Date of Release: May 17th, 2019

RFP/RFQ proposal due: June 17, 2019 at 3:00pm

Contact: Zach Houvener, Operations & Programs Supervisor | Zach.Houvener@mercergov.org

INTRODUCTION

The City of Mercer Island (the "City") is requesting proposals and statements of qualifications from consultants to assist in developing/updating the City's Parks, Recreation and Open Space Plan ("PROS Plan") for 2021-2027. The purpose of this RFP/RFQ is to select a firm that has collective planning experience in parks, trails, open space, recreation facilities, arts and culture, program planning, policy development, parks capital planning, statistically valid surveying, and community engagement.

GOALS OF THE PROS PLAN

In this plan update, the City desires to have a consultant assemble a comprehensive and accurate picture of the community's needs and desires. Historically, PROS plans have evaluated levels of service by measuring the quantities of various facilities and programs per thousand population.

In recent years, surveys, market data and other analytical tools have augmented these traditional metrics to capture emergent or latent demand in the community. There is also a trend towards using such tools to reach subpopulations within the community to capture demand that may not surface in a standard public engagement process.

The City is seeking a consultant that has experience in a range of statistical and qualitative demand analyses. The consultant should also plan on a robust community engagement process that includes innovative methods of capturing and evaluating community needs.

This plan will contain useful planning data to support the development of capital projects, alternative funding opportunities, such as Recreation and Conservation Office (RCO) grants, and other long-term planning strategies.

BACKGROUND

Since the early 1960's, planning efforts have been undertaken to address park and recreation services and community facilities on Mercer Island. A 1973 "Preliminary Community Facilities Plan" guided development for over 17 years until community decisions on the public library and City Hall prompted a newer plan to be developed. In January 1991, the City Council adopted a Comprehensive Park, Recreation, Open Space, Arts and Trail Plan to reflect current attitudes, needs and demands and "guide future City actions relating to the elements discussed herein". The plan was updated at the beginning of 2007, incorporating almost all the same goals and objectives cited in the 1991 plan.

The 2014-2019 plan updated the earlier planning work and added a significant new inventory of park facilities. It provided a comprehensive look at the capital needs for the park system, which guided the City in future park, recreation, community center, arts, open space, and trails planning.

CITY OVERVIEW

The City of Mercer Island is located along Interstate 90, between Seattle and Bellevue (3 miles from Seattle, 1 mile from Bellevue, 20 miles from Sea-Tac Airport). Mercer Island was incorporated in 1960 with a council/manager form of government. Easy access to the entire Puget Sound region makes Mercer Island highly desirable and partially explains (along with excellent schools) why Island real estate values have always been among the highest in the state.

FINANCIAL CHALLENGES

In October 2017, the City launched a public engagement process to help residents understand the financial challenges it faced, in terms of balancing the operating budget, maintaining current service levels, and funding capital projects. The process scoping began by holding an informal listening session with important Quality of Life partners in June 2017. The first major step entailed the formation of a Community Advisory Group (CAG) consisting of 23 island residents, who were appointed by the City Manager following an application process with a kick-off meeting in November 2017. The CAG was tasked with learning about City finances, reviewing financial forecasts, exploring various budget balancing options, and making a recommendation to the City Manager. In late April 2018, the City conducted its biennial citizen survey to determine satisfaction levels with City services, identify funding priorities, and gauge public support for an operating levy lid lift. On May 15, 2018, the survey results and the CAG's recommendations were presented to the City Council (view materials and footage). Council discussion and public hearings were conducted on June 5 and June 19, 2018 regarding placing an operating levy lid lift on the November 2018 ballot.

In November 2018, a six-year levy lid lift (known as Proposition 1), failed to pass amongst voters. With the failure of Proposition 1, the Council directed staff to make additional reductions in order to begin the process of transitioning to new lower levels of service. On April 2, 2019 the Council approved an additional $1.34 million in reductions in 2019-2020, for a total of $2.7 million in staffing and service level changes over the biennium.

The Parks and Recreation Department was significantly impacted by the 2019-2020 biennial budget reductions, primarily in the area of recreation programming and Community Center operations. Although park maintenance resources were not reduced, there is concern about the future, as existing resources are not keeping up with parks system maintenance needs. In addition to operating needs, there remains a significant funding need for the capital program as the park's infrastructure is aging and in many cases at the end of its useful life. Most recently, capital resources have been directed to repair work only as funds are not available for full replacement.

SCOPE OF WORK

The following is a preliminary scope of work that may be modified during the contract negotiations with the selected consultant. Consultants should be familiar with the following City documents and plans:

• 2014-2019 PROS plan
• City's Comprehensive Plan
• Pedestrian and Bicycle Facilities Plan
• Capital Improvement Program Budget
• Transportation Improvement Plans
• Open Space Plan Update
• Aubrey Davis Master Plan
• Pioneer Park Forest Management Plan
• Luther Burbank Master Plan

1. Project Management: The selected consultant is expected to provide project management services in close consultation with the City's project manager, including coordination of sub-consultants, ensuring the project remains on schedule and within budget.
2. Community Profile: The profile update includes demographic profile as well as natural characteristics of the City's watershed, hydrology, forests and critical areas. Data from the Puget Sound Regional Council (PRSC) as well as the City's Comprehensive Plan will be utilized.
3. Statistically Valid Survey: The PROS Plan update combines technical analysis with the input of the community to set a direction for the future of the City. This process is designed to ensure that the planning team gathers the input necessary to develop a plan that is technically sound, rooted in the needs of the community and is implementable. There may be one or multiple surveys, or focus groups used as a baseline to determine needs, desires and cost structures. The City may conduct the survey, with input from the selected firm. This is a priority and should be completed in 2019.
4. Inventory: The consultant will evaluate and update existing inventory data and propose a methodology to complete any necessary additional inventory work for parks, open space, trails, athletic and recreation facilities, including other publicly and privately-owned community facilities. An infrastructure assessment should be completed by the end of 2019. GIS capabilities will be required.
5. Trails: This includes an updated inventory and evaluation of existing trails within parks, linkages between community destinations and connections to regional trails and planning for future trail corridors of these systems. This incorporates trail corridors within and adjacent to the city limits and urban growth boundary. Some data is available in GIS format.
6. Parks and Facilities level of service: Review and update facility level of service standards to align with local recreational needs, staff direction, and estimated financial implications. In addition, develop a secondary level of service considering geographic distribution and facility access founded in public process, stakeholders, advisory groups, City Commissions and Council input.
7. Recreation level of service: The consultant will update the inventory and analysis of current level of service standards for the City's recreation and cultural arts programs.
8. Updated goals and policies: Update the goals and policies, using the 2014-2019 PROS Plan as the baseline, in consideration of new policy guidance. The consultant will also reference the plans and documents identified on page 3 when developing new goals and policies.
9. Coordination with neighboring jurisdiction plans: Consider cooperative and partnership opportunities with, and appropriate connections to existing and planned facilities in neighboring jurisdictions (Seattle, Bellevue, King County, WSDOT, Sound Transit, etc.). On-island coordination with other service providers includes the Mercer Island School District, Stroum Jewish Community Center, Boys & Girls Club, Mercer Island Beach Club, etc.
10. Capital Plan: Develop/Update the 6-year Parks & Recreation Capital Improvement Plan adopted in 2014, including development of a long-range project evaluation criteria for capital projects.
11. Implementation Strategy: The consulting firm will include provisions for a PROS Plan implementation strategy including financing options.
12. Public Involvement: The consultant team will develop a robust public involvement plan and help facilitate public meetings to solicit community and stakeholder input. The plan will include a variety of tools and methods to ensure ample opportunity for the public to be informed and involved. Outreach tools used may include social media, virtual town hall, open houses, focus groups, booths at City-sponsored events, and meetings with advisory boards and the City Council.

The selected consultant is expected to participate in multiple meetings of the Parks & Recreation, Arts and Planning Commissions, public open houses and other community outreach events, as well as City Council meetings for presentations and consideration of the plan. The consultation team will also track, organize and provide information necessary for City staff to respond to public comments.

13. State Environmental Policy Act (SEPA): The consultant will complete a draft and final SEPA checklist for the proposed plan.
14. Draft and Final Plans: It is anticipated that several drafts of the plan will be completed prior to final plan adoption. Plan sections may be developed and reviewed as interim steps to development of the full plan. Public input will be solicited and incorporated throughout the planning process. After consideration by the Commissions, recommendations will be incorporated for plan adoption. The selected consultant will be expected to participate in multiple advisory board meetings, public open houses and other community outreach events, as well as City Council meetings for presentations and consideration of the plan.
15. Agreement Form: The consultant selected by the City will negotiate a scope and fee schedule based with the City on using the City's standard professional services agreement (PSA) form which is attached. Consultants that submit proposals are expected to be able to meet the terms contained in the form.
16. Business License: Provide a statement to the effect that the respondent understands and agrees to obtain a City of Mercer Island business license as a requirement for performing these services. A City business license application can be found at:

http://www.mercergov.org/files/BusinessLicenseApp2019.pdf

PROJECT BUDGET

Upon selection of a qualified consultant, scope and fee shall be negotiated. The anticipated budget for this project is $125,000. Additional funds are available to perform the comprehensive infrastructure assessment. Staff are still evaluating whether this work will be performed as part of this contract or a separate engagement.