Kimley�;rn
Randall Kopff, Landscape Architect Jason Getz, GIS Emily Hilby, Graphic Designer Melissa ►� �40 It =jo J It CW �$= ��,� 44,0
Alvarez, Technical Editor Ryan Murray (ETC), Statistically Valid Survey �� /\41 /I \11j /� \ti /J
Client Reference: Nick Molinari, City of Scottsdale, 480.312.1011, nmolinari@scottsdaleaz.gov 'M & 'if /. e 4WOe 144AW 0% oe \11j/` . #gW .&e
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►4
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Kimley>>) Horn I November 13, 2024
Page 873 of 1050
Proposal for the City of Dubuque
LEISURE SERVICES COMPREHENSIVE MASTER PLAN
4*0
Village of Gurnee, Gurnee Park District, Strategic and Comprehensive Master Plan CI 0— �� �t� — — �, �s�I
Gurnee, IL
Kimley-Horn was part of the team that prepared an updated strategic and comprehensive master
plan for the Gurnee Park District (GPD) to guide their future decisions and investments. As a former
Gold Medal Agency winning district, GPD looks to not only meet current expectations and trends
but exceed them and be ahead of the curve. Kimley-Horn evaluated the District's 400+ acres of
parks and open space, inventorying their existing assets to provide important insight on how their
parks and facilities are serving their residents, and where there were opportunities or needs for
improvements. Kimley-Horn helped the team translate the GIS data collected into an LOS and
prepared a detailed CIP for the next five years.
Similar Key Project Elements:
W Community and Stakeholder Outreach, including Outreach Workshops
Q Review of Existing Related Parks and Recreation planning Documents and Recent Survey
Responses
Q Inventory and Assessment of Existing Parks
Q GIS Mapping
Capital Improvement Plan
R Asset Management Plan
Contract Dates: 8/2023 — Ongoing
Team Members Involved: Joe Cogswell, Landscape Architect
Client Reference: Kraig Owens, Director of Parks & Planning 847.599.3763
kowens@gurneeparkdistrict.com
Kimley>»Horn
November 13, 2024
D50
Proposal for the City of Dubuque
LEISURE SERVICES COMPREHENSIVE MASTER PLAN
City of Goodyear, Goodyear Game Plan: Systemwide Parks and Recreation Master Plan
Goodyear, AZ
Kimley-Horn partnered with the City of Goodyear to develop a comprehensive 10-year
Parks and Recreation Needs Assessment and Master Plan. The Master Plan provides clear
guidance on how to meet the demands for future recreational, programming, environmental,
and maintenance needs, as well as establishes priorities for facility improvements, future
park development, and land acquisitions. Kimley-Horn collected and analyzed data to
develop a clear set of goals, policies, and standards for the City's park system, open space,
trails, preserves, recreation facilities, and program development for the next 10 years.
Similar Key Project Elements:
A Dedicated Project Website
Q Project Branding
Q Hybrid Outreach Approach (In-Person/Virtual)
Q Coordination with General Plan
Q Statistically Valid Survey
4 Youth Outreach
Q Social Media Content Creation
Q OR Code Advertisement
Contract Dates: 4/2022 — 9/2023
Intercept Surveys at Pop -
Up Events
GIS Mapping
Capital Improvement Plan
Land Acquisition Analysis
Operations and
Maintenance Assessment
Programming Assessment
Team Members Involved: Sean Wozny, Project Manager Marissa Pellegrini, Deputy
Project Manager Randall Kopff, Landscape Architect Jason Getz, GIS Emily Hilby,
Graphic Designer Melissa Alvarez, Technical Editor Ryan Murray (ETC), Statisically Valid
Survey
Client Reference: Nathan Torres, City of Goodyear, 623.882.3121,
nathan.torres@goodyearaz.gov
GOODYEAR i
GoAmL ik� P�J\N
PARKS AND RECREATION
ma
e o o �°gam o
Kimley>»Horn I November 13, 2024 Page 875 of 1050
Proposal for the City of Dubuque
LEISURE SERVICES COMPREHENSIVE MASTER PLAN
ADDITIONAL PROJECT EXPERIENCE "
'00 • ag,�
The Experience Matrix below shows our team's additional parks, recreation, and open space master planning project experience with similar components
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Shape Scottsdale: Parks and Recreation Master Plan
Buckeye at Play: Parks and Recreation Master Plan
*
*
*
*
*
*
*
*
,
Goodyear Game Plan: Parks and Recreation Master Plan
110,1
Chandler Parks Strategic Plan
Gilbert Regional Park Master Plan
1
Glendale Parks Conditions Assessment k
Oro Valley Community Services Master Plan
*
*
*
*
*
*
*
*
,
Prescott Valley Parks and Recreation Master Plan
*
*
*
#
*
*
*
*
/1
Snoqualmie Parks, Recreation, Open Space, and Trails Master Plan
*
*
*
*
*
*
*
`
Prosser Parks, Recreation, and Open Space Master Plan
*
*
*
*
*
*
*
j
Littleton Parks and Recreation Master Plan
Boise Parks Conditions Assessment
Gurnee Parks and Recreation Master Plan
Palmdale Parks and Recreation Master Plan
Jurupa Valley Parks, Recreation, Open Space, and Trails Master Plan
Buncombe County Parks, Recreation, Open Space, and Trails Master Plan
Hernando County Parks and Recreation Master Plan
Casa Grande Parks and Recreation Master Plan
Phoenix Parks and Recreation Master Plan
Greenville Comprehensive Recreation Parks Master Plan
*
*
*
*
*
*
*
O
Lisle Parks and Recreation Master Plan
Kimley>»Horn I November 13, 2024
Page 876 of 1050
Proposal for the City of Dubuque
LEISURE SERVICES COMPREHENSIVE MASTER PLAN
UNDERSTANDING FINAL CONTRACT TERMS
Kimley-Horn is confident that we can negotiate a mutually agreeable contract with the City of Dubuque. After reviewing the City's Contract Terms and Conditions and Insurance
Schedule J in the RFP, we respectfully request the following modifications to the terms of the Agreement and the provisions of Insurance Schedule J.
Page 17 of 29, 6.Errors & Omissions. If the work product prepared by the Consultant is found to be in error, due to their negligence, and revision or reworking the work product
is necessary, the Consultant agrees that it shall do such revisions without expense to the City, even though final payment may have been received.
Page 19 of 29, D. Information and Reports. The contractor shall provide all information and reports required by the Regulation or directives issued pursuant thereto, and
shall permit reasonable access to its books, records, accounts, other sources of information and its facilities as may be determined by the City of Dubuque, Iowa Department of
Transportation, or appropriate Federal Agency to be pertinent to ascertain compliance with such Regulation, orders and instructions.
CERTIFICATE OF INSURANCE
Kimley-Horn has read and confirm that we can meet the Insurance Requirements provided in the RFP; however, we respectfully request the following modifications:
Page 21 of 29, Line 11. , including endorsements, required by t
Schedule at any tirne.
Page 22 of 29, Exhibit I, A) Commercial General Liability, line 4). The City of Dubuque, including all its elec ted and appointed officials, all its employees and •�„a olunteers, all
its boards, commissions, and/or authorities and their board members, employees and volunteers. USE ISO form CG 20 26.
LITIGATION
Kimley-Horn and its subsidiaries have provided services in all fifty states and numerous countries. Because of the many and varied projects we have completed, we are subject
to various legal proceedings from time to time and in the ordinary course of business. It is not practical to provide a complete list as part of this proposal. None of the pending
matters, if decided against Kimley-Horn, would have a material impact on our financial statements or impair in any way our ability to serve our clients. Generally, these matters
are covered by insurance, and we consider them to be without merit. If you would like to discuss our legal matters in more detail, please contact Kimley-Horn's General Counsel,
Richard Cook, at 919.677.2058.
PROPOSED PROJECT SCHEDULE
Attached as the following page.
FEES AND COMPENSATION
Provided as separate electronic document.
CONTRACT
Exceptions to the City's Contract Terms and Conditions are provided in the Understanding Final Contract Terms section above and we have attached our standard contract
provisions. We look forward to negotiating a mutually agreed -upon contract with the City.
Kimley>>> Horn I November 13, 2024
Page 877 of 1050
Proposal for the City of Dubuque
LEISURE SERVICES COMPREHENSIVE MASTER PLAN
Task Name
Duration
(Days)
Task 1: Project Initiation and Conducting a Needs Assessment
16
Project Kickoff Meeting
0
Summary of Existing Relevant Planning Documents
16
Conduct City Data Request
16
Planning Area Mapping Graphic and GIS
16
Task 2: Develop and Implement Public Engagement Strategy
135
Branding Concepts and Template
16
Public Outreach Plan
0
Conduct Public Workshops/Meetings (In -Person)
1
Conduct Public Workshops/Meetings (Virtual)
1
Electronic Surveys and Paper -Based Community Surveys
11
Focus Group Summary
46
Interview Summaries
52
Project Website Coordination and Creation of Virtual Engagement Tools, Maps, Forum
31
Public Engagement Summaries
142
Development of Marketing Collateral: Social Media, Fliers, Email, Brochures, Cards
31
Pop -Up Event/Intercept Surveys (Up to 3)
94
Bi-Weekly Project Progress Meetings
301
Task 3: Collect and Analyze Data
I 1600
Statistically Valid Survey Report
160
Level of Service
24
Equity Mapping
42
Demographics and Trends Report
21
Programming Operations Assessment and Report
138
Inventory Report
61
Task 4: Strategic Direction and Analysis of Forecasted Needs
161
Visioning Workshop
1
Park by Park Workshop
1
Parks and Facilities Mapping
148
Prioritized Facility and Program Rankings
128
Task 5: Develop Recommendations and Implementation Strategies
169
Capital Improvement Plan
116
Costs for Select Visionary Projects
116
Funding Strategies Summary
43
City Leadership Touchpoint/Work Session
1
Organizational Structure Assessment
169
Operations and Maintenance Standards
138
Task 6: Create Action Plan: Strategic, Capital and Financial
a"
Implementation Plan
43
Identification of Potential Partnerships and Collaboration Opportunities
43
Establish a Mechanism for Regular Reporting and Communication with Stakeholders
43
Develop an Evaluation Framework to Assess the Effectiveness and Impact of Plan
43
Recommend Strategies for Ongoing Monitoring and Updating of the Master Plan
43
Task 7: Final Report and Presentation
98
Draft Document Development
63
Presentation to City Leadership/Work Session
1
Refinement of Master Plan Document
6
Final Master Plan Document
I 1
Digital Formatting for Interactive PDF and Accessibility
11
Final Adoption of Master Plan
Kimley>))Horn I November 13, 2024
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• 3/4
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I
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Legend
M Task
M Summary
• Workshop/Meeting
Milestone
5/7 —12/17
3/12 —11 /3
• 11/18
9/4 —11 /3
9/4Z 1 /1 f
• 12/15
12/22
• 1/20
!
• 5/7
• 5/8
19
Aft-
Page 878 of 1050
KIMLEY-HORN AND ASSOCIATES, INC.
STANDARD PROVISIONS
1) Kimley-Horn's Scope of Services and Additional Services. Kimley-Horn will perform only the services
specifically described in this Agreement ("Services"). Any services that are not set forth in the scope of
Services described herein will constitute additional services ("Additional Services"). If requested by the Client
and agreed to by Kimley-Horn, Kimley-Horn will perform Additional Services, which shall be governed by
these provisions. Unless otherwise agreed to in writing, the Client shall pay Kimley-Horn for any Additional
Services an amount based upon Kimley-Horn's then -current hourly rates plus an amount to cover certain
direct expenses including telecommunications, in-house reproduction, postage, supplies, project related
computer time, and local mileage. Other direct expenses will be billed at 1.15 times cost.
2) Client's Responsibilities. In addition to other responsibilities herein or imposed by law, the Client shall:
a. Designate in writing a person to act as its representative, such person having complete authority to transmit
instructions, receive information, and make or interpret the Client's decisions.
b. Provide all information and criteria as to the Client's requirements, objectives, and expectations for the project
and all standards of development, design, or construction.
c. Provide Kimley-Horn all available studies, plans, or other documents pertaining to the project, such as
surveys, engineering data, environmental information, etc., all of which Kimley-Horn may rely upon.
d. Arrange for access to the site and other property as required for Kimley-Horn to provide its services.
e. Review all documents or reports presented by Kimley-Horn and communicate decisions pertaining thereto
within a reasonable time so as not to delay Kimley-Horn.
f. Furnish approvals and permits from governmental authorities having jurisdiction over the project and
approvals and consents from other parties as may be necessary.
g. Obtain any independent accounting, legal, insurance, cost estimating, and feasibility services required by
Client.
h. Give prompt written notice to Kimley-Horn whenever the Client becomes aware of any development that
affects Kimley-Horn's services or any defect or noncompliance in any aspect of the project.
3) Period of Services. Unless otherwise stated herein, Kimley-Horn will begin work after receipt of a properly
executed copy of this Agreement. This Agreement assumes conditions permitting continuous and orderly
progress through completion of the services. Times for performance shall be extended as necessary for
delays or suspensions due to circumstances that Kimley-Horn does not control. If such delay or suspension
extends for more than six months, Kimley-Horn's compensation shall be renegotiated.
4) Method of Payment. Client shall pay Kimley-Horn as follows:
a. Invoices will be submitted periodically for services performed and expenses incurred. Payment of each
invoice will be due within 25 days of receipt. The Client shall also pay any applicable sales tax. All retainers
will be held by Kimley-Horn and applied against the final invoice. Interest will be added to accounts not paid
within 25 days at the maximum rate allowed by law. If the Client fails to make any payment due under this
or any other agreement within 30 days after Kimley-Horn's transmittal of its invoice, Kimley-Horn may, after
giving notice to the Client, suspend services and withhold deliverables until all amounts due are paid.
b. The Client will remit all payments electronically to:
Account Name: KIMLEY-HORN AND ASSOCIATES, INC.
Bank Name and Address: WELLS FARGO BANK, N.A., SAN FRANCISCO, CA 94104
Account Number: 2073089159554
ABA#: 121000248
c. The Client will send the project number, invoice number and other remittance information by e-mail to
payments(a)kimley-horn.com at the time of payment.
d. If the Client relies on payment or proceeds from a third party to pay Kimley-Horn and Client does not pay
Kimley-Horn's invoice within 60 days of receipt, Kimley-Horn may communicate directly with such third party
to secure payment.
e. If the Client objects to an invoice, it must advise Kimley-Horn in writing giving its reasons within 14 days of
receipt of the invoice or the Client's objections will be waived, and the invoice shall conclusively be deemed
due and owing. If the Client objects to only a portion of the invoice, payment for all other portions remains
due.
f. If Kimley-Horn initiates legal proceedings to collect payment, it shall recover, in addition to all amounts due,
its reasonable attorneys' fees, reasonable experts' fees, and other expenses related to the proceedings.
Page 879 of 1050
Such expenses shall include the cost, at Kimley-Horn's normal hourly billing rates, of the time devoted to
such proceedings by its employees.
The Client agrees that the payment to Kimley-Horn is not subject to any contingency or condition. Kimley-
Horn may negotiate payment of any check tendered by the Client, even if the words "in full satisfaction" or
words intended to have similar effect appear on the check without such negotiation being an accord and
satisfaction of any disputed debt and without prejudicing any right of Kimley-Horn to collect additional
amounts from the Client.
5) Use of Deliverables. All documents, data, and other deliverables prepared by Kimley-Horn are related
exclusively to the services described in this Agreement and may be used only if the Client has satisfied all
of its obligations under this Agreement. They are not intended or represented to be suitable for use or reuse
by the Client or others on extensions of this project or on any other project. Any modifications by the Client
to any of Kimley-Horn's deliverables, or any reuse of the deliverables without written authorization by Kimley-
Horn will be at the Client's sole risk and without liability to Kimley-Horn, and the Client shall indemnify, defend
and hold Kimley-Horn harmless from all claims, damages, losses and expenses, including but not limited to
attorneys' fees, resulting therefrom. Kimley-Horn's electronic files and source code remain the property of
Kimley-Horn and shall be provided to the Client only if expressly provided for in this Agreement. Any
electronic files not containing an electronic seal are provided only for the convenience of the Client and use
of them is at the Client's sole risk. In the case of any defects in the electronic files or any discrepancies
between them and the hardcopy of the deliverables prepared by Kimley-Horn, the hardcopy shall govern.
6) Intellectual Property. Kimley-Horn may use or develop its proprietary software, patents, copyrights,
trademarks, trade secrets, and other intellectual property owned by Kimley-Horn or its affiliates ("Intellectual
Property") in the performance of this Agreement. Intellectual Property, for purposes of this section, does not
include deliverables specifically created for Client pursuant to the Agreement and use of such deliverables
is governed by section 5 of this Agreement. Unless explicitly agreed to in writing by both parties to the
contrary, Kimley-Horn maintains all interest in and ownership of its Intellectual Property and conveys no
interest, ownership, license to use, or any other rights in the Intellectual Property to Client. Any
enhancements of Intellectual Property made during the performance of this Agreement are solely owned by
Kimley-Horn and its affiliates. If Kimley-Horn's services include providing Client with access to or a license
for Kimley-Horn's (or its affiliates') proprietary software or technology, Client agrees to the terms of the
Software License Agreement set forth at https://www.kimley-horn.com/khts-software-license-agreement
("the License Agreement") which terms are incorporated herein by reference.
7) Opinions of Cost. Because Kimley-Horn does not control the cost of labor, materials, equipment or services
furnished by others, methods of determining prices, or competitive bidding or market conditions, any opinions
rendered as to costs, including but not limited to the costs of construction and materials, are made solely
based on its judgment as a professional familiar with the industry. Kimley-Horn cannot and does not
guarantee that proposals, bids or actual costs will not vary from its opinions of cost. If the Client wishes
greater assurance as to the amount of any cost, it shall employ an independent cost estimator. Kimley-Horn's
services required to bring costs within any limitation established by the Client will be paid for as Additional
Services.
8) Termination. The obligation to provide further services under this Agreement may be terminated by either
party upon seven days' written notice in the event of substantial failure by the other party to perform in
accordance with the terms hereof, or upon thirty days' written notice for the convenience of the terminating
party. Kimley-Horn shall be paid for all services rendered and expenses incurred to the effective date of
termination, and other reasonable expenses incurred by Kimley-Horn as a result of such termination.
9) Standard of Care. The standard of care applicable to Kimley-Horn's services will be the degree of care and
skill ordinarily exercised by consultants performing the same or similar services in the same locality at the
time the services are provided. No warranty, express or implied, is made or intended by Kimley-Horn's
performance of services, and it is agreed that Kimley-Horn is not a fiduciary with respect to the Client.
10) LIMITATION OF LIABILITY. In recognition of the relative risks and benefits of the Project to the Client and
Kimley-Horn, the risks are allocated such that, to the fullest extent allowed by law, and notwithstanding any
other provisions of this Agreement or the existence of applicable insurance coverage, that the total liability,
in the aggregate, of Kimley-Horn and Kimley-Horn's officers, directors, employees, agents, and
subconsultants to the Client or to anyone claiming by, through or under the Client, for any and all claims,
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losses, costs, attorneys' fees, or damages whatsoever arising out of or in any way related to the services
under this Agreement from any causes, including but not limited to, the negligence, professional errors or
omissions, strict liability or breach of contract or any warranty, express or implied, of Kimley-Horn or Kimley-
Horn's officers, directors, employees, agents, and subconsultants, shall not exceed twice the total
compensation received by Kimley-Horn under this Agreement or $50,000, whichever is greater. Higher limits
of liability may be negotiated for additional fee. This Section is intended solely to limit the remedies available
to the Client or those claiming by or through the Client, and nothing in this Section shall require the Client to
indemnify Kimley-Horn.
11) Mutual Waiver of Consequential Damages. In no event shall either party be liable to the other for any
consequential, incidental, punitive, or indirect damages including but not limited to loss of income or loss of
profits.
12) Construction Costs. Under no circumstances shall Kimley-Horn be liable for extra costs or other
consequences due to changed or unknown conditions or related to the failure of contractors to perform work
in accordance with the plans and specifications. Kimley-Horn shall have no liability whatsoever for any costs
arising out of the Client's decision to obtain bids or proceed with construction before Kimley-Horn has issued
final, fully approved plans and specifications. The Client acknowledges that all preliminary plans are subject
to substantial revision until plans are fully approved and all permits obtained.
13) Certifications. All requests for Kimley-Horn to execute certificates, lender consents, or other third -party
reliance letters must be submitted to Kimley-Horn at least 14 days prior to the requested date of execution.
Kimley-Horn shall not be required to execute certificates, consents, or third -party reliance letters that are
inaccurate, that relate to facts of which Kimley-Horn does not have actual knowledge, or that would cause
Kimley-Horn to violate applicable rules of professional responsibility.
14) Dispute Resolution. All claims arising out of this Agreement or its breach shall be submitted first to
mediation in accordance with the American Arbitration Association as a condition precedent to litigation. Any
mediation or civil action by Client must be commenced within one year of the accrual of the cause of action
asserted but in no event later than allowed by applicable statutes.
15) Hazardous Substances and Conditions. Kimley-Horn shall not be a custodian, transporter, handler,
arranger, contractor, or remediator with respect to hazardous substances and conditions. Kimley-Horn's
services will be limited to analysis, recommendations, and reporting, including, when agreed to, plans and
specifications for isolation, removal, or remediation. Kimley-Horn will notify the Client of unanticipated
hazardous substances or conditions of which Kimley-Horn actually becomes aware. Kimley-Horn may stop
affected portions of its services until the hazardous substance or condition is eliminated.
16) Construction Phase Services.
a. If Kimley-Horn prepares construction documents and Kimley-Horn is not retained to make periodic site visits,
the Client assumes all responsibility for interpretation of the documents and for construction observation,
and the Client waives any claims against Kimley-Horn in any way connected thereto.
b. Kimley-Horn shall have no responsibility for any contractor's means, methods, techniques, equipment choice
and usage, equipment maintenance and inspection, sequence, schedule, safety programs, or safety
practices, nor shall Kimley-Horn have any authority or responsibility to stop or direct the work of any
contractor. Kimley-Horn's visits will be for the purpose of observing construction and reporting to the Client
whether the contractors' work generally conforms to the construction documents prepared by Kimley-Horn.
Kimley-Horn neither guarantees the performance of contractors, nor assumes responsibility for any
contractor's failure to perform its work in accordance with the contract documents.
c. Kimley-Horn is not responsible for any duties assigned to it in the construction contract that are not expressly
provided for in this Agreement. The Client agrees that each contract with any contractor shall state that the
contractor shall be solely responsible forjob site safety and its means and methods; that the contractor shall
indemnify the Client and Kimley-Horn for all claims and liability arising out of job site accidents; and that the
Client and Kimley-Horn shall be made additional insureds under the contractor's general liability insurance
policy.
17) No Third -Party Beneficiaries; Assignment and Subcontracting. This Agreement gives no rights or
benefits to anyone other than the Client and Kimley-Horn, and all duties and responsibilities undertaken
pursuant to this Agreement will be for the sole benefit of the Client and Kimley-Horn. The Client shall not
assign or transfer any rights under or interest in this Agreement, or any claim arising out of the performance
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of services by Kimley-Horn, without the written consent of Kimley-Horn. Kimley-Horn reserves the right to
augment its staff with subconsultants as it deems appropriate due to project logistics, schedules, or market
conditions. If Kimley-Horn exercises this right, Kimley-Horn will maintain the agreed -upon billing rates for
services identified in the contract, regardless of whether the services are provided by in-house employees,
contract employees, or independent subconsultants.
18) Confidentiality. The Client consents to the use and dissemination by Kimley-Horn of photographs of the
project and to the use by Kimley-Horn of facts, data and information obtained by Kimley-Horn in the
performance of its services. If, however, any facts, data or information are specifically identified in writing by
the Client as confidential, Kimley-Horn shall use reasonable care to maintain the confidentiality of that
material.
19) Miscellaneous Provisions. This Agreement is to be governed by the law of the State where the Project is
located. This Agreement contains the entire and fully integrated agreement between the parties and
supersedes all prior and contemporaneous negotiations, representations, agreements, or understandings,
whether written or oral. Except as provided in Section 1, this Agreement can be supplemented or amended
only by a written document executed by both parties. Any conflicting or additional terms on any purchase
order issued by the Client shall be void and are hereby expressly rejected by Kimley-Horn. If Client requires
Kimley-Horn to register with or use an online vendor portal for payment or any other purpose, any terms
included in the registration or use of the online vendor portal that are inconsistent or in addition to these
terms shall be void and shall have no effect on Kimley-Horn or this Agreement. Any provision in this
Agreement that is unenforceable shall be ineffective to the extent of such unenforceability without invalidating
the remaining provisions. The non -enforcement of any provision by either party shall not constitute a waiver
of that provision nor shall it affect the enforceability of that provision or of the remainder of this Agreement.
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THE CITY OF
Masterpiece on the Mississippi
Consultant Professional Services
Request for Proposal
Leisure Services Comprehensive Master
Plan
City of Dubuque, Iowa
Issue Date: October 22, 2024
Closing Date and Time: November 13, 2024, 1:00 p.m. CST
Leisure Services Department
2200 Bunker Hill Road
Dubuque, Iowa 52001
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1.0 INTRODUCTION
The City of Dubuque, Iowa (The City) is soliciting competitive sealed proposals from qualified
professional consulting firms with extensive park and recreation experience to perform a
Comprehensive Master Plan (Plan) for the City's Leisure Services Department. This RFP is
designed to provide Consultants with the information necessary for the preparation of
competitive Proposals. The RFP process is for the City's benefit and is intended to provide
the City with competitive information to assist in the selection process. It is not intended to be
comprehensive. Each Consultant is responsible for determining all factors necessary for the
submission of a comprehensive proposal. Through this RFP, the City is seeking to enter into
a contract with a consultant that will provide the services described herein.
This RFP is partially funded by the American Rescue Plan Act (ARPA) and must be performed
in accordance with all rules and regulations related to ARPA. All funding for this project must
be obligated by December 31, 2024, and fully exhausted by December 31, 2026.
2.0 COMMUNITY BACKGROUND
The City of Dubuque is located on the Mississippi River in northeastern Iowa, adjacent to
Illinois and Wisconsin. As Iowa's oldest city, Dubuque is a community well known for its
historic and architectural beauty. The city is over 30 square miles in area, with a population of
nearly 60,000 people. The community has a stable and diversified manufacturing base and a
growing service sector. Dubuque is the major retail, medical, education and employment
center for the tri-state area. Tourism continues to be a major economic force in the
community.
The City of Dubuque is governed by an elected Mayor and City Council and managed by a
City Manager. The City funds a full range of municipal services. City government works in
collaboration with the private and non-profit sectors to promote economic development and
sustainability. Sustainability and downtown, neighborhood, and riverfront planning, and
revitalization are long-standing priorities of the City Council. The City's website is
www.cityofdubugue.org. The City Council goals and priorities are available online here.
In 2006 and every year since, the Mayor and City Council identified becoming a more
Sustainable City as one of their goals or priorities for our community. A sustainable
environment is among the Council's Five -Year Goals for the years 2024-2029.
The City of Dubuque works to create a more inclusive community by assuring everyone has
equitable access to community services. This project will support the city staff, elected
officials, community organizations, and members of the public in reducing, and ultimately
eliminating, disparities experienced by our most marginalized residents, allowing them to
prosper. This project should strive to provide a better and more equitable experience for the
entire community.
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3.0 PROJECT BACKGROUND AND OBJECTIVES
3.1 — Background
3.1.1 The City of Dubuque Leisure Services Department maintains over 1,200 acres of
parkland and open space and over 300 facilities including an outdoor ice rink, baseball
and softball diamonds, disc golf course, skate parks, campground, marina, pools, golf
course, sport courts, trails, and more. No park and recreation master plan exists for
Dubuque Leisure Services.
3.2 — Objectives
3.2.1 This comprehensive report will have three major components: a quality -of -life
assessment, a natural resources plan, and a comprehensive parks and recreation
master plan.
3.2.2 Quality of Life Assessment
3.2.2A. Inventory and assess our current assets and levels of service and compare to
state and national standards.
3.3.213. Identify our community's needs and priorities regarding our City's facilities,
programs, parks, and services.
3.2.3 Natural Resources Plan
3.23A. This section should address land use planning, community needs and desires,
environmental management, and resource assessment.
3.2.4 Comprehensive Parks and Open Spaces and Recreation Plan —including but not limited
to:
3.2.4A Provide short, intermediate, and long-range management and development,
renovation, and/or redevelopment planning for recreation, park, and facilities.
3.2.413 Identify appropriate staffing needs to support park maintenance operations
based upon the Master Plan.
3.2.4C Identify appropriate staffing needs to support recreation operations based on
the Master Plan.
3.2.4D Deferred Maintenance and Condition Assessment
A. Identify, assess, and prioritize the deferred maintenance of parks, pools,
facilities, and buildings.
B. Identify safety and maintenance concerns.
C. Assist in the budgeting process by creating a probable cost estimate
associated with each deferred maintenance item.
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3.2.4E Identify ADA accessibility deficiencies and identify potential modifications.
3.2.4F Develop a strategic action plan that represent the values of the community for
the parks and recreation system.
3.3 — Budget
3.3.1 Funding is currently appropriated for the project through the following capital
improvement projects in a total all-inclusive amount of $397,000.
Project
Project Number
Quality of Life Assessment
3449900009
Deferred Maintenance Assessment
3449900008
Natural Resources Plan
3043000036
Comprehensive Parks Masterplan
3043000001
4.0 PROJECT SCOPE OF SERVICES
The following outline represents the minimum components for performing the consultant
services.
In preparing a response to this RFP, the Consultant should describe the means or strategy by
which they would satisfy the scope of services. The final scope of work will be negotiated with
the selected Consultant(s). The City will evaluate submitted proposals and award contracts to
selected Consultant(s) based on the best proposed means, methods, and/or solutions to each
individual section listed below.
4.1- Task 1- Conduct a Needs Assessment
4.1.1 Conduct a needs assessment that collects the opinions and ideas of the community The
assessment will include a complete inventory of the current state of the Leisure Services
Department, including its financial condition, operations, park and recreation systems,
facilities, programs, and services. The assessment shall include a review of current and
projected demographics, current planning standards, and regional and national trends.
The assessment should provide the data and information necessary to evaluate how the
Leisure Services Department facilities meet current and future needs and whether
modifications and/or additions will be required or should be considered.
4.2-Task 2 - Develop and Implement Public Engagement Strategy
4.2.2 The planning process must result in a shared, clearly defined vision for the Leisure
Services Department driven by input from the community. Public involvement is
extremely important to the City of Dubuque and informs decision making processes. The
successful Consultant will propose a robust and innovative public outreach strategy that
describes how the community and staff will be provided opportunities to participate in the
development of the Plan. In the submittals, Consultants should at a minimum provide the
following:
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4.2.2A Identify and describe a comprehensive strategy and methodology for citizen,
participant and stakeholder involvement (e.g. proposed outreach process, methods of
outreach, outreach tools, anticipated schedule).
4.2.213 Ensure the residents, user groups and other stakeholders are provided an
opportunity to participate in the development of the Plan.
4.2.2C Act as professional facilitators to gather specific information about services,
use, preferences and any department strengths, weaknesses, opportunities and
threats.
4.2.2D Provide well -organized and directed activities, techniques, and formats that will
ensure that a positive, open, and proactive public participation process is achieved.
4.2.2E Provide written records and summaries of the results of all public process and
communication strategies.
4.2.2F Develop and manage any online public involvement tools and data.
4.2.2G Throughout the entire process, help to build consensus and agreement of the
plan and if consensus is not possible, provide information for informed decision making
for City staff.
4.2.2H Design and implement an equity -driven planning process to ensure a
dissemination and gathering of information from a broad/representative community
spectrum.
4.3 Task 3 - Collect and Analyze Data
4.3.1 Review current long-range plans and related documents such as, but not limited to
Imagine Dubuque Comprehensive Plan, Chaplain Schmitt Island Master Plan and
Place Making Plan, Central Avenue Corridor Initiative, Historic Millwork District
Revitalization Plan, 50% by 2030 Community Climate Action and Resiliency Plan,
2015 Park Division Review, and Eagle Point Park Environmental Restoration
Management Plan. Click this link to access the 2015 Park Division Review and the
Eagle Point Park Environmental Restoration Management Plan.
4.2.2 Develop and administer a City-wide statistically valid community needs assessment
survey with a return rate that accurately represents a sampling of the community
population to identify community needs and issues on the Leisure Services
Department's parks, facilities, programs and services. This survey will be used as a
baseline to determine needs, desires, and willingness to pay.
4.2.3 Collect and interpret demographic characteristics and trends of the City's population
using information from the US Census Bureau's American Community Survey,
tapestry segmentation, regional and local sources, etc.
4.2.4 Compile data on participation, operations, technology, programming, programming
space and land use trends and acquisition opportunities and needs.
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4.2.5 Compile a complete inventory of indoor and outdoor facilities and parks including
amenities, capacity of each found within the system as well as its functionality,
accessibility, condition, and convenience, deferred maintenance, etc.
4.2.6 Inventory and analysis of natural resources, invasive species, and other
environmental issue identification, management practices, and recommendations.
4.2.7 Review available funding and financing strategies that are options for funding future
improvements.
4.2.8 Develop Level of Service (LOS) standards to meet community needs and identified
community desires expressed in data. Standards should consider geographic
distribution of indoor and outdoor facilities and their amenities.
4.2.9 Provide usable and workable definitions and recommendations for designated park
and open space with acreages and parameters defined as appropriate.
4.4 Task 4 - Determine the Leisure Services Department's Strategic Direction and
Analysis of Forecasted Needs
4.4.1 The Consultant will review needs assessment outcomes with City staff and facilitate a
review of the Leisure Services Department strategic direction to identify and affirm the
long-range vision for the Department. This step of the Plan process is vital for
clarifying the Department's organizational direction for action planning, decision
making, and resource allocation. To determine the Leisure Services Department
strategic direction, the firm will assist the Department with accomplishing the following:
4.4.1A Review and develop the Leisure Services Department's vision, mission,
aspiration, and organizational values.
4.4.1 B Conduct a situational analysis and environmental scan utilizing the needs
assessment data to determine gaps in what is being provided versus the needs and
interests identified.
4.4.1 C Develop a list of critical issues and opportunities based on the results of the
situational analysis and environmental scan.
4.4.1 D Review the department's current equity plan, review data, and recommend
and develop a master plan that is equity driven.
4.5 Task 5 - Develop Recommendations and Implementation Strategies
4.5.1 To ensure that the Plan is implementable upon its adoption by the City Council, it
must include realistic, feasible and clearly defined planning scenarios. Based on the
outcomes of the needs assessment and the Leisure Services Department's strategic
direction, the firm will be expected to develop the following:
4.5.1A Prioritized recommendations to meet current and future needs through, but
not limited to, land acquisition, construction, renovation, or redevelopment of indoor
and outdoor facilities, development of additional recreational amenities, park
maintenance, etc.
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4.5.1 B Estimates and review of the capital and operational costs for land acquisition,
construction, renovation, or redevelopment of indoor and outdoor facilities,
development of additional recreational amenities, park maintenance, etc. The
analysis should be designed to connect with the Leisure Services Capital
Improvement Project plan.
4.5.1 C Recommendations for addressing operations, staffing, maintenance,
technology, programming and services and funding needs to support implementation
of this Plan.
4.5.1 D Evaluation of the feasibility, cost-effectiveness/return on investment of
suggested strategies and recommendations.
4.5.1 E Recommended strategies related to equity, climate change, and resiliency.
4.6 Task 6 - Create Action Plan: Strategic, Capital and Financial
4.6.1 The consultant must develop an action plan which includes strategies, priorities and
budget support and funding mechanisms for the short term, mid-term and long term, which
were developed during the previous stage in the process. The Action Plan must be a phased
with prioritized recommendations and a capital projects prioritization process/ranking system
for future strategic investments and level-of-service/reoccurring capital needs.
4.7 Task 7- Final Report and Presentation
The selected consultant shall submit a draft and final report which summarizes the findings
and conclusions and includes a clear demonstration that the firm has fulfilled all of the
elements contained in the agreed upon scope of work. The Plan must include written goals,
plans, objectives and policy statements that articulate a clear vision and "road map" for the
Leisure Services Department's future. A presentation of the final plan by the consultant to
the Leisure Services staff, the Park & Recreation Commission followed by City Council (3
total meetings) will be required.
The report, appendices, support materials, meeting minutes, photos and other files shall be in
electronic format provided throughout and at the closing of the project.
5.0 PROJECT MANAGEMENT
5.1 — Project Manager
The Consultant shall identify one person to serve as the Project Manager for this project.
The Project Manager shall be the leader of this effort and is expected to ensure that the
project scope, schedule, and budget are always being adhered to for the duration of the
project. Additionally, the Project Manager shall serve as the primary point of contact for
all exchanges of information between the City and the Consultant.
6.0 USE OF CITY RESOURCES
6.1 — Use of City Resources for the RFP Preparation
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All information requests shall be directed to the City's Park Division Manager as
detailed in Section 8 of this request for proposal. All Consultants should note that directly
contacting other City of Dubuque staff or any of the Selection Committee members shall
be considered inappropriate and grounds for disqualification.
6.2 — Materials Available for RFP
A current aerial photograph of the City of Dubuque is available if requested by
consultant.
6.3 — City Resources Available to the Selected Consultant
The City will make its ArcView GIS mapping and data analysis capabilities available for
this project as well as staff contact/resources in the Leisure Services Department. Digital
aerial photos of the City of Dubuque were taken in 2022.
7.0 INFORMATION TO BE INCLUDED IN PROPOSAL
The Proposal should address all the points outlined in this RFP excluding any cost information
which shall be included in a separate submission labeled "Project Cost Estimate". The
Proposal should be prepared simply and economically, providing a straight -forward, concise
description of the Consultant's capabilities to satisfy the requirements of the RFP.
To simplify the review process and to obtain the maximum degree of comparability, the
proposal shall include the following information and shall be organized in the order and manner
specified below. While additional data may be presented, the following subjects must be
included. They represent the criteria against which the proposal will be evaluated.
Letter of Transmittal
Provide a letter of transmittal briefly outlining the Consultant's understanding of the work and
list the Project Manager's the name, address, telephone number, and e-mail address. The
name that is provided for the Project Manager will be used as the primary contact person during
the RFP evaluation process.
Profile of Firm
Provide general information about the Firm, along with its area of expertise and experience as
it relates to this RFP and performing services utilizing American Rescue Plan Act funding.
Describe the experience and success of the Firm in performing similar projects. State the size
of the Firm, the size of the Firm's professional staff, and the location of the office from where
the work on this project will be performed.
Discuss the Consultant's ability to integrate this project into their present workload. Include a
statement to specify if the Consultant currently has the capacity to undertake the project or
whether it intends to hire additional staff or partner with subconsultants.
SCooe of Services
Describe the means, methodology and/or strategy by which the Consultant would satisfy the
scope of services for the currently approved budget as listed in Section 3.3 as well as what
process and outcomes the consultant would suggest to make the project a reality.
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Include a basic work plan for each strategy that delineates the Consultant's approach to the
completion of the project. The work plan, at a minimum, should include those components
outlined in Section 4.0 of this RFP. The Consultant should indicate in the work plan those
aspects that might be completed by City staff or time and resources needed of the City staff.
Highlight any parts of the work plan that will reflect the Consultant's unique philosophy or insight
regarding its approach to this project and how this approach positively impacts the successful
completion of the project. This is the Consultant's opportunity to convey ideas and concepts
with respect to the goals outlined in the scope of services.
Project Team Qualifications
Provide the names of all members of the project team associated with this project. Specifically
identify the supervisory and management staff including principals, the project manager, and
technical experts who would be assigned to this project. For each project team member,
provide their qualifications and experience.
Include a flow chart that shows the communication path between the City and Consultant.
Include all project team members on the flow chart and show the supervisory relationship
between all members of the team. Be sure to include all subconsultants staff on the project
team flow chart.
Provide the name and location of other sub consulting firms that would be used by the
Consultant during the project and the approximate percentage of the work that would be
performed by each of these firms. Provide the qualifications and experience of all
subconsultant staff working on the project.
In submitting the Proposal, the prospective Consultant represents that each person listed or
referenced in the proposal shall be available to perform the services as described. The Project
Manager, principals, management, and other project team staff may be changed in accordance
with the requirements described in Appendix C 3 "Substitution of Project Team Members".
Describe the experience and success of the project team members proposed for the Dubuque
project, in performing similar projects. Specifically list any experience and success completing
park and recreation master planning, needs assessments, public engagement, data collection
and analysis, strategies, and implementation planning.
Include at least three (3) relevant client references (including individual contact names and
telephone numbers) for similar projects that have been completed by the Firm in the last five
(5) years. List the names of individuals on the project team proposed for the Dubuque project
who have worked on the referenced projects.
Understanding of Final Contract Terms
The Proposer should provide a statement that indicates they have read and understand
Appendix C — "City of Dubuque Contract Terms and Conditions" and agree to include the
clauses that are listed in Appendix C in the final signed contract. Any exceptions to the Contract
Terms and Conditions by the Consultant must be clearly stated in their submitted Proposal.
Certificate of Insurance
The Consultant should provide a statement indicating that they are able to meet the City's
insurance requirements for professional services. (See attached Insurance Schedule J —
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Appendix D.) Submittal of insurance documents as part of this RFP is not required.
Litigation
Provide litigation information, if applicable.
Proposed Project Schedule
Provide a project schedule for the project. Outline the time durations and estimated completion
dates for each major component of the proposed scope of work. The schedule should list all
deliverables that are required throughout the project. Products should be delivered in an
electronic format compatible with city computer software and hardware.
Fees and Compensation — TO BE NAMED AS SEPARATE ELECTRONIC SUBMISSION
Provide a proposed fixed cost, plus reimbursable expenses budget for each strategy proposed
to complete the requested scope of services. Breakdown costs by major scope element and
include a list of hourly rates for personnel assigned to the project.
Contract
A proposed contract for services must be included in the submittal. The proposed contract is
not included in the page count for the proposed submission.
Quotation of fees and compensation shall remain firm for a period of at least 90 days from the
RFP submission deadline.
Ensure the separation of the proposed budget from the other portion of the RFP submittal.
Initial screening will be completed by the RFP committee without knowing the Consultant's
proposed fee for services.
8.0 PROPOSAL QUESTIONS AND ANSWERS
If you have any questions concerning this proposal, or other technical questions, please submit
an email with your requests to the City's Park Division Manager, Steve Fehsal. The City has
used considerable efforts to ensure an accurate representation of information in this RFP. Each
Proposer is urged to conduct its own investigations into the material facts provided.
No answers given in response to questions submitted shall be binding upon this RFP unless
released in writing (letter or email) as an officially numbered and titled addendum to the RFP
by the City of Dubuque.
Any matter of this RFP that requires explanation or interpretation must be inquired into by the
consultant in writing by November 6, 2024 prior to 2:00 p.m. E-MAIL all questions to
sfehsal cityofdubugue.org. All questions will be responded to in the form of written addenda.
All addenda shall become a part of the RFP. All Addenda will be posted on the City's website.
It is the consultant's responsibility to check for addenda located at the City's bid posting site
here.
From the date of issuance of the RFP until final City action, the Proposer shall not discuss the
RFP with or contact any other City of Dubuque or any of the Selection Committee members
except as expressly authorized by the City Project Manager identified in this section (Section
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8.0). Violation of this restriction will be considered a violation of the rules and be grounds for
disqualification of the Consultant's proposal.
Park Division Manager contact information is as follows:
Steve Fehsal
Park Division Manager
City of Dubuque
Leisure Services Department
2200 Bunker Hill Road
Dubuque, IA 52001-3010
9.0 SUBMISSION REQUIREMENTS
Phone: 563-589-4260
E-mail: sfehsal(a)-cityofdubugue.org
Before submitting a proposal, each Consultant shall make all investigations and examinations
necessary to ascertain site conditions and requirements affecting the full performance of the
contract and to verify any representations made by the City upon which the Proposer will rely.
PROPOSAL SUBMITTAL INFORMATION
■ Submittal Deadline: November 13, 2024, before 1.00 p.m. CST
■ Digital Submittal Location: https://cityofdubugue.sharefile.com/r-
r7d93f9bb84f241 eaacb1285a11 f7a94b
■ Submittal Copies: Proposal: One (1) electronic (.pdf) copy
Fees: One (1) electronic (.pdf) copy
Submit one (1) signed electronic .pdf version of the proposal to the digital submittal location
ShareFile address listed above. Label the document Leisure Services Comprehensive
Master Plan Proposal. Label second document of fees Leisure Services Comprehensive
Master Plan Fees. Add the name of the firm in each file name.
To confirm the city's receipt of the two electronic submissions, contact Lead Administrative
Assistant Angie Metcalf at mmetcalf(cD-cityofdubuque.orq or call 563-589-4262.
The proposal must be a document of not more than twenty-five (25) numbered 8-1/2 x 11-inch
pages, except for the project schedule which may be presented in 11 x 17-inch format, and not
including the letter of transmittal, the front and back covers and the separately submitted cost
proposals, or the proposed contract. Proposals should not include any pre-printed or
promotional materials. Any proposals exceeding 25 numbered pages will not be
considered.
Each addendum must be acknowledged in the Letter of Transmittal by providing the addendum
number and title. Failure to acknowledge each addendum will be considered grounds for
possible disqualification. It is solely the Consultant's responsibility to ensure that you have
received all addendums to this RFP before submitting the proposal.
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The original proposal document shall be signed in blue ink by an officer of the Firm who is
authorized to legally bind the Proposer to its provisions. Proposals are to contain a statement
indicating the period during which the proposal will remain valid. A period of not less than
ninety (90) calendar days from the proposal closing date is required. Failure to comply with
the above requirements shall be considered grounds for possible disqualification.
Each Consultant assumes full responsibility for delivery and deposit of the completed proposal
package on or before the deadline. Any proposals received after the submittal deadline will not
be considered and will be returned unopened to the Proposer. The City of Dubuque is not
responsible for any loss or delay with respect to delivery of the proposals.
The City of Dubuque is not liable for any costs incurred by any Consultant prior to the execution
of an agreement or contract. Nor shall the City of Dubuque be liable for any costs incurred by
Firms that are not specified in any contract. All results from this project will remain the property
of the City of Dubuque.
The City of Dubuque appreciates your time and consideration of this RFP.
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Appendix A
Consultant Evaluation and Selection Process
EVALUATION CRITERIA
Proposals will be screened to ensure that they meet the minimum requirements of the proposal
format. A selection committee will review qualifying proposals and select Firms for placement
on the consultant short-list for the project. The following criteria are among those that will be
used to initially evaluate submitted proposals.
A high level of professional competence and a proven track record in the preparation of
Park & Recreation comprehensive plans or similar:
a. Qualifications and experience of the Consultant and any subconsultants and
track record of the firms experience with subconsultants if a joint venture.
b. Demonstration of the professional expertise and technical abilities of the project
team members.
c. Experience of Consultant working on municipal park & recreation projects in
Midwest communities of similar size and/or similar parks and recreation assets.
d. Experience of the project team working with the public and other project
stakeholders in preparing parks and recreation master plans.
e. Experience with American Rescue Plan Act funded projects.
f. Experience of project team in working with the public and other stakeholders in
preparing similar reports and projects.
2. Community engagement strategy proposed and experience in community engagement
processes especially with marginalized and/or under -represented populations.
3. Quality and completeness of the written proposal. The proposal should clearly
demonstrate understanding of the City's overall objectives and project scope.
4. Design approach/methodology in completing scope of services such as:
a. Grasp of project requirements and level of interest in the project.
b. Creativity and problem -solving ability.
5. Proposed schedule required to complete project.
CONSULTANT SHORT-LIST EVALUATION CRITERIA
A selection committee may choose to interview none, one, or all the consultants. Both the
original submitted proposal and the results of the Consultant interview if needed will be used
to select the final Consultant for the project. In addition to the above criteria, the following
criteria are among those that will be used to evaluate the Consultants on the short-list.
1. Criteria from the initial evaluation.
2. Equity driven planning processes used and/or proposed.
3. Responsiveness and compatibility between the Consultant and City:
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a. Ability of the Consultant to maintain a high level of direct interaction and
communication with City staff.
b. Ability to listen, be flexible, and follow and/or implement direction and/or ideas or
concepts.
c. Interactions with the general public, City staff, and public officials.
4. Clear understanding of current industry trends.
5. Level of understanding project scope, proposal that meets the full scope, and ability to
deliver the comprehensive services requested.
6. Cost of the Leisure Services Comprehensive Master Plan in relationship to the services
offered.
7. Results of interview process
8. Information from references
SELECTED CONSULTANT - FEE NEGOTIATION PROCESS
Upon the completion of the evaluation of the proposals, the RFP Selection Committee will
recommend to the City Manager or City Council the awarding of a contract to the highest ranked
Consultant. The Selection Committee will also request authority to negotiate with the
recommended Consultant a final scope of work and fee structure for the project.
After authority is granted to negotiate an agreement and execute a contract with a Consultant,
the Consultant shall prepare an industry standard Work Breakdown Structure (WBS) to reflect
the Firm's approach to the completion of the project. The WBS, at a minimum, should include
work tasks for each of the components outlined in the RFP, a separate line item for each
deliverable, and list project management as a separate task. No individual task on the WBS
shall have a total value exceeding $10,000. The Consultant shall indicate in the WBS the work
tasks that will be completed by City staff.
The format of the WBS shall summarize the fixed fee for each task listed, plus individually list
in separate section any associated reimbursable expenses that would specifically relate to this
project. A sample format of a WBS can be obtained from the City if desired.
Once the selected Consultant has prepared the WBS, the City and the Consultant will meet
and the final scope of work for the project will be negotiated by joint revision to the WBS to best
meet the goals of the project while considering available funding. During the negotiation
process, tasks to be completed by City staff, work reassignment to different project team
members, and the addition or elimination of tasks may be modified on the WBS to achieve the
best overall results for project.
The selected Consultant shall be responsible for updating the WBS to reflect any changes that
were agreed to during negotiations. After the final scope of services has been determined, a
design fee has been negotiated, and the WBS has been finalized, the Consultant shall
incorporate the WBS into the contract documents being prepared for signature.
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If a contract satisfactory and advantageous to the City can be negotiated at a price considered
fair and reasonable, the award shall be made to that offerer. Otherwise, negotiations with the
offerer ranked first shall be formally terminated and negotiations commenced with the
Consultant ranked second, and so on until a contract can be negotiated that is acceptable to
the City.
Upon the successful completion of contract negotiations, the selection committee shall
recommend that the City Manager execute a contract with the successful Consultant. The City
Manager will decide to execute the contract or request the Dubuque City Council make a final
determination to award and execute the contract with a consultant.
Payment for Work: The Consultant awarded the contract shall be paid once per month. The
invoiced amount shall be based on the Earned Value of the percent work completed as reported
on the most recently updated and submitted WBS.
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Appendix B
RFP Rules and Protest Procedure
MINOR IRREGULARITIES
The City reserves the right to waive minor irregularities in submitted proposals,
providing such action is in the best interest of the City. Minor irregularities are defined
as those that have no adverse effect on the City's best interests and will not affect the
outcome of the selection process by giving the prospective Consultants an advantage or
benefit not enjoyed by other prospective Consultants.
EXCEPTIONS
Proposer exceptions to any part of the requirements stated in this request must be
clearly identified as exceptions and noted in the letter of transmittal and in the submitted
project cost estimate.
RANKING OF THE PROPOSALS
No debriefings or scoring information shall be released before the City Manager or City
Council has recommended that a contract be negotiated with the recommended Firm.
However, after authorization has been granted to negotiate a contract, all contents of
the submitted proposals shall become public information.
DEFINITIONS
The City has established for the purposes of this RFP that the words "shall", "must", or
"will" are equivalent in this RFP and indicate a mandatory requirement or condition, the
material deviation from which shall not be waived by the City. A deviation is material if,
in the City's sole discretion, the deficient response is not in substantial accord with this
RFP's mandatory conditions requirements.
The words "should" or "may" are equivalent in this RFP and indicate very desirable
conditions, or requirements but are permissive in nature. Deviation from, or omission
of, such a desirable condition or requirement will not in and of itself cause automatic
rejection of a proposal but may result in being considered as not in the best interest of
the City.
DISPUTES/EXCEPTIONS
Any prospective Proposer who disputes the reasonableness or appropriateness of any
item within this RFP document, any addendum to this RFP document, notice of award
or notice of rejection shall set forth the specific reason and facts concerning the dispute,
in writing, within five (5) business days of the receipt of the proposal document or
notification from the City. The written dispute shall be sent via certified mail or delivered
in person to the point of contact set forth in Section 8.0, who shall review the written
dispute and work with the City Manager to render a decision which shall be considered
final.
Page 898 of 1050
Appendix C
City of Dubuque Contract Terms and Conditions
The following clauses shall be included in the final signed contract:
1. CONSULTANT'S ENDORSEMENT ON PLANS.
The Consultant shall endorse the completed computations prepared under this
Agreement and shall affix thereto the seal of a licensed professional engineer, or
licensed professional architect, licensed to practice in the State of Iowa, in accordance
with the current Code of Iowa.
2. CHANGE IN SCOPE OF SERVICES.
No change in scope shall be permitted during this project without the prior written
agreement of both parties and the WBS being updated.
3. SUBSTITUTION OF PROJECT TEAM MEMBERS.
The Project Manager, partners, management, other supervisory staff, and technical
specialists proposed for the project may be changed if those personnel leave the
Consultant. These personnel may also be changed for other reasons however, in
either case, the City retains the right to approve or reject the replacements and no
replacements shall begin working on the project without the express, prior written
permission of the City of Dubuque.
4. INSURANCE.
Consultant shall always, during the performance of this Agreement, provide insurance
as required by the attached Insurance Schedule J.
5. INDEMNIFICATION.
To the fullest extent permitted by law, Consultant shall indemnify and hold harmless
the City from and against all claims, damages, losses and expenses, including but not
limited to attorneys' fees, arising out of or resulting from performance of the Contract,
provided that such claim, damages, loss or expense is attributable to bodily injury,
sickness, disease or death, or injury to or destruction of property (other than the Project
itself) including loss of use resulting therefrom, but only to the extent caused in whole or
in part by negligent acts or omissions of the Consultant, Consultant's subcontractor,
or anyone directly or indirectly employed by Consultant or Consultant subcontractor
or anyone for whose acts Consultant or Consultant's subcontractor may be liable,
regardless of whether or not such claim, damage, loss or expense is caused in part by a
party indemnified hereunder.
6. ERRORS & OMISSIONS.
If the work product prepared by the Consultant is found to be in error and revision or
reworking the work product is necessary, the Consultant agrees that it shall do such
revisions without expense to the City, even though final payment may have been
received. The Consultant must give immediate attention to these changes so there will
be a minimum of delay during construction. The above and foregoing is not to be
Page 17 of 32
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constructed as a limitation of the City's right to seek recovery of damages for
negligence on the part of the Consultant herein.
7. OWNERSHIP OF ENGINEERING DOCUMENTS.
All sketches, tracings, plans, specifications, reports on special studies and other data
prepared under this Agreement shall become the property of the City and shall be
delivered to the Project Manager upon completion of the plans or termination of the
services of the Consultant. There shall be no restriction or limitations on their future
use by the City, except any use on extensions of the project or on any other project
without written verification or adaptation by the Consultant for the specific purpose
intended will be the City's sole risk and without liability or legal exposure to the
Consultant.
The City acknowledges the Consultant's plans and specifications, including all
documents on electronic media, as instruments of professional service. Nevertheless,
the plans and specifications prepared under this Agreement shall become the property
of the City upon completion of the services and payment in full of all moneys due to the
Consultant.
The City and the Consultant agree that any electronic files prepared by either party
shall conform to the specifications listed in Section 4.7 and Attachment _ of the
contract. Any change to these specifications by either the City or the Consultant is
subject to review and acceptance by the other party. Additional efforts by the
Consultant made necessary by a change to the CADD software specifications shall be
compensated for as Additional Services.
The City is aware that significant differences may exist between the electronic files
delivered and the respective construction documents due to addenda, change orders or
other revisions. In the event of a conflict between the signed construction documents
prepared by the Consultant and electronic files, the signed construction documents
shall govern.
The City may reuse or make modifications to the plans and specifications, or electronic
files while agreeing to take responsibility for any claims arising from any modification or
unauthorized reuse of the plans and specifications.
8. SUBLETTING, ASSIGNMENT OR TRANSFER.
Subletting, assignment, or transfer of all or part of the interest of the Consultant in this
Agreement is prohibited unless written consent is obtained from the Engineer and
approved by the City.
9. TITLE VI, ADA, & OTHER NON-DISCRIMINATION
During the performance of this contract, the contractor, for itself, its assignees, and
successor in interest, (hereinafter referred to as the "contractor") agrees as follows:
Page 18 of 32
Page 900 of 1050
A. Compliance with Regulation
The contractor shall comply with the regulations relative to nondiscrimination in
federally assisted programs of the Department of Transportation (hereinafter
referred to as DOT), Title 49, Code of Federal Regulations, part 21 (hereinafter
referred to as the Regulations), as they may be amended from time to time,
herein incorporated by reference and made part of this contract.
B. Nondiscrimination
The contractor, with regard to the work performed during the contract, shall not
discriminate on the grounds of race, color, or national origin in the selection of
and retention of subcontractors, including procurement of materials and leases of
equipment. The contractor shall not participate either directly or indirectly in
discrimination prohibited by Section 21.5 of the Regulations, including
employment practices when the contract covers a program set forth is Appendix
B of the Regulations.
C. Solicitation for Subcontracts, including Procurement of Materials and Equipment
In all solicitations whether by competitive bidding or negotiations made by the
contractor for work to be performed under a subcontract, including the
procurement of material for leases of equipment, each potential subcontractor or
supplier shall be notified by the contractor of the contractor's obligations under
this contract and the Regulation relative to nondiscrimination on the grounds of
race, color, or national origin.
D. Information and Reports
The contractor shall provide all information and reports required by the
Regulation or directives issued pursuant thereto, and shall permit access to its
books, records, accounts, other sources of information and its facilities as may
be determined by the City of Dubuque, Iowa Department of Transportation, or
appropriate Federal Agency to be pertinent to ascertain compliance with such
Regulation, orders and instructions. Where any information required of
contractors in the exclusive possession of another who fails or refuses to furnish
this information, the contractor shall so certify to the Iowa Department of
Transportation, or the appropriate Federal Agency as needed and shall set forth
what efforts it has made to obtain the information.
E. Sanctions for Noncompliance
In the event of the contractor's noncompliance with the nondiscrimination
provisions of this contract, the City of Dubuque shall impose such contract
sanctions as the Iowa Department of Transportation, or applicable Federal
Agency, may determine to be appropriate, including, but not limited to:
i. Withholding of payments to the contractor under contract until the contractor
complies and/or
ii. Cancellation, termination, or suspension of the contract, in whole or in part.
Page 19 of 32
Page 901 of 1050
F. Incorporations of Provisions
The contractor shall include the provisions of paragraphs (1) through (5) in every
subcontract, including procurement of materials and leases of equipment, unless
exempt by Regulations or directives issued pursuant thereto. The contractor shall
take such action with respect to any subcontractor or procurement as the City of
Dubuque, Iowa Department of Transportation, or appropriate Federal Agency
may direct as a means of enforcing such provisions, including sanctions for
noncompliance.
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Page 902 of 1050
Appendix D
Insurance Requirements
Crt•i of Dubuque Insurance Requirements for Professional Services
INSURANCE SCHEDULE J
1. Consultant shall furnish a signed cert irate of insurance to the Cty of Dubuque, Iowa for
the coverage required in Exhibit I prior to comm&„oung work and at the end of the project if vie
lerm of work is longer than 60 days. Contractors presenting arnual certificates steal presert a
certificaile at the end of each project with the final baling. Each certificate snail be prepared on
the most current ACORD ham approved by the lava Department of Insurance or an equivalent
approved by the Drector of France and Budget. Each certificate shall irclu le a statement under
Description of Operations as to why the cvUficate was issued. Eg. Prgect 0 or Project
Localon at or consiniction of
Leisure Services Comprehensive Plan
2. All polices of insurance required hereunder shall be -wth an insurer authorized to do business in
lawn arc all irsurers shall have a rating of A or better in the current A.M. Best's Raling Guide.
3. Each certificate shall be furnished to the Finance Department of the City of Dubuque.
d. Failure to provide coverage required by this Insurance Schedulie shall not be deemed a warier of
these requirements by the City of Dubuque. Failure to atntan or maintain the required insurance
steal be considered a malefW breacri of triis agreement.
5. Contractors shall require all subcorsultatils arid sut:-sucicrosullarrts to cbtair and mantas during
the performance of work insurance for trie coverages desc•ibec in tines Insurance Schedule and
steal obtain certificates of insurances from all such subcarsulfants and sus-subconsutarts.
Contractors agree that They shall be liable for the failure of a vubcorsultanl and sub-
subconsultart to obtain and maintain such carerages. TI•e City rmay -eouest a copy of sutra
certificates from the Contractor.
o. All required endorsements shall be attached to the certificate. The certificate s due before The
ccntractlageement can be approved.
7. Vsbenever a =eofic ISO form s listed. required the current e61lion of the form must be used, or
an equiroalent form may be substituted if approved by the Director of Finance and Budget and
subject to the contraclor idertifyng and listing in wiring all deviations and exclusions from the
ISO fo-rn.
a. Contractors steal be required to carry the minimum eoveragaftrits, or great& if required by law
or other legal agreement, in Exhibit I. If the contractor's limits of lability are Nigher than the
required rrtir�murn limits trim the provider's limits shall be this aWeement s nequred irrrrts.
9. Contractor shall be responsible for deductibles and self -insured retention for payment of all policy
premiums and other cast assoaated with the insurance ;xAcies required below.
10. All certificales of insurance must include agents name, prone nurrew, and email address.
11. The City of Dubuque reserves the right to require complete, certified copies of all required
insurance policies, including endorsements, required by this Schedule at any time.
12. The City of Dubuque reserves the right to modify these requirements. ndudng limits. Lased on
changes in the risk or diner saeml circvrnsLvxes during the term of foe agreemert, sutnjecl to
rnutual ageernenl of the parties.
Page 1 of c Schedule J Professional Services January 2023
Page 21 of 32
Page 903 of 1050
Crty of Dubuque Insurance Requirements for Professional Services
INSURANCE SCHEDULE J (continued)
Exhibit I
At COMMERCIAL GENERAL LIABIUTY
Ge-reral Aggregate Lrni S2.000,000
Produds-Cornpletee Operabons Aggregate 1-writ $1.000,000
Personal and Ad.rrlisinq Injury Lind $1.000.000
Earn Occurrence $1,000,000
Fire Damage Lime (any one occurrence) $50,000
Medical Payments $5,000
11 Coverage shall be written or an occurrence, hat claims made, Iorm. The general
liability coverage shall be wntten in accord with ISO form CG 00 01 or business
owners form BP 00 W. All deviations from the standard ISO commercial general
liability form CG 00 01, or business owners form BP 00 02, shall to dearly
identified_
2) IncWe erdorse-rent rfcratinq that caverage is primary and norreonrtritnitory.
3) Induce Preservation of Goverr-rental Imrnunibes Endorsement. ISarnple
attacr►ed ).
41 Include additional irsured endorsement for:
Tt•e City of Dubuque, rfduding all its elected and apaonled officials. all its
employees and voluntears, all its boards, commiss+ors andkv authorities and
their board members, empbyres and vdumeers. Use ISO form CG 20 26.
51 Pabcy shall rfclude'%Varver of Right to Recover Vom Others endorsernefY.
6) Poky shall include cancellaWn and material change endorsement provirfng
thirty (30) days advance ,Aritten notice of ranoellation, non -renewal, reduction in
insurance coverage and/or limits and ten I10) days written notice of non-payment
of pre niusn shar be sent to: City of Dubuque Finance Department, 50 West 13"
Street Dubuque. Iowa 52001.
B) AUTOMOBILE LIABILITY
Combined Single LirnA S1,000,000
Coverage shall include al owned, non -awned, and hired vehicles_ If the Contrarlor's
business dots not vA-r any vehicles, coven ge is required an non -owned and hired
vehicles.
1) Policy steal include '%Varner of Right to Recover from Others erdorsernert.
CI WORKERS' COMPENSATION & EMPLOYERS LIABILITY
Statutory Benefits covering all e-nployees flured o-r the job by accident or disease as
pce-u7ibec b-V Iowa Code Chaple• 85.
Coverage A of Iowa
Coverage B Employers Liabiity
Each Acridefit $100,000
Each Empbree4Nsease S100,000
Poi" Lffniwvsease S500,000
Pdfty shaft induce 1Vaever of R49M to Recover from Others erdorse-re-it.
Page 2 of 1 Scthc-,u1- J = rofcssimal Services January 2023
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Page 904 of 1050
Crty of Dubuque Insurance Requirements for Professional Services
Coverage E Irnls shall be greater' if r»t jre:: :3y the L-rb'elalev.cess nsL'er.
OR
If, bo Iowa Code Secbon 85.1A, the Contractor is rot required to purchase Womers'
Compensation Insurance, the Contractor shall have a copy of the State's Nonelection of
Workers' Compensation or Employers' Liability Coverage form on file with the Iowa
Vlorxers' Compensation Insurance Commissioner, as required by Iowa Code Section
87.22. Completed form must be attached.
D) UMBRELUUEXCESS LIABILITY S1,000,000
The General Lability, Aulomobie Liability and Workers Compensation Insurance
requirements may be satisfied with a combination of prirnary and Umbrella or E-xcess
LiaoiW Insurance. If the Umbrella or Excess Inrsurance panty does not follow We form of
the primary policies, it shall inckxle the same erdorsernents as required of We prirnarr
poiocs including but nol limed to Warver of Subrogation and Primary and Non-
cenlrtx»ory in favor of the City.
E) PROFESS40NAL LIABILITY S2.000,000
If the required policy provdes cianns-made coverage.
1) The Retroactive Date must be shown and must ne before the date of the
agreement.
21) Insurance must be maintained and evidence of nsLranoe must be provided for at
least five 15) years after completion of the ,wont or servooes.
3) If cavrrage is canceled or non+anewec and not replaced with ancVier cLains-
rrade poky form *PM a Reiroacirve Date prior to the date of the agreement, the
contractor must pronde'extended reporting' coverage for a rminum of rive (5)
years after completion of We work or se^oices.
F) CYBER LLABILRYIBREACH S1,000,000
Yes X No
Coverage for First and Thid Party liabilty including but not limited to Iost data and
restoration, loss of income and cyber breach of information.
Page 3 of d Sct ecule J Professional Services January 2023
Page 23 of 32
Page 905 of 1050
City of Dubuque Insurance Requirements for Professional Services
Please be aware that nary" the City of Dubuque as w acdilronal insured as n required by tha
Insairanoe Schedule may resLM in the waives of the Citv's govemnu rnertal imrrnrbes provided in Iowa Co::e
sec_ 670.4. M you would like to preserve those rr-nuniUm lease use tnis erdorsernent or an equrrale-it
form.
PRESERVATION OF GOVERNMENTAL IMMUNITIES ENDORSEMENT
1. Nonwarovr of Ckwerwertal immunity. The usurer expressly agrees a-)c states that tie purchase
of this pricy and the including of the City of Dubuque, tawra as an Adctdonal Insured does not wars are
of the defenses of governmental irnrnunty available to the City of Dubuque. Iowa urder Code of Iowa
Section 670.4 as it is maw exists and as it may be amended from time to time.
2. Ckarns Cgvefa= The insurer further agrees that ttm policy of insurance steal cover orty those
darns not subject to the defense of ga.,ernnnental immunity under the Code of Iowa Section 670.4 as it
now exists and as it may be amended from time to time. Those darns not subject to Code of lawn
Section 670.4 shall be covered by the terms and conddorns of this assurance polrY.
3. ►.sserton of Gmer-nrne-nl lmmunit'r. Tine CRy of Dubuque, Iowa steal be responsible for asserting
arr� cefc;;se of goverrimental irrrrnundy, and may do so at any t►ne arid shall do so upon the timely vwitten
request of the insurer.
4. Non -Denial of Coverage. The insid the
insurer
snag not cer y any of the rights and benefts accruing to the City of Dubuque, Iowa under the pab" for
reasons of ga.vrnrriental irnrawmily unless and until a court of competent jurisdiction n has ruled in favor of
the defensels) of governmental immunity asserted by the City of Dutxique, Iowa.
'in Ceti sand it Poll"- The aba m preservation of goverrnrnerntal irmnurnutes shall not otherwise
cna-nge or alter the coverage available under the policy.
SPECIMEN
(DEPARTMENT MANAGER: FILL IN ALL BLINKS AND CHECK BOXES)
Page 4 of J='rafcswunal Services January 2023
Page 24 of 32
Page 906 of 1050
Appendix E
Project Related Data
AMERICAN RESCUE PLAN ACT (ARPA) COMPLIANCE
The following contract provisions along with this entire Request for Proposal will be
made a part of any resulting contract(s) that arise from this Request for Proposal.
Domestic Preferences for Procurement
As appropriate and to the extent consistent with law, the Contractor, to the greatest extent
practicable, shall provide a preference for the purchase, acquisition, or use of goods,
products, or materials produced in the United States (50% US or more) as noted in 2 CFR
§ 200.322, including but not limited to iron, aluminum, steel, cement, and other
manufactured products. The requirement of this section must be included in all subawards
per §200.322 including all contracts and purchase orders for work or products under
ARPA.
A. "Produced in the United States" means, for iron and steel products, that all
manufacturing processes, from the initial melting stage through the application
of coatings, occurred in the United States.
B. "Manufactured products" means items and construction materials composed in
whole or in part of non-ferrous metals such as aluminum; plastics and polymer -
based products such as polyvinyl chloride pipe; aggregates such as concrete;
glass, including optical fiber; and lumber.
Contract Work Hours and Safety Standards Act
Contracts awarded in excess of $100,000 that involve the employment of mechanics or
laborers must comply with 40 U.S.C. 3702 and 3704.
A. Each contractor is required to compute the wages of every mechanic and
laborer based on a standard work week of 40 hours. Work exceeding the standard
work week is permissible provided that the worker is compensated at a rate of not
less than one and a half times the basic rate of pay for all hours worked in excess
of 40 hours in the work week.
B. The requirements of 40 U.S.C. 3704 are applicable to construction work and
provide that no laborer or mechanic must be required to work in surroundings or
under working conditions which are unsanitary, hazardous or dangerous. These
requirements do not apply to the purchases of supplies or materials or articles
ordinarily available on the open market, or contracts for transportation or
transmission of intelligence.
Page 25 of 32
Page 907 of 1050
Byrd Anti -Lobbying Amendment
Byrd Anti -Lobbying Amendment. Contractors that apply or bid for an award exceeding
$100,000 must file the required certification. Each tier certifies to the tier above that it will
not and has not used federal appropriated funds to pay any person or organization for
influencing or attempting to influence an officer or employee of any agency, a member of
Congress, officer or employee of Congress, or an employee of a member of Congress in
connection with obtaining any federal contract, grant or any other award covered by 31
U.S.C. 1352. Each tier must also disclose any lobbying with non -Federal funds that takes
place in connection with obtaining any Federal award. Such disclosures are forwarded
from tier to tier up to the non-federal award.
Clean Air Act and The Federal Water Pollution Control Act
Contracts in excess of $150,000 must contain a provision that requires compliance with
all applicable standards, orders or regulations issued pursuant to the Clean Air Act and
the Federal Water Pollution Control Act. Violations must be reported to the Federal
awarding agency and the Regional Office of the Environmental Protection Agency (EPA).
Equal Employment Opportunity
During the performance of this contract, the contractor agrees as follows:
(1) The contractor will not discriminate against any employee or applicant for employment
because of race, color, religion, sex, sexual orientation, gender identity, or national origin.
The contractor will take affirmative action to ensure that applicants are employed, and
that employees are treated during employment without regard to their race, color, religion,
sex, sexual orientation, gender identity, or national origin. Such action shall include, but
not be limited to the following:
Employment, upgrading, demotion, or transfer; recruitment or recruitment advertising;
layoff or termination; rates of pay or other forms of compensation; and selection for
training, including apprenticeship. The contractor agrees to post in conspicuous places,
available to employees and applicants for employment, notices to be provided setting
forth the provisions of this nondiscrimination clause.
(2) The contractor will, in all solicitations or advertisements for employees placed by or
on behalf of the contractor, state that all qualified applicants will receive consideration for
employment without regard to race, color, religion, sex, sexual orientation, gender
identity, or national origin.
(3) The contractor will not discharge or in any other manner discriminate against any
employee or applicant for employment because such employee or applicant has inquired
about, discussed, or disclosed the compensation of the employee or applicant or another
employee or applicant. This provision shall not apply to instances in which an employee
who has access to the compensation information of other employees or applicants as a
part of such employee's essential job functions discloses the compensation of such other
Page 26 of 32
Page 908 of 1050
employees or applicants to individuals who do not otherwise have access to such
information, unless such disclosure is in response to a formal complaint or charge, in
furtherance of an investigation, proceeding, hearing, or action, including an investigation
conducted by the employer, or is consistent with the contractor's legal duty to furnish
information.
(4) The contractor will send to each labor union or representative of workers with which
he has a collective bargaining agreement or other contract or understanding, a notice to
be provided advising the said labor union or workers' representatives of the contractor's
commitments under this section and shall post copies of the notice in conspicuous places
available to employees and applicants for employment.
(5) The contractor will comply with all provisions of Executive Order 11246 of September
24, 1965, and of the rules, regulations, and relevant orders of the Secretary of Labor.
(6) The contractor will furnish all information and reports required by Executive Order
11246 of September 24, 1965, and by rules, regulations, and orders of the Secretary of
Labor, or pursuant thereto, and will permit access to his books, records, and accounts by
the administering agency and the Secretary of Labor for purposes of investigation to
ascertain compliance with such rules, regulations, and orders.
(7) In the event of the contractor's noncompliance with the nondiscrimination clauses of
this contract or with any of the said rules, regulations, or orders, this contract may be
canceled, terminated, or suspended in whole or in part and the contractor may be
declared ineligible for further Government contracts or federally assisted construction
contracts in accordance with procedures authorized in Executive Order 11246 of
September 24, 1965, and such other sanctions may be imposed and remedies invoked
as provided in Executive Order 11246 of September 24, 1965, or by rule, regulation, or
order of the Secretary of Labor, or as otherwise provided by law.
(8) The contractor will include the portion of the sentence immediately preceding
paragraph (1) and the provisions of paragraphs (1) through (8) in every subcontract or
purchase order unless exempted by rules, regulations, or orders of the Secretary of Labor
issued pursuant to section 204 of Executive Order 11246 of September 24, 1965, so that
such provisions will be binding upon each subcontractor or vendor. The contractor will
take such action with respect to any subcontract or purchase order as the administering
agency may direct as a means of enforcing such provisions, including sanctions for
noncompliance:
Provided, however, that in the event a contractor becomes involved in, or is threatened
with, litigation with a subcontractor or vendor as a result of such direction by the
administering agency, the contractor may request the United States to enter into such
litigation to protect the interests of the United States.
The applicant further agrees that it will be bound by the above equal opportunity clause
with respect to its own employment practices when it participates in federally assisted
construction work: Provided, That if the applicant so participating is a State or local
Page 27 of 32
Page 909 of 1050
government, the above equal opportunity clause is not applicable to any agency,
instrumentality or subdivision of such government which does not participate in work on
or under the contract.
The applicant agrees that it will assist and cooperate actively with the administering
agency and the Secretary of Labor in obtaining the compliance of contractors and sub-
contractors with the equal opportunity clause and the rules, regulations, and relevant
orders of the Secretary of Labor, that it will furnish the administering agency and the
Secretary of Labor such information as they may require for the supervision of such
compliance, and that it will otherwise assist the administering agency in the discharge of
the agency's primary responsibility for securing compliance.
The applicant further agrees that it will refrain from entering into any contract or contract
modification subject to Executive Order 11246 of September 24, 1965, with a contractor
debarred from, or who has not demonstrated eligibility for, Government contracts and
federally assisted construction contracts pursuant to the Executive Order and will carry
out such sanctions and penalties for violation of the equal opportunity clause as may be
imposed upon contractors and sub -contractors by the administering agency or the
Secretary of Labor pursuant to Part II, Subpart D of the Executive Order. In addition, the
applicant agrees that if it fails or refuses to comply with these undertakings, the
administering agency may take any or all of the following actions: Cancel, terminate, or
suspend in whole or in part this grant (contract, loan, insurance, guarantee); refrain from
extending any further assistance to the applicant under the program with respect to which
the failure or refund occurred until satisfactory assurance of future compliance has been
received from such applicant; and refer the case to the Department of Justice for
appropriate legal proceedings.
Contracting with small and minority businesses, women's business enterprises,
and labor surplus area firms
If the awarded contractor (prime) uses subcontractors, it must take all necessary
affirmative steps to assure that small and minority businesses, women's enterprises,
and labor surplus area firms are used. The following affirmative steps are required of
the prime contractor:
(1) Placing qualified small and minority businesses and women's business
enterprises on solicitation lists;
(2) Assuring that small and minority businesses, and women's business
enterprises are solicited whenever they are potential sources;
(3) Dividing total requirements, when economically feasible, into smaller
tasks or quantities to permit maximum participation by small and minority
businesses, and women's business enterprises;
(4) Establishing delivery schedules, where the requirement permits, which
encourage participation by small and minority businesses, and women's
business enterprises;
Page 28 of 32
Page 910 of 1050
(5) Using the services and assistance, as appropriate, of such organizations
as the Small Business Administration and the Minority Business
Development Agency of the Department of Commerce;
(6) Requiring the prime contractor, if subcontracts are to be let, to take the
affirmative steps listed in paragraphs (1) through (5) of this section.
Suspension and Debarment
This contract is a covered transaction for the purposes of 2 C.F.R. pt. 180 and 2 C.F.R.
pt. 3000. As such, the contractor is required to verify that none of the contractor's
principals (defined at 2 C.F.R. § 180.995) or its affiliates (defined at 2 C.F.R. § 180.905)
are excluded (defined at 2 C.F.R. § 180.940) or disqualified (defined at 2 C.F.R. §
180.935).
System for Award Management (SAM)
A contract award will not be made to parties listed on the government -wide exclusions
in the System for Award Management (SAM). SAM contains the names of parties
debarred, suspended, or otherwise excluded by agencies, as well as parties declared
ineligible under statutory or regulatory authority other than Executive Order 12549.
Procurement of Recovered Materials
In the performance of this contract, the Contractor shall make maximum use of products
containing recovered materials that are EPA -designated items unless the product
cannot be acquired —
a. Competitively within a timeframe providing for compliance with the
contract performance schedule;
b. Meeting contract performance requirements; or
c. At a reasonable price.
2. Information about this requirement, along with the list of EPA designated items, is
available at EPA's Comprehensive Procurement Guidelines web site,
https://www.epa.gov/smm/comprehensiveprocurement-quideline-cpq-program
3. The Contractor also agrees to comply with all other applicable requirements of
Section 6002 of the Solid Waste Disposal Act."
Page 29 of 32
Page 911 of 1050
THE C
DUUB--&--FE
Masterpiece on the Mississippi
ADDENDUM NO. 1
To: All Plan Holders and Interested Parties
City of Dubuque
Leisure Services Department
2200 Bunker Hill Rd
Dubuque, IA 52001
(563) 589-4263
Project: Leisure Services Comprehensive Master Plan
Date: November 7, 2024
Bids Due: November 13, 2024, 1:00 p.m. CST (NO CHANGE)
The following additions, revisions, corrections, and clarifications contained herein shall
become part of the Construction Documents for the Project, and shall be included in the
Scope of Work and Bid Proposals to be submitted. References made below to
Specifications and Construction Drawings shall be used as a general guide only. Bidders
shall determine for themselves the full scope of work affected by the Addendum items.
The following questions were asked, and responses provided by the city in bold.
1. Can the City provide a list of facilities? We have found that they have over 300
varying from indoor to outdoor. However, it would assist with planning to know the
number based on type.
➢ "Facilities" does include amenities. The general count for
infrastructure is:
Golf Course = 1
Outdoor Pools = 2
Athletic Complex = 2
Maintenance Buildings = 15
Marina = 1
Campground = 1
Parks = 50
General Rec Programming Building = 3
Page 30 of 32
Page 912 of 1050
2. Can you elaborate on your expectations for the Natural Resources Plan?
➢ See answers to question 4
3. Can you elaborate on your expectations for the ADA plan?
To identify ADA deficiencies within the system, prioritize potential
projects and provide general estimated costs
4. What level of detail are you expecting for the Natural Resources Plan?
Environmental management and resource assessment are mentioned. What
level of field research -driven data are you hoping to ascertain as part of the
inventory and analysis?
➢ Assessment of existing conditions of all natural resources
maintained by Park Division should be completed with an outcome
of a restoration and management program based on community
input including cost estimates
5. What are the current (if any) mission and vision statements of the City of
Dubuque Leisure Services Department?
➢ The Parks Division enables and fosters full enjoyment of the parks,
open spaces, and recreational facilities of Dubuque in a manner that
demonstrates and fulfills the city's commitment to social equity,
economic viability and environmental responsibility.
The Recreation Division encourages community participation by
providing equitable, progressive, accessible, and affordable
opportunities through our parks, facilities, and recreation
programming.
➢ Vision: Creating equitable OPPORTUNITIES to enhance and improve
the QUALITY OF LIFE for the residents of Dubuque.
6. With Water, Wastewater, and Flooding be a key sector of the framework of the
Dubuque Climate Action Plan, do you anticipate the need for stormwater (water
resource engineering) consultation as part of this holistic planning effort?
Not anticipated but as we work through the process it may become
relevant
7. The project identifies the Quality of Life Assessment, Deferred Maintenance
Assessment, Natural Resources Plan, and Comprehensive Plan as four
Page 31 of 32
Page 913 of 1050
separately funded projects. Is the intention to isolate those as four separate
deliverables or processes, or can we merge them in the scope?
➢ We are viewing the project as a lump sum. The funding code
breakdown was just for reference.
➢ The goal is to have 1 Comprehensive Master Plan that includes the 3
Objectives
8. The RFP requires the development of an "Action Plan." Is that one in the same
with the "Comprehensive Plan," or is it a sub -component of the Comprehensive
Plan?
➢ Within the Comp Plan there should be actions proposed to address
prioritized items.
9. What are the key stakeholder groups who should be engaged and is the client
team interested in forming an advisory body for the planning process?
Alternatively, the existing Parks and Recreation Commission could play this role.
Y These are all determined as part of the engagement process
10. Does the project schedule count towards the 25 numbered page limit?
➢ Yes
Sincerely,
e'�_ r� /
Steve Fehsal
Park Division Manager
City of Dubuque
END OF ADDENDUM NO. 1
Page 32 of 32
Page 914 of 1050
Rev. 07/2024 1
AGREEMENT
BETWEEN
THE CITY OF DUBUQUE, IOWA
AND
KIMLEY-HORN AND ASSOCIATES, INC.
FOR PROFESSIONAL SERVICES
THIS AGREEMENT is made this 16th day of December, 2024, by and between City of Dubuque
(“Client” or “City”) and KIMLEY-HORN AND ASSOCIATES, INC. (“Consultant”).
NAME OF PROJECT: City of Dubuque Leisure Services Comprehensive Master Plan (“Project.”)
The Client and the Consultant agree as follows:
1) Scope of Services and Additional Services. The Consultant will perform only the services specifically
described in Exhibit A, which is made a part of this Agreement (“Services”). Any services that are not
set forth in the scope of Services described in Exhibit A will constitute additional services (“Additional
Services”). If requested in writing in advance by the Client and agreed to by the Consultant, the
Consultant will perform Additional Services, which shall be governed by these provisions. Unless
otherwise agreed to in writing, the Client shall pay the Consultant for any Additional Services an
amount based upon the Consultant’s then-current hourly rates plus an amount to cover certain direct
expenses including telecommunications, in-house reproduction, postage, supplies, project related
computer time, and local mileage. Other direct expenses will be billed at 1.15 times cost.
2) Client's Responsibilities. In addition to other responsibilities herein or imposed by law, the Client
shall:
a) Designate in writing a person to act as the Client's representative, such person having complete
authority to transmit instructions, receive information, and make or interpret the Client's decisions.
b) Provide all criteria and information as to the Client's requirements, objectives, and expectations
for the Project, and all standards of development, design, or construction.
c) Provide the Consultant all available studies, plans, or other documents pertaining to the Project,
such as surveys, engineering data, environmental information, etc., all of which the Consultant
may rely upon.
d) Arrange for access to the site and other property as required for the Consultant to provide its
services.
e) Review all documents or reports presented by the Consultant and communicate decisions
pertaining thereto within a reasonable time so as not to delay the Consultant.
f) Furnish approvals and permits for all government authorities having jurisdiction over the Project
and approvals and consents from other parties as may be necessary.
Rev. 07/2024 2
g) Obtain any independent accounting, legal, insurance, cost estimating, and feasibility services
required by the Client.
h) Give prompt written notice to the Consultant whenever the Client becomes aware of any
development that affects the Consultant's services, or any defect or nonconformance in any
aspect of the Project.
3)Period of Services. Unless otherwise stated herein, the Consultant shall begin work after receipt of a
properly executed copy of this Agreement. This Agreement assumes conditions permitting orderly
and continuous progress of the Project through completion of the Services which shall be not later
than April 2026. Times for performance shall be extended as necessary for delays or suspensions
due to circumstances that the Consultant does not control. If such delay or suspension extends for
more than six months, the Consultant’s compensation shall be renegotiated.
4)Compensation for Services.
a)The Consultant's compensation shall be as stated herein, unless otherwise provided in Exhibit A.
The Client shall pay the Consultant an amount based upon the Consultant’s then-current hourly
rates plus an amount to cover certain direct expenses including telecommunications, in-house
reproduction, postage, supplies, project related computer time, and local mileage. Other direct
expenses will be billed at 1.15 times cost.
b)If the Consultant's compensation is on an hourly basis, the parties may have estimated in Exhibit
A costs and expenses for the various portions of the scope of Services. Services undertaken or
expenses incurred by the Consultant exceeding any estimates shall be the liability of the Client.
5)Method of Payment.
a)Invoices will be submitted periodically for services performed and expenses incurred. Payment of
each invoice will be due within 25 days of receipt. The Client shall also pay any applicable sales
tax. All retainers will be held by the Consultant and applied against the final invoice. Interest will
be added to accounts not paid within 25 days at the maximum rate allowed by law. If the Client
fails to make any payment due the Consultant under this or any other agreement within 30 days
after the Consultant's transmittal of its invoice, the Consultant may, after giving notice to the
Client, suspend services and withhold deliverables until all amounts due are paid in full.
b)The Client will remit all payments electronically.
c)The Client will send the project number, invoice number and other remittance information by e-
mail to payments@kimley-horn.com at the time of payment.
Rev. 07/2024 3
d) If the Client relies on payment or proceeds from a third party to pay Consultant and Client does
not pay Consultant’s invoice within 60 days of receipt, Consultant may communicate directly with
such third party to secure payment.
e) If the Client objects to an invoice, it must advise the Consultant in writing giving its reasons within
14 days of receipt of the invoice or the Client’s objections will be waived, and the invoice shall
conclusively be deemed due and owing. If the Client objects to only a portion of the invoice,
payment for all other portions remains due.
f) If the Consultant initiates legal proceedings to collect payment, it shall recover, in addition to all
amounts due, its reasonable attorneys' fees, reasonable experts' fees, and other expenses
related to the proceedings. Such expenses shall include the cost, at the Consultant's normal
hourly billing rates, of the time devoted to such proceedings by its employees.
g) The Client agrees that the payment to the Consultant is not subject to any contingency or
condition. The Consultant may negotiate payment of any check tendered by the Client, even if
the words “in full satisfaction” or words intended to have similar effect appear on the check
without such negotiation being an accord and satisfaction of any disputed debt and without
prejudicing any right of the Consultant to collect additional amounts from the Client.
6) Use of Deliverables. All documents, data, and other deliverables prepared by the Consultant are
related exclusively to the services described in this Agreement and may be used only if the Client has
satisfied all of its obligations under this Agreement. They are not intended or represented to be
suitable for use or reuse by the Client or others on extensions of this Project or on any other project.
Any modifications by the Client to any of the Consultant’s deliverables, or any reuse of the
deliverables without written authorization by the Consultant will be at the Client's sole risk and without
liability to the Consultant, and the Client shall indemnify, defend and hold the Consultant harmless
from all claims, damages, losses and expenses, including but not limited to attorneys' fees, resulting
therefrom. The Consultant’s electronic files and source code remain the property of the Consultant
and shall be provided to the Client only if expressly provided for in this Agreement. Any electronic
files not containing an electronic seal are provided only for the convenience of the Client and use of
them is at the Client’s sole risk. In the case of any defects in the electronic files or any discrepancies
between them and the hardcopy of the deliverables prepared by the Consultant, the hardcopy shall
govern.
7) Intellectual Property. Consultant may use or develop its proprietary software, patents, copyrights,
trademarks, trade secrets, and other intellectual property owned by Consultant or its affiliates
(“Intellectual Property”) in the performance of this Agreement. Intellectual Property, for purposes of
this section, does not include deliverables specifically created for Client pursuant to the Agreement
and use of such deliverables is governed by section 6 of this Agreement. Unless explicitly agreed to
Rev. 07/2024 4
in writing by both parties to the contrary, Consultant maintains all interest in and ownership of its
Intellectual Property and conveys no interest, ownership, license to use, or any other rights in the
Intellectual Property to Client. Any enhancements of Intellectual Property made during the
performance of this Agreement are solely owned by Consultant and its affiliates. If Consultant’s
services include providing Client with access to or a license for Consultant’s (or its affiliates’)
proprietary software or technology, Client agrees to the terms of the Software License Agreement set
forth at https://www.kimley-horn.com/khts-software-license-agreement (“the License Agreement”)
which terms are incorporated herein by reference.
8) Opinions of Cost. Because the Consultant does not control the cost of labor, materials, equipment, or
services furnished by others, methods of determining prices, or competitive bidding or market
conditions, any opinions rendered as to costs, including but not limited to the costs of construction
and materials, are made solely based on its judgment as a professional familiar with the industry.
The Consultant cannot and does not guarantee that proposals, bids or actual costs will not vary from
its opinions of cost. If at any time the Client wishes greater assurance as to the amount of any cost, it
shall employ an independent cost estimator. Consultant's services required to bring costs within any
limitation established by the Client will be paid for as Additional Services.
9) Termination. The obligation to provide further services under this Agreement may be terminated by
either party upon seven days' written notice in the event of substantial failure by the other party to
perform in accordance with the terms hereof, or upon thirty days’ written notice for the convenience of
the terminating party. The Consultant shall be paid for all services rendered and expenses incurred
to the effective date of termination, and other reasonable expenses incurred by the Consultant as a
result of such termination. The Client may also terminate this Agreement with or without cause upon
thirty (30) days’ written notice delivered to the Consultant.
10) Standard of Care. The standard of care applicable to Consultant’s services will be the degree of
care and skill ordinarily exercised by consultants performing the same or similar services in the same
locality at the time the services are provided. No warranty, express or implied, is made or intended
by the Consultant's performance of services, and it is agreed that the Consultant is not a fiduciary
with respect to the Client.
LIMITATION OF LIABILITY. In recognition of the relative risks and benefits of the Project to the Client
and the Consultant, the risks are allocated such that, to the fullest extent allowed by law, and
notwithstanding any other provisions of this Agreement or the existence of applicable insurance
coverage, that the total liability, in the aggregate, of the Consultant and the Consultant's officers,
directors, employees, agents, and subconsultants to the Client or to anyone claiming by, through or
under the Client, for any and all claims, losses, costs, attorneys’ fees, or damages whatsoever arising
out of or in any way related to the services under this Agreement for breach of contract or any
Rev. 07/2024 5
warranty, express or implied, of the Consultant or the Consultant's officers, directors, employees,
agents, and subconsultants shall not exceed twice the total compensation received by the Consultant
under this Agreement or $50,000, whichever is greater. Higher limits of liability may be negotiated for
additional fee. This Section is intended solely to limit the remedies available to the Client or those
claiming by or through the Client, and nothing in this Section shall require the Client to indemnify the
Consultant. The Consultant agrees to defendant, indemnify and hold harmless the Client, its officers
and employees from and against any and all claims or damages of any kind arising out or related to the
negligence of the Consultant, its officers, employees or agents.
11) Mutual Waiver of Consequential Damages. In no event shall either party be liable to the other for any
unforeseeable consequential, incidental, punitive, or indirect damages including but not limited to loss
of income or loss of profits for breach of contract.
12) The Consultant shall provide insurance as described in the attached Insurance Schedule at all times
during the performance of this Agreement.
13) Construction Costs. Under no circumstances shall the Consultant be liable for extra costs or other
consequences due to changed or unknown conditions or related to the failure of contractors to
perform work in accordance with the plans and specifications. Consultant shall have no liability
whatsoever for any costs arising out of the Client’s decision to obtain bids or proceed with
construction before the Consultant has issued final, fully approved plans and specifications. The
Client acknowledges that all preliminary plans are subject to substantial revision until plans are fully
approved and all permits obtained.
14) Certifications. All requests for the Consultant to execute certificates, lender consents, or other third-
party reliance letters must be submitted to the Consultant at least 14 days prior to the requested date
of execution. The Consultant shall not be required to execute certificates, consents, or third-party
reliance letters that are inaccurate, that relate to facts of which the Consultant does not have actual
knowledge, or that would cause the Consultant to violate applicable rules of professional
responsibility.
15) Dispute Resolution. All claims arising out of this Agreement shall be submitted first to nonbinding
mediation in accordance with the American Arbitration Association as a condition precedent to
litigation.
16) Construction Phase Services.
a) If the Consultant prepares construction documents and the Consultant is not retained to make
periodic site visits, the Client assumes all responsibility for interpretation of the documents and for
construction observation, and the Client waives any claims against the Consultant in any way
connected thereto.
Rev. 07/2024 6
b) The Consultant shall have no responsibility for any contractor's means, methods, techniques,
equipment choice and usage, equipment maintenance and inspection, sequence, schedule,
safety programs, or safety practices, nor shall Consultant have any authority or responsibility to
stop or direct the work of any contractor. The Consultant's visits will be for the purpose of
observing construction and reporting to the Client whether the contractors’ work generally
conforms to the construction documents prepared by the Consultant. Consultant neither
guarantees the performance of contractors, nor assumes responsibility for any contractor’s failure
to perform its work in accordance with the contract documents.
c) The Consultant is not responsible for any duties assigned to it in the construction contract that are
not expressly provided for in this Agreement. The Client agrees that each contract with any
contractor shall state that the contractor shall be solely responsible for job site safety and for its
means and methods; that the contractor shall indemnify the Client and the Consultant for all
claims and liability arising out of job site accidents; and that the Client and the Consultant shall be
made additional insureds under the contractor’s general liability insurance policy.
17) Hazardous Substances. Consultant shall not be a custodian, transporter, handler, arranger,
contractor, or remediator with respect to hazardous substances and conditions. Consultant's services
will be limited to analysis, recommendations, and reporting, including, when agreed to, plans and
specifications for isolation, removal, or remediation. The Consultant shall notify the Client of
unanticipated hazardous substances or conditions of which the Consultant actually becomes aware.
The Consultant may stop affected portions of its services until the hazardous substance or condition
is eliminated.
18) Assignment and Subcontracting This Agreement gives no rights or benefits to anyone other than the
Client and the Consultant, and all duties and responsibilities undertaken pursuant to this Agreement
will be for the sole benefit of the Client and the Consultant. The Client shall not assign or transfer any
rights under or interest in this Agreement, or any claim arising out of the performance of services by
Consultant, without the written consent of the Consultant. The Consultant reserves the right to
augment its staff with subconsultants as it deems appropriate due to project logistics, schedules, or
market conditions. If the Consultant exercises this right, the Consultant will maintain the agreed-upon
billing rates for services identified in the contract, regardless of whether the services are provided by
in-house employees, contract employees, or independent subconsultants.
19) Confidentiality. The Client consents to the Consultant’s use and dissemination of photographs of the
Project and to the use by the Consultant of facts, data and information obtained by the Consultant in
the performance of its services. If, however, any facts, data or information are specifically identified in
Rev. 07/2024 7
writing by the Client as confidential, the Consultant shall use reasonable care to maintain the
confidentiality of that material.
20) Miscellaneous Provisions. This Agreement is to be governed by the law of the State of Iowa. Venue
for any action related to or arising out of this Agreement shall be exclusively in the Iowa District Court
for Dubuque County, Iowa. This Agreement contains the entire and fully integrated agreement
between the parties, and supersedes all prior and contemporaneous negotiations, representations,
agreements, or understandings, whether written or oral. Except as provided in Section 1, this
Agreement can be supplemented or amended only by a written document executed by both parties.
Any conflicting or additional terms on any purchase order issued by the Client shall be void and are
hereby expressly rejected by the Consultant. If Client requires Consultant to register with or use an
online vendor portal for payment or any other purpose, any terms included in the registration or use
of the online vendor portal that are inconsistent or in addition to these terms shall be void and shall
have no effect on Consultant or this Agreement. Any provision in this Agreement that is
unenforceable shall be ineffective to the extent of such unenforceability without invalidating the
remaining provisions. The non-enforcement of any provision by either party shall not constitute a
waiver of that provision or affect the enforceability of that provision or the remainder of this
Agreement.
21) The Leisure Services Comprehensive Plan RFP, Kimley Horn Leisure Services Comprehensive
Master Plan Proposal and ARPA Form are incorporated herein by this reference.
22) The Consultant for itself, its officers and employees , as a part of the consideration hereof, does
hereby agree that (1) no person on the ground of race, color, or national origin, will be excluded from
participation in, denied the benefits of, or be otherwise subjected to discrimination in the furnishing of
services. With respect to the Agreement, in the event of breach of any of the above non-
discrimination covenants, City of Dubuque will have the right to terminate the Agreement.
23) During the performance of this Agreement, the Consultant, , for itself, its officers and employees,
agrees to comply with the following non-discrimination statutes and authorities; including but not limited
to:
a) Title VI of the Civil Rights Act of 1964 (42 U.S.C. § 2000d et seq., 78 stat. 252), (prohibits
discrimination on the basis of race, color, national origin); and 49 CFR Part 21;
b) The Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970, (42 U.S.C.
§ 4601), (prohibits unfair treatment of persons displaced or whose property has been acquired
because of Federal or Federal-aid programs and projects);
c) Federal-Aid Highway Act of 1973, (23 U.S.C. § 324 et seq.), (prohibits discrimination on the basis
of sex);
Rev. 07/2024 8
d) Section 504 of the Rehabilitation Act of 1973, (29 U.S.C. § 794 et seq.), as amended, (prohibits
discrimination on the basis of disability); and 49 CFR Part 27;
e) The Age Discrimination Act of 1975, as amended, (42 U.S.C. § 6101 et seq), (prohibits
discrimination on the basis of age);
f) Airport and Airway Improvement Act of 1982, (49 USC § 471, Section 47123), as amended,
(prohibits discrimination based on race, creed, color, national origin, or sex);
g) The Civil Rights Restoration Act of 1987, (PL 100-209), (Broadened the scope, coverage and
applicability of Title VI of th
h) e Civil Rights Act of 1964, The Age Discrimination Act of 1975 and Section 504 of the
Rehabilitation Act of 1973, by expanding the definition of the terms “programs or activities” to
include all of the programs or activities of the Federal-aid recipients, sub-recipients and
contractors, whether such programs or activities are Federally funded or not);
i) Titles II and III of the Americans with Disabilities Act, which prohibit discrimination on the basis of
disability in the operation of public entities, public and private transportation systems, places of
public accommodation, and certain testing entities (42 U.S.C. §§ 12131 - 12189) as implemented
by Department of Transportation regulations at 49 C.F.R. parts 37 and 38;
j) The Federal Aviation Administration’s Non-discrimination statute (49 U.S.C. § 47123) (prohibits
discrimination on the basis of race, color, national origin, and sex);
k) Executive Order 12898, Federal Actions to Address Environmental Justice in Minority Populations
and Low-Income Populations, winch ensures non-discrimination against minority populations by
discouraging programs, policies, and activities with disproportionately high and adverse human
health or environmental effects on minority and low-income populations;
l) Executive Order 13166, Improving Access to Services for Persons with Limited English
Proficiency, and resulting agency guidance, national origin discrimination includes discrimination
because of limited English proficiency (LEP). To ensure compliance with Title VI, you must take
reasonable steps to ensure that LEP persons have meaningful access to your programs (70 Fed.
Reg. at 74087 to 74100);
m) Title IX of the Education Amendments of 1972, as amended, which prohibits you from
discriminating because of sex in education programs or activities (20 U.S.C. 1681 et seq).
CITY OF DUBUQUE KIMLEY-HORN AND ASSOCIATES, INC.
SIGNED: SIGNED:
PRINTED NAME: PRINTED NAME:
TITLE: TITLE:
DATE: DATE:
Adam C. Perillo, PLA
Senior Vice President
12/20/2024
Michael C. Van Milligen
City Manager
12/23/2024
Rev. 07/2024 9
Request for Information
Please return this information with your signed contract; failure to provide this information could result in
delay in starting your project
Client Identification
Full, Legal Name of Client
Mailing Address for Invoices
Federal ID Number
Contact for Billing Inquiries
Contact’s Phone and e-mail
Client is (check one) Owner Agent for Owner Unrelated to
Owner
Property Identification
Parcel 1 Parcel 2 Parcel 3 Parcel 4
Street Address
County in which
Property is Located
Tax Assessor’s
Number(s)
Property Owner Identification
Owner 1 Owner 2 Owner 3 Owner 4
Owner(s) Name
Owner(s) Mailing
Address
Owner’s Phone No.
Owner of Which
Parcel #?
Project Funding Identification – List Funding Sources for the Project
Attach additional sheets if there are more than 4 parcels or more than 4 owners
Staff Member
Project Manager Sr. Landscape
Architect
Landscape
Architect Engineer Designer Analyst Tech / Drafter
Admin /
Clerical
1.1 Kick-Off Meeting 4 4 4 8 2 4,210$
Stakeholder Identification / Project Involvement Matrix 2 490$
Project Schedule 2 490$
Public & Agency Outreach Planning 2 490$
1.2 Review Existing Relevant Planning Documents 8 8 2 3,810$
1.3 Conduct City Data Request 2 2 740$
1.4 Identify Planning Areas 2 2 810$
Subtotal Hours 22 4 12 - - 10 - 6 54
Subtotal Dollars 5,390$ 900$ 2,400$ -$ -$ 1,600$ -$ 750$ 11,040$
2.1 Project Branding Devleopment 2 8 20 5,790$
2.2 Public Involvement Planning Meeting 2 2 2 1,340$
2.3 Conduct Public Workshops/Meetings (Up to Three In-Person)8 1,960$
Workshop #1 4 4 8 12 5,400$
Workshop #2 4 4 8 12 5,400$
Workshop #3 4 4 8 12 5,400$
2.4 Conduct Virtual Public Workshops/Meetings (Up to Three Virtual)8 1,960$
Workshop #1 4 4 4 8 3,960$
Workshop #2 4 4 4 8 3,960$
Workshop #3 4 4 4 8 3,960$
2.5 Electronic Surveys and Paper-Based Community Surveys (Paper in English/Spanish)2 2 4 4 2,030$
2.6 Focus Group Meetings (Up to 10 Groups) 20 20 8,900$
2.7 Dubuque Leadership Interviews (City Council, City Management, Commission Members) 10 10 4,450$
2.8 Project Website Coordination and Creation of Virtual Engagement Tools, Maps, Forum 10 20 20 8,650$
2.9 Public Engagement Summaries 2 4 8 8 4,050$
2.10 Development of Marketing Collateral: Social Media, Flyers, Email, Brochures, Cards 4 4 20 20 7,980$
2.11 Pop-Up Events/Community Events Intercept Surveys (Up to 3) 12 12 12 12 9,960$
2.12 Bi-Weekly Project Progress Meetings (Approx 12 Month Duration)30 30 14,100$
Subtotal Hours 134 68 98 - 28 124 40 4 496
Subtotal Dollars 32,830$ 15,300$ 19,600$ -$ 5,180$ 19,840$ 6,000$ 500$ 99,250$
3.1 Statistically-Valid Survey Question Creation, Adminstration, and Report 4 2 1,430$
3.2 Level of Service 4 4 1,880$
3.3 Market Gap Analysis and Equity Mapping 2 490$
3.4 Demographics and Trends Report 2 10 2,090$
3.5 Programming Operations Assessment and Report 4 980$
3.6 Inventory and Analysis of Parks, Facilities, and Natural Resources -$
On-Site Inventory 20 40 40 40 27,700$
Other/Private Parks and Facilities On-Site Inventory 4 20 20 9,180$
On-Site Analysis Documentation 20 20 20 13,100$
Parks Assets Assessment Matrix 20 20 7,200$
Existing Parks and Trails Improvement Recommendations and Report 8 8 20 20 10,960$
Subtotal Hours 68 14 120 80 - 90 - - 372
Subtotal Dollars 16,660$ 3,150$ 24,000$ 16,800$ -$ 14,400$ -$ -$ 75,010$
4.1 Visioning Workshop 20 20 20 12,100$
4.2 Park-by-Park Workshop 10 10 10 6,050$
4.3 Geographical Analysis Through Mapping 4 4 40 8,180$
4.4 Prioritized Facility and Program Rankings 8 8 3,560$
Subtotal Hours 42 - 42 - - 70 - - 154
Subtotal Dollars 10,290$ -$ 8,400$ -$ -$ 11,200$ -$ -$ 29,890$
5.1 Capital Improvement Plan Development 20 20 20 13,400$
5.2 Rough Order of Magnitude (ROM) Cost Development 10 24 7,850$
5.3 Strategies for Implementation and Funding 4 8 8 4,380$
5.4 Presentation to City Leadership 4 4 1,880$
5.5 Organizational Structure Assessment 4 4 1,880$
5.6 Operations and Maintenance Standards 10 10 4,700$
Development of Standards 4 980$
Creation of Procedure and Policy Manuals 4 980$
Establish Performance Measures 4 980$
Establish Reporting Mechanism/Process 4 980$
Subtotal Hours 68 70 28 - - - - - 166
Subtotal Dollars 16,660$ 15,750$ 5,600$ -$ -$ -$ -$ -$ 38,010$
6.1 Implementation Plan 40 40 18,800$
Timeframes 4 4 1,780$
Responsibilities 4 4 1,780$
Resource Requirements 4 4 1,780$
6.2 Identification of Potential Partnerships and Collaborating Opportunties 4 4 1,880$
6.3 Establish a Mechanism for Regular Reporting and Communication with Stakeholders 2 4 1,390$
6.4 Develop an Evaluation Framework to Assess the Effectiveness and Impact of Plan 4 4 1,880$
6.5 Recommend Strategies for Ongoing Monitoring and Updating of the Master Plan 4 4 1,880$
Subtotal Hours 66 56 12 - - - - - 134
Subtotal Dollars 16,170$ 12,600$ 2,400$ -$ -$ -$ -$ -$ 31,170$
7.1 Draft Document Development 20 20 40 16,800$
7.2 Presentation to City Leadership/Work Session 4 4 1,880$
7.3 Refinement of Master Plan Document 20 3,700$
7.4 Final Master Plan Document 4 20 4,680$
7.5 Digital Formatting for Interactive PDF and Accessibility 4 740$
7.6 Final Adoption of Master Plan 4 4 1,880$
Subtotal Hours 32 28 - - 84 - - - 144
Subtotal Dollars 7,840$ 6,300$ -$ -$ 15,540$ -$ -$ -$ 29,680$
TOTAL MASTER PLANNING HOURS 432 240 312 80 112 294 40 10 1,520
TOTAL KH DESIGN FEES 105,840$ 54,000$ 62,400$ 16,800$ 20,720$ 47,040$ 6,000$ 1,250$ 314,050$
SUBCONSULTANTS
ETC Institute 17,500$
Ballard*King 50,000$
Expenses (Travel, Printing)5,000$
Contingency 9,450$
TOTAL 396,000$
TASK 7.0 Final Report and Presentation
EXHIBIT A - DUBUQUE LEISURE SERVICES COMPREHENSIVE MASTER PLAN
TASK 3.0 Collect and Analyze Data
Task 1.0 Project Initiation
Kimley-Horn
Total
Task 2.0 Develop and Implement Public Engagement Strategy
TASK 4.0 Strategic Direction and Analysis of Forecasted Needs
TASK 5.0 Develop Recommendations and Implementation Strategies
TASK 6.0 Create Action Plan: Strategic, Capital and Financial
City of Dubuque
Leisure Services Comprehensive
Master Plan
Scope of Work
Exhibit A
December 16, 2024
Prepared for: Prepared by:
City of Dubuque
City of Dubuque │ Leisure Services Comprehensive Master Plan │ December 16, 2024 1
SCOPE OF SERVICES
Task 1.0 Project Initation ......................................................................................................... 2
Task 2.0 Develop and Implement Public Engagement Strategy .......................................... 3
Task 3.0 Collect and Analyze Data ......................................................................................... 6
Task 4.0 Strategic Direction and Analysis of Forecasted Needs. ...................................... 12
Task 5.0 Develop Recommendations and Implementation Strategies .............................. 13
Task 6.0 Create Action Plan: Strategic,Capital and Financial. ........................................... 14
Task 7.0 Final Report and Presentation ............................................................................... 15
City of Dubuque │ Leisure Services Comprehensive Master Plan │ December 16, 2024 2
Task 1.0 PROJECT INITIATION
TASK 1.1 PROJECT KICK-OFF MEETING
Kimley-Horn and Team will meet with the City Core Team to kick-off the Leisure Services Comprehensive
Master Plan process. The team shall define the project core team and establish the executive advisory
committee for the project. The group will discuss the City’s initial project vision and goals for the plan. The
scope of work and project schedule as well as the lines of communication will be discussed.
Stakeholder Identification:
The consultant design team will work with the City to identify key stakeholders that will be involved in the
City of Dubuque Leisure Services Comprehensive Master Plan.
Project Schedule
The consultant design team will clarify any assumptions with City of Dubuque to develop the overall
baseline project schedule. The Consultant will present the project schedule based on this identified
scope of work for the City of Dubuque Leisure Services Comprehensive Master Plan to achieve project
goals and objectives and to deliver the project. The outlined process should be organized and mapped to
show the relationship between tasks to allow effective and timely planning of tasks and designate key
project milestones and deliverable dates for each phase. The level of involvement and roles for each task
and phase will also be identified. The important milestone dates will be proposed by the Consultant and
refined and approved by City of Dubuque.
Communication Protocol
The project lines of communication will be established between the consultant design team, City of
Dubuque, and others as necessary. The Consultant point of contact will be Marissa Pellegrini, Kimley-
Horn, Project Manager. Communications to the design team will copy the design core team of Sean
Wozny and Joe Cogswell, Kimley-Horn. Design team communication to discipline team members and
subconsultants will be distributed by Marissa Pellegrini.
Project Involvement Matrix
The consultant design team will compile a listing of contact information containing phone numbers and
email addresses, and agency/firm and role on project. This contact list will be the project involvement matrix
and will include the entire project team including the design team and City staff as well as key stakeholders
and additional agencies.
TASK 1.2 PRIOR PLANNING DOCUMENTS COLLECTION & REVIEW
City staff will identify and provide previously completed studies and master plan documents that will be
useful to the team in helping understand the historical context of strategic planning completed for the City.
The documents will be reviewed and summary notes for each that can help inform the master planning
process will be compiled.
City of Dubuque │ Leisure Services Comprehensive Master Plan │ December 16, 2024 3
TASK 1.3 CONDUCT CITY DATA REQUEST
The project team will conduct a city data request and review city data. The following is a list of documents
or data that the team is requesting as available in electronic format, to assist with the master planning
process.
Previously completed City of Dubuque Citizen Surveys
GIS mapping data for the City
Park and recreation budgets by department for the last five years (and including current year)
Any public opinion information related to parks and recreation completed in the last three years
Copies of existing program policies/procedures for review and comment
Current ordinances and policies related to parks and recreation desired for review and comment
Staff organizational structure with names/roles
Breakdown of revenue streams used to help support the operational budget
The last two years of annual reports (if available)
Capital improvements completed in the last five years and capital budget for next five years
Any partnership agreements in place along with partnership contact information
Current inventory and classification system used for park land, facilities, and amenities
Any available park visitation and program participation data (multi-year if possible, showing
trends)
Any physical assessment reports completed on park facilities/infrastructure or asset management
Any management or operating agreements with for-profits and non-profits
Existing master plans for parks/trails where future improvements/additions are planned
Any available planning documents related to open space, future growth/land use, trails, etc.
List of all parks (including addresses and amenities) that will have lifecycle assessments
conducted
Parks and recreation maintenance standards
TASK 1.4 IDENTIFY PLANNING AREAS
The consultant design team will work with the City to develop a planning areas. These areas will be used
throughout the project to keep track of community outreach input, demographics and trends analysis,
equity analysis, and inventory and assessment trends.
TASK 2.1 PROJECT BRANDING DEVELOPMENT
Kimley-Horn and Team will work with the City to develop an overall brand for the project. The branding
shall include the development of a project logo, project tag line, and stationary materials for
correspondence, meeting notices, reports, outreach materials, social media and website theme and look.
Task 2.0 DEVELOP AND IMPLEMENT PUBLIC ENGAGEMENT
STRATEGY
City of Dubuque │ Leisure Services Comprehensive Master Plan │ December 16, 2024 4
TASK 2.2 PUBLIC INVOLVEMENT PLANNING MEETING
The City will confirm the key stakeholders that the City would like to engage during the master planning
process. Kimley-Horn and Team will work with the City to develop a detailed Community Engagement
Program to help plan and guide the master planning process, including internal city and external
stakeholder meetings, meeting formats and deliverables. The outreach plan will be developed to create
advocacy for the plan. The team has identified the following meetings for community and stakeholder
outreach and are further defined within this project scope document:
TASK 2.3 CONDUCT PUBLIC WORKSHOPS/MEETINGS
Kimley-Horn and Team will work with the City to facilitate and conduct up to three project-dedicated public
workshops. The team will conduct an in-person meetings at a City of Dubuque venue. City of Dubuque
will identify and coordinate the venue. The agendas for the three workshops may include:
Workshop #1: Project overview and purpose, engagement process, needs assessment data
collection and initial community real-time feedback
Workshop #2: Needs assessment opportunity for feedback, park-by-park commentary, initial
findings
Workshop #3: Key recommendations of the plan and key findings of the plan
TASK 2.4 CONDUCT VIRTUAL PUBLIC WORKSHOPS/MEETINGS
Kimley-Horn and Team will work with the City to facilitate and conduct up to three project-dedicated virtual
public workshops. These workshops will be separate from the in-person workshop dates and will take
place via Teams or Zoom. The agendas for the three workshops may include:
Workshop #1: Project overview and purpose, engagement process, needs assessment data
collection and initial community real-time feedback
Workshop #2: Needs assessment opportunity for feedback, park-by-park commentary, initial
findings
Workshop #3: Key recommendations of the plan and key findings of the plan
Kimley-Horn and Team will create up to three online surveys administered through
www.surveymonkey.com. The electronic survey will provide periodic touches to identify who is using
facilities, understand the needs and gain interest and invitation to the project.
Kimley-Horn and Team will create up to one invite-only electronic survey targeted toward major project
stakeholders, leadership, and parks directors in other nearby/regional municipalities.
TASK 2.5 ELECTRONIC SURVEYS AND PAPER-BASED COMMUNITY
SURVEYS (ENGLISH/SPANISH/TRANSLATED AS NEEDED)
City of Dubuque │ Leisure Services Comprehensive Master Plan │ December 16, 2024 5
TASK 2.6 FOCUS GROUP MEETINGS (UP TO 10 MEETINGS)
Kimley-Horn and Team will conduct up to ten focus group meetings with key user groups and committees.
Meeting shall include questions to encourage discussion within the group and will be thirty to sixty
minutes in duration. The team will conduct up to 10 focus group meetings with key stakeholders to
evaluate their vision and recommendations for the Leisure Services department and the parks, recreation,
and trails systems. These interviews/focus groups will help the consultant team gain an understanding of
the community values, strengths and weaknesses of the park and recreation system, and level of service
provided.
TASK 2.7 LEADERSHIP INTERVIEWS
Kimley-Horn will work with the City to conduct initial individual interviews with key City leaders and/or
stakeholders to help with the development of the plan vision and goals. These may include:
City Council Members –interviewed individually or in small groups
City Management Members – interviewed individually or in small groups
Parks and Recreation Commission Members - interviewed individually or in small groups
TASK 2.8 PROJECT WEBSITE DEVELOPMENT AND COORDINATION
Kimley-Horn and Team will develop and operate a project dedicated web site for the Leisure Services
Comprehensive Master Plan. The site will establish the project brand and will be linked to the City’s web
site to enhance connectivity and use. All public documents generated during the master planning process
will be posted and available. The website will include various Social Pinpoint links to provide the website
users with multiple ways to provide input and interact with the project.
TASK 2.9 PUBLIC ENGAGEMENT SUMMARIES
Kimley-Horn will prepare summaries documenting workshop, focus group, and individual interview
meeting outcomes.
The consultant design team will work with City of Dubuque Public Information Office and others as
needed to develop project branded social media posts, videos, and stories in order to help build public
interest, advertise public engagement opportunities, and collect data via polls, survey links, etc. Kimley-
Horn will provide up to five posts/videos/stories for social media inclusion. This content will be provided in
the various size and resolution formats required for the City’s social media platforms. The consultant team
will also provide a calendar outlining when to share specific content consistent with the project schedule.
The City will be responsible for posting this content to their various social media platforms. Kimley-Horn
will also develop a project flyer and business cards with the website QR code to be distributed as
appropriate throughout the community. Kimley-Horn will print up to 2,000 business cards as part of this
task.
TASK 2.10 DEVELOPMENT OF MARKETING COLLATERAL/SOCIAL
MEDIA/FLYERS/CARDS
City of Dubuque │ Leisure Services Comprehensive Master Plan │ December 16, 2024 6
TASK 2.11 POP-UP EVENTS/COMMUNITY EVENTS INTERCEPT SURVEYS
Kimley-Horn will perform intercept surveys or pop-up events at up to three (3) community events or parks
to administer the resident and user feedback. Kimley-Horn will provide the city will boards and marketing
collateral to host additional pop-up events as needed utilizing City personnel.
TASK 2.12 BI-WEEKLY PROJECT PROGRESS MEETINGS
Kimley-Horn and Team will lead bi-weekly project progress meetings with the City core team. The standing
agenda will include a project progress overview, project schedule and next steps. In addition, any special
topics will be added based on work-in-progress. This task assumes bi-weekly meetings for approximately
12 months. Meetings will predominantly take place via Teams.
Task 3.0 Collect and Analyze Data
TASK 3.1 STATISTICALLY VALID NEEDS ANALYSIS SURVEY
ETC Institute will work with Kimley-Horn and Team and the City Core Team to develop the survey format
and questions.
The City has identified the need for one statistically relevant survey for this project. The City and
consultant team will ascertain community needs through our comprehensive community outreach. The
City and consultant will ensure all demographics have an opportunity to participate and provide feedback.
ETC Institute will meet with City staff via phone to discuss the goals and objectives for the project. To
facilitate the survey design process, ETC Institute will provide the City of Dubuque with sample surveys
created for similar projects. At this time, ETC Institute’s analysis tool will also be discussed, and ETC will
suggest which tools would be best for the City to use. Based on input from the City, ETC Institute will
develop a first draft of the survey.
ETC Institute will work closely with City staff to ensure their input is utilized to create a survey that best fits
the needs of the City. This includes ensuring the survey instrument is worded to obtain statistically valid
and reliable results, fine-tuned to shorten the survey instrument yet obtain the vital information needed,
and formatted to meet all coding requirements. It is anticipated that 3-4 drafts of the survey will be
prepared before the final draft is approved by the City.
As part of this task, the sampling plan for the survey will be finalized and the project manager will discuss
which methodology is best to conduct the surveys. ETC Institute recommends administering the survey to
a random sample of resident households in the City of Dubuque. A random sample surveys would have a
precision of at least +/- 5% at the 95% level of confidence; it would also allow the results of the survey to
be analyzed and cross-tabulated by sociodemographic and geographic characteristics. ETC Institute will
ensure that the results of the survey will be statistically representative of Dubuque residents. ETC will also
ensure that the survey results are statistically significant based on the population of the City.
Once the final survey instrument is approved, ETC Institute will administer the survey methodology
finalized by the City. ETC Institute has the capabilities of administering the survey by mail, phone, or
internet alone. However, ETC Institute recommends using a combination of mail, internet, and phone.
Given the negative impact Caller ID has had on phone survey response rates in recent years and the
need to ensure diverse populations are well represented, we offer the combination mail/internet/phone to
City of Dubuque │ Leisure Services Comprehensive Master Plan │ December 16, 2024 7
maximize the overall level of response. Even if people do not respond by mail or online, people who
receive the mailed version of the survey are significantly more likely to respond to the survey by phone
because they know the survey is legitimate. As needed, multiple contact attempts at various times during
the week, including weekends will be made to contact adult residents. The mailed survey will include a
cover letter (on City letterhead) that will explain the importance of the survey, encourage participation,
and include a link to complete the survey online for citizens who prefer that option. All mailed surveys,
including the cover letter, will be printed by ETC Institute. All attempts to contact respondents will be
tracked to accurately calculate the number and rates for refusals, ineligible contact information, eligible
contact information, and completed interviews. These rates can also be reported in the final report.
The following are the procedures that will take place for the mail/internet/phone combination
methodology. All of the procedures described below would be delivered in-house at our main office:
ETC will work with the City to develop a communication plan for the survey. As part of this task, ETC
Institute will provide the City with sample press releases that can be used to notify the public about
the survey. Advance publicity can significantly enhance the response rate.
Phone interviewers working in ETC Institute’s call center will rehearse the phone version of the
survey. In addition, all ETC Institute interviewers will complete our in-house training program
(described in more detail later in this scope of work) and will review the protocol for the
administration of the survey with a supervisor. Special attention will also be paid to the treatment of
non-English speaking respondents, particularly those who speak Spanish. ETC Institute has over 20
Spanish speaking interviewers that will be assigned to work on this project.
ETC Institute will mail a copy of the survey instrument and a postage-paid return envelope to each of
the households that were selected for the survey. The survey will include a letter on City letterhead
that explains the purpose of the survey and that indicates all survey responses will remain
anonymous. Even if residents do not respond to the mailed version of the survey, sending the survey
prior to contacting residents by phone increases the response rate because residents know the
survey is legitimate. Portions of the cover letter and survey can be translated into Spanish to provide
Spanish speaking residents with assurances about the legitimacy of the survey.
The cover letter will list a toll-free number that residents can call if they have questions about the
survey. The cover letter will also contain a link to an online version of the survey for those who prefer
to complete the survey online.
Approximately 10-14 days after the surveys are mailed, ETC Institute will e-mail a link to the online
version of the survey to households that received a survey in the mail. These e-mail follow-ups will
significantly increase the response rate. This will greatly reduce the probability that the results are
affected by non-response bias. Non-response bias can be a major drawback to surveys that are
administered by mail alone or phone alone. When completing the online survey, residents are
required to enter their home address at the end of the survey to validate their response. This is how
ETC Institute can track and only include responses from residents who were randomly selected for
the survey. This will also ensure that one survey is completed per household.
Phone follow-ups will be concentrated on demographic and geographic areas where the response to
the mail and online survey is low. This will ensure the survey is representative of the entire City both
demographically and geographically.
Open Internet (Non-Random Sample Survey): In addition to offering the survey to randomly sampled
residents, ETC Institute can offer the same web survey to the City. This would provide the City with a
comparable survey to offer as part of the City’s public outreach process. Through the use of specific
design features, ETC can distinguish between the random sample responses and the general public
responses.
City of Dubuque │ Leisure Services Comprehensive Master Plan │ December 16, 2024 8
ETC Institute is prepared to work with the City to determine the methodology that best suits the needs of
the City.
Ensuring Representation for Non-English-Speaking Populations: ETC Institute has designed and
administered surveys in some of the nation’s most diverse communities including San Bernardino County
(CA), Arlington County (VA), Miami-Dade County (FL), Cameron County (TX), Yuma County (AZ), and
Long Beach (CA). More than one-third of the residents in several of these communities were foreign-born.
We will guarantee the results of the survey are statistically representative of the City.
In order to ensure the non-English speaking residents of a community are well represented, ETC Institute
is able to do the following:
The cover letter that is sent with the mailed version of the survey can contain information translated
into other languages.
ETC Institute will establish a toll-free number non-English (and English) speaking residents can call.
Non-English-speaking interviewers from our firm will be available to administer the survey over the
phone. Other languages can be made available if needed.
A demographic question will be included in the survey asking which languages other than English
are spoken in the home. This will allow us to ensure non-English speaking populations are well
represented in the sample.
The development of a final written report that includes, at a minimum, the following:
o An executive summary that includes a background of the survey, a description of the
survey methodology, major findings, how the results are applicable to the City, any trends
within the data, and comments and recommendations on the use of the current survey
instrument and methodology for future applications
o Charts and graphs for all questions on the survey, including comparisons to previous
surveys
o Benchmarking analysis that shows how the City compares to other communities
throughout the U.S.
o Tables showing the results for all questions on the survey, including all demographic
questions and any open-ended questions
o Cross tabulations of selected results by sociodemographic (gender, income, household
type, and race/ethnicity) and respondent characteristics (full or part time residents,
guests, and employees) as well as by specific planning areas.
o Copy of the survey instrument
ETC Institute will ensure all deliverables will be developed to help assist City leadership and staff in
allocating resources in order to best meet the current and anticipated needs of Dubuque residents.
The final deliverables will also give City leaders and staff insight on how to increase the effectiveness
and efficiency of efforts to meet the needs of Dubuque residents.
Depending on the survey options selected by the City, the final report may also contain other forms
of analysis such as GIS Maps.
City of Dubuque │ Leisure Services Comprehensive Master Plan │ December 16, 2024 9
ETC Institute will facilitate virtual workshops with the City: one to meet with City staff to develop the
final survey questions before beginning the survey administration (kick-off meeting), and again for a
formal on-site presentation of the survey results to city staff and to help interpret the results.
ETC Institute can also prepare a 1-2-page press briefing document that the City can use to discuss
the findings with the press and other interested groups. This may include a consultation on the use
and dissemination of the data after the survey and report is complete.
TASK 3.2 LEVEL OF SERVICE STANDARDS
Kimley-Horn and Team will work with the Department to review and confirm, modify or add to existing
park classifications, and preferred facility standards for all park sites, trails, open space amenities
including common areas and indoor and outdoor facilities. These classifications will consider size,
population served, length of stay, and amenity types/services. Facility standards include level of service
standards and the population served per recreational facilities and park amenities. Any new or modified
classification or standard will be approved as required. These are based on regional, statewide or
nationally accepted standards, as well as the design team’s national experience and comparison with
peer/survey agencies. These standards will be adapted based on the needs and expectations of the City.
The Team will incorporate the information gathered through the inventory and community input meetings
to measure the level of service currently being provided to the residents, stakeholders, and users of the
City’s parks and recreation system. The Team will analyze how this information reconciles with
community demographics, social determinants of health, active transportation systems, administrative
boundaries, neighborhoods, etc. As part of the level of service analysis, the Team will analyze and
include relevant alternative recreation facilities and providers within the study area, i.e., schools,
homeowners’ associations, commercial recreational and fitness providers, and park and recreation
facilities in adjacent cities (to a two-mile buffer), to provide an analysis of duplication of services and to
identify opportunities for collaborative efforts. The Level of Service analysis will identify:
The community’s access to parks facilities
Alternate providers’ facilities (such as homeowner associations, schools or other government
agencies) that provide recreation access for the City’s residents
Trail access and future trailhead development
Issues of equity in accessibility, sustainability, and resiliency
The Team will develop a recreation value model and apply to existing park facilities.
A practical and meaningful standard reflects the variety of recreational experiences within a large, diverse
city and promotes positive recreational outcomes, such as safe, accessible, active parks. The
Recreational Value-Based Park (Value Standard) standard establishes a point value to represent
recreational opportunities within the different classification of parks.
Recreation value emphasizes the activities and experiences that residents can enjoy, rather than the
amount of parkland in each area. It measures the inherent benefits of park spaces – their ability to
support active recreation and exercise; encourage socializing; link people to transit, bike facilities, trails,
and active public areas; and invite activity throughout the day.
Since it stresses the amenities and features within a space, rather than its size alone, the standard
recognizes the value of parks appropriate for diverse communities, from a large field park for active
recreation to trails within a regional park or a small, lively public urban gathering space.
A focus on value also recognizes opportunities to upgrade existing parks by adding amenities and
introducing new recreational activities.
City of Dubuque │ Leisure Services Comprehensive Master Plan │ December 16, 2024 10
TASK 3.3 MARKET GAP ANALYSIS AND EQUITY MAPPING
Kimley-Horn and Team will meet with the City of Dubuque GIS team to discuss how to best integrate the
plan and data into the City GIS system and framework. We will work with the City to determine
appropriate and best use of GIS mapping. The Consulting Team will utilize GIS to perform geographical
mapping to identify service area analysis for specific facilities and programs. Mapping to be completed as
overlay on existing City map layers. These maps will demonstrate gaps in the system and areas of
service.
Kimley-Horn and Team will compare Dubuque amenities to five similar types of communities locally,
regionally, and nationally to compare the City of Dubuque’s Leisure Services offerings to other relevant
peer agencies. The Consulting Team will identify up to six key metrics to be surveyed and analyzed.
TASK 3.4 DEMOGRAPHIC AND RECREATION TRENDS ANALYSIS
Kimley-Horn and Team will provide City of Dubuque demographic data and trends analysis that will help
inform the master planning process and to understand the market areas served by the park and
recreation system and distinguish customer groups. The team will add tapestry segmentation to the
demographic analysis provided by the City. Demographic and Trend Analysis can be conducted for City
as a whole and for specific park planning areas.
TASK 3.5 PROGRAMMING OPERATIONS ASSESSMENT AND REPORT
Kimley-Horn and Team will review and evaluate the current City programs, services and maintenance.
This assessment will review how well the City of Dubuque aligns itself with community needs. The goal of
this process is to provide programming operations enhancements and organizational structure
operational enhancements that result in the delivery of successful and innovative system. The process
includes analysis of the various departments within the Leisure Services division and the programs
offered by Leisure Services.
Kimley-Horn and Team will evaluate the quality of existing parks and facilities based on field visits to each
park to document existing conditions including, but not limited to park infrastructure, amenities, and
buildings. The team will walk each City park site and meet with City staff to better understand history,
use, maintenance/operations, and issues. The team is to document the existing park facilities to establish
a baseline in order to create a uniform City standard. The evaluation shall document lighting levels, field
dimensions and sizes/areas, amenities offered, and ensure facilities are ADA compliant. The team will
examine the functionality of the existing park site plans and make recommendations for improved
utilization, vehicular and pedestrian flow, operations, and efficiency. The team will document the park
facilities and provide overall park descriptions. The team will utilize an existing condition scoring matrix
to score the condition of the existing park facilities. The team will utilize the evaluations to provide
recommendations for facility improvements.
The team will also evaluate existing up to 10 privately-held parks and recreation facilities within or
adjacent to the City of Dubuque to include with the overall recreation system inventory. The team will
conduct an inventory of the HOA parks, but not on an assessment of park amenities. Inventory will
include type of amenities and areas but will not include a condition assessment.
TASK 3.6 INVENTORY AND ASSESSMENT OF PARKS, FACILITIES, AND
NATURAL RESOURCES
City of Dubuque │ Leisure Services Comprehensive Master Plan │ December 16, 2024 11
Consultant shall review all existing mapping and data provided by the city prior to conducting an
assessment. Data, such as the City’s current Trail System Master Plan, shall be reviewed for gaps and
accuracy. The location of destinations and key decision points shall be assessed and evaluated, along
with other key factors such as ADA, transportation/ traffic data, vehicular conflicts, pedestrian and bicycle
safety, maintenance/ vandalism concerns, fire/ emergency access, drainage/ stormwater quality, utilities,
location of existing and proposed park and recreation facilities, overall visual aesthetic and user
experience. The inventory and assessment will be presented to, and vetted by, staff and project
stakeholders to ensure that the direction proposed supports the key planning goals of the project. The
amalgamation of this detailed assessment will form the underpinning of the visual representation of the
results.
The park elements for each site will be inventoried and quantified. Inventory elements to be evaluated in
the site conditions assessment will be determined by the design team and City prior to conducting on-site
analysis documentation.
The park elements and conditions will be photographed and identified on an aerial photo background.
The team will utilize this information for the development of the Asset Management Plan. The City project
team will walk at least one site with the design team in order to collectively establish a baseline for
condition assessment. The team will also provide this data within GIS layers to provide park element
locations that will be incorporated into the existing City GIS data previously compiled for each park site.
A comprehensive matrix will be developed that identifies all park assets and condition assessment criteria
that will include the age of the park facilities, current value of the facilities and life cycle status. The team
will provide a 2026 monetary value for the entire existing park system.
Based on the existing park assessments and assets assessment matrix the team will provide park by park
recommendations identifying potential improvements, renovations, and modifications. Based on the
evaluations, the goal is to provide recommendations that are impactful modifications to improve usage for
the park.
Utilizing the results of the inventory and analysis in the task above, the Consultant shall develop a high-
level plan and program outlining the location of proposed trail corridors, and an implementation cost
summary analysis. The alignment of proposed trails will be depicted, along with locations of existing points
of interest and connectivity to key destinations. The findings outlined in the City’s current Transportation
Master Plan and Trail System Master Plan will be integrated whenever possible so that all documents have
a seamless transition of recommendations. The plan will illustrate programmatic requirements and
aspirations on an overall map of the City. Additional written narrative and an outline of the implementation
cost impacts will describe the overarching connectivity concept that will influence the recommendations
outlined in the master plan and its future implementation process.
3.6.1 ON-SITE INVENTORY
3.6.2 ON-SITE ANALYSIS DOCUMENTATION
3.6.3 PARKS ASSETS ASSESSMENT MATRIX
3.6.4 EXISTING PARKS AND TRAILS IMPROVEMENT RECOMMENDATIONS
(IMPROVEMENT, RENOVATIONS, MODIFICATIONS, ETC.)
City of Dubuque │ Leisure Services Comprehensive Master Plan │ December 16, 2024 12
TASK 4.1 VISIONING WORKSHOP
Kimley-Horn will conduct a visioning workshop with the City project team and stakeholders. This workshop
will include a review of community input and key takeaways from various segments of the plan development
to identify key themes of the plan and key short-, mid-, and long- term recommendations. These workshops
will be a valuable resource allowing us to draw on the experience of the staff and expand our understanding
beyond a reading of the available data. The workshop is designed to make good use of staff time; therefore,
preparation prior to the meeting is essential.
TASK 4.2 PARK-BY-PARK WORKSHOP
Kimley-Horn will conduct full-day workshops, as needed, with various groups within the Leisure Services
staff to understand the park system, long-range goals, big ideas, and more detailed elements of the system
like park use, access, and condition characteristics for a substantial selection of the City’s park sites. These
workshops will be a valuable resource allowing us to draw on the experience of the staff and expand our
understanding beyond a reading of the available data. The workshop is designed to make good use of staff
time; therefore, preparation prior to the meeting is essential.
TASK 4.3 GEOGRAPHICAL ANALYSIS THROUGH MAPPING
The Team will work with the City to determine appropriate GIS mapping. The Team can utilize GIS to
perform geographical mapping to identify service area analyses for specific facilities and programs. This
includes mapping by classification and major amenities by facility standards as applied to population
density and geographic areas. A service area is defined as a measured area around a park or amenity
whose radius encompasses the population associated with the appropriate facility standard for each park
classification and amenity. Using the facility standards and service areas provided by the Department for
each park and major facility type or amenity, a series of maps by each park classification and major
amenities will be prepared. The Team will provide maps as GIS files as well as in digital PDF format (and
by hard copy when requested).
TASK 4.4 PRIORITIZED FACILITY AND PROGRAM RANKINGS
Kimley-Horn and Team will synthesize the findings from the community input, survey results, standards,
demographics and trends analysis, park and facility inventory, and operations assessment into a
quantified facility and program priority ranking. This priority listing will be compared against gaps or
surplus in recreation services, parks, facilities and amenities. This will list and prioritize facility,
infrastructure, amenities, and program needs for the community services system and provide guidance for
a future Capital Improvement Plan. The Team will conduct a work session with staff to review the findings
and make revisions as necessary and will provide a summary of work for each task at the completion of
all the identified sub-task items.
STRATEGIC DIRECTION AND ANALYSIS OF
FORECASTED NEEDS
TASK 4.0
City of Dubuque │ Leisure Services Comprehensive Master Plan │ December 16, 2024 13
Based on the system inventory and analysis, asset management matrix and programing and facility
priorities the team will work with the City to develop a three-tier capital improvement plan that will assist
the City in the inevitable and continuous rebalancing of priorities and their associated expenditures. The
three tiers shall include:
Critical Alternative Projects
Sustainable Alternatives Projects
Visionary Alternative Projects
The team will work with the City to develop a list and Capital Improvement Project and classify the
identified projects. The projects shall include capital / operational estimates. Once finalized with the City
and team the identified projects will be presented to City Council for comment and prioritization for phase
II site specific master planning.
Based on the list of prioritized capital improvement projects, the consultant team will develop detailed
ROM costs for up to ten projects. Cost models may include soft costs and escalation projections.
Funding strategies will be developed based on our review and analysis, as well as the national
experience brought by the Consulting Team, including full grant opportunity listing, future bond initiatives
and potential partnerships.
Kimley-Horn will prepare for and conduct a presentation of the key master plan findings with the following
stakeholders:
Executive Advisory Committee
Parks and Recreation Commission
City Council Meeting
Kimley-Horn and Team will review and evaluate the current City programs, services and maintenance.
This assessment will review how well the City of Dubuque aligns itself with community needs. The goal of
this process is to provide organizational structure and operational enhancements that result in the
delivery of successful and innovative system. The process includes analysis of the various departments
within the Leisure Services division.
DEVELOP RECOMMENDATIONS AND
IMPLEMENTATION STRATEGIES
TASK 5.0
TASK 5.1 CAPITAL IMPROVEMENT PLAN DEVELOPMENT
TASK 5.2 ROUGH ORDER OF MAGNITUDE (ROM) COST DEVELOPMENT
TASK 5.3 STRATEGIES FOR IMPLEMENTATION AND FUNDING
TASK 5.4 PRESENTATION TO CITY LEADERSHIP
TASK 5.5 ORGANIZATIONAL STRUCTURE ASSESSMENT
City of Dubuque │ Leisure Services Comprehensive Master Plan │ December 16, 2024 14
TASK 5.6 OPERATIONS AND MAINTENANCE STANDARDS
Kimley-Horn and Team will work with the City to develop operations and maintenance standards to
provide overarching guidance and guidelines to achieve a universal standard for parks, trails, and open
space. These operations and maintenance standards will include the following components:
Development of Standards
Creation of Procedure
Establish Performance Measures
Establish Reporting Mechanism/Process
TASK 6.1 IMPLEMENTATION PLAN
Kimley-Horn and Team will build the implementation plan based on the previous analysis and results
community engagement. The team will work with the City to develop vision and mission statement;
develop goals, objectives and policies; prioritize future CIP projects with the development of cost
estimates and sequencing timelines with plan implementation strategies. An asset management plan will
also be included as part of the implementation plan.
Kimley-Horn and Team will provide the following parks system and amenities recommendations. The
team will present the systemwide parks inventory & analysis with recommendations based on the asset
management matrix and findings. The team will review, analyze and provide recommendations for the
current asset management plan. The asset management plan shall include:
Perform a detailed facility condition inventory and assessment for all Department assets,
including but not limited to buildings and surrounding sites, multi-use fields and courts,
playgrounds, aquatic facilities, natural areas, parking lots and trails.
Document the overall system’s condition and evaluate the required cost to renovate or replace
individual facilities that fall short of meeting park user expectations.
Produce a GIS ready shapefile and associated maps for use by the City and integration with the
City’s GIS system
Provide year-by-year projections of capital budget requirements for the next twelve (10) years
Work with Department Staff to prioritize facility improvements and additions based on the life
cycle data and needs assessment and present the findings to the Boards and/or Fiscal Bodies in
the public participation process.
The identification of potential partnerships and collaborating opportunities will be developed based on our
review and analysis, as well as the national experience brought by the consultant team.
TASK 6.0 CREATE ACTION PLAN: STRATEGIC, CAPITAL AND
FINANCIAL
TASK 6.2 IDENTIFICATION OF POTENTIAL PARTNERSHIPS AND
COLLABORATING OPPORTUNITIES
City of Dubuque │ Leisure Services Comprehensive Master Plan │ December 16, 2024 15
The consultant team will work with the Public Information Office to identify potential mechanisms for future
communication with stakeholders and the community.
The consultant team will work with the City project team to develop an evaluation framework and matrix to
assess the effectiveness and impact of the plan and to track the implementation of plan
recommendations.
The consultant team will work with the City project team to develop strategies for ongoing monitoring and
updating of the master plan.
TASK 7.0 FINAL REPORT AND PRESENTATION
Kimley-Horn and Team will develop the Preliminary Comprehensive Master Plan consisting of the
documented results of the above tasks included in the master plan process. The plan format will be
discussed with the City core team prior to layout and production.
The plan shall include the following sections:
Demographics
Recreation Trends
Community Outreach Process, Summaries and Feedback
Park Classifications
Level of Service with Facilities, Programs, Operations & Maintenance
Staffing
Facilities Assessments
Policies and Practices
Operations Program
Maintenance Program
Programs and Services
Partnership Plan
Capital Improvement Plan
Funding and Revenue Plan
Strategic Action Plan
Implementation Plan
TASK 6.3 ESTABLISH A MECHANISM FOR REGULAR REPORTING AND
COMMUNICATION WITH STAKEHOLDERS
TASK 6.4 DEVELOP AN EVALUATION FRAMEWORK TO ASSESS THE
EFFECTIVENESS AND IMPACT OF THE PLAN
TASK 6.5 RECOMMEND STRATEGIES FOR ONGOING MONITORING AND
UPDATING OF THE MASTER PLAN
TASK 7.1 COMPREHENSIVE MASTER PLAN – DRAFT DOCUMENT
DEVELOPMENT
City of Dubuque │ Leisure Services Comprehensive Master Plan │ December 16, 2024 16
TASK 7.2 PRESENTATION TO CITY LEADERSHIP/WORK SESSION
Kimley-Horn and Team will prepare for and conduct a presentation of the draft master plan with the
following stakeholders.
Executive Advisory Committee
Parks and Recreation Commission
City Council Meeting or Work Session
TASK 7.3 REFINEMENT OF MASTER PLAN DOCUMENT
This is a work period for Kimley-Horn and Team to implement the comments received from the project
team and during the presentations outlined in task 7.2.
Kimley-Horn and Team will develop the Final Comprehensive Master Plan consisting of the documented
results of the above tasks included in the master plan process. The final Comprehensive Master Plan will
address all Preliminary Master Plan comments from the City core team, City Council and the Parks &
Recreation Commission.
The plan shall include the following sections:
Demographics
Recreation Trends
Community Outreach Process, Summaries and Feedback
Park Classifications
Level of Service with Facilities, Programs, Operations & Maintenance
Staffing
Facilities Assessments
Polies and Practices
Operations Program
Maintenance Program
Programs and Services
Partnership Plan
Capital Improvement Plan
Funding and Revenue Plan
Strategic Action Plan
Implementation Plan
TASK 7.5 DIGITAL FORMATTING FOR PDF AND ACCESSIBILITY
Kimley-Horn will prepare a digital version of the master plan PDF for easy website navigation and
accessibility on the project website.
TASK 7.4 COMPREHENSIVE MASTER PLAN – FINAL MASTER PLAN
DOCUMENT DEVELOPMENT
City of Dubuque │ Leisure Services Comprehensive Master Plan │ December 16, 2024 17
TASK 7.6 FINAL ADOPTION OF MASTER PLAN
Kimley-Horn and Team will prepare for and support the City to conduct a presentation of the final master
plan with City Council for final adoption.
Appendix A
American Rescue Plan Act Compliance
CITY OF DUBUQUE, IOWA
Consultant
By: Kimley-Horn and Associates, Inc.
Domestic Preferences for Procurement
As appropriate and to the extent consistent with law, the Contractor, to the greatest extent
practicable, shall provide a preference for the purchase, acquisition, or use of goods,
products, or materials produced in the United States (50% US or more) as noted in 2 CFR
§ 200.322, including but not limited to iron, aluminum, steel, cement, and other
manufactured products. The requirement of this section must be included in
all subawards per §200.322 including all contracts and purchase orders for work or
products under ARPA.
A. “Produced in the United States” means, for iron and steel products, that all
manufacturing processes, from the initial melting stage through the application
of coatings, occurred in the United States.
B. “Manufactured products” means items and construction materials composed in
whole or in part of non-ferrous metals such as aluminum; plastics and polymer-
based products such as polyvinyl chloride pipe; aggregates such as concrete;
glass, including optical fiber; and lumber.
Contract Work Hours and Safety Standards Act
Contracts awarded in excess of $100,000 that involve the employment of mechanics or
laborers must comply with 40 U.S.C. 3702 and 3704.
A. Each contractor is required to compute the wages of every mechanic and
laborer based on a standard work week of 40 hours. Work exceeding the standard
work week is permissible provided that the worker is compensated at a rate of not
less than one and a half times the basic rate of pay for all hours worked in excess
of 40 hours in the work week.
B. The requirements of 40 U.S.C. 3704 are applicable to construction work and
provide that no laborer or mechanic must be required to work in surroundings or
under working conditions which are unsanitary, hazardous or dangerous. These
requirements do not apply to the purchases of supplies or materials or articles
ordinarily available on the open market, or contracts for transportation or
transmission of intelligence.
Byrd Anti-Lobbying Amendment
Byrd Anti-Lobbying Amendment. Contractors that apply or bid for an award exceeding
$100,000 must file the required certification. Each tier certifies to the tier above that it will
not and has not used federal appropriated funds to pay any person or organization for
influencing or attempting to influence an officer or employee of any agency, a member
of Congress, officer or employee of Congress, or an employee of a member
of Congress in connection with obtaining any federal contract, grant or any other award
covered by 31 U.S.C. 1352. Each tier must also disclose any lobbying with non-Federal
funds that takes place in connection with obtaining any Federal award. Such disclosures
are forwarded from tier to tier up to the non-federal award.
Clean Air Act and The Federal Water Pollution Control Act
Contracts in excess of $150,000 must contain a provision that requires compliance with
all applicable standards, orders or regulations issued pursuant to the Clean Air Act and
the Federal Water Pollution Control Act. Violations must be reported to the Federal
awarding agency and the Regional Office of the Environmental Protection Agency (EPA).
Equal Employment Opportunity
During the performance of this contract, the contractor agrees as follows:
(1) The contractor will not discriminate against any employee or applicant for employment
because of race, color, religion, sex, sexual orientation, gender identity, or national origin.
The contractor will take affirmative action to ensure that applicants are employed, and
that employees are treated during employment without regard to their race, color, religion,
sex, sexual orientation, gender identity, or national origin. Such action shall include, but
not be limited to the following:
Employment, upgrading, demotion, or transfer; recruitment or recruitment advertising;
layoff or termination; rates of pay or other forms of compensation; and selection for
training, including apprenticeship. The contractor agrees to post in conspicuous places,
available to employees and applicants for employment, notices to be provided setting
forth the provisions of this nondiscrimination clause.
(2) The contractor will, in all solicitations or advertisements for employees placed by or
on behalf of the contractor, state that all qualified applicants will receive consideration for
employment without regard to race, color, religion, sex, sexual orientation, gender
identity, or national origin.
(3) The contractor will not discharge or in any other manner discriminate against any
employee or applicant for employment because such employee or applicant has inquired
about, discussed, or disclosed the compensation of the employee or applicant or another
employee or applicant. This provision shall not apply to instances in which an employee
who has access to the compensation information of other employees or applicants as a
part of such employee's essential job functions discloses the compensation of such other
employees or applicants to individuals who do not otherwise have access to such
information, unless such disclosure is in response to a formal complaint or charge, in
furtherance of an investigation, proceeding, hearing, or action, including an investigation
conducted by the employer, or is consistent with the contractor's legal duty to furnish
information.
(4) The contractor will send to each labor union or representative of workers with which
he has a collective bargaining agreement or other contract or understanding, a notice to
be provided advising the said labor union or workers' representatives of the contractor's
commitments under this section and shall post copies of the notice in conspicuous places
available to employees and applicants for employment.
(5) The contractor will comply with all provisions of Executive Order 11246 of September
24, 1965, and of the rules, regulations, and relevant orders of the Secretary of Labor.
(6) The contractor will furnish all information and reports required by Executive Order
11246 of September 24, 1965, and by rules, regulations, and orders of the Secretary of
Labor, or pursuant thereto, and will permit access to his books, records, and accounts by
the administering agency and the Secretary of Labor for purposes of investigation to
ascertain compliance with such rules, regulations, and orders.
(7) In the event of the contractor's noncompliance with the nondiscrimination clauses of
this contract or with any of the said rules, regulations, or orders, this contract may be
canceled, terminated, or suspended in whole or in part and the contractor may be
declared ineligible for further Government contracts or federally assisted construction
contracts in accordance with procedures authorized in Executive Order 11246 of
September 24, 1965, and such other sanctions may be imposed and remedies invoked
as provided in Executive Order 11246 of September 24, 1965, or by rule, regulation, or
order of the Secretary of Labor, or as otherwise provided by law.
(8) The contractor will include the portion of the sentence immediately preceding
paragraph (1) and the provisions of paragraphs (1) through (8) in every subcontract or
purchase order unless exempted by rules, regulations, or orders of the Secretary of Labor
issued pursuant to section 204 of Executive Order 11246 of September 24, 1965, so that
such provisions will be binding upon each subcontractor or vendor. The contractor will
take such action with respect to any subcontract or purchase order as the administering
agency may direct as a means of enforcing such provisions, including sanctions for
noncompliance:
Provided, however, that in the event a contractor becomes involved in, or is threatened
with, litigation with a subcontractor or vendor as a result of such direction by the
administering agency, the contractor may request the United States to enter into such
litigation to protect the interests of the United States.
The applicant further agrees that it will be bound by the above equal opportunity clause
with respect to its own employment practices when it participates in federally assisted
construction work: Provided, That if the applicant so participating is a State or local
government, the above equal opportunity clause is not applicable to any agency,
instrumentality or subdivision of such government which does not participate in work on
or under the contract.
The applicant agrees that it will assist and cooperate actively with the administering
agency and the Secretary of Labor in obtaining the compliance of contractors and sub-
contractors with the equal opportunity clause and the rules, regulations, and relevant
orders of the Secretary of Labor, that it will furnish the administering agency and the
Secretary of Labor such information as they may require for the supervision of such
compliance, and that it will otherwise assist the administering agency in the discharge of
the agency's primary responsibility for securing compliance.
The applicant further agrees that it will refrain from entering into any contract or contract
modification subject to Executive Order 11246 of September 24, 1965, with a contractor
debarred from, or who has not demonstrated eligibility for, Government contracts and
federally assisted construction contracts pursuant to the Executive Order and will carry
out such sanctions and penalties for violation of the equal opportunity clause as may be
imposed upon contractors and sub-contractors by the administering agency or the
Secretary of Labor pursuant to Part II, Subpart D of the Executive Order. In addition, the
applicant agrees that if it fails or refuses to comply with these undertakings, the
administering agency may take any or all of the following actions: Cancel, terminate, or
suspend in whole or in part this grant (contract, loan, insurance, guarantee); refrain from
extending any further assistance to the applicant under the program with respect to which
the failure or refund occurred until satisfactory assurance of future compliance has been
received from such applicant; and refer the case to the Department of Justice for
appropriate legal proceedings.
Contracting with small and minority businesses, women's business enterprises,
and labor surplus area firms
If the awarded contractor (prime) uses subcontractors, it must take all necessary
affirmative steps to assure that small and minority businesses, women’s enterprises,
and labor surplus area firms are used. The following affirmative steps are required of
the prime contractor:
(1) Placing qualified small and minority businesses and women's business
enterprises on solicitation lists;
(2) Assuring that small and minority businesses, and women's business
enterprises are solicited whenever they are potential sources;
(3) Dividing total requirements, when economically feasible, into smaller
tasks or quantities to permit maximum participation by small and minority
businesses, and women's business enterprises;
(4) Establishing delivery schedules, where the requirement permits, which
encourage participation by small and minority businesses, and women's
business enterprises;
(5) Using the services and assistance, as appropriate, of such organizations
as the Small Business Administration and the Minority Business
Development Agency of the Department of Commerce;
(6) Requiring the prime contractor, if subcontracts are to be let, to take the
affirmative steps listed in paragraphs (1) through (5) of this section.
Suspension and Debarment
This contract is a covered transaction for purposes of 2 C.F.R. pt. 180 and 2 C.F.R. pt.
3000. As such, the contractor is required to verify that none of the contractor’s principals
(defined at 2 C.F.R. § 180.995) or its affiliates (defined at 2 C.F.R. § 180.905) are
excluded (defined at 2 C.F.R. § 180.940) or disqualified (defined at 2 C.F.R. § 180.935).
System for Award Management (SAM)
A contract award will not be made to parties listed on the government-wide exclusions
in the System for Award Management (SAM). SAM contains the names of parties
debarred, suspended, or otherwise excluded by agencies, as well as parties declared
ineligible under statutory or regulatory authority other than Executive Order 12549.
Procurement of Recovered Materials
In the performance of this contract, the Contractor shall make maximum use of products
containing recovered materials that are EPA-designated items unless the product
cannot be acquired—
a. Competitively within a timeframe providing for compliance with the
contract performance schedule;
b. Meeting contract performance requirements; or
c. At a reasonable price.
(2) Information about this requirement, along with the list of EPA designated items, is
available at EPA’s Comprehensive Procurement Guidelines web site,
https://www.epa.gov/smm/comprehensiveprocurement-guideline-cpg-program
(3) The Contractor also agrees to comply with all other applicable requirements of
Section 6002 of the Solid Waste Disposal Act.