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
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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
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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.
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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,
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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,
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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.
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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.
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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
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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.
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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.
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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
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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.
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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.
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• 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.
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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.
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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.
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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.
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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.
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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
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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.
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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.
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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.
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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)
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ATTACHMENT 2
PROJECT SCHEDULE
The time of completion of the scope of services under this Agreement shall be as follows:
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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
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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.