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HomeMy WebLinkAboutItem 10 - Parks, Recreation and Open Space Master Plan MEMO TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL FROM: BRUNO RUMBELOW, CITY MANAGER MEETING DATE: APRIL 1, 2025 SUBJECT: PLANNING SERVICES CONTRACT FOR GRAPEVINE PARKS, RECREATION, AND OPEN SPACE MASTER PLAN RECOMMENDATION: City Council to consider awarding a professional services contract for the development of a Parks, Recreation, and Open Space Master Plan with Berry, Dunn, McNeil & Parker, LLC (dba BerryDunn) for the Parks and Recreation Department. FUNDING SOURCE: Funding for this purchase is currently available in the General Fund (Parks Department) for a total amount of$350,000. BACKGROUND: The most recent Parks and Recreation Master Plan was developed in 2018, over seven years ago. Since then, its recommendations have either been mostly implemented or become outdated due to evolving community needs, available resources, and industry trends. The master plan provides a strategic roadmap for investing in parks, programs, and facilities, ensuring they meet current and future community needs. The plan also allows the Parks and Recreation Department to continue delivering high quality services, guide needed capital expenditures and give the department a tool to reimagine current uses and facilities. Importantly, a plan that has not been updated in more than five years greatly reduces the city ability to successfully compete for necessary state and federal grant funding. A Request for Qualifications for a Master Plan for the Parks and Recreation Department was issued February 5, 2025, in accordance with Local Government Code Chapter 252, Subchapter B, Section 252.021 (a) and Section 252.041 (a). The advertisement was posted in the Fort Worth Star Telegram on February 5, 2025, and February 12, 2025. RFQ 18-25- 24 was issued through the City eBid system with 1,199 invitations sent out. 61 vendors viewed and downloaded the RFP and nine proposals were received. The bid was opened electronically and publicly on February 25, 2025, at 2 pm. Based on the evaluations of the nine proposals by a review panel, the six highest ranked firms were interviewed. The panel selected the top three firms. After reviewing references Berry Dunn was selected to negotiate fees and scope of services. Berry Dunn was founded in 1974 and has vast experience in parks and recreation planning both nationwide and in Texas. Staff recommends approval. b BerryDunn March 27, 2025 City of Grapevine,Texas Attn: Chris Smith, Director of Parks and Recreation 200 S. Main St. Grapevine, TX 76051 Sent via email to: chriss@grapevinetexas.gov Dear Chris: On behalf of BerryDunn, I appreciate the opportunity to submit this statement of work and not to exceed budget to the City of Grapevine, Texas (the City)for a Parks, Recreation, and Open Space Master Plan. We developed this updated scope and fee based on our previous discussion with you and your team. However, we are flexible and able to further customize this scope as needed. BerryDunn is an independent management and consulting firm that has experienced sustained growth throughout its 51-year history. Focused on inspiring clients to transform and innovate, we formed a specialized practice dedicated to serving the needs of clients in the parks, recreation, and libraries(PRL)industry. BerryDunn's Parks, Recreation, Libraries Practice provides master and strategic planning, programming and financial analysis,feasibility studies, change management, service quality assessments, and more—offering clients deep expertise built upon decades of experience working in and with agencies on comparable projects. As a principal in BerryDunn's Local Government Practice Group and chief operating officer of BerryDunn's Consulting Services Team, I am authorized to bind BerryDunn to the commitments made therein. If you have any questions related to this proposal or updates during the evaluation process, please consider me the City's primary point of contact and feel free to connect with me directly using the information provided below. Sincerely, &t--- Chad Snow, PMP® Principal, Chief Operating Officer Berry, Dunn, McNeil & Parker, LLC BerryDunn, 2211 Congress Street, Portland, ME 04102 Tel: 207-541-2294 1 Email: csnow@berrydunn.com BerryDunn is the brand name under which Berry, Dunn, McNeil & Parker, LLC and BDMP Assurance, LLP, independently owned entities, provide services. Berry, Dunn, McNeil & Parker, LLC provides tax, advisory, and consulting services. BDMP Assurance, LLP, a licensed CPA firm, provides attest services. 1 . PROPOSED SCOPE OF WORK PHASE 1: DISCOVERY 1.1 Conduct Initial Project Planning. We will conduct an initial project planning and discovery session, in which we will: • Identify stakeholder groups, project team members, project milestones, and expectations • Discuss proposed project schedule, work plan, and roles and responsibilities 1.2 Develop a Project Work Plan and Schedule. Following initial project planning, we will: • Develop a Project Work Plan and Schedule • Outline communication approach and project scope • Review timeline and schedule project meetings • Confirm stakeholder groups • Incorporate agreed-upon project control procedures between BerryDunn and the City • Address quality management a deliverable submission/acceptance management 1.3 Facilitate a Kickoff Presentation. We will conduct an on-site kickoff presentation with the City's project team. In this presentation, we will: • Introduce project team members • Discuss project goals • Finalize our project scope, methodology, and schedule • Answer any questions While on-site, we will also tour areas of the system and relevant parks, recreation facilities, open space, and trails resources. This tour will give us grounded exposure to physical resources, user experience, and staff environments. 1.4 Conduct a Data Review. We will submit an information request to the City's project team to gather applicable documents and data. We may request recent and current planning work, such as copies of the: • Parks and Recreation Master Plan (2018) • Trails Master Plan (2023) • Future Land Use Map (2023) • City of Grapevine Comprehensive Master Plan (1987) • City of Grapevine ADA Transition Plan (2023) • The REC Performance Utilization Analysis (current) • The Bear Creek Erosion Assessment(current) • Grapevine Recreation Programing Plan (2024) • Grapevine Parks Operations Standards (2024) • City of Grapevine Climate Action Plan (2010) • Grapevine Parks & Recreation Environmental Sustainability Program (2019) • The U.S. Army Corps of Engineers Grapevine Lake Master Plan (2022) 1. Proposed Scope of Work 2 • 2045 Regional Veloweb • Texas Parks &Wildlife Department, Land and Water Resources Conservation and Recreation Plan (2024) • Texas Parks &Wildlife Department, State Wildlife Action Plan, (2023) • Texas Parks &Wildlife Department, Texas Outdoor Recreation Plan (2018) All information gathered will be reviewed by our team to inform our understanding of the current environment, glean insights from work completed to date, and minimize impacts to the City staff during the work effort. 1.5 Conduct Status Update Meetings. Throughout the project we will keep the City informed of progress. We will: • Conduct status update meetings with the City's project manager on a biweekly cadence to communicate current and anticipated project management needs, provide updates on project progress and the schedule, and discuss potential risks and issues ProjectPhase 1. Deliverables • • Sched u le PHASE 2: ENGAGEMENT 2.1 Create a Detailed Engagement Strategy. We know the City desired a thorough, inclusive engagement process. At the beginning of Phase 2, we will develop a detailed engagement strategy that includes: • Virtual and in-person options • Identification of community engagement options • Confirmation of interested parties and groups to involve • Coordination of engagement events • Preparation of questions To reach a broader section of community members, we have proposed a hybrid approach for this master planning project. We chose this approach for the following reasons: • An interactive, virtual project site can give residents a "home base" to give opinions and check on ongoing events. This consistent access to project communication will support our stated goal to engage the community throughout the engagement. • In-person events will play a key role in reaching disconnected community groups or groups with limited access to technology. • Multiple channels of engagement will support efforts to include users and non-users within the City's system. 1. Proposed Scope of Work 3 2.2 Develop a Project Brand. Creating a brand for a master planning project helps to establish buy-in throughout the community and make residents more aware of how to connect with parks, recreation,trails, and open space in the City. We will work with the City to: • Develop and confirm branding elements • Submit branding ideas and determine the final project brand 2.3 Develop a Project Website and Inclusive Engagement Engagement Portal. We will work with the City staff to: BerryDunn and our local team members will • Create a customized project website engage in targeted outreach to that will keep the community underrepresented communities, including but informed of the project and share not limited to communities of color, low-income valuable input communities, immigrant and refugee • Determine which tools will best serve communities, communities facing health the desired outreach outcomes disparities, elderly residents, and more. To help • Customize the site to reflect the ensure recommendations promote equitable needs and desires, goals and outcomes, we must not only lower barriers to objectives, and community culture of participating in the planning process but also the City actively prioritize engagement of entities working with communities facing the highest barriers to Note: Our team will plan to maintain accessing parks, recreation, and natural areas. the project website throughout the We will conduct demographic research and planning process to keep residents identify priority communities and geographies for and staff up to date on project targeted outreach. Results will serve as the progress and promote any foundation for community engagement efforts participatory events. moving forward. We commonly use a hybrid approach to 2.4 Conduct Internal Leader and Staff engagement, using in-person and digital Activities. We will conduct internal strategies to reach more members of the engagement with the City, including: community. We partner with local groups— Interviews and focus groups with including sports organizations,faith-based leadership, management, and staff to groups, and other community leaders—to meet conduct fact-finding activities, community members where they are and focusing on recreation programs, encourage broader participation. services, and facility operations • Meetings with: o Parks and Recreation Department leadership o Administrative team members o Key full-and part-time staff o Other the City staff as needed 1. Proposed Scope of Work 4 2.5 Facilitate Meetings with Interested Individuals. We will gather information related to needs and interests by meeting with: • Community leaders from the City • School district representatives • User groups • Homeowner associations • Neighborhood associations • Friends' groups • Alternative providers • Other groups or individuals as identified 2.6 Host Public Input Sessions.To gain information from the broader community, we will: • Facilitate public listening sessions with: o Businesses o Nonprofits o Public agencies o Volunteer partners o Neighborhood alliances and representatives • Reach out to representatives of identified under-represented population groups and engage them in the assessment and recommendations development process The assigned groups, community activities, and locations are suggestions; we anticipate working with the City to identify which groups and individuals will participate in engagement activities. Our team aims to anticipate obstacles to participation, which might include technology barriers, special needs, childcare, language barriers, and work schedules. During our strategy development, we will work with the City to organize events that are child-friendly; physically accessible for those with hearing, vision, or mobility challenges; and scheduled at a variety of times to widen attendance. Additionally, we will leverage Social Pinpoint's translation feature to provide multiple language options on the project site. 2.7 Conduct a Strengths, Weaknesses, Opportunities, and Threats(SWOT)Analysis.To develop short and long-term strategies for the future of parks, recreation, and open space services, we will: • Conduct a SWOT Analysis identifying the market strengths and internal and external weaknesses and examining the opportunities and threats faced by the City related to parks, recreation, and open space 2.8 Facilitate Pop-Up Events.To reach members of the community where they are, we will: • Host pop-up events featuring "booths"for community members to visit and interact with • Seek out creative, innovative, and fun locations to engage the community 1. Proposed Scope of Work 5 • Identify appropriate activities for pop-up booths such as intercept surveys and/or attendance at: o Medieval Mother Son Date Night o Father Son Field Day o Sunset Live! At the Gardens o Daddy Daughter Dance o Social events, such as concerts or family movie events o Regular gatherings, such as public markets o Widely accessed sites, such as parks, community centers, or public library 2.9 Conduct a Statistically Valid Survey. To reach a representative sample of residents that includes users and non-users of parks, recreation, and open space, we will work with ETC Institute, who will: • Work with the project team and Department staff to develop the content of the survey • Administer the survey by a combination of mail and online • Mail the survey and a cover letter(on City letterhead)to a random sample of households in the City. Only one survey per household will be sent. Postage-paid envelopes will be provided by ETC Institute for each respondent. The City will provide a cover letter for the mailed survey. The cover letter will contain a link to an online version of the survey. Residents who receive the survey will have the option of returning the printed survey by mail or completing it online. • Follow up with residents who receive the mailed survey by sending texts, postcards, and a second mailing(if needed)to maximize participation in the survey. ETC Institute will continue following up with households until reaching the targeted number of completed surveys: o A sample size of 400 completed surveys will provide results that have a margin of error of+/-4.9%at the 95% level of confidence at the City level. • Monitor the distribution of the sample to help ensure that the sample reasonably reflects the demographic composition of the study area about geographic dispersion, age, gender, race/ethnicity, and other factors. • Weight the data as needed if one or more demographic groups is over/underrepresented relative to recent census estimates for the City's population. • Submit a final report to the City's project team. 2.10 Prepare an Engagement Feedback Summary. Our team will provide: • A summary of insights gleaned through the engagement process • Identification of the common themes and relevant observations woven throughout the feedback • A summary presentation outlining engagement findings • Detailed Engagement Strategy Valid• Statistically Survey • Engagement Feedback 1. Proposed Scope of Work 6 PHASE 3: ANALYSIS 3.1 Conduct Facility Inventory and Resource Mapping.To provide a current assessment of parks, recreation, and open space, RVi will: • Provide desktop assessment and visual inventory of natural amenities, environmentally sensitive areas, open space and trails. Assessments will include: o GIS mapping of natural features and environmentally sensitive areas compiling existing available data ■ Field delineation of critical environmental feature mapping not included o Ranking system evaluating visual appeal, connectivity, and access o Impact narrative detailing notable areas of overuse o The team will update the 2018 Park Type Inventory/Definitions and GIS distribution mapping assets, including: ■ Neighborhood parks ■ Community Parks ■ Regional parks ■ Special use parks ■ Sports complexes ■ Trails ■ Boat ramps • Assess conditions of parks, facilities and natural areas, including visual assessment of general conditions of amenities, features, and site furnishings for functionality, deterioration, and typical wear • Update inventory and GIS database from 2018 plan assessing: 0 57 parks 0 56 trails ■ Trail assessments will include desktop review and visual inventory documenting general surfacing type, trailhead amenities, and system connectivity. 0 32 playgrounds - Condition assessment should not be considered a safety inspection. 0 3 pools 0 5 sports complexes 0 1 recreation center 3.2 Assess Level of Services.To determine how the system is currently meeting community needs, BerryDunn and RVi will: • Assess the quality and quantity of parks, open spaces,trails, and park facilities using data from the inventory, site tour, and community engagement • Evaluate the adequacy based on park classifications along with size and location in relation to existing and future population • Make recommendations for minimizing duplication and/or enhancing possibilities for collaborative partnerships where appropriate • Develop a prioritized list of recommendations for current and future parks and facilities 1. Proposed Scope of Work 7 3.3 Develop a site plan for Parr Park. Our team will develop a Master Site Plan for Parr Park. To complete this task, RVi will: • Sketch conceptual master plan (3 revisions) • Rendered illustrative plan • Analyize relationship to systemwide offerings and level of service 3.4 Analyze Demographics and Population Projections.To provide insight into the potential market for the City's parks, recreation, open space, and trails, we will: • Conduct a demographic analysis and market profile of the City's service area, utilizing information from: o Previous planning efforts o Tarrant County o The U.S. Census Bureau o Esri o Other national and local sources. • Work directly with the City leadership to help document growth, redevelopment areas, and land use changes • Evaluate conventional demographic measures including a recreation market analysis • Develop a detailed demographic analysis based on service areas that outlines trends and information that could affect the need for land acquisition, development, and regional planning 3.5 Prepare an Inventory and Analysis of Programs. To better understand how recreation programs are serving the community, we will: • Develop an inventory of existing programs for youth, adults, and seniors • Compare the inventory to feedback collected during the community engagement process, helping ensure program offerings are aligned appropriately with community needs • Matched up the programming inventory to the parks and recreation inventory and analysis to help ensure there are appropriate spaces for the future program menu • Facilitate an interactive workshop with the City staff to review issues, challenges, strengths, and weaknesses of programs and services • Develop an inventory of core programs • Analyze the inventory according to program life cycle distribution, gap analysis, and age segment analysis. Other areas of review may include: o Listing of the program inventory for the most recent year o Program alignment with community need o Programming trends within offerings as well as regional and national trends o Assessing an equitable distribution of programs o Developing key performance measures based on national best practice approaches • Review program performance trends and consider their impact on the City • Conduct a participation analysis and financial performance review • Develop mapping visuals illustrating where the City's programs and services are offered, with the intent of informing our gap analysis 1. Proposed Scope of Work 8 These activities will help establish the level of equitable distribution of programs as well as alignment with community need. This will also help us identify the City's core program areas to help ensure that they align with community needs. 3.6 Analyze Trends. Current and projected trends will influence recommendations for parks, recreation, and open space. We will: • Lead a strategic trends analysis that will consider demographic shifts and their impact on future parks, recreation, and open space provisions • Identify interest and participation levels for a variety of activities and assess how services are provided through both administrative and planning trends, including: o Technology and customer service o Local, state, and national best practices o The latest parks and recreation industry trends. 3.7 Gather mobility data and user geo-analysis.To delve deeper into community data, BerryDunn uses software powered by artificial intelligence (A.I.)to analyze mobile data for our clients. We will: • Utilize an advanced foot traffic analytics platform that leverages mobile location data to better understand current and potential users, usage patterns, and local and national competitors • Develop a detailed visitation analysis This data provides detailed insight into how people move in and out of physical spaces such as parks, recreation centers, stores, shopping malls, and other public spaces. These insights can be used to help the City optimize operations by recognizing usage and travel patterns and use data-driven decisions for future programming and facilities. These powerful analytics capabilities are made possible by a proprietary machine learning algorithm that processes billions of location data points. The data is collected based on high level mobile data and does not collect any sensitive user information such as actual home or work locations or names. 3.8 Conduct Benchmarking and National Comparisons.To help ensure the City and its community have a clear understanding of how the parks, recreation, and open space system aligns with comparable communities, we will: • Look at comparative trends and available benchmarks for financial sustainability, asset management, programs and services, and related planning aspects • Identify additional topics to help understand and prioritize other community concerns, including but not limited to sustainability and resilience, social equity and affordability, and other industry trends 3.9 Prepare an Inventory of Financial and Funding Sources. To help prepare the City for the financial implications of recommendations, we will: 1. Proposed Scope of Work 9 • Conduct an overview analysis of existing funding to understand how the City is meeting current needs • Determine if current funding sources are sufficient for both capital and operations costs based on recommended improvements • Identify probable operating, maintenance, and capital costs and recommendations for potential funding sources and mechanisms for the next ten years BerryDunn brings extensive experience in evaluating options for alternative funding. Alternative funding typically includes grants, donor programs, and/or partnerships. Our project team will identify key partners in the area through the planning process and can provide management recommendations to enhance this potential funding area. Note: This task does not include procurement of alternative funding, but this can be addressed separately if desired. 3.10 Prepare an Operations and Maintenance Assessment.To help ensure the City has the operational and organizational resources to implement plan recommendations, we will: • Assess the performance of the City parks and recreation properties and facilities to look for potential efficiencies • Analyze current policies, procedures, processes, and business planning efforts • Analyze available previous planning efforts; historical perspective of parks, open space, recreation, and trails in the community; customer satisfaction; retention; and other performance indicators • Analyze the operational structure of the system related to maintenance • Assess the City's maintenance capacity, synergies, efficiencies, growth areas, and other important characteristics that can be enhanced or improved • Identify opportunities for strengthening future service development and delivery and, ultimately, quality of service and community impact 3.11 Assess Alternate Providers and Potential Partners. To better position the City to meet community needs without straining available resources, we will: • Identify potential partnerships and collaborations with surrounding agencies and service providers. 3.12 Develop an Organizational Assessment. To help the City analyze Parks and Recreation Department performance and operations, we will: • Assess the general organizational performance of the City to look for potential efficiencies • Assess current the City policies, procedures, processes, and business planning efforts • Analyze available previous planning efforts, historical perspective of parks, recreation,trails, and open space in the community, customer satisfaction, retention, and other performance indicators • Assess other factors contributing to an efficient organization of City resources 1. Proposed Scope of Work 10 • Park, • Natural Areas Assessment • Parr Park Site Plan • Demographics • Recreation Programs Trends• Report • Financial • Funding SourcesInventory • Operations PHASE 4: VISIONING 4.1 Conduct a City Council Workshop. At the project's midpoint, we will: • Conduct a workshop with the City Council • Discuss milestones that have been achieved, key findings, project status, and the project schedule 4.2 Conduct Visioning Workshop. To solidify the goals and recommendations that align with the City's mission and vision, we will: • Conduct a visioning session to help ensure we achieve the right pace and generate momentum in the process • Discuss recommendations for needs regarding land acquisition, and the development of parks, recreation, open space, and trails • Discuss level of service for maintenance and operations, trails, recreation, operations, and future funding • Collaboratively develop a clear plan for the future of the City's parks and recreation system, based on standards and demand analysis and furthering the City's goals. • Identify possible providers and potential partnerships in achieving the desired state of the City • Work with the City to develop SMART Goals and implementable strategies The recreation assessment and analysis, trends analysis, and organizational assessment will assist in setting standards for CAPRA accreditation. 4.3 Develop Goals, Objectives, and an Action Plan. Following the workshops and public presentation, we will: • Develop Goals, Objectives, and an Action Plan containing: o Action steps o Mission, vision, and values o Strategic themes and objectives o Key performance indicators o Mid-and long-term initiatives 1. Proposed Scope of Work 11 o Prioritized strategic initiatives based on input from the workshops, aligned with a clear timeline for implementation Our prioritization work will also include the cut sheets outlining facility, open space, capital development, and land acquisition methodology recommendations. Phase 4 Delliverables VisioningReport PHASE 5: FINALIZATION 5.1 Prepare a Capital Improvement Plan. Our team will: • Develop the Capital Improvement Plan (CIP) including: o A long-range prioritized capital projects list and recommendations for developing a capital replacement program o Incorporation of identified priorities for parkland acquisitions, as well as current capital costs for components and elements provided by BerryDunn as recommendations in the master plan • Assess current park impact fee calculations and methodology in relation to probable capital project costs 5.2 Prepare a Draft Plan. Following completion of Phases 1-4, we will: • Summarize and synthesize all research and stakeholder input and develop recommendations and priorities into a Draft Parks, Recreation, and Open Space Master Plan. • Work with the City's project team to prioritize recommendations, balancing needs and cost/benefit analyses, capacity of the City, and potential budgetary realities • Develop a set of recommendations phased into immediate, near-term, and long-term timeframes that address goals and action strategies. 5.3 Facilitate a Review Session. After applying first round edits, we will: • Facilitate a review session with the City to discuss feedback and recommendations within the plan • Develop a section in the updated Parks, Recreation, and Open Space Master Plan that will provide a detailed sequence of steps needed for successful implementation, as well as review techniques to effectively deploy the plan with the City. • Facilitate an implementation workshop that includes discussion on: o Securing funding sources o Capital project review o Identification of a plan champion or team of champions o Visual management techniques o Ongoing employee engagement o Reporting mechanisms and communication o Internal marketing 1. Proposed Scope of Work 12 o Institutionalizing the process by documenting the steps in the process and continuous improvement of the process o Ongoing plan adjustments o Connection to the community, the City management and elected officials, and employees 5.4 Deliver a Final Presentation. Once the Draft Plan is complete, we will: • Present the updated Parks, Recreation, and Open Space Master Plan to the City leadership to provide an opportunity for them to ask questions and request final edits 5.5 Finalize the Plan. Following review and editing by the City, we will: • Develop the Final Parks, Recreation, and Open Space Master Plan • Provide an electronic copy to be placed on the City's website for public access • Provide interactive features such as ArcGIS story maps or dashboards that allow the City and the Grapevine community to engage with the final plan, track progress on goals and initiatives, and visualize data, such as tracking real-time costs per capital project, and mapping completed projects We encourage additional public announcement and communication with residents about ongoing implementation updates to continue progress toward the City's desired future Recreation,• Draft Parks, • Open Space • Implementation • •• Recreation,• Final Parks, • Open Space 1. Proposed Scope of Work 13 Anticipated Schedule Below, we provide our anticipated schedule for completing the City's requested scope of work. We expect this project to take approximately 10-12 months, and we look forward to working in collaboration with the City to formalize this schedule. We are happy to expedite or elongate this process as necessary to accommodate the City's needs, while maintaining momentum throughout the work effort. MONTHS PHASE 1 2 3 4 5 6 7 8 9 10 11 12 Phase 1: • MEN Phase 2: Engagement Phase 4: Visioning Phase 5:Phase 3: Analysis 1. Proposed Scope of Work 14 2. Proposed Project Cost The table below presents our proposed costs for completing the City's requested scope of work. We propose a firm, fixed fee inclusive of • scopeThese costs were developed based on the following factors: Our detailed work plan narrative presented in our proposal Our staffing plan and resource allocation, which provides the City with the appropriate number of resources and the ideal level of expertise to complete the tasks defined in the of • COSTSOur experience conducting projects of similar scope and size PHASE Phase 1: Discovery • Initial planning call • Data request and review , ,596 • Project work plan and schedule • Kickoff meeting and system tour Phase 2: Engagement • Brand development • Online engagement platform development and facilitation • Internal and external outreach $110,681 • Pop-up events • Statistically valid survey • Engagement feedback summary Phase 3:Analysis • Park,facilities,and natural areas inventory • Level of service analysis • Parr Park Site Plan • Demographics and trends analysis , • •• • Recreation programming assessment 2. • Benchmarking • Financial and funding sources inventory • Operations and organization assessment Proposed Project Cost Phase 4: Visioning • Visioningworkshop $23,493 • Action plan development AM9 Phase 5: Finalization • Draft plan • Final plan $44,285 • Implementation • •. • Visual story mapping NOT TO EXCEED TOTAL $349,555 2. Proposed Project Cost .