Brownsburg Parks Strategic Master Plan ( )

Transcription

1 REQUEST FOR PROPOSALS Brownsburg Parks Strategic Master Plan ( ) Parks Project Number: MP Release Date: February 6, 2018 Responses Due: March 6, :00 p.m. EST Mail or Hand Deliver Responses To: Brownsburg Parks ATTN: Jonathan K. Blake, AICP 402 E. Main Street Brownsburg, Indiana SUBMITTALS WILL NOT BE OPENED PUBLICLY 1 of 15

2 RFP Contents Invitation... 3 Community Profile... 3 History of Brownsburg Parks... 4 Purpose & Intent... 5 VISION STATEMENT... 5 MISSION STATEMENT... 5 GOALS OF THE STRATEGIC MASTER PLAN... 5 OBJECTIVES FOR LONG-TERM EXCELLENCE... 6 Scope of Services... 7 TASK 1 PROJECT KICK-OFF, EXISTING CONDITIONS ANALYSIS, KEY PERSON INTERVIEWS... 7 TASK 2 REVIEW OF EXISTING PLANS & PUBLIC DOCUMENTS... 7 TASK 3 COMMUNITY PROFILE, DEMOGRAPHICS AND SOCIO-ECONOMIC ANALYSIS... 8 TASK 4 PUBLIC ENGAGEMENT... 8 TASK 5 NEEDS ASSESSMENT SURVEY RESULTS (2017)... 8 TASK 6 PRIORITIES AND IMPLEMENTATION STRATEGY... 9 TASK 7 DELIVERABLES AND FINAL DOCUMENT... 9 TASK 8 COMPLIANCE WITH IDNR PLANNING GUIDELINES Submittal Requirements Selection Criteria Supplemental Information GENERAL PROVISIONS BONDS, INSURANCE AND SPECIAL PROVISIONS Anticipated Process Schedule of 15

3 Invitation The Town of Brownsburg, located on the west side of Indianapolis, is soliciting written proposals from qualified firms or individuals ( Consultants ) to prepare a 5-Year Strategic Master Plan for for the Brownsburg Parks Department ( Brownsburg Parks ). As a Request for Proposals ( RFP ) this is not an invitation to bid and, although, price is very important, other factors will be considered pursuant to the Selection Criteria identified in this RFP. Proposals must be received no later than 3:00 p.m. EST on Monday, March 6, All responses must be in a sealed envelope and have BROWNSBURG PARKS STRATEGIC MASTER PLAN clearly marked on the outermost envelope. Please submit one (1) bound original and one (1) PDF as follows: Mail or Hand Deliver To: Brownsburg Parks ATTN: Jonathan K. Blake, AICP 402 E. Main Street Brownsburg, Indiana Proposals will not be accepted after the date and time stated above. Incomplete proposals or proposals that do not conform to the requirements specified herein will not be considered. Issuance of the RFP does not obligate Brownsburg Parks to award a contract, nor is Brownsburg Parks liable for any costs incurred by the Consultant in the preparation and submission of proposals for the subject work. Brownsburg Parks reserves the right to select a Consultant, multiple consultants or reject any and all proposals submitted for the subject work. For questions concerning the anticipated work or the scope of services required under this RFP, please contact Jonathan K. Blake, AICP, Assistant Director of Park Operations and Development, via at jblake@brownsburgparks.com or by phone at no later than February 20, Community Profile Over the past 10 years Brownsburg has experienced significant growth in the single-family and multiplefamily residential markets as well as the commercial, industrial and light manufacturing sectors. Over the past five years the Town has invested heavily in local planning efforts, including the 2012 Comprehensive Plan; 2013 Zoning Ordinance and Map Update, 2015 Unified Development Ordinance and the Strategic Plan. Through the strong leadership of its elected and appointed officials Brownsburg is the second fastest growing community in the state of Indiana. Between 2000 and 2010 the town s population grew from 14,848 to 21,285 (a 43% increase). Even during the economic recession in the town experienced slow but steady growth in new single-family residential permits however, the Town survived the downturn and the housing market has grown exponentially since. Between January 1, 2014 and December 31, 2017 the Department of Development Services issued 743 single-family residential permits and approved 787 multiple-family residential units. Based on current projections (local estimates) of existing and new residential inventory the town s population could reach 30,000 by Brownsburg has been recognized twice by CNN Money magazine among the nation s Best Places to Live for its low crime, strong local economy, affordable homes and excellent schools. The influx of residents to the community, and surrounding areas, is due in large part to the reputation of the 3 of 15

4 Brownsburg Community School Corporation. The School Corporation recently celebrated its designation by the Indiana Department of Education as an All A school district, for the 5 th consecutive year in a row. Today, Brownsburg Parks manages more than 295 acres of park land and open space, and 13 miles of trails/greenways; and provides a variety of recreational programs, activities and special events throughout the year. There are more than 117,000 residents within a 15-minute drive of Arbuckle Acres, the Town s oldest and most well-known community park. Brownsburg Parks currently serves customers residing in the corporate limits of the Town, as well as customers from the surrounding unincorporated areas; however, only those residents located in the Town limits contribute to the park system through property taxes. There are five parks in the Town and each park is used for a variety of active and passive recreational programs, services and sports leagues. In addition, Brownsburg Parks owns another 11 properties for future parks, trails and greenways. Many of our park properties contain buildings, facilities and other structures used by the public and our Recreation Services Division for programming and/or preapproved permitted uses. History of Brownsburg Parks In 1958 the Town of Brownsburg entered into a five-year land lease, for what is now known as Arbuckle Acres, with Mrs. Ivory Tolle of Lebanon, Indiana (daughter of Alex H. Arbuckle). In January 1963, the Town made the final lease payment, concluding the lease for a total of $58,000. Today, Arbuckle Acres Park encompasses nearly 53 acres. On July 23, 1959 the first official Park Board was established. The board was charged with controlling community parks, purchasing equipment for maintenance, building rentals and coordinating public activities. In December 1997 the Town agreed to purchase the Williams family property, an 80 acre tract located on S. Locust Lane, for $850,000. The Town issued a bond in April 1998 that was backed by the Food & Beverage Tax. The bond was paid off on April 23, On July 23, 1998 the Town acquired ownership of Stephens Park from the Lincoln Township Trustee. This property must always be maintained as a park; if the Town no longer wishes to maintain it as a park the property will revert back to Lincoln Township. In 1999, the Town of Brownsburg hired the first Park Director, formally establishing the parks and recreation department. Up to this point there was no recreation programming provided, the Town simply maintained the park grounds. In 2004, the Park Board entered into an agreement with the Brownsburg Community School Corporation to lease the former Lincoln Elementary School building, located on Eastern Avenue, and convert it into a community and recreation center. The center operated in this location until December 31, 2009, due to the implementation of property tax caps ( and to meet the facility needs of the School Corporation. In 2007, Brownsburg Parks agreed to exchange land with the Brownsburg Community School Corporation (BCSC) to provide for an expansion of Brownsburg High School. The 10.2 acre 4 of 15

5 property, known as Vic Overman Sportsfield Park, was transferred to BCSC in exchange for acres located south of Cardinal Elementary School on Hornaday Road. In January 2010, Brownsburg Parks offices moved into Town Hall and began the process of creating the 2010 Strategic Business Plan, which set the direction for better fiscal responsibility, quality events, and programs through established goals, policies and standards. Brownsburg Parks acquired a constructed portion of the B&O Trail, between S. Green Street and Co. Rd. 300 N. in 2015; and constructed an extension of the trail between Co. Rd. 300 N. and Ronald Reagan Parkway in 2017, filling the gap between the Parkway and Co. Rd. 575 E. In 2013 Brownsburg Parks entered into a contract with the Brownsburg Community School Corporation to implement the Before- and After-School Enrichment (B.A.S.E.) program which helps students grow in five areas, below. o o o o o Physical health, well-being and movement Social and emotional development Approaches to learning Thinking abilities and general knowledge Communication, language and literacy Seeing a great success in implementing the B.A.S.E. program in its first year, the School Corporation extended the contract with Brownsburg Parks indefinitely. The amended agreement requires BCSC to provide a minimum of 1-year notice to Brownsburg Parks of their intention to terminate the agreement. Today, more than 25% of all BCSC Elementary Students attend the B.A.S.E. program. In 2014 Brownsburg Parks conducted a study to evaluate the feasibility of developing and operating a community center. As the study suggests, a community center is more than a sports complex, it s a location to gather and celebrate living in Brownsburg. For two consecutive years (2016 and 2017) Brownsburg Parks self-generated revenue from user-fees, sponsorships and grants exceeded $1 Million. Purpose & Intent VISION STATEMENT To enhance the quality of life in Brownsburg and further its economic development goals to create a community of choice to live, work, and play now and for future generations. MISSION STATEMENT To maximize resources in providing beautiful parks, recreation activities, and facilities to the Brownsburg community that enhances the residents health and promotes economic vitality for long-term sustainability. GOALS OF THE STRATEGIC MASTER PLAN Continue to increase the number of acres per capita to establish a balance of neighborhood and community parks in underserved areas. 5 of 15

6 Improve park infrastructure to ensure safe and enjoyable parks and open spaces for residents. Improve the recreation and amenity standards to support a variety of users and recreational experiences in the Town. Update and improve amenities within the park system using design standards that consciously work to minimize maintenance, efficiently manage the department s operational budget, and incorporate the 7 Principles of Universal Design ( Design/The-7-Principles/). Improve the efficiency of park maintenance operations to allow for the park system to establish a model of smart growth. Research alternative funding sources and identify options to help address unmet needs along with an adequate level of tax dollar support. Research the feasibility of new facilities to meet the needs of the community. Increase core essential services to improve the quality of life for residents. Improve the planning for long-term financial success by incorporating a comprehensive asset management plan and Life Cycle Cost Analysis (LCCA) for equipment, infrastructure, and facilities. Evaluate, and provide recommendations on, the need for a Natural Resources Management Plan. OBJECTIVES FOR LONG-TERM EXCELLENCE A Park Board that fosters cooperation among its members, the Director, other Departments, other Commissions, the Town Manager and Town Council. A professional staff that is motivated and committed to customer service; whose skills are competitively compensated and whose achievements are recognized. An administration that provides good management of resources and follows approved and adopted plans. A consistent set of policies regarding patron use of park property and a fee structure that is competitive, marketable and set by a revenue policy. A park system that is a source of pride, is family-friendly, features clean facilities, provides great customer service, is guided by an asset preservation program, and is supported by citizens. An established long-term funding process that includes an appropriate level of tax support, new funding sources, equitable partnerships, careful financial management and accountability. A park system that develops community pride through public-private partnerships. A strong government relations process that ensures coordination and collaboration with other Town of Brownsburg Departments, other municipalities, neighboring parks departments, the Brownsburg Community School Corporation, and the Brownsburg Public Library. A strong focus on planning that proactively responds to the community s unmet needs and results in multi-year plans that can be realistically implemented and funded. A park system that provides for growth that is commensurate with the growth of the Town of Brownsburg. 6 of 15

7 Scope of Services TASK 1 PROJECT KICK-OFF, EXISTING CONDITIONS ANALYSIS, KEY PERSON INTERVIEWS Project Kick-Off Meeting The Consultant will facilitate a kick-off meeting with the Steering Committee to receive available information related to the project, identify and discuss technical and policies issues, coordinate staff/consultant responsibilities, and refine the project schedule. Existing Conditions Inventory & Analysis The Consultant will prepare a comprehensive inventory of the community s existing parks and recreation facilities, including the following: Park type and purpose Park location Acreage Inventory of facilities and amenities Assessment of physical conditions and functionality Available programs and events Maps illustrating the location of each park Maps illustrating pedestrian, bicycle and vehicular access to each park. Key Person Interviews The Consultant will conduct personal interviews with up to 12 key community members, stakeholders and/or civic leaders. The interviews will be conducted, confidentially, to obtain additional information regarding local issues, concerns or opportunities that may otherwise not be able to be obtained. The Consultant will work with the Steering Committee to identify those individuals to be interviewed; including a broad cross-section of the community. Interviewees may include members of the Brownsburg Chamber of Commerce, Hendricks County Economic Development Partnership, Brown/Lincoln Township Residents Association, Brown/Lincoln Township Officials, life-long residents, local developers, business owners, and representatives from other government units, institutions and civic groups. TASK 2 REVIEW OF EXISTING PLANS & PUBLIC DOCUMENTS The Consultant will be responsible for reviewing previous and related public planning documents, including but not limited to: B.A.S.E. Business Plan (2016) Brownsburg Active Transportation Plan (2014) Brownsburg Community Center Feasibility Study (2014) Brownsburg Comprehensive Plan (2012) Hendricks County Comprehensive Plan (2006) Hendricks County Parks and Recreation 5-Year Comprehensive Plan (2016) Parks and Recreation Maintenance Management Plan (2017) Parks and Recreation Needs Assessment Survey (2017) Parks and Recreation Organizational Assessment (2016) Parks and Recreation Strategic Master Plan (2014) Recreation Zone Improvement Plan (2013) Recreation Zone Improvement Plan DRAFT (2018) 7 of 15

8 Town of Brownsburg Strategic Plan (2014) TASK 3 COMMUNITY PROFILE, DEMOGRAPHICS AND SOCIO-ECONOMIC ANALYSIS The Consultant will provide a summary of the Community s existing demographic, socio-economic and market profile. The demographic overview will include an analysis of recent trends in population, households, income, age and gender characteristics, racial and ethnic composition, labor force and employment, and poverty statistics. The economic and market overview and analysis will be conducted to determine trends, supply, demand and potential for new residential and job growth throughout Brown and Lincoln Townships. Using the demographic and socio-economic data collected and other available resources (e.g. U.S. Census Bureau, etc.), the Consultant will forecast employment, population, median household income and housing growth through the year TASK 4 PUBLIC ENGAGEMENT Community outreach and public engagement is a critical component of any planning study. The Consultant will use multiple methods to communicate project updates, solicit public involvement and gain feedback throughout the planning process. Interactive Project Website The Consultant will provide a project website that is linked to the Brownsburg Parks website. The website will be used to post project schedules and meeting dates; display graphics, maps and draft documents; address frequently asked questions; host a community discussion forum; contain online community surveys; and provide other resources for the public to review and provide feedback. Press Releases, Notices and Newsletter Articles The Consultant will work with Brownsburg Parks staff to prepare special articles at key points throughout the planning process for the project website, Town Newsletter and local media outlets. Community Workshops The first community workshop will provide an opportunity for residents to interact with the project team, steering committee and staff. The workshop will: (1) review the purpose of the Strategic Master Plan, the planning process to be undertaken, and the schedule for the study; and (2) secure local views on problems, issues and potential within the community. It is expected that a minimum of three (3) community workshops will be conducted throughout the planning process. Community Questionnaires The Consultant will prepare a web-based questionnaire for residents to solicit community-wide opinion on a range of topics, issues and opportunities related to parks and recreation programming, amenities, and facilities; and natural resource preservation. Web-Based Community Issues Map The Consultant will provide, on the interactive project website, an interactive mapping tool for the public to identify, map and comment on areas of concern and valued park assets. TASK 5 NEEDS ASSESSMENT SURVEY RESULTS (2017) In 2017, Brownsburg Parks conducted a needs assessment survey to identify the community s priorities for park infrastructure development and capital outlays and recreation programming needs. Survey respondents were asked if their household had a need for 26 parks and recreation facilities and to rate how well their needs for each were currently being met. A total of 579 residents completed the survey, 8 of 15

9 exceeding the goal of 400 responses. Based on the results of the survey, the following six facilities were rated as high priorities for investment, in order of rating: Walking and biking trails Outdoor swimming pools/water parks Indoor fitness and exercise facilities Indoor swimming pools/leisure pools Nature centers and trails Indoor running/walking tracks Respondents also were asked to identify if their household had a need for 21 parks and recreation programs. Based on the results of the survey, the following nine programs were identified as high priorities: Group fitness and wellness programs Community special events Nature programs and exhibits Water fitness programs Youth sports programs Youth Learn to Swim programs Adult sports programs Special events Senior programs A complete copy of the Needs Assessment results is attached as Exhibit A. TASK 6 PRIORITIES AND IMPLEMENTATION STRATEGY The Consultant will develop recommendations for system-wide improvements, including acquiring and developing new park sites, improving existing parks and potential partnership opportunities to meet the needs of the community. The Consultant will develop prioritized recommendations to meet the community s needs through renovation and maintenance of parks and outdoor facilities, development of additional recreational amenities and land acquisition. The Consultant will work with staff to develop a 10-year Capital Improvement Plan, including cost estimates, project priority, and potential funding sources. The implementation plan will include actionable items defined in Short- (1-2 years), Mid- (3-5 years) and Long- (5+ years) terms. TASK 7 DELIVERABLES AND FINAL DOCUMENT The Consultant will be responsible for delivering various reports, charts, data, cost projections, presentation materials, schedules, interim reports, maps and meeting notes throughout the course of the project. The Plan should be in a reader-friendly document with an emphasis on maps, charts, photos, graphics and tables to convey information rather than using lengthy text. The Plan should be formatted in such a way that it is easy to update on a routine basis. 9 of 15

10 TASK 8 COMPLIANCE WITH IDNR PLANNING GUIDELINES The Plan must comply with the Indiana Department of Natural Resources (IDNR) Planning Guidelines for 5-Year Parks and Recreation Master Plans ( including, but not limited to: I. Introduction II. Goals and Objectives III. Features of Entire Community IV. Supply Analysis V. Accessibility VI. Public Participation VII. Needs Analysis VIII. New/Existing Facilities Location Map IX. Priorities and Action Schedule Submittal Requirements Consultants must mail or hand-deliver their response to the individual and address identified in the Invitation section of this RFP. Submissions must be provided in 8.5 x 11 paper format and must include a minimum of six (6) bound originals and one (1) PDF. Submissions should be prepared simply and economically, providing a straightforward, concise description of the consultant s qualifications. Submissions shall be limited to fourteen (14) sheets, double-sided. Any information beyond these limitations will not be considered in evaluating the submission. At a minimum, the Statement of Qualifications should include the following items: Cover Letter: (1 page) Indicate your interest in providing the services outlined in the RFP and any unique qualifications that the selection team should take into consideration. The letter also should include the contact information for the primary point of contact during the RFP evaluation process who is authorized to negotiate on behalf of the firm or individual. Firm Overview: (1-2 pages) Include information on the lead consultant and any sub-consultants included in the team. Please identify the type of organization (corporation, partnership, etc.). Also include relevant technical capabilities, similar experience and any DBE/WBE certifications held by the lead or sub-consultants. Describe the capacity of the key personnel and their ability to perform the work in a timely manner relative to present workload. Identify the location of the primary office that will be responsible for the majority of the work identified in the Scope of Services. Project Understanding and Approach: (3 pages) Provide a statement demonstrating your understanding of the project and your approach to completing the Scope of Work. Explain how the team will leverage work that has been previously achieved to complete the project in an efficient and effective manner. Key Personnel Qualifications: (3 pages) Identify the project manager, who will serve as the primary contact throughout the term of the contract. Provide a detailed resume, job description and relevant qualifications for the key team members including educational qualifications and previous work assignments related to the services proposed who will be involved in the delivery of services to Brownsburg Parks. Identify applicable professional licenses and/or certifications held by these individuals. 10 of 15

11 Team Experience: (2 page) Provide at least four (4) projects that demonstrate relevant project experience similar to the services proposed in this RFP. These examples should come from team members experience, identifying the specific role(s) each team member played, and unique resources that yield a relevant added value or efficiency to the services provided. Highlight successes the team has had in acquiring Land and Water Conservation Fund (LWCF) grants, or other grants for parks and recreation services. References: (1 page) Provide contact information for a least five (5) references for similar work performed, or completed, by the firm within the past five years. Fee Schedule: (1-2 pages) Provide the proposed cost for the services required in this RFP. The total cost for services should include a breakdown of: 1) staff hours for each individual person assigned to the project, 2) hourly rates for each staff person, 3) overhead and profit rates and 4) direct costs anticipated in the performance of work. Selection Criteria A selection committee will review and evaluate responses based on the desired qualifications described in this RFP. The committee will rate each of the following criteria on a six point scale (0-5) and the scores for each criterion will be weighted as follows: Overall Proposal (Weight = 15) Does the proposal specify the firm s capacity to perform the work outlined in the RFP? Does the proposal follow the general format and instructions outlined in the RFP? Was the proposal easy to read and were there grammatical or geographic errors? Is the proposal complete? Firm Qualifications (Weight = 25) Does the firm have relevant experience in similar work categories, as outlined in the RFP? If the proposal is a partnership between multiple firms, have the firms worked together in the past? Does the firm offer the quality of services required in the RFP? Has Brownsburg Parks had a prior relationship with the firm that has been terminated, by Brownsburg Parks, for any reason? Key Personnel Qualifications & Experience (Weight = 25) Do the qualifications of key personnel identified in the proposal coincide with the tasks and Scope of Services outlined in the RFP? Do the assigned personnel have requisite education, experience and professional credentials required to perform the work outlined in the RFP? Does the proposal identify information regarding the team organization or leadership that will ensure efficiency and accountability during the course of a project as outlined in the Scope of Services? 11 of 15

12 Project Understanding & Approach (Weight = 30) Does the project approach provide sufficient evidence that the firm is capable of completing the work in a timely fashion, using technical and professional expertise that adds value to Brownsburg Parks processes? Does the firm have a good understanding of local issues and the impact new development has on park facilities, programs and services? Does the firm understand the services requested in the Scope of Services and are they able to perform the work identified? DBE, MBE or WBE Certification (Weight = 5) Is the firm certified as a Disadvantaged Business Enterprise (DBE), Minority-Owned Business Enterprise (MBE), or Women-Owned Business Enterprise (WBE) through the State of Indiana? Supplemental Information GENERAL PROVISIONS A) A prospective Consultant may withdraw their proposal at any time prior to the date and time set forth herein as the deadline for acceptance of proposals. B) Brownsburg Parks reserves the right to request additional information from any and all prospective Consultant(s) as deemed necessary by Brownsburg Parks in order to evaluate the proposal. This process may not be used as an opportunity to submit missing documentation or to make substantive revisions to the original proposal. C) As required by I.C , the Consultant must certify that it is not engaged in investment activities in Iran. Providing false certification may result in consequences listed in I.C ; including termination of the contract and denial of future contracts, as well as imposition of a civil penalty. D) Pursuant to I.C , each Consultant that is awarded a contract with Brownsburg Parks must enroll in and verify the work eligibility status of all newly hired employees of Consultant through the E-Verify Program. Consultant is not required to verify the work eligibility status of all newly hired employees through the Program if the Program no longer exists. E) The Consultant must comply with all applicable federal, state and local laws, rules, regulations and ordinances, and all provisions required thereby to be included herein are hereby incorporated by reference. F) All communications from interested parties to Brownsburg Parks during the RFP submittal process shall be made electronically through only (see Invitation section). G) Once submitted, a response to this RFP becomes property of Brownsburg Parks. The release of information will conform to Indiana law. H) Brownsburg Parks reserves the right to enter into an agreement with any prospective Consultant at any time, deviate from this Request, reject any or all proposals, continue to advertise for new proposals, negotiate with multiple entities simultaneously, waive any defects in proposals, or proceed otherwise. The RFP and the selection process will in no way be deemed 12 of 15

13 to create a binding contract or agreement of any kind between Brownsburg Parks and any prospective Consultant(s). I) Brownsburg Parks is tax exempt from Federal and State excise, use and sales tax. J) The successful Consultant(s), their officers, agents, employees and subcontractors shall not discriminate against any employee or applicant for employment to be employed in the performance of work with Brownsburg Parks, with respect to his or her hire, tenure, terms, conditions or privileges of employment, or any matter directly or indirectly related to employment, because of his or her race, sex, sexual orientation, gender identity, religion, color, national origin, ancestry, age, disability or United States military service veteran status. K) In the sole judgement of Brownsburg Parks, any and all proposals are subject to disqualification on the basis of a conflict of interest. Brownsburg Parks may not contract with a consultant if the consultant or an employee, officer or director of the proposer s firm, or any immediate family member of the preceding, has served as an elected official, employee, board or commission member of the Town who influences the making of the contract or has a direct or indirect interest in the contract. BONDS, INSURANCE AND SPECIAL PROVISIONS The consultant(s) selected under this RFP will be required to carry the following insurance during the contract, unless granted a waiver by the Town of Brownsburg. Certificates of Insurance, naming the Town of Brownsburg as an additional insured, must be filed with Brownsburg Parks prior to commencement of any work. These certificates must contain a provision that the policies and the coverage afforded will not be cancelled until at least thirty (30) days after written notice has been given to Brownsburg Parks. A) Commercial General Liability (Occurrence Basis) Bodily injury, personal injury, property damage, contractual liability, Product/completed operations Each Occurrence Limit $1,000, Damage to Rented Premises $100, Medical Expense Limit $5, Personal and Advertising Injury Limit $500, General Aggregate Limit $2,000, (Other than Products/Completed Operations) NOTE: GENERAL AGGREGATE TO APPLY PER PROJECT Products/Completed Operations $1,000, B) Professional Liability $1,000, (per occurrence) $1,000, (aggregate) 13 of 15

14 C) Auto Liability $1,000, (combined single limit) (owned, hired & non-owned) Bodily injury & property damage $1,000, (per accident) D) Excess/Umbrella Liability $1,000, (per occurrence & aggregate) E) Worker s Compensation & Disability Minimum required by statute. F) Employer s Liability Bodily Injury Accident $100, (each accident) Bodily Injury by Disease $100, (each employee) Bodily Injury by Disease $500, (policy limit) Anticipated Process Schedule February 6, 2018 February 20, 2018 March 6, 2018 March 27,2018 April 11, 2018 November 9, 2018 December 12, 2018 January 14, 2019 February 21, 2019 March 14, 2019 RFP Released Questions due by 12:00 p.m. EST RFP Response Deadline Notification of Selection Kick-Off Meeting Final Draft of Strategic Master Plan Final Steering Committee Meeting Submit Plan to IDNR-OR Park Board Adopts Plan Town Council Adopts Plan Brownsburg Parks reserves the right to conduct interviews with consultants as it deems necessary during the selection process. 14 of 15

15 Exhibit A Parks and Recreation Needs Assessment Survey (2017) 15 of 15

16 Town of Brownsburg Parks and Recreation Needs Assessment Survey Findings Report Submitted to the Town of Brownsburg, IN by: ETC Institute 725 W. Frontier Lane, Olathe, Kansas June 2017 helping organizations make better decisions since 1982

17 Contents Executive Summary... i Section 1: Charts and Graphs... 1 Section 2: Priority Investment Rating Section 3: Benchmarking Analysis Section 4: Tabular Data Section 5: Cross-Tabular Data: by Household Type by Age and Gender by Years Lived in Brownsburg Section 6: Survey Instrument

18 Town of Brownsburg Parks and Recreation Survey Executive Summary Overview ETC Institute administered a parks and recreation needs assessment survey for the Town of Brownsburg during May and June of The survey was administered to establish priorities for improvements to parks and recreation facilities and programs in the Town. Methodology ETC Institute mailed a survey packet to a random sample of households in the Town of Brownsburg. Each survey packet contained a cover letter, a copy of the survey, and a postagepaid return envelope. Ten days after the surveys were mailed, ETC Institute sent s and placed phone calls to the households that received the survey to encourage participation. The s contained a link to the on-line version of the survey ( to make it easy for residents to complete the survey. The goal was to obtain completed surveys from at least 400 residents. This goal was far exceeded, with a total of 579 residents completing the survey. The overall results for the sample of 579 households have a precision of at least +/-4.1% at the 95% level of confidence. There were no statistically significant differences in the results of the survey based on the method of administration (phone vs. mail vs. online). This report contains the following: Charts showing the overall results of the survey (Section 1) Priority Investment Rating (PIR) that identifies priorities for facilities and programs (Section 2) Benchmarking analysis comparing the Town s results to national results (Section 3) Tabular data showing the overall results for all questions on the survey (Section 4) Cross-tabular data showing the overall results by key demographic variables (Section 5) A copy of the survey instrument (Section 6) Open-ended comments from residents (Appendix A) The major findings of the survey are summarized below and on the following pages. Page i

19 Use and Condition of Parks and Facilities Seventy-six percent (76%) of respondents indicated they visited Arbuckle Acres Park during the past 12 months. Other Brownsburg parks/facilities used include: Williams Park (69%), B&O Trail (42%), and Town Hall Green (28%). The park used the least was Gateway Park (2%). Most respondents (98%) who visited parks and facilities in Brownsburg indicated the overall condition of Town Hall Green was excellent or good. Other parks/facilities that respondents rated as excellent or good include: Williams Park (96%), B&O Trail (94%), Maple Ridge Trail (94%), and Veterans Memorial Garden (93%). Stephens Park rated the lowest with regard to condition (65% excellent or good ). Based on the sum of their top three choices, the parks and facilities households used most during the past year were: 1) Arbuckle Acres Park, 2) Williams Park, and 3) B&O Trail. Splash Pad at Williams Park Thirty-seven percent (37%) of respondents indicated their household has used the Splash Pad at Williams Park in the past 12 months. Of those, more than three-fourths (78%) were under age 10. When residents were used the Splash Pad were asked how they felt about the facility s hours of operation, 74% indicated the hours were just right ; 18% felt the operating hours were too short, and 8% responded too long. Information Sources When residents were asked how they learned about Brownsburg parks projects and improvements during the past 12 months, the answers included: Town/Parks newsletters (54%), Park Department brochure (54%), word of mouth (52%), Facebook (38%), and newspaper (31%). Instagram was the source that respondents used the least to learn about parks projects and improvements (2%). Participation in Recreation Programs Sixty-three percent (63%) of respondents indicated they participated in the Fourth of July Concert and Fireworks in Brownsburg during the past 12 months. Other programs in which residents participated include: Christmas Under the Stars Parade (38%), Summer Concert Series (36%), Festival of the Arts (20%), and Easter Egg Hunt (17%). The recreation program in which households participated the least was Ballroom Dancing (3%). Thirty-six percent (36%) of residents indicated they participated in one program/activity in the past 12 months; 43% participated in 2-3 programs/activities, 17% participated in 4-6, and 4% participated in 7 or more programs/activities in Brownsburg during the past 12 months. Page ii

20 The reasons given for participation in programs included: location of program facility (64%), dates the program is offered (31%), times program is offered (27%), and quality of the program facility (26%). Facility Needs and Priorities Facility Needs: Respondents were asked to identify if their household had a need for 26 parks and recreation facilities and rate how well their needs for each were currently being met. Based on this analysis, ETC Institute was able to estimate the number of households in the community that had the greatest unmet need for various facilities. The four parks and recreation facilities with the highest percentage of households that indicated a need for the facility were: walking and biking trails (77%), outdoor swimming pools/water parks (55%), nature centers and trails (50%), and indoor fitness and exercise facilities (50%). When ETC Institute analyzed the needs in the community, two facilities, walking and biking trails and outdoor swimming pools/water parks, had a need that affected more than 5,000 households. ETC Institute estimates a total of 4,329 households in the Town of Brownsburg that have a need have unmet needs for outdoor swimming pools/water parks. The estimated number of households that have unmet needs for each of the 26 facilities that were assessed is shown below. Page iii

21 Facility Importance: In addition to assessing the needs for each facility, ETC Institute also assessed the importance that residents placed on each facility. Based on the sum of respondents top four choices, the three most important facilities to residents were: walking and biking trails (54%), outdoor swimming pools/water parks (29%), and nature centers and trails (17%). The percentage of residents who selected each facility as one of their top four choices is shown in the table below. Priorities for Facility Investments: The Priority Investment Rating (PIR) was developed by ETC Institute to provide organizations with an objective tool for evaluating the priority that should be placed on parks, trails, recreational facilities, and services. The PIR equally weights (1) the importance that residents place on facilities and (2) how many residents have unmet needs for the facility. [ Details regarding the methodology for this analysis are provided in Section 2 of this report.] Based the Priority Investment Rating (PIR), the following six facilities were rated as high priorities for investment: Walking and biking trails (PIR=160) Outdoor swimming pools/water parks (PIR=154) Indoor fitness and exercise facilities (PIR=116) Indoor swimming pools/leisure pools (PIR=116) Page iv

22 Nature centers and trails (PIR=105) Indoor running/walking tracks (PIR=104) The chart below shows the Priority Investment Rating for each of the 26 facilities that were assessed on the survey. Programming Needs and Priorities Programming Needs. Respondents were also asked to identify if their household had a need for 21 parks and recreation programs and rate how well their needs for each program were currently being met. Based on this analysis, ETC Institute was able to estimate the number of households in the community that had unmet needs for each program. The four programs with the highest percentage of households that had needs were: community special events (38%), group fitness and wellness programs (34%), special events (30%), and nature programs and exhibits (30%). When ETC Institute analyzed the needs in the community, two programs, community special events and group fitness and wellness programs, had a need that affected more than 3,000 households. ETC Institute estimates a total of 2,470 households in the Town of Brownsburg that have a need have unmet needs for group fitness and wellness programs. Page v

23 The estimated number of households that have unmet needs for each of the 21 programs that were assessed is shown below. Program Importance. In addition to assessing the needs for each program, ETC Institute also assessed the importance that residents place on each program. Based on the sum of respondents top four choices, the three most important programs to residents were: community special events (25%), group fitness and wellness programs (21%), and youth sports programs (19%). The percentage of residents who selected each program as one of their top four choices is shown in the table at the top of the following page. Page vi

24 Priorities for Programming Investments. Based on the priority investment rating (PIR), which was described briefly on page iv of this Executive Summary and is described in more detail in Section 2 of this report, the following nine programs were rated as high priorities for investment: Group fitness and wellness programs (PIR=183) Community special events (PIR=180) Nature programs and exhibits (PIR=162) Water fitness programs (PIR=147) Youth sports programs (PIR=134) Youth Learn to Swim programs (PIR=129) Adult sports programs (PIR=122) Special events (PIR=119) Senior programs (PIR=102) The chart on the following page shows the Priority Investment Rating (PIR) for each of the 21 programs that were rated. Page vii

25 Conclusions and Recommendations When analyzing the facilities offered by the Town of Brownsburg, walking and biking trails, outdoor swimming pools/water parks, nature centers and trails, and indoor fitness and exercise facilities are the items for which the highest number of residents has a need. The facilities that were the most important to households were walking and biking trails, outdoor swimming pools/water parks, and nature centers and trails. Focusing on walking and biking trails and outdoor swimming pools/water parks would provide the greatest benefit for the largest number of residents within the Town. When analyzing the programs offered by the Town, community special events, group fitness and wellness programs, special events, and nature programs and exhibits are the programs for which the highest number of residents has a need. The programs that were the most important to households were community special events, group fitness and wellness programs, and youth sports programs. Focusing on group fitness and wellness programs will give the Town the ability to serve the largest number of households that have a need for the program. Ensuring that the Town s scope of programming encompasses the greatest number of households ensures funding is appropriately allocated to give the community the greatest benefit possible. In order to ensure that the Town of Brownsburg continues to meet the needs and expectations of the community, ETC Institute recommends that the Town sustain and/or improve the performance in areas that were identified as high priorities by the Priority Investment Rating (PIR). The facilities and programs with the highest PIR ratings are listed on the following page. Page viii

26 Facility Priorities o Walking and biking trails (PIR=160) o Outdoor swimming pools/water parks (PIR=154) o Indoor fitness and exercise facilities (PIR=116) o Indoor swimming pools/leisure pools (PIR=116) o Nature centers and trails (PIR=105) o Indoor running/walking tracks (PIR=104) Programming Priorities o Group fitness and wellness programs (PIR=183) o Community special events (PIR=180) o Nature programs and exhibits (PIR=162) o Water fitness programs (PIR=147) o Youth sports programs (PIR=134) o Youth Learn to Swim programs (PIR=129) o Adult sports programs (PIR=122) o Special events (PIR=119) o Senior programs (PIR=102) Page ix