HomeMy WebLinkAboutItem 10 - Parks, Recreation and Open Space Master Plan
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.
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,
Chad Snow, PMP®
Principal, Chief Operating Officer
Berry, Dunn, McNeil & Parker, LLC
BerryDunn, 2211 Congress Street, Portland, ME 04102
Tel: 207-541-2294 | Email: csnow@berrydunn.com
1. Proposed Scope of Work 2
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 3
• 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
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.
Phase 1 Deliverables
• Project Work Plan and Schedule
1. Proposed Scope of Work 4
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
Engagement Portal. We will work with the
City staff to:
• Create a customized project website
that will keep the community
informed of the project and share
valuable input
• Determine which tools will best serve
the desired outreach outcomes
• Customize the site to reflect the
needs and desires, goals and
objectives, and community culture of
the City
Note: Our team will plan to maintain
the project website throughout the
planning process to keep residents
and staff up to date on project
progress and promote any
participatory events.
2.4 Conduct Internal Leader and Staff
Activities. We will conduct internal
engagement with the City, including:
• Interviews and focus groups with
leadership, management, and staff to
conduct fact-finding activities,
focusing on recreation programs,
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
Inclusive Engagement
BerryDunn and our local team members will
engage in targeted outreach to
underrepresented communities, including but
not limited to communities of color, low-income
communities, immigrant and refugee
communities, communities facing health
disparities, elderly residents, and more. To help
ensure recommendations promote equitable
outcomes, we must not only lower barriers to
participating in the planning process but also
actively prioritize engagement of entities working
with communities facing the highest barriers to
accessing parks, recreation, and natural areas.
We will conduct demographic research and
identify priority communities and geographies for
targeted outreach. Results will serve as the
foundation for community engagement efforts
moving forward.
We commonly use a hybrid approach to
engagement, using in-person and digital
strategies to reach more members of the
community. We partner with local groups—
including sports organizations, faith-based
groups, and other community leaders—to meet
community members where they are and
encourage broader participation.
1. Proposed Scope of Work 5
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 6
• 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
Phase 2 Deliverables
• Detailed Engagement Strategy
• Statistically Valid Survey
• Engagement Feedback Summary
1. Proposed Scope of Work 7
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:
o 57 parks
o 56 trails
Trail assessments will include desktop review and visual inventory
documenting general surfacing type, trailhead amenities, and system
connectivity.
o 32 playgrounds – Condition assessment should not be considered a safety
inspection.
o 3 pools
o 5 sports complexes
o 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 8
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 9
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 10
• 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 11
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
Phase 3 Deliverables
• Park, Facilities, and Natural Areas Assessment
• Parr Park Site Plan
• Demographics Analysis
• Recreation Programs Analysis
• Trends Report
• Financial and Funding Sources Inventory
• Operations Assessment
1. Proposed Scope of Work 12
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 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
Phase 4 Deliverables
• Visioning Summary Report
1. Proposed Scope of Work 13
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
Phase 5 Deliverables
• Draft Parks, Recreation, and Open Space Master Plan
• Implementation Workshop
• Final Parks, Recreation, and Open Space Master Plan
1. Proposed Scope of Work 14
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: Discovery:
Phase 2: Engagement
Phase 3: Analysis
Phase 4: Visioning
Phase 5: Finalization
2. Proposed Project Cost 15
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 all time, materials, and travel.
These costs were developed based on the following factors:
Our detailed work plan narrative presented in our proposal
Our staffing plan and resource allocation, which provides the City with the appropriate
number of resources and the ideal level of expertise to complete the tasks defined in the
scope of work
Our experience conducting projects of similar scope and size
PHASE COSTS
Phase 1: Discovery
• Initial planning call
• Data request and review
• Project work plan and schedule
• Kickoff meeting and system tour
$24,596
Phase 2: Engagement
• Brand development
• Online engagement platform development and facilitation
• Internal and external outreach
• Pop-up events
• Statistically valid survey
• Engagement feedback summary
$110,681
Phase 3: Analysis
• Park, facilities, and natural areas inventory
• Level of service analysis
• Parr Park Site Plan
• Demographics and trends analysis
• Recreation programming assessment
• Benchmarking
• Financial and funding sources inventory
• Operations and organization assessment
$146,500
2. Proposed Project Cost 16
Phase 4: Visioning
• Visioning workshop
• Action plan development
$23,493
Phase 5: Finalization
• Draft plan
• Final plan
• Implementation workshop
• Visual story mapping
$44,285
NOT TO EXCEED TOTAL $349,555