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HomeMy WebLinkAbout2016-10-17-J07 HKGI Proposal_Waukee Comprehensive Plan AGENDA ITEM: CITY OF WAUKEE, IOWA CITY COUNCIL MEETING COMMUNICATION MEETING DATE: October 17, 2016 AGENDA ITEM: Consideration of approval of a resolution approving contract with Hoisington Koegler Group, Inc., for City of Waukee Comprehensive Plan FORMAT: Resolution SYNOPSIS INCLUDING PRO & CON: Staff prepared and distributed a Request for Proposals for a consultant to complete the Waukee Comprehensive Plan. A total of five proposals were received. A committee made up of Development Services staff, Economic Development staff, Public Works staff and Marketing and Communications staff interviewed four of the five firms that submitted proposals. Following the interviews, the selection team came to the unanimous decision to recommend Hoisington Koegler out of Minneapolis, Minnesota to complete the work for the Waukee Comprehensive Plan. Hoisington Koegler previously did work for the City of Waukee in 2011 as a part of the Alice’s Road Master Plan. They have also worked on a number of other plans throughout the Des Moines Metro and have completed numerous Comprehensive Plans for several premier suburban communities within the Minneapolis area. FISCAL IMPACT INCLUDING COST/BENEFIT ANALYSIS: $207,800.00. A total of $150,000 was accounted for within the current fiscal year budget. Because this project will span multiple fiscal years, the remaining amount will be accounted for in the next fiscal year. COMMISSION/BOARD/COMMITTEE COMMENT: STAFF REVIEW AND COMMENT: The proposed timeline for completion is approximately 14 months. HKGI is ready to begin work on the plan on November 1, 2016. RECOMMENDATION: Staff would recommend approval of the resolution. ATTACHMENTS: I. Proposed Resolution II. Professional Services Agreement PREPARED BY: Brad Deets, Development Services Director THE CITY OF WAUKEE, IOWA RESOLUTION 16- APPROVING AGREEMENT FOR PROFESSIONAL CONSULTING SERVICES BETWEEN THE CITY OF WAUKEE AND HOISINGTON KOEGLER GROUP INCORPORATED [COMPREHENSIVE PLANNING SERVICES] IN THE NAME AND BY THE AUTHORITY OF THE CITY OF WAUKEE, IOWA WHEREAS, the City of Waukee, Dallas County, State of Iowa, is a duly organized Municipal Organization; AND, WHEREAS, the Waukee City Council has established as a priority an update to the Waukee Comprehensive Plan which was last completed in 2008; AND , WHEREAS, City staff recommends retaining the services of Hoisington Koegler Group Inc., for Professional Planning Services; AND, WHEREAS, the professional services agreement has been reviewed and approved by the Waukee City Attorney. NOW THEREFORE BE IT RESOLVED by the City Council of the City of Waukee that the Agreement for Professional Consulting Services between the City of Waukee and Hoisington Koegler Group Inc., [Waukee Comprehensive Plan], attached hereto as Exhibit A, is hereby approved. Passed by the City Council of the City of Waukee, Iowa, and approved the 17th day of October, 2016. ____________________________ William F. Peard, Mayor Attest: ___________________________________ Rebecca D. Schuett, City Clerk ROLL CALL VOTE AYE NAY ABSENT ABSTAIN Anna Bergman Brian Harrison Shelly Hughes Larry R. Lyon Rick Peterson 1 AGREEMENT FOR PROFESSIONAL CONSULTING SERVICES This Agreement is made and entered into this ____ day of ____________, 2016, by and between City of Waukee, a municipal corporation, hereinafter referred to as "City," and Hoisington Koegler Group Inc. (HKGi), party of the second part, hereinafter referred to as "Consultant" as follows: THE CITY HEREBY AGREES TO RETAIN THE CONSULTANT FOR THE PROJECT AS DESCRIBED IN THIS AGREEMENT AND CONSULTANT AGREES TO PERFORM THE PROFESSIONAL SERVICES AND FURNISH THE NECESSARY DOCUMENTATION FOR THE PROJECT AS GENERALLY DESCRIBED IN THIS AGREEMENT. 1. SCOPE OF SERVICES Services provided under this Agreement shall be as further described in Attachment 1, Scope of Services. 2. SCHEDULE The schedule of the professional services to be performed shall conform to the Schedule set forth in Attachment 2. Any deviations from the Schedule shall be approved by the authorized City representative. The City agrees that the Consultant is not responsible for delays arising from a change in the scope of services, a change in the scale of the Project or delays resulting from causes not directly or indirectly related to the actions of the Consultant. 3. COMPENSATION A. In consideration of the professional services provided herein, the City agrees to pay the Consultant the following sum NOT-TO-EXCEED, including any authorized reimbursable expenses, pursuant to the Schedule of Fees set forth in Attachment 3. I. Basic Services of the Consultant Total: Two hundred seven thousand, eight hundred dollars ($207,800.00) B. The Consultant shall invoice the City monthly for services, any reimbursable expenses and any approved amendments to this Agreement, based upon services actually completed at the time of the invoice. Final payment shall be due and payable within 30 days of the City's acceptance of Consultant's submission of final deliverables in accordance with the Scope of Services. C. In consideration of the compensation paid to the Consultant, the Consultant agrees to perform all professional services to the satisfaction of the City by performing the 2 professional services in a manner consistent with that degree of care and skill ordinarily exercised by members of Consultant's profession currently practicing under similar circumstances. If the performance of this Agreement involves the services of others or the furnishing of equipment, supplies, or materials, the Consultant agrees to pay for the same in full. 4. INSURANCE A. Consultant understands and agrees that Consultant shall have no right of coverage under any and all existing or future City comprehensive, self or personal injury policies. Consultant shall provide insurance coverage for and on behalf of Consultant that will sufficiently protect Consultant or Consultant' representative(s) in connection with the professional services which are to be provided by Consultant pursuant to this Agreement, including protection from claims for bodily injury, death, property damage, and lost income. Consultant shall provide worker's compensation insurance coverage for Consultant and all Consultant's personnel. Consultant shall file applicable insurance certificates with the City, and shall also provide evidence of the following additional coverage. B. The Consultant shall provide evidence of comprehensive general liability coverage and contractual liability insurance by an insurance company licensed to do business in the State of Iowa in the limits of at least $1,000,000 each personal injury accident and/or death; $1,000,000 general aggregate personal injury and/or death; and $1,000,000 for each property damage accident. The evidence shall designate the City as an additional insured, and that it cannot be canceled or materially altered without giving the City at least thirty (30) days written notice by registered mail, return receipt requested. C. The Consultant shall also provide evidence of automobile liability coverage in the limits of at least $1,000,000 bodily injury and property damage combined. The evidence shall designate the City as an additional insured, and that it cannot be cancelled or materially altered without giving the City at least thirty (30) days written notice by registered mail, return receipt requested. D. The Consultant shall provide evidence of professional liability insurance, by an insurance company licensed to do business in the State of Iowa, in the limit of $1,000,000 for claims arising out of the professional liability of the Consultant. Consultant shall provide City written notice within five (5) days by registered mail, return receipt requested of the cancellation or material alteration of the professional liability policy. E. Failure of Consultant to maintain any of the insurance coverages set forth above shall constitute a material breach of this Agreement. 3 5. NOTICE Any notice to the parties required under this agreement shall be in writing, delivered to the person designated below, by United States mail or in hand delivery, at the indicated address unless otherwise designated in writing. FOR THE CITY: FOR THE CONSULTANT: Name: City of Waukee Name: Hoisington Koegler Group Inc. Attn: Brad Deets Attn: Mark Koegler Title: Development Services Director Title: CEO Address: 230 W. Hickman Road Address: 123 N. 3rd Street, Suite 100 City, State: Waukee, IA 50263 City, State: Minneapolis, MN 55401 6. GENERAL COMPLIANCE In the conduct of the professional services contemplated hereunder, the Consultant shall comply with applicable state, federal, and local law, rules, and regulations, technical standards, or specifications issued by the City. Consultant must qualify for and obtain any required licenses prior to commencement of work, including any professional licenses necessary to perform work within the State of Iowa. 7. STANDARD OF CARE Services provided by the Consultant under this Agreement shall be performed in a manner consistent with that degree of care and skill ordinarily exercised by members of the same profession currently practicing under similar circumstances. 8. INDEPENDENT CONTRACTOR Consultant understands and agrees that the Consultant and Consultant's employees and representatives are not City employees. Consultant shall be solely responsible for payment of salaries, wages, payroll taxes, unemployment benefits, or any other form of compensation or benefit to Consultant or Consultant's employees, representatives or other personnel performing the professional services specified herein, whether it be of a direct or indirect nature. Further, it is expressly understood and agreed that for such purposes neither Consultant nor Consultant's employees, representatives or other personnel shall be entitled to any City payroll, insurance, unemployment, worker's compensation, retirement, or any other benefits whatsoever. 9. NON-DISCRIMINATION Consultant will not discriminate against any employee of applicant for employment because of race, color, sex, national origin, religion, age, handicap, or veteran status. Consultant will, where appropriate or required, take affirmative action to ensure that applicants are employed, and that employees are treated, during employment, without regard to their race, color, sex, 4 or national origin, religion, age, handicap, or veteran status. Consultant will cooperate with the City in using Consultant's best efforts to ensure that Disadvantaged Business Enterprises are afforded the maximum opportunity to compete for subcontracts of work under this Agreement. 10. HOLD HARMLESS Consultant agrees to indemnify and hold harmless the City, its officers, agents, and employees from any and all claims, settlements and judgments, to include all reasonable investigative fees, attorney's fees, and court costs for any damage or loss which is due to or arises from a breach of this Agreement, or from negligent acts, errors or omissions in the performance of professional services under this Agreement and those of its sub consultants or anyone for whom Consultant is legally liable. 11. ASSIGNMENT Consultant shall not assign or otherwise transfer this Agreement or any right or obligations therein without first receiving prior written consent of the City. 12. APPROPRIATION OF FUNDS The funds appropriated for this Agreement are equal to or exceed the compensation to be paid to Consultant. The City's continuing obligations under this Agreement may be subject to appropriation of funding by the City Council. In the event that sufficient funding is not appropriated in whole or in part for continued performance of the City's obligations under this Agreement, or if appropriated funding is not expended due to City spending limitations, the City may terminate this Agreement without further compensation to the Consultant. To the greatest extent allowed by law, the City shall compensate Consultant as provided in Section 18(6) of this Agreement. 13. AUTHORIZED AMENDMENTS TO AGREEMENT A. The Consultant and the City acknowledge and agree that no amendment to this Agreement or other form, order or directive may be issued by the City which requires additional compensable work to be performed if such work causes the aggregate amount payable under the amendment, order or directive to exceed the amount appropriated for this Agreement as listed in Section 3, above, unless the Consultant has been given a written assurance by the City that lawful appropriation to cover the costs of the additional work has been made. B. The Consultant and the City further acknowledge and agree that no amendment to this Agreement or other form, order or directive which requires additional compensable work to be performed under this Agreement shall be issued by the City unless funds are available to pay such additional costs, and the Consultant shall not be entitled to any additional compensation for any additional compensable work performed under this Agreement. The Consultant expressly waives any right to additional compensation, 5 whether in law or equity, unless prior to commencing the additional work the Consultant was given a written amendment, order or directive describing the additional compensable work to be performed and setting forth the amount of compensation to be paid, such amendment, order or directive to be signed by the authorized City representative. It is the Consultant's sole responsibility to know, determine, and ascertain the authority of the City representative signing any amendment, directive or order. 14. OWNERSHIP OF CONSULTING DOCUMENTS All sketches, tracings, plans, specifications, reports, and other data prepared under this Agreement shall become the property of the City; a reproducible set shall be delivered to the City at no additional cost to the City upon completion of the plans or termination of the services of the Consultant. All drawings and data shall be transmitted in a durable material, with electronic files provided when feasible to do so. The Consultant's liability for use of the sketches, tracings, plans, specifications, reports, and other data prepared under this Agreement shall be limited to the Project. 15. INTERPRETATION No amendment or modification of this Agreement shall be valid unless expressed in writing and executed by the parties hereto in the same manner as the execution of the Agreement. This is a completely integrated Agreement and contains the entire agreement of the parties; any prior written or oral agreements shall be of no force or effect and shall not be binding upon either party. The laws of the State of Iowa shall govern and any judicial action under the terms of this Agreement shall be exclusively within the jurisdiction of the district court for Dallas County, Iowa. 16. COMPLIANCE WITH FEDERAL LAW To the extent any federal appropriation has or will be provided for the Project, or any federal requirement is imposed on the Project, Consultant agrees that Consultant will comply with all relevant laws, rules and regulations imposed on City and/or Consultant necessary for receipt of the federal appropriation. Consultant shall provide appropriate certification regarding Consultant's compliance. 17. SOLICITATION AND PERFORMANCE A. The Consultant warrants that it has not employed or retained any company or person, other than a bona fide employee working for the Consultant, to solicit or secure this Agreement, and that the Consultant has not paid or agreed to pay any company or person other than a bona fide employee, any fee, commission, percentage, brokerage fee, gift or contingent fee. B. The Consultant shall not engage the services of any person or persons in the employ of the City at the time of commencing such services without the written consent of the City. 6 18. SUSPENSION AND TERMINATION OF AGREEMENT A. The right is reserved by the City to suspend this Agreement at any time. Such suspension may be effected by the City giving written notice to the Consultant, and shall be effective as of the date established in the suspension notice. Payment for Consultant's services shall be made by the City for services performed to the date established in the suspension notice. Should the City reinstate the work after notice of suspension, such reinstatement may be accomplished by thirty (30) days written notice within a period of six (6) months after such suspension, unless this period is extended by written consent of the Consultant. B. Upon ten (10) days written notice to the Consultant, the City may terminate the Agreement at any time if it is found that reasons beyond the control of either the City or Consultant make it impossible or against the City's interest to complete the Agreement. In such case, the Consultant shall have no claims against the City except for the value of the work performed up to the date the Agreement is terminated. C. The City may also terminate this Agreement at any time if it is found that the Consultant has violated any material term or condition of this Agreement or that Consultant has failed to maintain workers' compensation insurance or other insurance provided for in this Agreement. In the event of such default by the Consultant, the City may give ten (10) days written notice to the Consultant of the City's intent to terminate the Agreement. Consultant shall have ten (10) days from notification to remedy the conditions constituting the default. D. In the event that this Agreement is terminated in accordance with paragraph C of this section, the City may take possession of any work and may complete any work by whatever means the City may select. The cost of completing said work shall be deducted from the balance which would have been due to the Consultant had the Agreement not been terminated and work completed in accordance with contract documents. E. The Consultant may terminate this Agreement if it is found that the City has violated any material term or condition of this Agreement. In the event of such default by the City, the Consultant shall give ten (10) days written notice to the City of the Consultant's intent to terminate the Agreement. City shall have ten (10) days from notification to remedy the conditions constituting the default. 19. TAXES The Consultant shall pay all sales and use taxes required to be paid to the State of Iowa on the work covered by this Agreement. The Consultant shall execute and deliver and shall cause any sub-consultant or subcontractor to execute and deliver to the City certificates as required to permit the City to make application for refunds of said sales and use taxes as applicable. The City is a municipal corporation and not subject to state and local tax, use tax, or federal excise taxes. 7 20. SEVERABILITY If any portion of this Agreement is held invalid or unenforceable by a court of competent jurisdiction, the remaining portions of this Agreement shall continue in full force and effect. 21. MISCELLANEOUS HEADINGS Title to articles, paragraphs, and subparagraphs are for information purposes only and shall not be considered a substantive part of this Agreement. 22. FURTHER ASSURANCES Each party hereby agrees to execute and deliver such additional instruments and documents and to take all such other action as the other party may reasonably request from time to time in order to effect the provisions and purposes of this Agreement. 23. COUNTERPARTS This Agreement may be executed in any number of counterparts, each of which shall constitute an original document, no other counterpart needing to be produced, and all of which when taken together shall constitute the same instrument. IN WITNESS WHEREOF, the parties have caused this Agreement to be executed by their duly authorized officers or agents on the day and year first above written. CONSULTANT CITY OF WAUKEE By: ________________________________ By: __________________________ Mark Koegler, CEO William F. Peard, Mayor 8 ATTACHMENT 1 SCOPE OF SERVICES Task 1. Organize the Planning Process 1.1 Prepare Project Handbook HKGi will prepare an electronic project handbook for use by the Comprehensive Plan Advisory Committee (CPAC) and staff. The project handbook will be hosted on the HKGi FTP site and will be continually updated. Access will be provided to the CPAC, staff and others as appropriate. The handbook will serve as an ongoing reference throughout the planning process. Initially, it will contain contact information for the consulting team, work program, project schedule, base maps and Census profile. Subsequent informational materials prepared by the consulting team will be included during the course of the project. 1.2 Evaluate the Current Plan As part of the effort to understand the aspects of the existing Comprehensive Plan that need to be updated and enhanced, HKGi will collaborate with City Staff to prepare a Comprehensive Plan audit. The audit will explore and summarize the strengths and weaknesses of the current Plan. The purpose of the Comprehensive Plan audit is to: • Understand the characteristics of the Plan that have made it a useful tool. • Determine the elements of the Plan that have not worked as well as expected. • Identify plan elements and policies that continue to be relevant and effective. • Obtain guidance on desired changes to the Plan. 1.3 Conduct “Kick off Day” HKGi will organize and conduct an intensive all-day work session in Waukee to “kick off” the project. The purpose of this task is to undertake as many start-up activities as possible in a single day. This approach helps to get the planning process off to an effective start and to accelerate the consulting team process of understanding Waukee. The kick off day will include the following activities: Meet with City Staff The kick off day begins with a meeting between the HKGi team and City Staff. The purpose of this meeting will be to: • Review the logistics of activities that will occur during the day. • Discuss preparations for upcoming meetings. • Follow up on data collection. • Receive updates on the status of other planning projects, developments and other items of relevance to the Project. Conduct Community Tour City Staff will lead a community tour to give the HKGi team an orientation to Waukee. A tour provides the consulting team with valuable context to the issues that are discussed over the course of the kick off day. HKGi will also use the tour to begin compilation of a photo inventory. HKGi will compile a comprehensive digital photographic inventory of land use, parks and trails in Waukee. This inventory will include public systems, signage, parking and natural features and land uses that may be relevant to initial investigations. 9 Meet with Department Heads City department heads are important stakeholders in the planning process. This meeting is envisioned as a focused workshop to: • Explain the planning process. • Learn about community issues and concerns from the department heads. • Build links between staff and the consulting team that helps in our data gathering throughout the process. Ideally, this meeting occurs over lunch. This approach enhances participation and minimizes disruptions of the business day. Conduct Follow-up Conversations and Investigations Time will be set aside for follow-up conversations with staff about specific aspects of the planning process. Frequently, some aspects of the planning process require additional discussion between staff and the consulting team. Examples of issues include data collection, mapping, and use of city website, meeting preparation, and other technical studies. This time will also be used to follow up (or continuation) of the community tour. Conduct Comprehensive Plan Advisory Committee Meeting #1 The kick off day concludes with the first meeting of the Comprehensive Plan Advisory Committee. This 60 to 90 minute meeting will be used to: • Provide a brief introduction and process overview. • Organize the Board and its meeting schedule • Discuss form, content and use of Comprehensive Plan Task 1 Deliverables: • Final work program and project schedule. • Electronic Project Handbook. • Photo inventory. • Slide handouts in PowerPoint format for Comprehensive Plan Advisory Committee meeting. • Summary of minutes of staff kick-off meeting. Task 1 Staff Responsibilities: • Assembly and distribution of mapping data in ArcView format. • Send out Comprehensive Plan Advisory Committee meeting agenda and support materials. • Preparation of meeting notes from Comprehensive Plan Advisory Committee meeting. • Establish the project web page. Task 1 HKGi Meetings in Waukee: • Kick-off meeting and Comprehensive Plan Advisory Committee Meeting (Task 1.3) Task 2. Prepare Community Engagement Plan Task 2 will focus on developing a community engagement plan to guide the dissemination of information and collection of input throughout the planning process. 10 2.1 Community Outreach Plan In consultation with City Staff, the HKGi team will develop a community engagement/public involvement strategy and written plan that: • Utilizes effective communication tools accessible to a broad and diverse audience. • Engages community leaders and underserved populations. • Ensures the community outreach strategies align with the sequence of project tasks so that input gathered can meaningfully inform the work products that are developed, including key decision points. • Includes community-based events and activities and activities in locales where Waukee residents and businesspersons typically congregate including community festivals like Family Fest, Celebrate Waukee and the Fourth of July Celebration. • Includes faith communities in Waukee and other groups to help identify and reach various project constituencies. • Incorporates online community engagement platforms including but not limited to the email broadcasts, project website, cable TV, and social media. • Incorporate electronic outreach tools including but not limited to Mentimeter, Social Pinpoint and Survey Monkey. • Specifically identifies the list of outreach efforts that will occur during the project. 2.2 Project Website, Outreach Tools and Social Media This task includes preparation of the project website (by City Staff), establishing parameters for electronic outreach materials (graphic look, file formats, and typical page quantities) and the methodology for use of social media. The HKGi project team will provide materials in electronic form for use by Waukee staff in the posting and distribution of information on the project website, email blasts and social media. Task 2 Deliverables • Graphic and text files for all electronic postings and communications. Task 2 Staff Responsibilities • Design and establish project website. • Distribution of packet materials for all meetings. • Incorporation of HKGi Project team materials in email blasts. • Summaries of key input and information from the email blasts and other communications. • Posting and responses to all usage of social media • Summaries of key input and information from social media. Task 3. Establish an Understanding of Waukee Today Task 3 will focus on developing a thorough understanding of the physical, social and natural forces that have shaped or are currently shaping the City of Waukee. This task will include assembling a quantitative analysis of demographic trends and socio-economic data and the mapping of community features. 3.1 Prepare Mapping Accurate and usable mapping plays an essential part of the Comprehensive Planning process. HKGi will assemble required base mapping. Data from past planning studies will also be 11 assembled. HKGi will utilize ArcView GIS software to assemble the mapping. Layers of mapping will focus on existing conditions including natural features and patterns, existing land use and development patterns, utility systems, park and trail systems, roadway corridors and traffic patterns, existing zoning and platting. As appropriate, City files can be supplemented by electronic map data available online through regional data sources. 3.2 Review Relevant Plans and Studies HKGi will review all relevant plans and studies to understand current planning and policy directions that can be used in the planning process. The plans and studies to be reviewed include but are not limited to the items referenced on Page 2 of the Waukee Comprehensive Plan Request for Proposals. 3.3 Prepare Community Profile HKGi will use existing data sources to prepare an initial population and demographic profile of Waukee. The contents of the profile will be influenced by the nature of existing information that describes the community. At a minimum, the community profile will include: • Demographic and housing trends from U.S. Census. • Student population characteristics and enrollment projections from Waukee Schools. • Future population forecasts from past studies and regional agencies. • Recent development trends from building permit and property value data. • Mapping of basic physical characteristics including existing land use, current land use plan, and functional classification of street system. HKGi will compile this information into a spreadsheet with explanatory text and graphics. This document will be available to the Comprehensive Plan Advisory Committee and City Staff. 3.4 Prepare Economic/Employment/Market Profile The HKGi team will assemble a profile of economic, employment and market conditions in Waukee focusing on major employers, employment trends and economic trends and forecasts. The profile will have a specific focus on the future market potential for commercial development and business centers/business parks. Market information will be used to help guide land designations in the future land use plan. The market assessment will draw from recent market work completed as part of the Kettlestone Plan as well as work done by the HKGi team on the Alice’s Road Corridor Master Plan. Britt Palmberg, who assembled the Alice’s Road Corridor Plan Market Study, will complete the market assessment for the Comprehensive Plan. The profile information will be reviewed by the Economic Development Advisory Committee. HKGi will compile this information into a summary memorandum with explanatory text and graphics. This document will be distributed to the Comprehensive Plan Advisory Committee. It will also be created in a form suitable for posting on the City’s website. 3.5 Consider Local, Regional and National Trends that Impact Waukee The HKGi team will assemble information on local, regional and national trends that are likely to influence Waukee in the next couple of decades. Specific attention will be paid to the Tomorrow Plan and its policies and their impact on Waukee. 12 3.6 Assess Existing Transportation Conditions This task includes a comprehensive data collection effort. It is our understanding the City and the Des Moines Area MPO will provide access to transportation data sets, such as Geographical Information System (GIS) data, pavement management data, and outputs from the regional travel demand model. We will use this information and build on it with other data sets to establish a sound foundation for subsequent technical analyses. Key data elements, maps, and critical needs identified as part of this task include: • Summarizing information from current state, regional, and local plans and/or studies. • Assembling important transportation system data and preparing maps, including current roadway functional classification, jurisdiction and designation, current traffic volumes, number of lanes, existing roadway capacity, and system continuity issues. • Documenting modal services and locations, and goods movement (e.g., transit facilities, bicycle and pedestrian facilities, rail and freight facilities). • Documenting current pavement conditions and preservation needs in order to maintain the local system in a “state of good repair.” • Evaluating existing data sets and maps to determine: o Capacity and connectivity issues. o Access management concerns. o Active modes of transportation services and facilities. o Land development polices’ impact on transportation. o Sensitive natural resources constraints. o Right of way acquisition and corridor preservation policies. 3.7 Identify Emerging Transportation Needs As part of the update, the project team will explore how some of today’s emerging transportation needs can be integrated throughout the plan. This approach will be focused on early in the planning process and during the refinement of the Plan’s goals and strategies. The purpose of this exercise is to recognize the growing changes in the transportation sector, while setting the stage for a transportation system that truly reflects a long-term vision. For example, we will help discover how the community’s vision embraces innovative technologies (autonomous vehicles), travel demand management strategies (transit and telecommuting), sharing economies (Uber and Lyft), Complete Streets, and system preservation techniques. Findings from this dialogue will help create a plan that is adaptable to emerging transportation needs while informing future transportation investments. 3.8 Listening Sessions HKGi will conduct up to six (6) listening sessions. These sessions provide an opportunity for key stakeholders to learn about the planning process and to provide input on issues that should be considered in updating the Comprehensive Plan. HKGi will work with City Staff to determine the stakeholders to be involved in these sessions. We recommend that some of the one-on-one be with groups such as the Waukee Community School District, representatives of residential neighborhood associations, the business community, representatives of faith and non-profit groups, etc. Task 3 Deliverables: • Base mapping. • Community profile. • Employment/economic/market profile. 13 • Community Engagement Plan. • Listening session summaries. Task 3 Staff Responsibilities: • Provide GIS base information. • Provide digital and/or hard copies of applicable plans and studies. Task 3 HKGi Meetings in Waukee: • Listening sessions (Task 3.8) Task 4. Explore and Confirm the Vision The purpose of this task will be to verify and update the Vision Statement contained in the 2008 Waukee Comprehensive Plan. Task 3 will include the first community workshop and the drafting of a revised Vision Statement and set of Guiding Principles. 4.1 Conduct Staff Workshop Via GoTo Meeting Meet with City Staff to review the Vision found in the current Plan in order to define the elements that are still applicable. Prepare a draft of a revised, future vision statement and set of related guiding principles. 4.2 Conduct CPAC, City Council and Planning and Zoning Commission, Economic Development Advisory Committee, and Park Board Workshop Coordinate a joint meeting of the Comprehensive Plan Advisory Committee, City Council, Planning & Zoning Commission, Economic Development Advisory Committee and Park Board to provide a progress report update on the Comprehensive Plan update and to specifically review and receive input on the draft vision statement and guiding principles. 4.3 Revise Vision Statement and Guiding Principles Prepare a revised vision statement based on input received in Task 4.2. 4.4 Conduct Community Workshop – Comprehensive Plan Overview and Vision Session This initial workshop will be a community-wide event, designed to accomplish a number of objectives. First, it will serve as a forum to inform the public about the function of comprehensive plans in general and specifically about the current Waukee Comprehensive Plan. A direct linkage will be made between the recommendations in past plans and the development of Waukee, particularly over the past ten years. Additionally, it will have a primary focus on critiquing and modifying the draft vision that will guide the development of the Comprehensive Plan update. HKGi will work with staff to design a participatory process for the community workshop as well as appropriate methods to advertise the meetings to promote resident and businessperson involvement. Key aspects of the community workshop will be the active collection and summarization of responses using Mentimeter, a smartphone based application. The workshop will also be streamed live via a webinar session or Facebook. 4.5 Summarize Community Workshop and Draft Vision/Guiding Principles Working with City Staff, HKGi will summarize the findings and results of the community workshop and will prepare a final vision statement and set of guiding principles to help direct the comprehensive planning process. 14 4.6 Review Vision and Guiding Principles Via GoTo Meeting HKGi will meet with the CPAC to review the outcome of community workshop #1 and the draft Vision/Guiding Principles. Task 4 Deliverables: • Meeting agenda and materials for conducting the Community Workshop including live steaming. • Draft vision statement and guiding principles. Task 4 Staff Responsibilities: • Promotion of community workshop. • Assistance with preparing for, conducting and summarizing Community Workshop. • Preparation of meeting notes from Comprehensive Plan Advisory Committee, City Council, Planning & Zoning Commission meetings, Economic Development Advisory Committee and Park Board. Task 4 HKGi Meetings in Waukee: • Joint workshop (Task 4.2) • Community workshop (Task 4.4) Task 5. Identify the Issues The vision and guiding principles describe what Waukee aspires to be. The ability to achieve the community’s vision will be influenced by a variety of issues. To create an effective Comprehensive Plan, the planning process must identify the critical issues and explore alternatives for addressing them through the Comprehensive Plan. 5.1 Prepare Issues Briefing Paper The initial tasks in the planning process will be used to identify issues facing Waukee. HKGi will prepare a briefing paper that describes our findings and views on implications for the Comprehensive Plan. This paper will serve as a tool for facilitating other discussions and reaching consensus on issues that require the most attention. Obtain Guidance from the City via GoTo Meeting HKGi will meet with the Comprehensive Plan Advisory Committee to obtain feedback on our findings and guidance on other issues that need to be considered in planning for the future. Obtain Public Feedback HKGi will take several steps to communicate with the public and to receive feedback on key planning issues. • The issues briefing paper will be published on the Comprehensive Plan web page. • HKGi will prepare and post survey form using either Survey Monkey or Social Pinpoint that allows the public to provide comments on planning issues. Task 5 Deliverables: • Draft and final issues briefing paper. • Online survey. 15 Task 5 Staff Responsibilities: • Provide input on community issues. • Preparation of meeting notes from Comprehensive Plan Advisory Committee meeting. Task 6. Explore Alternative Waukee Futures Scenarios Over the next 10 to 20 years, Waukee will continue to change in a number of ways. Private development will occur, redevelopment may occur, regional roadway improvements may have an impact, and even development in adjacent communities may have a “spill over” impacts on Waukee. The comprehensive planning process needs to consider a broad range of potential changes and filter out those that are either likely to happen or more importantly, those that are desired to happen. Task 6 begins an intensive collaboration process between the HKGi team and City Staff to identify a series of alternate futures, to test those alternative scenarios and to ultimately select those components that are collectively going to constitute the Comprehensive Plan update. Public input will be actively pursued during this task through a series of electronic outreach efforts using Social Pinpoint, an interactive map-based tool. Posted materials will present planning alternatives in both a general context and as applicable, in smaller scale geographies as well. The exploration of Waukee futures scenarios needs a starting point. In this case, it will begin with land use. Although land use is identified as a starting point, land use considerations cannot be completely separated from transportation, housing, parks, utilities and infrastructure. These community components will be “layered on” in response to varying land use and community growth alternatives. Two or three different Waukee futures scenarios will be developed as part of this task. 6.1 Develop Alternative Waukee Futures Scenarios In a two day-long charrette to be held at City Hall, the HKGi team in collaboration with City Staff will develop two or three different future growth scenarios. These scenarios will be composite views of how the city might look in the future given a certain set of interrelated assumptions. The basis for the differentiation in these future growth scenarios may include but not be limited to: • Varying redevelopment assumptions. • Differing applications of community development trends such as walkability, neighborhood scale retail, etc. • Live/work opportunities. • New communications technologies. • Varying reactions to planned regional transportation improvements. • Varying philosophies about the provision of park and recreation opportunities. • Varying options for modifying the local transportation network. • Mass transit alternatives. • Differing types of housing and densities. • Differing relationships between housing and transit. • Innovative storm water treatment technologies. • Options for non-vehicular movements of people. 16 After two or three future land use scenarios have been assembled in a rough working form, HKGi will refine the alternatives into a set of graphics that illustrate the key components of each scenario. These graphics will be the subject of initial review by the City. 6.2 Traffic Forecasting and Capacity Analysis The project team will coordinate with the Des Moines Area MPO to generate existing and future traffic forecasts for the Waukee area. We will work with the Des Moines Area MPO to ensure traffic forecasts reflect growth areas and 2050 socioeconomic forecasts. Findings from this analysis will be compared against the existing transportation network to determine potential capacity issues. Traffic forecasts will be generated for missing “links” in the system by extrapolating model outputs and assigning volumes to those roadways. This task will be led by SRF’s Traffic Modeling Group, who has applied this successful methodology to similar transportation plans. This task also includes resources to evaluate three growth areas, which will help update the 2004 Major Streets Plan. SRF’s Traffic Modeling Group will use the methodology described above and apply trip generation rates associated with the proposed land uses to adjust traffic forecasts. Information from this exercise will help determine future facility types (e.g., two- lane divided or four-lane divided) and updates to the functional classification system. This task will be confirmed and discussed early on with the City of Waukee and the Des Moines Area MPO. Adjustments to the task can be made accordingly to reflect desired outcomes from a traffic forecasting perspective. 6.3 Present Alternative Futures Scenarios to the Comprehensive Plan Advisory Committee, City Council, Planning and Zoning Commission, Economic Development Advisory Committee, and Park Board Conduct a joint meeting involving the CPAC, City Council, Planning and Zoning Commission, Economic Development Advisory Committee, and Park Advisory Board to review the alternatives and to seek input on the specifics of each. 6.4 Modify the Futures Alternatives Based on Initial Input Revise the set of futures alternatives as appropriate based on input from Task 6.3. 6.5 Conduct Community Outreach An extensive outreach effort will be conducted to seek community input on the alternative growth scenarios. It will include both traditional and electronic communications. The traditional approach will involve the preparation of display boards and paper comment forms for placement in public buildings such as City Hall and the Library. We will also use Social Pinpoint which will include maps and interactive graphics to collect comments through electronic outreach. The purpose of the traditional and electronic input is to provide guidance for the preferred land use pattern. 6.6 Meet with the CPAC to Review the Outcome of the Community Input Review input received to help select a preferred future alternative. Prepare graphics and text depicting the preferred alternative. 6.7 Meet with the City Council to Confirm Future Directions Conduct a meeting with the City Council to present the preferred alternative and to seek direction to proceed with the preparation of the components of the Comprehensive Plan. 17 Task 6 Deliverables: • Alternative futures scenarios (2-3). • Materials for traditional and electronic community outreach. • Summary of community outreach. • Website postings. • Preferred futures scenario. Task 6 Staff Responsibilities: • Participating in futures scenarios charrette. • Promotion of community outreach. • Send out meeting materials. • Preparation of notes from city meetings. Task 6 HKGi Meetings in Waukee: • Develop and present alternative futures scenarios (Tasks 6.1 and 6.3) • Meeting with Comprehensive Plan Advisory Board (Task 6.6) Task 7. Develop Draft of Comprehensive Plan and Supporting Implementation Strategies This task is focused on refining the information and ideas generated through and including Task 6 into a draft Comprehensive Plan with supporting public policies and strategic implementation initiatives. The draft Plan will be a readable, illustrative document with maps, photographs, sketches, diagrams and supporting narrative to allow people to fully understand the direction established by the Plan. The online version will contain numerous active links to supplementary information and even more explanatory graphics. It will also provide the requisite technical information to ensure that public actions needed to implement the Plan are clear and achievable. The process of preparing the draft plan generally involves: • Submit draft chapters for staff review and comment. • Conduct CPAC meetings for review and comment on draft chapters. • Make revisions to draft. • Submit final draft chapters for CPAC approval. 7.1 Prepare Comprehensive Plan Draft The plan will generally include the following chapters: Community Assessment HKGi will assemble a Community Assessment section of the Comprehensive Plan based on information and input received as part of Tasks 3, 4 and 5. The assessment will provide information about Waukee; its history and elements of its identity. The assessment section will set the stage for the other chapters of the plan. Demographics/Economic Overview Information collected and analyzed as part of Task 3 will be used to prepare a summary of Waukee’s demographics and economics. This section will specifically include population, housing and demographic trends and projections to the year 2050. 18 Employment/Economy Information collected and analyzed as part of Task 3 will be used to prepare a summary of Waukee’s employment and economic conditions. This section will specifically include employment trends including projections to 2015, economic trends and forecasts, and analyses of retail sales and pull factors. Natural Resources and Storm Water Management From inventory information available from the City as well as State and Federal agencies, the HKGi team will assemble a natural resources and storm water management chapter of the plan. The chapter will address the varying elements of Waukee’s natural landscape. The environmental and natural resources aspects of the city will be discussed and mapped in a broad way. These assets for the community serve as key corridor connections that serve as community amenities and trail systems. They can serve multiple functions including stormwater conveyance, open space needs for parks, and natural habitats. Stormwater management will include goals, policies, and guidance on how water resources should be managed within the community. Existing problems or deficiencies will be identified and discussed to provide a direction for addressing any known problems. Discussion of opportunities for cross-system water management and its benefit to the community and its water needs will also be addressed. Land Use HKGi will prepare the land use chapter of the plan based on the selected futures alternative (outcome of Task 6). The land use plan will address the desired locations and mixes of residential, commercial, industrial, office, institutional, mixed-use, public and semi-public uses. It will focus on the balance of residential, commercial and employment uses. In text and graphic forms, the land use chapter will illustrate the future land use pattern, illustrate desired development forms and illustrate specific development/redevelopment areas. Updated policies and action steps will be integrated into the land use section. Housing HKGi will prepare the housing chapter to address existing and projected housing needs. Information from other tasks in the comprehensive planning process will inform the specific development of this chapter. The housing chapter will analyze existing housing data, assess housing needs, discuss the City’s ongoing role in housing, and identify local and regional resources to accomplish housing objectives. Updated policies and action steps will be integrated into the housing section. Business The Business chapter of the Comprehensive Plan will address key issues and trends that impact business growth in Waukee and opportunities to expand the business segment of the Waukee economy. It will specifically address opportunities to expand commercial development and create business centers and parks for concentrated employment. NOTE: It may be beneficial to combine this chapter of the plan with the Land Use and/or Employment/Economy chapters. Transportation Transportation Elements The transportation elements of the Comprehensive Plan will be updated in a manner that blends together all modes of transportation into one unified system. The transportation update will benefit from past planning activities in the City and throughout the Des Moines Area 19 Metropolitan Planning Organization (MPO). At a minimum, the following plans will be leveraged and integrated into the update: • Kettlestone Plan • 2004 Major Streets Plan • Key Intersection Improvement Plan • Complete Streets Policies • CONNECT – Central Iowa Bicycle and Pedestrian Plan • Mobilizing Tomorrow • The Tomorrow Plan Multimodal System Plan As the City continues to grow, particularly in relationship to the Des Moines metro area, active modes of transportation will become more critical. This task will integrate the following active modes of transportation into the update: Pedestrians and Bicyclists A comprehensive pedestrian and trail gap analysis will be prepared to determine any broken links in pedestrian/bicycle network that limits connections between neighborhoods, parks, downtown, jobs centers, commercial areas, schools and key destinations. The future roadway network will also be evaluated from a Complete Streets perspective to determine opportunities for addressing any gaps in the pedestrian/bicycle network. Transit The HKGi team will contact local transit providers (e.g., DART) to identify the potential for future transit services or facilities (express routes or park-and-rides) as the city and region grows. We will outline opportunities by assembling available information on multi-agency cooperation, the potential for expanding transit alternative programs (based on planned corridors and commuter markets), possible and preferred transit options, logical corridor extensions, and examples of peer operations in other regions. Freight and Rail Freight and rail play an integral part of the transportation system. We will evaluate the potential roadway impacts associated with future land uses that may generate large volumes of freight. Findings from this analysis will help update the 2004 Major Streets Plan in determining future facility types and design standards that accommodate heavy commercial vehicles. Future System Plan Information collected throughout the previous tasks will help refine and update the 2004 Major Streets Plan. This task will include an updated functional classification network and new “links” in the system to accommodate future growth. The Major Streets Plan will be supported by a “design manual” that outlines the characteristics and design standards for a functionally classified roadway. The manual will be consistent with the current version of “Statewide Urban Design and Specifications (SUDAS),” while providing flexibility to accommodate Complete Streets policies and best practices for active modes of transportation. Other elements in the manual will include access management guidelines, typical right-of- way needs, lane widths, and traffic control measures. 20 Parks and Recreation The parks and recreation chapter of the plan will include information from the 2011 Comprehensive Park, Recreation and Open Space Plan as appropriate. Updated policies and action steps will be integrated into the parks and recreation section. Planning principles, standards and design themes from the 2011 plan will be included in the Comprehensive Plan and extrapolated to cover community growth to the year 2050. Utilities The utilities section will address needed changes in Waukee’s water and sanitary sewer systems to accommodate future growth. Information for this chapter will be taken from ongoing work being conducted by Veenstra and Kimm. Updated policies and action steps will be integrated into the utilities section. Public Facilities The public facilities chapter of the plan will address a general assessment of public community facilities. Facilities used for providing public safety, public works and public administrative services will be included in the plan. Implementation The Vision outlined in the Comprehensive Plan provides the basis for implementation: the subsequent adoption of other plans and the pursuit of other actions will make the vision an on-the-ground reality. This section of the plan will include an implementation strategy and a more thorough evaluation of effective actions. From the public engagement process, organizations and individuals who may champion or implement some of the future growth strategies will have been identified and may be involved in action on short- and long-term projects as appropriate. The project team will work with the City to refine or develop policy based management strategies that will encourage mutual support (harmony) between the land use and transportation plan. This will be achieved by developing a project prioritization process that aligns transportation investments over the next thirty years with known development efforts, economic initiatives, and the phasing of growth areas. Implementation will also seek to balance the maintenance of the existing transportation system with expansion needs to meet future growth. To achieve this objective, we will utilize a “sketch tool” to determine the financial gap, if any, to maintain the City’s roadway system in a “state of a good repair.” The sketch tool will utilize data from the City’s pavement management system and past revenue/expenditure data for system preservation improvements. Strategies will also lay the groundwork for additional tools and policies to guide implementation. The implementation strategies will include phasing recommendations for public facilities and infrastructure improvements to optimize growth that: capitalizes on existing infrastructure capacity (and thereby reduces the fiscal burden of building new infrastructure), reinforces the viability of future public transit, provides for a higher quality of life that is attractive to an increasingly diverse population, increases affordable housing options, and helps people to lead healthier lifestyles with greater access to public parks and open spaces. In order to create a “road map” to guide implementation, the plan will clearly articulate strategies that create partnerships for implementing, monitoring and assessing plan directives. 21 Strategies will address intergovernmental cooperation; private sector and non-profit sector initiatives; neighborhood organization initiatives; tools and mechanisms for financing and funding services and projects; a public facilities plan that informs the Capital Improvement Plan; and recommendations for zoning and other land development regulations and related community policies and guidelines such as design standards, complete streets, etc. NOTE: It may be beneficial to add implementation measures to each chapter of the plan in lieu of creating a separate implementation chapter. 7.2 Meet with City Staff Via GoTo Meeting During the preparation of the draft Comprehensive Plan chapters, HKGi and City Staff are expected to meet at periodic intervals to coordinate work and conduct common reviews of materials. Assumes up to four meetings. 7.3 Conduct Review of Plan Chapters During the preparation of the draft Plan chapters, meetings will be held with the Comprehensive Plan Advisory Committee to provide a review of pertinent materials. 7.4 Conduct Community Workshop A second community workshop will be held as an open house to present the plan to the community and to seek final input prior to the more formal review and adoption process. Like other outreach efforts that are part of the planning process, electronic outreach methods will be used to supplement the in-person session. 7.5 Prepare the final draft of the Plan Chapters Based on the Results of Community Workshop and Electronic Outreach Effort and Compile Final Draft Prepare the final draft of the Waukee Comprehensive Plan for formal review. Task 7 Deliverables: • Initial draft chapters of the Comprehensive Plan. • Final Comprehensive Plan draft. Task 7 Staff Responsibilities: • Send out meeting materials. • Preparation of notes from city meetings. • Updates to City Council and advisory boards as needed. Task 7 HKGi Meetings in Waukee: • Comprehensive Plan Advisory Board Meetings (2) (Task 7.3) • Community workshop (Task 7.4) Task 8. Seek Approvals and Finalize the Plan The final task focuses on seeking approvals and finalizing the Comprehensive Plan. 8.1 Comprehensive Plan Advisory Committee Approval Meet with the CPAC to secure an approval recommendation for the Comprehensive Plan update. 22 8.2 Conduct Public Hearing HKGi will assist staff in assembling materials for a public hearing on the Comprehensive Plan. 8.3 Refine the Plan HKGi will prepare refinements to the plan based on the public hearing results. 8.4 Assist Staff in Presenting the Final Plan to the City Council HKGi will assist staff with preparing materials and presenting the plan to the City Council for final approval. 8.5 Prepare Final Text and Graphics HKGI will prepare the final document incorporating final recommended changes. Task 8 Deliverables: • One unbound original copy of the plan. • Complete plan in electronic format (MSWord and PDF). • ArcGIS data for all Comprehensive Plan maps. Task 8 Staff Responsibilities: • Review draft and final plans. • Assist in presenting plan at various review meetings. Task 8 HKGi Meetings in Waukee: • Comprehensive Plan Advisory Board meeting (Task 8.1) • City Council meeting (Task 8.4) 23 ATTACHMENT 2 PROJECT SCHEDULE The time of completion of the scope of services under this Agreement shall be as follows: 24 ATTACHMENT 3 SCHEDULE OF FEES CONSULTANT’S 2016 – 2017 STANDARD HOURLY RATE SCHEDULE HOISINGTON KOEGLER GROUP INC. Principal ....................................................... $170-225/hr Associate ...................................................... $115-165/hr Senior Professional ....................................... $90–165/hr Professional II ................................................ $80-105/hr Professional I .................................................. $50–85/hr Technical .......................................................... $40-65/hr Secretarial ............................................................. $60/hr Litigation Services .............................................. $200/hr Testimony ........................................................... $285/hr Reimbursable Expenses: Mileage ..................................... current federal rate/mile Photocopying BW ............................................. 15¢/page Photocopying Color ....................................... $1.00/page Outside Printing ............................................Actual Cost Large Format Scanning .................................Actual Cost B/W Bond Plots ............................................. $5.00 each Color Bond Plots .......................................... $20.00 each Photo Paper Color Plots ............................... $40.00 each 25 REIMBURSABLE EXPENSES 1. All materials and supplies used in the performance of work on this project will be billed at cost. 2. Auto mileage will be reimbursed per the standard mileage reimbursement established by the Internal Revenue Service. Service vehicle mileage will be reimbursed on the basis of $0.54 per mile. 3. Charges for outside services such as soils and materials testing, fiscal, legal will be billed at their invoice. 4. All other direct expenses will be invoiced at cost.