HomeMy WebLinkAbout09/03/1991, 9 - USE OF A CONSULTANT FOR COMPONENTS OF THE OPEN SPACE ELEMENT aIII�I�IIIIVIIIII�III� city of IIU�,I MEETING DATE:
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COUNCIL AGENDA REPORT ITEM NUMBER:
Mid;
FROM: Arnold B. Jonas Community Development Director
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PREPARED BY: Jeanette Di Leo, Long Range Planner �J
SUBJECT: Use of a Consultant for Components of the Open
Space Element
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RECOMMENDATION: That the City Council (1) approve the use of
a consultant to facilitate and organize Open
Space Element workshops, and as necessary,
advise staff on various open space issues, (2)
approve the use of a consultant to complete a
financial analysis, (3) approve sole-sourcing
the workshop contract, and (4) direct staff to
negotiate the workshop and financial analysis
contracts for Council review and approval.
DISCUSSION:
This report clarifies the role of the consultant for the Open Space
Element Workshops and the financial analysis.
organization and Intent of the open Space Element Workshops
As planned, a total of seven workshops would be scheduled, i.e. ,
four information workshops and three review workshops. The four
information workshops would cover different aspects of open space,
including explaining the concept of open space, assessing criteria
for open space, designating resources the community thinks are
important, and reviewing financing options. The three review
workshops would allow the Open Space Advisory Committee and the
public direct review of the Administrative Draft Open Space
Element.
The intent of the workshops is to provide a format for public
input, a means for staff to assess community concerns and desires,
and a method to achieve community acceptance and financial support
for future open space programs. Considering that a successful open
space program will require financial support from the community
(e.g. , in the form of a sales tax increase, or parcel transfer tax,
etc. ) , it is important that the community support the proposed
program and that staff is able to properly assess community
concerns.
Use of a Consultant
In general a consultant is proposed for two components of the Open
Space Element. The first component would be to facilitate and
organize the first four information workshops (staff would conduct
and organize the three review workshops although some input from
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Council Report on Open Space Workshops & Financing - page 2
the consultant may occur) . Beyond facilitation and organization,
this first component would include reviewing City and County
information, providing advice and recommendations to staff on
important open space issues, and trouble shooting. The second
component of the Open Space Element that a consultant would be
involved in is the completion of a financial analysis.
The ways in which use of a consultant would be beneficial are as
follows:
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1. Facilitating and organizing Workshops. As planned a
consultant would be responsible for organizing and preparing
the information workshops, a time consuming task. In
addition to the organizational function, the consultant would
provide information, advice, and recommendations throughout j
the workshop process. Utilizing a consultant for the first
four workshops and for input would allow staff more time to
focus on writing the Open Space Element versus workshop
administration. In addition, employing a consultant who has
been responsible for developing open space programs state-
wide may result in an Element review and adoption process
that is less arduous and lengthy, in that problems may be
resolved early in the process.
2. Financial Analysis. Staff has identified varying sources
available to finance open space. What has not been
identified is (1) what type of revenue these different
sources could generate yearly and in the future, (2) what
financing combinations should be used, (3) which financing
options might be more successful in terms of the local
j politics and population, and (4) legal restrictions,
I benefits, and costs.
The Open Space Element's budget includes $25, 000 for a
consultant to complete a financial analysis, i.e. , to provide
technical data regarding financing options. Money was
budgeted for this item since financing issues are usually j
considered detailed in nature, are generally complex, and
potentially politically cumbersome (e.g. , new taxes are not
always readily accepted by the public) . Since the financing
analysis is a key component of the Open Space Element it was
thought a person with finance expertise should prepare the
document.
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Pete Dangermond, the consultant staff is recommending for the
workshop and input component, has numerous years of experience
formulating and implementing open space programs state-wide. As
a result of this experience he is acutely aware of community
concerns, general problems endemic to open space programs, program
errors, and solutions that have worked. Due to Mr. Dangermond's
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Council Report on Open Space Workshops & Financing - page 3
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unique experience and qualifications, staff is recommending that
he be utilized to complete the information workshops and provide j
general input. Mr. Dangermond's resume and his firm's
qualifications have been attached for City Council review.
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In terms of a consultant for the financial analysis, staff would
prepare a Request for Proposal that would be distributed to various
consulting firms. The work scope and budget for the financial
analysis would be reviewed by staff, with recommendations sent to
the Council for review and approval.
FISCAL IMPACT:
The costs associated with utilizing a consultant for workshops,
input, and a financial analysis have already been incorporated into
the budget for the Open Space Element. There are no new costs
associated with utilizing a consultant for these purposes.
To provide cost estimates for these tasks, it is estimated that
consultant services for workshops and input would be roughly
$10, 000. The cost for the financial analysis has not been
ascertained at this time, but has been budgeted at a maximum amount
of $25, 000.
RECOMMENDED ACTION:
a. That the City Council:
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1. Approve the use of consultants to: (a) facilitate and
organize Open Space Element workshops, and as necessary,
advice staff on various open space issues, and (b)
complete a financial analysis;
2. Allow the consultant contract for the workshops and
advisory input to be sole-sourced based on Mr.
Dangermond's unique qualifications and experience with
open space programs; and
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3 . Direct staff to negotiate consultant contracts for (a)
the workshops and advisory input, and (b) the financial
analysis for Council review and approval.
Other Alternatives:
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b. Utilize a consultant for only one function noted in the staff
report (i.e. , only for the financial analysis, or only for
the workshops) .
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city of san Lacs oBispo
COUNCIL AGENDA REPORT
Council Report on Open Space Workshops & Financing - page 4
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C. Do not utilize a consultant for any of the functions _
identified above. Have the Finance Department complete the
financial analysis. It should be noted that due to Finance's
current workload the study may be delayed.
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d. Proceed with development of the Open Space Element without
using an advisory committee or workshops. Instead have staff
prepare a working draft of the Open Space Element for Park
and Recreation Commission, Planning Commission, and City
Council review.
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Attachment: Exhibit 1 - Pete Dangermond's Qualifications
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Exhibit 1
Pete Dangermond
President, Dangermond & Associates, Inc.
Pete Dangermond is president of Dangermond and Associates, Inc., which he founded in 1983. He
brings to his consulting practice a life-long professional career devoted to parks and recreation and
allied fields of wildlife conservation and open space preservation. Mr. Dangermond relies on his
professional training as a landscape architect and his 22 years' experience in government. His work is
distinctive because he emphasizes building partnerships among the right combination of public and
private entities to effectuate the project, facilitating diverse interests in attaining common goals,
visualWng the broadest possible range of opportunities and constraints affecting the project, and
providing effective leadership and coordination among teams of specialists.
Previous Positions and Accomplishments
Director, California State Department of Parks and Recreation 1980 - 1982
• Instituted and directed the preparation of "Mission 1990", to guide the State Park System during
the 1980's.
• Increased the Department's revenues from 514.9 million in 79-80 to 529.0 million in 82-83.
• Redirected the Department's capital outlay program to offset a greater proportion of operating
costs by increased revenues and to accommodate two million additional visitors a year.
• Completely overhauled concession policies, procedures, and laws; significantly increased the
number of new state park concessions, and increased concession revenues from $1.2 million in 79-
80 to $2.2 million in 82-83.
• Significantly reduced operating costs through volunteers and non-profit cooperating associations
and added new revenue from special events at state parks.
• Developed strong working relationships with members of the California Legislature.
Director, Monterey County Parks Department 1978 — 1980
• Developed a system-wide plan and promotional strategies that made the County's regional parks
and reservoirs more self-supporting through increased services and reduced expenditures.
• Instituted major development in five regional parks, including converting Laguna Seca Racetrack
into a year-round, multiple-use recreation facility.
Director, Riverside County Parks Department 1969 — 1978
• Increased county parklands from 1,500 to 25,000 acres.
• Planned and developed 21 new regional parks, including two large reservoirs, natural parks in the
desert and mountains, and trails along the Santa Ana River.
• Developed programs for effectively using citizen groups and volunteers to assist in park operations.
• Maintained the same basic revenue allocation for park acquisition, development, and operation
throughout the entire nine years and make the system more self-supporting.
Deputy Director and Chief of Planning, San Bernardino County Regional Parks Department
196S - 1969
• Developed a system-wide master plan when Department was formed in 1965.
• Acquired 8,500 acres, prepared eight park general plans; supervised planning and construction of
Glen Helen Regional Park.
Education
Bachelor of Science Degree, Landscape Architecture
California Polytechnic University, Pomona, 1960
Executive Development Training
Indiana University, 1973 and 1974
Revenue Sources Management School
Wheeling, West Virginia, 1977
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Pete Dangermond
Professional Activities
• Member of the Board of Directors, Yosemite Restoration Trust, 1990—present
• Council Member, Save-the-Redwoods League, 1986—present
• Member, American Society of Landscape Architects
• California Park and Recreation Society
• National Park and Conservation Association
• National Recreation and Park Association
• Anza Borrego Foundation Advisory Panel, 1989—present
• Chairman, California Paris and Recreation Society-Legislature Commitee Member, 1975-79
• Board of Directors, National Society for Park Resources, 1981-86
• Board of Directors, National Association of State Outdoor Recreation Liason Officers, 1980-82
• President, County Park Directors Association, 1975
• Chairman, S.C.A.G. Parks and Recreation Technical Advisory Commitee, 1972-73
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Dangermond & Associates
1121 2211 Znd Street Suite 203California 9 614 Te (916)447 022 (916)447 09
1420 E Cooley Drive M 108C Colton •California • 92324 • Tel: (714)422-0121 • Fax:(714)824-5262
Dangermond & Associates specializes primarily in the field of parks, recreation, and resource
conservation.
On each project we rely on our many years of experience, both inside and outside government; our
numerous contacts; and appropriate research. Our services range from customary planning activities,
such as park site planning and facility design, interpretive plans, master plans, and location studies,
through assistance with carrying out the project, such as obtaining needed legislation, identifying land
acquisition financing, or overseeing the work of construction design consultants.
The wide variety of projects we work on provides a fertile environment for the development of new
insights and directions and creative approaches to problem-solving. We are frequently able to identify
other interested parties—min both the public and private sectors—to share in the client's objectives and
significantly enhance the project's success.
Our primary goals are always to provide informed judgments to our clients and to provide a broad
range of services to assist them in meeting their objectives within their time constraints.
Moreover, we are professionally and personally interested in making meaningful contributions to the
park, recreation, and conservation field; and to that end, we spend considerable time analyzing trends
and future needs as well as identifying and improving state and local funding mechanisms to meet
these needs.
Substantially more than half of our projects are performed solely by the six professionals comprising the
Dangermond & Associates staff, who have expertise in the following particular areas:
• Landscape architecture
• Land use and facilities planning
• Project management and implementation
• Consultant team coordination and informal mediation among participating entities
• Financing project development and land acquisition
• Mapping and graphics
• Technical writing
• Legislation
• Government relations
• Law
• Organizing and conducting workshops
• Coordinating community-based interest groups
Many times our clients also require additional specialists. We assemble and administer teams to meet
those needs. Team members have included economists, biologists and botanists, graphic artists,
architects, public opinion polling–campaign consultants, agriculturists, engineers, and environmental
scientists. We maintain close working relationships with practitioners in all these specialities.
The firm was founded in 1983. Headquarters are in Sacramento; a branch office is in Colton, near San
Bernardino.
4/23/91 / 7
Representative Projects
Dangermond & Associates, Inc.
Yosemite National Park—the firm's president is one of the founding directors of the Yosemite
Restoration Trust, a nonprofit formed in 1990 to seek improvements to visitor services at the park in
ways that will enhance appreciation and enjoyment of natural values and will accommodate growth in
visitation with minimal impacts. The fine is coordinating multi-disciplinary planning that focuses on
improvements to park infrastructure and the concessionaire's operations relating to visitor lodging,
transportation, retail services, and employee housing.
Multiple Species Habitat Conservation Plan—a farsighted, comprehensive document that
coordinates county-wide planning for wildlife corridors, natural preserves, and habitat areas with parks
and trails. Will enable Riverside County policy-makers to make land use decisions that take into
account all known natural resource needs. Avoids dealing with open space and habitat in a reactive,
crisis climate created by population growth pressures.
Indian Canyons Heritage Park and Santa Rosa Plateau Natural Preserve Projects—the firm is
facilitating the pursuit of land protection goals of small, localized nonprofit organizations with very
modest fundraising capabilities (less than 550,000 annually) through building partnerships among
various public agencies having multi-million dollar land acquisition funding capabilities. The Indian
Canyons project involves about $35 million and 18,000 acres; the Santa Rosa Plateau, $50 million and
9,000 acres.
Metropolitan Water District Reservoir Siting Project—presented a multi-disciplinary challenge,
engaging the firm in diverse elements of large-scale project coordination:
• Developing and implementing a pre-impact mitigation strategy to comply with state and
federal legal requirements.
• Providing informal mediation among the many interested parties.
• Planning for a $30 million investment in diverse recreational facilities (marina, nature
appreciation, camping, hiking, water play, RV support services, etc.) at multiple sites.
Kuwait City Park System—Worked effectively with an international team in a foreign setting during
1988-89. Readily comprehended cultural differences in order to analyze recreation patterns as part of
the redesign and redevelopment of neighborhood and city parks.
Summerlin Development (Las Vegas, Nevada), Inyo County (California), and City of Redlands
(California), Master Plans 11 involve large-scale master plans for complete park and recreation
systems for, respectively:
1) a private residential-commercial developer of a future city of 150,000 on 25,000 acres
adjoining Las Vegas:
2) a large rural county that is seeking to expand its visitor-serving facilities and attractions to
boost tourism to the Eastern Sierra Nevada; and
3) a medium-sized city in the eastern southern California metropolitan area with aging park and
recreation infrastructure.
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Statewide bond measures--proposed a total of over S1.S billion in park and natural resource capital
outlay funds on the 1984, 1988, and 1990 ballots. Our roles included extensive participation in all
phases of formulating the measures, coordinating competing interests; and assisting in the strategies
and implementation of statewide electoral campaigns.
New regional park and open space districts—proposed for formation in two large, populous
Southern California counties (Riverside and San Bernardino), which were assisted through:
• identifying park, recreation, and open space needs;
• analyzing available revenue sources;
• designing new institutional arrangements to 'capture" that revenue;
• drafting and presenting state legislation to create innovative institutional arrangements; and
• public opinion polling and mobilizing community support
Rim-of-the Valley Trail--a multiuse master plan for an extensive network of trails and supporting
open-space areas encirding much of the Los Angeles metropolitan area that reflects planning input
from numerous governmental jurisdictions and extensive public workshops. Political constraint
required preparation in slightly more than—about 5 months total.
Alliance of Redding Museums--medium-size Northern California city needing economic
enhancement through expanded tourism will benefit from the firm's efforts in bringing together
existing and proposed museums with different themes and inadequate facilities. They were guided
successfully through a complicated site selection and schematic design process to accommodate all
four museums in a single complex or a 200-acre natural site on the Sacramento River.
California Citrus State Historic Park Project—has involved the firm in all phases from the time of it
original inception, when telling the history of the citrus industry was first envisioned as a means of
interpreting the growth of Southern California in the 20th Century. This project's many aspects
include: securing multi-million dollar state funding and private donations over a decade, landscape and
architectural design, historical interpretation guidelines, consultant evaluation and contract
negotiation, state legislation, coordination of state and local governmental responsibilities, and
sustaining local interest and involvement Coordinated with a separate, but related project to develop
strategies to preserve surrounding citrus groves.
University Crest Development—involved bringing together several seemingly unrelated public and
private interests to increase value substantially in surplus land to be sold by the University of California
Natural Reserve System through a complicated transaction involving density bonus transfers,
enforceably restricted open-space lands, and land exchanges among public agencies.
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