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HomeMy WebLinkAboutRes 2020-04-717 Kimley Horn & Assoc Prof Srvs AgreeCITY OF ANNA, TEXAS RESOLUTION NO. (00k- Oq 01$ A RESOLUTION OF THE CITY OF ANNA, TEXAS APPROVING A PROFESSIONAL SERVICES AGREEMENT WITH KIMLEY HORN & ASSOCIATES, AND AUTHORIZING THE CITY MANAGER TO EXECUTE SAME WHEREAS, the City Council of the City %J Anna, Texas (the "City Council") has adopted a strategic goal to create a new Comprehensive plan, a Downtown Master Plan, and a Parks, Trail, and Opens Space Master Plan; and WHEREAS, in November 2019, Staff issued a Request for Statement of Qualifications (SOQ) for professional services to assist the City in developing a new Comprehensive Plan, a Downtown Master Plan, and a Parks, Trail, and Opens Space Master Plan; and WHEREAS, fourteen (14) firms responded and after review of the various responses, Staff is recommending the selection of Kimley Horn and Associates to provide the professional services outlined in the SOQ; and WHEREAS, the City Council has determined that approval of a Professional Services Agreement with Kimley Horn & Associates to provide professional services for the Comprehensive Plan, a Downtown Master Plan, and a Parks, Trail, and Opens Space Master Plan and other related projects will benefit the residents of the City of Anna, Texas; NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF ANNA, TEXAS, THAT: Section 1. Recitals Incorporated. The recitals above are incorporated herein as if set forth in full for all purposes. Section 2. Approval of Professional Services Agreement The City Council hereby approves the Professional Exhibit 1, and ratifies and approves the City Man Manager is hereby authorized to execute all do necessary to act under and enforce the Agreement. Services Agreement attached hereto as �ger's execution of the same. The City ;uments and to take all other actions PASSED AND APPROVED by the City Council of the City of Anna, Texas, on this 14t" day of April, 2020. ATTEST: L. Land, City Secretary APPROVED: / It4 /��o yor, Nathan Pike PROFESSIONAL SERVICES AGREEMENT FOR ENGINEERING SERVICES STATE OF TEXAS § COUNTY OF COLLIN § THIS AGREEMENT is made and entered into as of the 1qL11 day of , by and between the City of Anna, Texas, a Texas municipal corporation, with its principal office at 111 North Powell Parkway, Anna, Collin County, Texas 75409, hereinafter called "OWNER" and Klmley-Horn and Associates Inc. with its corporate office at 13455 Noel Road, Two Galleria Office Tower, Suite 700 Dallas TX 75240 , hereinafter called "CONSULTANT," acting herein, by and through their duly authorized representatives. WITNESSETH, that in consideration of the covenants and agreements herein contained, the parties hereto do mutually agree as follows. ARTICLE 1 EMPLOYMENT OF CONSULTANT OWNER hereby contracts with CONSULTANT, as an independent contractor, and CONSULTANT hereby agrees to perform the services herein in connection with the project(s) as stated in the sections to follow, with diligence and in accordance with the professional standards customarily obtained for such services in the State of Texas. The professional services set out herein are in connection with the following described project(s) (the $$Project" whether one or more): The Project shall include, wifihout limitation the general services tradifiionally performed by a municipally retained or employed consultant including without limitation the services described under Article 2.A. of this Agreement and/or individual task orders which shall be governed by the terms of this Agreement. ARTICLE 2 SCOPE OF SERVICES CONSULTANT shall perform the following services in a professional manner: A. CONSULTANT shall perform all those services as necessary and as described under "Scope of Services" as set forth as Exhibit "A" which is attached hereto and made part hereof as if written word for word herein. B. CONSULTANT shall perform appropriate services set forth in individual task orders which shall be governed by the terms a# this Agreement. PROFESStONAI. SERVICES AGREEMENT FOR ENGINEERING SERVICES Page 1 of 11 C. If (here is any conflict between the terms of this Agreement and the exhibits attached to this Agreement or any task orders, the terms and conditions of this Agreement will control over the terms and conditions of the attached exhibits or task orders. ARTICLE 3 ADDITIONAL SERVICES Additional services to be performed by CONSULTANT, if authorized by OWNER, whether included in the above -described Scope of Services, are described as follows: A. During the course of the Project, as requested by OWNER, CONSULTANT will be available to accompany OWNER's personnel when meeting with or having dealings with the Texas Commission on Environmental Quality, U.S. Environmental Protection Agency, or other regulatory agencies. CONSULTANT will assist OWNER's personnel on an as -needed basis in preparing compliance schedules, progress reports, and providing general technical support for OWNER's compliance efforts. 13. Assisfiing OWNER or contractor in the defense or prosecution of litiga#ion in connection with or in addition to those services contemplated by this Agreement. Such services, if any, shall be furnished by CONSULTANT on a fee basis negotiated by the respective parties outside of and in addition to this Agreement. C. Sampling, testing, or analysis beyond that specifically included in the above -described Scope of Services. D. Preparing copies of computer aided drafting (CAD) electronic data bases, drawings, ar files for OWNER's use in a future CAD system. E. Preparing applications and supporting documents for government grants, loans, or planning advances and providing data for detailed applications. F. Appearing before regula#ory agencies or courts as an expert witness in any litigation with third parties or condemnation proceedings arising from the development or construction of the Project, including the preparation of engineering data and reports for assistance to OWNER. G. Providing geotechnical investigations, including soil borings, related analyses, and recommendations. This Agreement shall become effective upon execution of this Agreement by OWNER and CONSULTANT and upon issue of a notice to proceed by OWNER, and shall remain in PROFESSIONAL SERVICES AGREEMENT FOR ENGINEERING SERVICES Page 2 of 11 force for the period which may reasonably be required for the completion of the Project, including Additional Services, if any, and any required extensions approved by OWNER. This Agreement may be sooner terminated in accordance with the provisions hereof. Time is of the essence in this Agreement. CONSULTANT shall make all reasonable efforts to complete the services set forth herein as expeditiously as possible and to meet the schedule(s) established by OWNER, acting through its City Manager or his designee. However, CONSULTANT shall not have liability or be in default by reason of any delay if such delay arises out of causes beyond the control of CONSULTANT and without the fault or negligence of CONSULTANT. ARTICLE 5 COMPENSATION A. COMPENSATION TERMS: 'i. "Subcontract Expense" is defined as expenses incurred by CONSULTANT in employment of others in outside firms for services in the nature of, geotechnical evaluations, traffic engineering and other necessary support labor incident to the work required under the Scope of Services and Additional Services. 2. "Direct Nan -Labor Expense" is defined as that expense for any authorized assignment assignment incurred by CONSULTANT for supplies, transportation and equipment, travel, communications, subsistence, and lodging away from home, and similar incidental expenses in connection with that assignment. B. BILLING AND PAYMENT: For and in consideration of the professional services to be performed by CONSULTANT herein, OWNER agrees to pay, based on the cast estimate detail at an hourly rate shown in Exhibit "B" which is attached hereto and made a part of this Agreement as if written word for word herein. Partial payments to CONSULTANT will be made on the basis of detailed monthly statements rendered to and approved by OWNER through its City Manager or his designee; however, under no circumstances shall any monthly statement for services exceed the value of the work performed at the time a statement is rendered. Nothing contained in this Article shall require OWNER to pay for any work which is unsatisfac#ory, as reasonably determined by the City Manager or his designee, or which is not submitted in compliance with the terms of this Agreement. OWNER shall not be required to make any payments to CONSULTANT when CONSULTANT is in default under this Agreement. It is specifically understood and agreed that CONSULTANT shall not be authorized to undertake any work pursuant to this Agreement which would require additional payments by OWNER for any charge, expense, or reimbursement above any maximum not -to -exceed fee as stated within any specified task order, without first having obtained written authorization from OWNER. CONSULTANT shall not proceed to perform any PROFESSIONAL SERVICES AGREEMENT FOR ENGINEERING SERVICES Page 3 of 11 services without obtaining prior written authorization from the City Manager or his designee. C. ADDITIONAL SERVICES: For additional services authorized in writing by OWNER in Article 3, CONSULTANT shall be paid based on the Schedule of Charges at an hourly rate shown in Exhibit "B." Payments for additional services shall be due and payable upon submission by CONSULTANT and shall be in accordance with subsection B hereof. Statements shall not be submitted more frequently than monthly. D. PAYMENT: If OWNER fails to make payments due CONSULTANT for services and expenses within 60 days after receipt of CONSULTANT's undisputed statement thereof, the amounts due CONSULTANT will be increased by the rate of one percent (1 %) per month from the said 601n day, and, in addition, CONSULTANT may, after giving seven days' written notice to OWNER, suspend services under this Agreement until CONSULTANT has been paid in full all amounts due for services, expenses, and charges, provided, however, nothing herein shall require OWNER to pay the late charge of one percent (1 %) set forth herein if OWNER reasonably determines that the work is unsatisfactory, in accordance with this Article 5, "Compensation." ARTICLE 6 OBSERVATION AND REVIEW OF THE WORK CONSULTANT will exercise reasonable care and due diligence in discovering and promptly reporting to OWNER any defects or deficiencies in the work of CONSULTANT or any subcontractors or subconsultants of CONSULTANT. ARTICLE 7 OWNERSHIP OF DOCUMENTS All documents prepared or furnished by CONSULTANT (and CONSULTANT's subcontractors or subconsultants) pursuant to this Agreement are instruments of service and shall become the property of OWNER upon the termination of this Agreement. CONSULTANT is entitled to retain copies of all such documents. The documents prepared and furnished by CONSULTANT are intended only to be applicable to this Project, and OWNER's use of these documents in other projects shall be at OWNER's sole risk and expense. In the event OWNER uses any of the information or materials developed pursuant to this Agreement in another project or for other purposes than specified herein and by CONSULTANT at the time such information and materials are delivered, CONSULTANT is released from any and all (lability relating to such use in that project. ARTICLE 8 INDEPENDENT CONTRACTOR CONSULTANT shall provide services to OWNER as an independent contractor, not as an employee of the OWNER. CONSULTANT shall not have or claim any right arising from PROFESSIONAL SERVICES AGREEMENT FOR ENGINEERING SERVICES page 4 of 11 employee status. OWNER shall not control the means, methods, sequences, procedures, or techniques utilized by CONSULTANT to perform work or services under this Agreement or any associated task order. ARTICLE 9 AUDITS AND INSPECTION OWNER sha}I have the right to audit and make copies of the books, records and computations pertaining to this agreement. CONSULTANT shall retain such books, records, documents and other evidence pertaining to this agreement during the contract period and five years thereafter, except if an audit is in progress or audit findings are yet unresolved, in which case records shall be kept until all audit tasks are completed and resolved. These books, records, documents and other evidence shall be available, within 10 business days of written request. Further, CONSULTANT shall also require all Subcontractors, material suppliers, and other payees to retain all books, records, documents and other evidence pertaining to this agreement, and to allow OWNER similar access to those documents. All books and records will be made available within a 50 mile radius of the City of Anna. The cost of the audit will be borne by OWNER unless the audit reveals an overpayment of 1% or greater. If an overpayment of 1% or greater occurs, the reasonable cost of the audit, including any travel costs, must be borne by CONSULTANT which must be payable within five business days of receipt of an invoice. Failure to comply with the provisions of this section shall be a material breach of this contract and shall constitute, in OWNER's sole discretion, grounds for termination thereof. Each of the terms "books", "records", "documents" and "other evidence", as used above, shall be construed to include drafts and electronic files, even if such drafts or electronic files are subsequently used to generate or prepare a final printed document. ARTICLE 'I O INDEMNITY AGREEMENT CONSULTANT shall indemnify, save and hold harmless OWNER and its officers, agents, and employees from and against any and all liability for damages to the extent that the damage is caused by or results from an act of negligence, intentional tort, intellectual property infringement, or failure to pay a subcontractor or supplier committed by the CONSULTANT or the CONSULTANT'S agent, consultant under contract, or another entity over which the CONSULTANT exercises control, including but not limited to reasonable attorney fees and related expenses in proportion to CONSULTANT's liability. Nothing in this Agreement shall be construed to create a liability to any person who is not a party to this Agreement, and nothing herein shall waive any of the parties' defenses, both at law or equity, to any claim, cause of action, or litigation filed by anyone not a party to this Agreement, including the defense of governmental immunity, which defenses are hereby expressly reserved. PROFESSIONAL SERVICES AGREEMENT FOR ENGINEERING SERVICES Page 5 of 11 ARTICLE 11 INSURANCE During the performance of the services under this Agreement, CONSULTANT shall maintain the following insurance with an insurance company licensed to do business in the State of Texas by the State Insurance Commission or any successor agency that has a rating with Best Rate Carriers of at least an A- or above: A. Comprehensive Genera# Liability Insurance with bodily injury limits of not less than $500,000 for each occurrence and not less than $500,000 in the aggregate, and with property damage limits of not less than $100,000 for each occurrence and not less than $100,000 in the aggregate. B. Automobi#e Liability Insurance with bodily injury limits of not less than $500,000 for each person and not less than $500,000 for each accident, and with property damage limits of not less than $100,000 for each accident. C. Worker's Compensation Insurance in accordance with statutory requirements, and Employers' Liability Insurance with limits of not less than $100,000 for each accident. D. Professional Liability Insurance with limits of not less than $1,000,000 annual aggregate. E. CONSULTANT shall furnish insurance certificates ar insurance policies at OWNER's request to evidence such coverages. Except for workers compensation and professional liability, the insurance policies shall name OWNER as an additional insured and shall contain a provision that such insurance shall not be canceled or reduced with respect to by coverages or endorsements without 30 days' prior written notice to OWNER and CONSULTANT. In such event, CONSULTANT shall, prior to the effective date of the change or cancellation, serve substitute policies furnishing the same coverage. ARTICLE 12 TERMINATION OF AGREEMENT A. Notwithstanding any other provision of this Agreement, either party may terminate by giving 30 days' advance written notice to the other party. B. If the Agreement is terminated prior to completion of the services to be provided hereunder, CONSULTANT shall immediately cease all services and shall render a final bill for services to OWNER within 30 days after the date of termination. OWNER shall pay CONSULTANT for all services properly rendered and satisfactorily performed and for reimbursable expenses to termination incurred prior to the date of termination, in accordance with Article 5 "Compensation." Should OWNER subsequently contract with a new consultant for the continuation of services on the Project, CONSULTANT shall cooperate in providing information. CONSULTANT shall turn over all documents PROFESSIONAL. SERVICES AGREEMENT FOR ENGINEERING SERVICES Page 6 of 11 prepared or furnished by CONSULTANT pursuant to this Agreement to OWNER on or before the date of termination but may maintain copies of such documents for its use. ARTICLE 93 RESPONSIBILITY FOR CLAIMS AND LIABILITIES Approval by the OWNER shall nat constitute, nor be deemed a release of the responsibility and liability of CONSULTANT, its employees, associates, agents, subcontractors, and subconsultants for the accuracy and competency of their designs or other work; nor shall such approval be deemed to be an assumption of such responsibility by OWNER for any defect in the design or other work prepared by CONSULTANT, its employees, subcontractors, agents, and consultants. ARTICLE 14 NOTICES All notices, communications, and reports required or permitted under this Agreement shall be personally delivered or mailed to the respective parties by depositing same in the United States mail to the address shown below, certified mail, return receipt requested, unless otherwise specified herein. Mailed notices shall be deemed communicated as of three days after mailing. To CONSULTANT: Kimley-Horn and Associates, Inc. 3455 Noel Road, Two Galleria Office Suite 700 Dallas, TX 75240 To OWNER: City of Anna: Tower Attn: City Manager P.O. Box 776 Anna, Texas 75409 All na#ices shall be deemed effective upon receipt by the party to whom such notice is given, ar within three days after mailing. ARTICLE 15 ENTIRE AGREEMENT This Agreement constitutes the complete and final expression of the agreement of the parties, and is intended as a complete and exclusive statement of the terms of their agreements, and supersedes all prior or contemporaneous offers, promises, representations, negotiations, discussions, communications, and agreements which may have been made in connection with the subject matter hereof. PROFESSIONAL SERVICES AGREEMENT FOR ENGINEERING SERVICES Page7of11 ARTICLE 16 SEVERABILITY If any provision of this Agreement is found or deemed by a courk of competent jurisdiction to be invalid or unenforceable, it shall be considered severable from the remainder of this Agreement and shall not cause the remainder to be invalid or unenforceable. In such event, the parties shall reform this Agreement to replace such stricken provision with a valid and enforceable provision which comes as close as possible to expressing the intention of the stricken provision. ARTICLE 17 COMPLIANCE WITH LAWS CONSULTANT shall comply with all federal, state, and local laws, rules, regulations, and ordinances applicable to the work covered hereunder as they may now read or hereinafter be amended. � r � In performing the services required hereunder, the CONSULTANT shall not discriminate against any person on the basis of race, color, religion, sex, national origin or ancestry, age, or physical handicap. ARTICLE 1S PERSONNEL A. CONSULTANT represents that it has or will secure, at ifis own expense, all personnel required to perform all the services required under this Agreement. Such personnel shall not be employees or officers of, or have any contractual relations with OWNER. CONSULTANT shall inform OWNER of any conflict of interest or potential conflict of interest that may arise during the term of this Agreement. B. All services required hereunder will be performed by CONSULTANT or under its supervision. All personnel engaged in work shall be qualified, and shall be authorized and permitted under state and local laws to perform such services. ARTICLE 20 ASSIGNABILITY CONSULTANT shall not assign any interest in this Agreement, and shall not transfer any interest in this Agreement (whether by assignment, novation, or otherwise) without the prior written consent of OWNER. PROFESSIONAL SERVICES AGREEMENT FOR ENGINEERING SERVICES Page 8 of 11 ARTICLE 21 MODIFICATION No waiver or modification of this Agreement or of any covenant, condition, or limitation herein contained shall be valid unless in writing and duly executed by the party to be charged therewith, and no evidence of any waiver or modification shall be offered or received in evidence in any proceeding arising between the parties hereto out of or affecting this Agreement, or the rights or obligations of the parties hereunder, and unless such waiver or modification is in writing and duly executed; and the parties further agree that the provisions of this section will not be waived unless as set forth herein. ARTICLE 22 MISCELLANEOUS A. The following exhibits are attached to and made a part of this Agreement: Exhibit A — Scope of Services -Professional Gonsulting Services Exhibit B — Fee Schedule B. CONSULTANT agrees that OWNER shall, until the expiration of four years after the final payment under this Agreement, have access to and the right to examine any directly pertinent books, documents, papers, and records of CONSULTANT involving transactions relating to this Agreement. CONSULTANT agrees that OWNER shall have access during normal working hours to all necessary CONSULTANT facilities and shall be provided adequate and appropriate working space in order to conduct audits in compliance with this section. OWNER shall give CONSULTANT reasonable advance notice of intended audits. C. Venue of any suit or cause of action under this Agreement shall lie exclusively in Collin County, Texas. This Agreement shall be consfirued in accordance with the laws of the State of Texas. D. For the purpose of this Agreement, the key persons who will perform most of the work hereunder shall be Mark L. Bowers, Kimle�Horn and Associates, Inc.. However, nothing herein shall limit CONSULTANT from using other qualified and competent members of its firm to perform the services required herein. E. CONSULTANT shall commence, carry on, and complete any and all projects with all applicable dispatch, in a sound, economical, and efficient manner and in accordance with the provisions hereof. In accomplishing the projects, CONSULTANT shall take such steps as are appropriate to ensure that the work involved is properly coordinated with related work being carried on by OWNER. F. OWNER shall assist CONSULTANT by placing at CONSULTANT's disposal all available information pertinent to the Project, including previous reports, any other data relative to the Project, and arranging for the access thereto, and make all provisions for CONSULTANT to enter in or upon public and private property as required for CONSULTANT to perform services under this Agreement. G. CONSULTANT shall at all times maintain OWNER'S confidential or proprietary information in confidence and shall disclose same to third parties only as specifically instructed by OWNER, unless disclosure is compelled by law, court, or other compulsory legal process. Any disclosure of privileged or confidential information by OWNER to CONSULTANT is in furtherance of OWNER's purposes and is not intended to and does not waive any privileges that may exist with regard to such information. H. The captions of this Agreement are far informational purposes only, and shall not in any way affect the substantive terms or conditions of this Agreement. IN WITNESS HEREOF, the City of Anna, Texas has caused this Agreement to be executed by its duly authorized City Manager, and CONSULTANT has executed this Agreement through its duly authorized undersigned officer. PROFESSIONAL SERVICES AGREEMENT FOR ENGINEERING SERVICES Page 10 of 11 OWNER: ATTEST: Carrie L. Land, CITY SECRETARY CONSULTANT: Kimiey�Horn Associates, CITY OF A. TEXAS MANAGER North Carolina corporation i3y: Eric Z. Smith, its Assistant Secretary WITNESS: PROFESSIONAL SERVICES AGREEMENT FOR ENGINEERING SERVICES Page 11 of 11 ANNA COMPREHENSIVE PLAN Scope of Services Exhibit A - Final 4-15-2020 PHASE I —PROJECT MANAGEMENT/COMMUNITY ENGAGEMENT Task 1 -Project Initiation and Management 1.1 — Project Initiation Meeting (1 Meeting) - The Kimley-Horn Team will conduct a kick-off meeting to discuss our understanding of the project, the project schedule, scope, City and consultant team communication methods, and to receive data from the City of Anna as detailed under Task 4. Recommended attendees include City Staff that will ultimately guide the progress, findings, and recommendations in the Plans. The City will provide a meeting location and notify attending City Staff of the location and time for the meeting. 1.2 —Tour —Immediately following the kick-off meeting, the Kimley-Horn Team will tour key areas and locations in the City of Anna with City Staff to gain a deeper understanding of the character, culture, opportunities, and challenges facing the City. 1.3 —Progress Meetings (Every3-4 weeks - up to 12 meetings) —The Kimley-Horn Team will meet via WebEx (an internet application that allows virtual meetings) with key City Staff to discuss project progress, key action items and responsibilities, and project schedule. Kimley-Horn will prepare an agenda and a checklist with action items, responsibilities, and due dates for appropriate team members and will schedule and notify attendees of the meetings via Microsoft Outlook. Task 2 —Community Engagement Planning Residents, property owners, business leaders, and other stakeholders in Anna must be contributors to the update of the Comprehensive Plan if they are to support its vision and the many projects, programs, and investments that will carry it out. The Kimley-Horn Team believes it is essential to establish a message architecture and communications strategy for the project, and to structure a package of public engagement techniques that achieves four objectives: gives stakeholders multiple choices for participation; engages potential participants through timely and engaging communications; assures stakeholders that their input has been heard and considered; and produces results that are useful to the City as the plan is created. The initial step in achieving these objectives is the formulation of a communications / public involvement plan: 2.1 — Communications/Community Engagement Plan -The Kimley-Horn Team will develop a detailed plan for overall communications and for the public involvement process for staff review and approval. The Plan will identify methods for stakeholder identification, pre- and post - meeting communication techniques and tools, a schedule of stakeholder and public involvement meetings, necessary activities in preparation for meetings, and tools and techniques to be utilized during stakeholder and public meetings to facilitate engagement and feedback. As a 1 part of the Public Involvement Plan, Kimley-Horn Team will work with the City to identify potential external project partners (such as the Anna Area Chamber of Commerce, the Anna EDC, the Anna CDC) that may be able to assist in external communication regarding the Comprehensive Plan, public meetings, or other ways to engage citizens and stakeholders in the process. Members of these groups could become a portion of the Comprehensive Plan Advisory Committee (CPAC) described in Task 3. The Public Involvement Plan will specify the level of resources to be provided for these activities by the Kimley-Horn Team and by the City staff. Task 3 —Ongoing Engagement 3.1—Comprehensive Plan Advisory Committee Meetings (3 Meetings) —The Comprehensive Plan Advisory Committee (CPAC) (to be identified by the City with assistance from Kimley-Horn) will serve as a review, input, and advisory body for the Comprehensive Plan, Downtown Plan and Parks and Open Space Master Plan throughout the planning process. The Kimley-Horn Team will meet with the CPAC at key points during the planning process to present topical materials for committee background, discuss critical issues related to the development of the Plans, and obtain feedback and recommendations from the Committee. The City will be responsible for providing a venue for the committee meetings and notifying committee members of meeting dates and times. The Kimley-Horn Team will provide agendas and materials for facilitated discussion at each meeting. 3.2 —Web-Based Engagement —The web and other online tools are increasingly important forms of communication. For this project, web -based engagement will be designed and hosted by the Kimley-Horn Team to make information available more broadly (to anyone who chooses to go online), more conveniently (whenever someone is online or connected), and with more flexibility by using a variety of online and social networking tools). The Kimley-Horn Team will design the tools in a manner that assists City Staff in making the tools a part of the day-to-day management of the project. The final Elements of the web strategy will be determined in consultation with the City and included in the public/stakeholder involvement plan. These tools and techniques could include: ■ Website. A dedicated page on the City's website could convey general project information such as meeting dates, background information, and contact information. It will also provide a means for obtaining public input and serve as the main portal for videos, presentations, workshop information, and downloadable reports. ■ Facebook (www.facebool<.com) and Linkedln (www.linkedin.com). People who follow updates on social networking sites are more involved in the project's process and can also share information with their social networks. A project Facebook page and Linkedln presence could consist of updates about the progress of the plan, exhibits, polling questions, videos, and comments. The community will have an open venue to discuss the project and share insights on its progress. The project team will be able to gauge the public's responses to various issues and address concerns promptly. 2 ■ SurveyMonkey (www.surveymonkey.com). SurveyMonkey provides the capability to invite participants to share their views through an online survey (or series of surveys) they can access whenever they choose. These surveys supplement meeting discussions because they allow input from people who either can't participate in the larger meeting sessions or choose not to. Surveys can also be used to secure follow-up input and feedback about the results of community meetings. They could be accessed through a link on a website (for input by the general public) or through a link in an email (when the survey is designed for a particular group, like the Comprehensive Plan Advisory Committee). The Kimley-Horn Team may also use SurveyMonkey for online input on the issues for which keypad polling is used in the community charrette. The SurveyMonkey results could be presented as part of the memos on the Open House and charrette. ■ Twitter (www.twitter.com) provides an avenue for brief, immediate communication. Twitter is most useful for up-to-the-minute communication, such as messages to invite friends to join in an event that is underway or for quick feedback on a particular idea or concept. 3.3—Engagementthrough Community Events —The Comprehensive Plan should be informed by the perspectives and ideas of people who aren't typically involved in planning projects. The Kimley-Horn Team and City staff will identify opportunities to reach these people through outreach at the events and festivals, and the regular meetings of partner organizations. These opportunities will include one event that will be attended by the Kimley-Horn Team. The specific events and type of engagement activities to be initiated at each one will be detailed in the Communications/Community Engagement Plan. PHASE II —DATA COLLECTION/ANALYSIS Task 4 —Data Collection/Mapping 4.1 —Data Collection -The Kimley-Horn Team will assemble existing data sets from our previous efforts in Anna, from Collin Central Appraisal District and NCTCOG, and review existing background data and previous studies for the land within the City Limits and the ETJ of Anna. This review is intended to provide the Kimley-Horn Team a high-level understanding of existing conditions, opportunities, and constraints in Anna. A more in-depth understanding of all of these elements will be developed during the State of the City meeting when the Kimley-Horn Team will work closely with City Staff to determine the importance of several data sets and background materials to the overall scope and focus of the Comprehensive Plan. Included in those discussions will be an assessment of the relevance of previous planning studies and reports, policy documents, development proposals, and data sets to this planning effort. The following are materials that will be requested by the Kimley-Horn Team: ■ Aerial photographs ■ Recent population, employment and demographic information Kj ■ GIS data — may include building footprints, curb lines, street centerlines, parcel data (including tax assessor information), land cover, land use and zoning, transportation, environmental, water bodies, boundaries (city, county, school districts, special districts, etc.), and historic assets (sites, structures, districts, etc.) ■ Relevant land use and development data ■ Information regarding planned future development ■ Existing and planned utility/infrastructure improvements ■ Existing and planned transportation improvements, including the most recent traffic counts available, the most recent Transportation/Capital Improvement Program, any relevant transportation plans and studies, and any previous parking studies or current plan elements addressing parking ■ Existing city plans, studies and ordinances — Previous Comprehensive Plan, Thoroughfare Plan, Water and Wastewater Plans, zoning ordinance, and other relevant documents ■ Existing Special District Information (such as TIF and PID) 4.2 —Base Mapping —The Kimley-Horn Team will prepare a project base map that will be used to create future presentations, existing conditions maps and scenarios for future growth in Anna. 4.3 —Existing Conditions Review/Analysis/Mapping —Based upon existing, readily available GIS data (to be provided and maintained by the City), the Kimley-Horn Team will prepare existing conditions exhibits for use in public meetings and presentations of the following elements: ■ Existing Vacant Land (Kimley-Horn's existing Database —Flood Study) ■ Existing Land Use ■ Existing Transportation Systems ■ Existing Utility Infrastructure (Water and Wastewater) ■ Existing Tree Coverage ■ Existing Topography/Slopes (LIDAR) ■ Existing Floodplain Areas (Kimley-Horn's existing Database — Flood Study) ■ Existing and Planned Parks and Open Space ■ Existing and Planned Public Facilities ■ Existing Parcel Sizes (Collin Central Appraisal District) ■ Existing Parcel Ownership (Collin Central Appraisal District) 4.4 —Existing Downtown Property Analysis —The Downtown Master Planning process will begin with understanding the existing physical conditions of the site. This assessment will be supplemented by interviews with key stakeholders including property owners, business owners, city staff, community representatives, elected/appointed officials, and others as identified by the City. This will include a SWOT Analysis around specific attributes including land uses, public amenities, livability, commercial activity and other characteristics to help frame existing conditions and opportunities to advance redevelopment of Downtown Anna. In addition, a series of mapping exercises will highlight the current conditions. Mapping will include the following: in ■ Existing vacant lot, building inventory, and frontage analysis ■ Existing street and open space network ■ Pedestrian/bike facilities ■ Public/civic amenities ■ Historic resources ■ Housing conditions based upon quality, age, typology ■ Existing land use including potential conflicting uses and synergies ■ Economic analysis of real estate to identify underutilized and productive assets ■ Imminent development and capital projects in and around Downtown ■ Potential catalyst areas for new types of development and redevelopment within and in proximity to Downtown Anna ■ Integration with park and recreation system Task 5 — Demographic/Market Analysis & Projections 5.1 —Socioeconomic/Psychographic Information -The Kimley-Horn Team will identify market opportunities for the Anna market (this market includes not just Anna, but also portions of McKinney, Fairview, and Farmersville) that allow for consideration of the 'place' Anna has in the local sub -regional market, while providing the client team with a technical and analytical base of information from which to direct plan decisions and advance strategic initiatives. Specifically, we will build upon the City's existing demographic data and any other studies prepared for the City and/or Anna Economic Development Corporation and will collect psychographic and market data related to: population, household, age, ethnicity and income characteristics; consumer spending; taxable revenue; visitor and convention information; and, select economic values. Trends, both historical and future, will be identified and inputs used to inform stakeholder decisions, as well as model the impacts of various growth scenarios. 5.2 — Market Profile — The Kimley-Horn Team will prepare a market profile of the Study Area explaining historic trends in the indicators identified above. Using conclusions drawn from completion of Task 4.1(Data Collection/Mapping), the Team will review the data in light of what is meaningful to various investor audiences, including lenders, developers, business and land owners and community promoters. 5.3 —Supply and Demand Analysis —Building upon studies prepared for the City and the Anna Economic Development Corporation, the Kimley-Horn Team will analyze: ■ Development activity by land use (supply and demand) ■ Delivery system characteristics (e.g., property owner, developer, investor expectations) ■ Anticipated trends in product types; and, ■ Financing and investment markets which support development of specific residential product types, inform opportunities for building on existing retail/service strengths and commercial clusters, influence traffic -generating anchor districts, and make the best use of land, buildings, and public services. 5 Task 6 — Parks Inventory, Benchmar king and Needs Assessment 6.1 — Parks Inventory of Areas, Programs, Facilities and Benchmarking —The Kimley-Horn Team will prepare an inventory of existing Park Areas, Programs and Facilities. To complete this task, the team will: ■ Visit and assess each park, recreation, trial, open space area, and facility currently within the City's system, including schools and private recreational facilities that are open to the public ■ Create a photo log of each facility ■ Prepare an inventory of physical conditions, features, opportunities, constraints, and valued site elements ■ Evaluate and inventory current recreational programming offerings of the department ■ Provide a summary table of inventory for all parks and facilities broken out by each park, including acreage, miles of trails, types of facilities, and number of facilities ■ Compare the current supply of park land, trails, recreation, and open space areas and facilities with current City acreage standards, City goals, and other benchmarked Parks and Recreation Systems, including assessment of the distance to parks from properties citywide and trail access and connectivity. ■ Determine what, if any, deficiencies and/or oversupply exist by quantitative value, identify opportunities and constraints regarding potential new parksites, indoor facilities, improvements to existing facilities, joint City -school uses, public —private partnerships, community service group partnerships and other creative opportunities for increasing recreational opportunities for the community ■ Evaluate a select list of comparable communities developed with City Staff including: Researching current service levels and proposed goals of these communities Gathering data, including but not be limited to, park acreage, open space acreage, indoor facilities, other physical facilities, recreational services, and use levels 6.2 —Parks Needs Assessment and Identification —The Kimley-Horn Team will develop a Needs Assessment Report as follows: ■ Clearly identify park areas, facilities, trails and programs needs and explain the methodology for determining them, considering both outdoor and indoor recreation needs ■ Participate in Downtown planning workshops and integrate the need for parks and recreation uses within and adjacent to downtown ■ Study of transportation corridors to identify needs for identifiable gateways and improvements to the entries of the city Meet with City Staff to review progress to date and provide feedback about following three approaches in determining parks and recreation needs: ■ The demand -based approach: — Relies on information gathered from participation rates, surveys, and other information that indicates how much of the population wants certain types of facilities Utilizes Focus Groups with distinct user groups and special interest groups identified by the City, such as seniors, youth, sports leagues, cultural organizations, or other unique stakeholders, in a process designed by the City and the Kimley-Horn Team ■ The standard -based approach, which uses established standards, which may be based on demand studies, the professional judgment of park and recreation planners and designers, etc., to determine facilities and park areas needed to meet the needs of a given population size 0 ■ The resource -based approach, which examines the assets and resources of the area for open space, parks and recreation facilities, and defines how these resources can be utilized. Uses Recreation Trends Analysis information as available — Includes a discussion of recreation trends Examines specc Anna geographic resources to determine opportunes for park and recreation Examines specific Anna demographic trends shall be examined and used to ensure that the trends analysis accurately reflects the local community. Task 7 -State of the City Input Sessions 7.1—State of the City Work -Session —City Staff —Using the synthesis of knowledge gained during completion of previous tasks, the Kimley-Horn Team will conduct a facilitated session with City Staff to develop a set of criteria by which key community assets will be classified as those that will remain, those that will be enhanced, and those that will be subject to detailed review as strategic opportunity areas. The Team will also work with City Staff to identify a preliminary set of strategic issues and preliminary development directions for strategic opportunity areas within the City based upon the analyses conducted in the previous tasks. The information developed in this meeting will form the basis for initial engagement of the community and key stakeholders. The City Staff Work -Session will be held in a facility arranged by the City, and City Staff will be responsible for notifying City participants. The Kimley-Horn Team will develop the agenda for the meeting, prepare necessary materials and facilitate the discussions with meeting participants. 7.2 -Key Individual Interviews (Up to 101nterviews)—The Kimley-Horn Team will prepare for and conduct interviews and small group discussions with key individuals (to be identified by the City). The interview team will use a set of questions as a starting point and then use follow-up questions to probe for more detailed responses. The team will develop the interview questions and distribute them to City Staff for review and comment. The City will contact interviewees to confirm meeting times and provide private meeting rooms for the interviews, if needed. Task 8 —Community Engagement Event #1 8.1—Community Open House Preparation —The Kimley-Horn Team will plan the specific agenda, format and activities related to the community open house, prepare background presentations and meeting exhibits, and prepare the tools to be used during the event, including keypad polling and visual image preferences. All materials and activities will be closely coordinated with City Staff prior to public presentation. 8.2 —Community Open House - A community open house will be scheduled following the State of the City Input Sessions. The City would also be responsible for securing a venue for the event and the Kimley-Horn Team would be responsible for all meeting content. Outreach, invitations r� and announcements about the open house will be distributed according to the roles defined in the public involvement plan. 8.3 —Community Open House Results —Results from the community open house will be documented in presentation materials and incorporated into web -based applications that will allow the public to weigh-in on the future vision for Anna. 8.4 —Joint CPAC, Parks Board, CDC, EDC, P&Z, and City Council Workshop #1 —Following the Community Workshop, the Kimley-Horn Team will facilitate a workshop with the CPAC, Parks Board, CDC, EDC, the Planning & Zoning Commission, and City Council to build upon the feedback received at the Community Open House. The participants will be engaged in the planning process through a number of techniques, including table discussions to develop team consensus for alternative vision statements related to Anna's future, utilizing chips or stickers to allocate development types to areas of the City, colored markers to discuss future development densities, image boards to examine future building types and urban design characteristics, and keypad polling to determine preferences on a range of concepts. Specific activities will be designed to obtain feedback from participants related to the community wide vision, downtown vision and the future vision for Parks, Open Spaces and Trails in the community. Task 9 —Alternative Future Scenarios 9.1 —Alternative Scenarios Development —Based on the overall trends identified in the table maps at the Joint CPAC, Parks Board, CDC, EDC, P&Z and City Council Workshop #1, the Kimley- Horn Team will utilize Urban Footprint, a GIS Based Mapping and Scenario Building Tool, to develop three distinct scenarios exploring alternative futures for Anna. While the three scenarios will be developed for the entire City, differing approaches to the provision and distribution of Parks, Open Spaces and Trails, as well as differing approaches to the revitalization/redevelopment of Downtown Anna will be explored. 9.2 —Alternative Scenarios Implications — As a way of measuring the implications of each scenarioI the Team will develop a series of indicators for City Staff approval that align with the preliminary community priorities as identified during the State of the City phase and Community Workshop. Utilizing Urban Footprint, the implications related to each of the three alternative scenarios will be documented in a format suitable for CPAC and community review and input. PHASE III —VISION FRAMEWORK (PLAN DRAFTS AND RECOMMENDATIONS) Task 10 —Comprehensive Plan Elements (Draft) The Kimley-Horn team intends to work with the City to develop a comprehensive document that includes each of the following elements but will present them in such a manner where the results of each component is presented in an integrated fashion. The City may wish to consider each of these Elements in the context of 'assets' of the City of Anna and 'services' that they provide the community. The Kimley-Horn Team will prepare a draft plan outline and draft individual sections for Advisory Committee input and staff review and comments. 10.1 —Future Land Use StrategyKimley-Horn Team will develop the Land Use Strategy to align with the preferred vision scenario as identified in Task 10.4. The Team will develop a Future Land Use Plan, document any changes or additions to land use categories to accommodate the vision, update the anticipated population growth and capacity, and develop land use policies. 10.2 —Housing Strategy —Catalyst will support the Kimley-Horn Team in understanding growth trends by neighborhood, including pricing, velocity and typology of housing in Anna in context of adjacent cities and the DFW Region. This analysis will consider future demands of housing in context of age and affordability to ensure the future housing policies are aligned with local context. The results will include projections for future single family detached, multi -family units, condos, townhomes, and infill residential. The City shall prepare baseline data in GIS format at the parcel level which includes ownership, existing land use, improvement and parcel size, land value, improvement value, year built, and existing vacant parcels. 10.3—Mobility Strategy -The Mobility componentwill build upon the existingThoroughfare Plan and review the analysis completed during the City's Roadway Impact Fee Study and will add detail related to the specific transportation elements such as thoroughfare planning, multi - modal street design, pedestrian and bicycle integration. The Kimley-Horn Team will refine existing policies and determine new guiding principles through public involvement to help guide the transportation plan through the Comprehensive Planning Update. The Kimley-Horn Team will delineate the Thoroughfare Plan with desired changes including: ■ Evaluate Collin County's mobility plan projects within, adjacent to, and connecting to Anna ■ Conduct a planning level feasibility evaluation of the City's MTP, including recommended alignments and connectivity to serve future growth ■ Incorporate potential changes to street typologies ■ Identify safety concerns ■ Coordinate with appropriate City staff to incorporate any modifications to the thoroughfare plan ■ Comments and changes made to new alignments, modifications to existing alignments and other planned roadway alternatives as describes by the City Staff The Team will identify potential multi -modal street corridors that follow context -sensitive design to integrate multiple modes. 10.4 —Downtown Master Plan —Utilizing information gathered in the previous tasks, including the existing conditions assessment, the vision statement, and the market analysis, the Team will create a visionary master plan for Downtown Anna. For this task, the Kimley-Horn Team will conduct a three-day design Downtown workshop process with a series of intensive, creative brainstorming sessions. The development of an Illustrative Master Plan for Downtown Anna will begin with an iterative process exploring multiple options that incorporate/respond to the elements of the vision statement and market analysis. In this way, the community will have an opportunity to provide contemporaneous input on the concepts as they develop. Upon completion of the three-day Downtown design workshop, there will be a collectively agreed upon vision and Illustrative Master Plan for Downtown Anna. The work will be refined post -workshop after obtaining final comments from the public and stakeholders. The final Illustrative Master Plan document will include: ■ A detailed Master Plan that identifies key components of the urban design strategy for Downtown that balances public and private opportunities ■ Catalytic projects that could have immediate impact or potential, especially in the context of creating a memorable public place that allows incremental redevelopment ■ Examples of small-scale, pedestrian -oriented development that is in keeping with the scale of Anna with a range of quality retail, restaurant, civic, office, and residential uses ■ Initial recommendations on enhancing the physical appearance of the Downtown, both for new and existing buildings ■ Recommendations on where and how to allocate public investment (for streetscapes, drainage, parking, trails, open space, etc.) to maximize private investment ■ Recommendations on regulatory tools that can be used to produce outcomes in line with the vision and plan, including future land use designations and zoning tools. ■ Strategies for financing and funding public and private projects ■ A Complete Streets strategy for Downtown that can be phased in conjunction with market activity ■ Potential gateway locations to/from Downtown to create identity and a sense of place for Downtown ■ Recommendations for potential .parks and recreation opportunities in or adjacent to downtown 10.5 — Placemaking/Urban Design Strategy —The Kimley-Horn Team will develop the placemal<ing/urban design strategy in a manner that identifies existing or currently planned "addresses", or special, distinct districts in the community, and also identifies new development areas and potential "themes" or "brands" that can contribute to future success. Additionally, policies that address community gateways, community image, integration of major roadway corridors, and the preservation of community attributes will be developed. In this process, our team will establish a basic vision that could utilized in the future by the City to prepare aesthetic design guidelines, sign standards and wayfinding programs, urban form and lot coverage standards, and open space and neighborhood conservancy recommendations. We will provide a higher level of focus along the US75 corridor, SH5 Corridor, Downtown and in other special study areas to prepare urban design concepts for branding these "addresses" in the City. 10 10.6 — Parks, Trails and Open Space Master Plan — The Kimley-Horn Team will prepare a Parks, Trails and Open Space Master Plan that includes: ■ A summary of the Needs Assessment Report on parks, recreation and open space ■ Goals and objectives to provide the framework for orderly and consistent planning and development of parkland and open space ■ Maps/Graphics and narrative that identify the major issues and conclusions of the planning effort, prepared in a graphic format to ensure that it is easy to use and understand by the public and City officials ■ A plan for land acquisition for future parkland and open space ■ Capital Improvements Plan that will provide guidance to City Staff ■ Plan and recommendations on parks funding and potential parkland dedication requirements to assist the City in implementing the proposed plan 10.7—Economic Strategy —The Economic Strategy will focus on the range of policies and actions that serve to strengthen the community's business and visitor climate. It will integrate the City Council's Strategic Goals and recent Economic Development Strategic Plan to ensure that the Comprehensive Plan incorporates the land use and economic development priorities of the City. This includes an integration of all aspects of the community that serve to advance or deter the City's economic development objectives, and speak to both greenfield conditions, emerging projects and redevelopment. Economic strategies will address opportunities related to non-residential land uses, such as improving retail quality and health, creating context for corporate attraction, supporting future industrial and primary employment opportunities, harnessing visitor opportunities including capturing associated hotel/lodging and exploring strategies to increase entertainment, and overall quality of life for Anna residents. Housing will also be referenced within this strategy since the future housing mix needs to be consistent with catering to future psychographic residential demands and aligning with future corporate needs. Additionally, ahigh-level fiscal analysis will be performed for the preferred land use scenario to evaluate the fiscal implications of the future vision, projected build -out population, and increase in workforce to establish recommendations in the final land use scenario. Task 11—Draft Comprehensive Plan Elements Input &Preferred Plan 11.1 —Community Open House Preparation —The Kimley-Horn Team will plan the specific agenda, format and activities related to the Community One House, prepare background presentations and meeting exhibits, and prepare the tools to be used during the Open House, including keypad polling, visual image preferences and Open House stations. All materials and activities will be closely coordinated with City Staff prior to public presentation. 11 11.2 — Community Open House one (1) meeting) — Draft Comprehensive Plan Elements — The Kimley-Horn Team will facilitate a Community Open House to present and receive feedback related to the Comprehensive Plan, Downtown Master Plan and Parks, Open Space and Trails Master Plan. Outreach, invitations and announcements about the charrette will be distributed according to the roles defined in the public involvement plan. The City would be responsible for identifying and securing a venue for the Open House events. The Kimley-Horn Team will be responsible for all meeting content and will facilitate and manage the sessions. The meetings will be conducted in an open house format to obtain the maximum amount of input from participants. Information will be gathered through interactive small group discussions, written comment forms, topical/map "stations", and general workshop discussion. To further facilitate the discussion, the Kimley-Horn Team will develop, execute and analyze the results of electronic keypad polling sessions that will be conducted to gauge community support for the recommendations of each Comprehensive Plan component. 11.3 — Open House Results — Results from the Community Open Houses will be documented in presentation materials and incorporated into web -based applications in a manner that will allow interested individuals to weigh-in on the future vision for Anna. The results materials will include: ■ Feedback from specific questions asked at each station related to the specific Comprehensive Plan Elements ■ Results of keypad polling conducted during the Open House ■ Overall conclusions drawn from the Open House discussions related to next steps 11.4 —Joint CPAC, Parks Board, CDC, EDC, P&Z, and City Council Workshop #2 —Following the Community Open House, the Kimley-Horn Team will brief a joint session of the CPAC, Parks Board, CDC, EDC, the Planning & Zoning Commission, and City Council on key findings from the Community Open House, recommended next steps in the planning process, and receive input for incorporation into the Preferred Comprehensive Plan Elements. 11.5 — Preferred Plan Elements — Based on feedback from the Community Open House and final direction received from the Joint CPAC, Parks Board, CDC, EDC, P&Z, and City Council Workshop #3, the Kimley-Horn Team will prepare final Comprehensive Plan Elements that reflect the consensus of the community and its leadership for CPAC review and comment. These Elements, together with comments received from the CPAC, will guide the development of implementation strategies. 12 PHASE IV —IMPLEMENTATION PLAN/FINAL PLAN DOCUMENTATION Task 12 —Implementation 12.1 — Comprehensive Plan Implementation Strategies — Based on feedback from the Draft Comprehensive Plan Elements and final direction received from the Joint Workshop #3, the Kimley-Horn Team will prepare a matrix organized around Plan Goals and identifying specific short-, medium-, and long-term implementation actions and strategies, responsible parties, timeframes, relative public sector costs and potential funding sources for the goals associated with each Vision Plan element, along with recommendations related to additional studies that should be undertaken by the City. Implementation items will be prioritized relative to local resources (time, money, manpower) and desired outcomes. Certain actions will need to be put in motion early since they take longer to come to fruition (i.e., legislative reform). In addition, certain items may need to be advanced during a specific timeframe in order to avoid missing a market opportunity. Finally, the implementation items will need to be flexible enough to respond to certain strategic initiatives that might present themselves (i.e., private investment in a catalyst area). 12.2 —Parks, Open Space and Trails Master Plan Implementation Framework —The plan implementation framework will focus on the following: ■ The plan will suggest goals, policies, ordinances and standards to support the Parks, Open Space and Trails Master Plan. Each area addressed in the plan will have guiding goals and responsive objectives to define the need. ■ Creation of a priority list of needs ranked in order from highest to lowest priority and state a timeline when the needs shall be met. Priorities shall not be focused on short-term needs or actions but shall plan for the future. ■ Separate priority lists may be provided for indoor and outdoor needs including proposed improvements to existing parks, trails, open space, and indoor facilities, along with any proposed development of new parks and other facilities — Lists shall be area and/or facility specific and be ranked according to priority order Priorities shall be compiled by recreational elements and separated by indoor and outdoor priorities ■ Identify specific areas intended for open space acquisition and preservation on a map, identified as a need, discussed, and prioritized in the plan ■ Where appropriate, discuss and rank renovation/redevelopment needs as a priority. ■ Prepare a preliminary cost analysis in a rough order -of -magnitude for the listed improvements. These shall be based on a per -acre, per -square foot, per -mile, and per -each basis. ■ Identify resources for meeting the Master Plan's needs as well as on -going operations and maintenance costs (e.g., city funds, in-house labor, development impact fees, general obligation bonds, certificates of participation, state and federal grants, gifts, donations, bequests, user fees, etc.) 13 Provide a financing matrix that shall summarize where each mechanism might be appropriate. — Develop a basic Operations and Maintenance understanding for the Parks system. Quantify anticipated staffing levels and other costs associated with the new improvements. Each park will be evaluated and given a maintenance prioritization, so the City can plan resources accordingly. — Include a proposed timeline for accomplishing the plan's priorities. ■ The team will develop a detailed parks and recreation system operational analysis that will include: — Staffing needs Equipment needs Spatial needs ■ The team will assess the current offerings of recreation programs and services within the department and will develop recommendations for future roles and expectations. — Review and document programming trends Inventory and review of existing programs and services Determine overall program strengths and weaknesses Identify existing core program areas — Benchmark with other Dallas Metroplex communities of similar size (up to 4) as well as nationally. ■ Determine the current role of other providers and organizations in the area — Public — Private Non-profit ■ Review public input information gathered during the master plan process as it relates to programs and services — Establish the demand for future recreation programs ■ Propose recommendations for future recreation services ■ Determine future core, secondary and support program classifications — Role of other providers and organizations for the future — Prioritization of programs and services for the future ■ Assist in developing standards for recreation programs and facilities ■ The team will examine the specific roles of the various youth sports organizations in Anna in providing youth sports programming now and in the future — Review and document sports field trends — Development Allocations — Maintenance ■ Inventory and review of existing sports fields ■ Conceptual study for future sports complex — Needs assessment for field and use types — Facility spatial needs Potential locations for facility ■ Conceptual study for future Recreation Center 14 Needs assessment for field and use types — Facility spatial needs Potential locations for facility ■ Conduct up to 3 focus group meetings with existing youth sports organizations. — Determine anticipated future field needs ■ Determine future roles and expectations for providing youth sports — Sports — Seasons Field use ■ Establish a methodology to address the requests to provide fields for select/travel teams ■ Area and Facility Standards Assess and identify needs through establishing local and facility standards and concepts Local standards shall be influenced by preferences and available economic and natural resources The National Recreation & Park Association's Park, Recreation, Open Space & Greenway Guidelines shall be followed as applicable to the City — Adjustments to those standards may be necessary to reflect the City's desires, needs and resources — Evaluation of the 2019 NRPA Agency Performance Review — Park and Recreation Agency Performance Benchmark 12.3 —Comprehensive Plan Documentation -The Kimley-Horn Team will create a Draft Comprehensive Plan document incorporating staff and Advisory Committee input. The document will be prepared as a single plan document, but with the flexibility to pull out individual districts or pIan elements as desired by City Staff. The plan will be prepared utilizing Adobe InDesign and GIS shape files. InDesign, and pdf files will be provided to the City as final deliverables. Task 13 -Plan Adoption 13.1— Park Board Recommendation (one (1J meeting)Kimley-Horn Team will present the Parks, Open Space and Trails Master Plan to the Anna Parks Board in a public hearing for community and Board comment. The Kimley-Horn Team will incorporate any additional Board comments into the Final Parks, Open Space and Trails Master Plan prior to presentation to the City Council. 13.2— Planning &Zoning Commission Recommendation (one (1) meeting) —The Kimley-Horn Team will present the draft Comprehensive and Downtown Plans to the Anna Planning &Zoning Commission in a public hearing for community and Commission comment. The Kimley-Horn Team will incorporate any additional Commission comments into the final Plans prior to presentation to the City Council. 13.3— City Council Adoption (one (1) meeting) — The Kimley-Horn Team will present the Final Comprehensive Plan, Park, Open Space and Trails Master Plan and Downtown Plan to the Anna City Council at a public hearing for community and Council input and adoption. 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