VII.4. Approval of a Contract for Design Services for a Park System Master Plan with Confluence; Imihy BeanApril 5, 2022 Council Report 2022-034
Approval of a Contract for Design Services for a Park System Master Plan with
Confluence
Proposed Action
Staff recommends that the Council approve the following motion: Approval of a contract in the
amount of $130,589 for design services for a Park System Master Plan with Confluence.
Overview
For the past several months, the Park Board has worked to create an RFP for a Park System
Master Plan which looks to comprehensively plan for park redevelopment and residential growth
for the next twenty years. The plan also explores the public realm and spaces like The Artery,
Clocktower Plaza and light rail station areas and their influence on economic development and
placemaking for the community. The creation of a Park System Master Plan aligns with the 2022
work plan goals for the Park Board approved by City Council in December 2021.
At the January 24, 2022, Park Board meeting, the Park Board directed staff to release an RFP for
the plan. Proposals were due March 1, 2022, and the City received six submissions. Following
the process outlined in the RFP, staff from Administration, Economic Development, Public
Works, and Minnetonka Parks and Recreation reviewed the proposals and shortlisted two
consultants to be interviewed. Many factors were considered in the shortlisting of consultants,
including equity scoring criteria, completeness of the proposal, and comparable project
experience.
At a special meeting of the Park Board on March 14, 2022, members of the Park Board along
with the above-mentioned staff interviewed two consultants, Asakura Robinson and Confluence.
At their regularly scheduled meeting on March 28, 2022, members of the Park Board were
unanimous in their decision to recommend Confluence to the City Council for creation of the
Park System Master Plan. Many factors influenced the decision including the firm’s previous
experience on similar projects, proposed engagement strategies, and use of a financial consultant
with experience working with City’s which had joint recreation programs. During the meeting,
the Park Board directed Staff to work with Confluence to clarify where sustainability will be
prioritized in the plan to ensure that the plan has an environmental focus, to increase the number
of master planned parks to up to 6, and to increase the amount of engagement that would be led
by the consultant.
The final proposal has a total cost of $130,589 to be paid from the Park Development and
Economic Development funds. The timeline for this work would begin in April 2022 and seek
final City Council approval in June 2023.
Supporting Information
• Proposal from Confluence for a Park System Master Plan
• Contract for Services with Confluence
________________________________________
PeggySue Imihy Bean, AICP
Management Analyst
PARK SYSTEM MASTER PLAN
HOPKINS, MINNESOTA
March 1, 2022
In association with: PROS Consulting + Putting Change in Motion
530 N Third Street, Suite 120
Minneapolis, Minnesota 55401
612.333.3702
www.thinkconfluence.com
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 2
RE: REQUEST FOR PROPOSALS - CONSULTANT SERVICES FOR THE CITY OF HOPKINS PARK SYSYEM MASTER PLAN
On behalf of the Confluence team, we are pleased to submit our qualifications and approach to prepare a community-driven
Park System Master Plan + Implementation Plan with the City of Hopkins. Our approach to planning, implementation, and
operations guidance ensures this plan will meet the needs of Hopkins’s residents and guide decision making and investment
for the next 20-years. We have a successful track record in developing system-wide master plans for diverse communities
in Minnesota. Our proposed Team includes PROS Consulting and Putting Change in Motion. PROS brings an unmatched
national perspective to park system analysis, operations, and implementation strategies. Putting Change in Motion will help
the City bring new voices into the discussions surrounding parks. Our Team provides local talent and expertise with nationally
recognized parks and recreation experts that will ensure we can offer the best of both worlds to help the City of Hopkins achieve
the aspirational vision outlined in the RFP.
Our Team understands the park system plan must provide creative solutions specific to Hopkins in order to meet current and
future community needs that are aligned with the 2040 Cultivate Hopkins Comprehensive Plan goals. We will evaluate existing
park system features and facilities, recreation programming through the City of Minnetonka, amenities and services as related
to benchmark communities, and the accepted national standards to identify where changes in the current park system are
warranted. We will develop an implementation strategy that will guide decision-making, prioritize investments, and optimize
maintenance operations in the park system. These analyses will examine the community today and for the next 20-years based
on anticipated demographic, economic, and social changes. Our Team will identify best practices to ensure the park system is
managed and maintained sustainably and equitably to meet the challenges of climate change and population growth.
Hopkins is a fully developed community with various incomes, ages, and mobility needs. 60% of the population rent their
homes, and 91% of those homes are within a 10-minute walk to a park. This is a great foundation for accessibility. Our Team
takes care to understand the needs of the community and will determine if Hopkin’s accessible parks are meeting those needs.
We discovered in Bloomington that having equal access to parks doesn’t provide equity if those parks are not equally serving
their surrounding residents. Additionally, not all access routes to parks are equally safe and inviting. Our analysis will go beyond
typical park and GIS metrics to highlight broad patterns in the City, identify neighborhood level issues and opportunities, and
understand the quantity and quality of experiences in the parks. In a city with limited opportunities for new park development
and increasing density, we will work with staff and the Park Board to define what a Park currently is in Hopkins and what ‘Park’
could mean in the future. Hopkins has already started this process with POPS and the City’s zoning code, but the analysis could
extend to existing privately and/ or publicly owned spaces in the City that are underutilized, or exist in key locations.
Our recent Park System planning in Bloomington and the Minneapolis North and South service areas was inclusive to the
population, representing some of the most ethnically diverse and economically challenged communities in Minnesota. Our
creative and thoughtful approach to community engagement bridges barriers and strives to connect with traditionally under-
represented communities such as BIPOC, immigrants, people living with disabilities, elders, youth, and low-income households.
Putting Change in Motion is a trusted partner with unmatched experience in connecting with these community members. Their
process provides a safe and welcoming atmosphere to build trust and invite dialogue. Technology and digital engagement tools
are vital for connecting with today’s public. However, they often don’t capture many voices in the community. We feel those
voices are critical to understanding the full richness, complexity, and needs of all Hopkins residents. Putting Change in Motion
will help us make those critical connections and insights.
We welcome the opportunity to discuss our qualifications and our approach with you in further detail.
Respectfully,
Brad Aldrich, Associate Principal
We acknowledge receipt of Addendum
#1 on 1/31/2022 and the questions
and responses from 2/17/2022.
SECTION ONE
SECTION TWO
SECTION THREE
SECTION FOUR
SECTION FIVE
OUR TEAM
WORK EXAMPLES + REFERENCES
PROJECT UNDERSTANDING + SCOPE OF SERVICES
PROJECT TIMELINE
QUESTIONS
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ORGANIZATIONAL CHART
All key staff indicated in the below organizational chart have the capacity and availability in their schedules to begin work on your
project immediately. While there will likely be additional staff involved in a supportive role on this project, the key team members
listed will be involved throughout the duration of the project. By selecting Confluence, you are selecting a team with nine offices
and a staff of over 70+ people. We have a long history of meeting project timelines and are dedicated to meeting all of your
schedule needs and project expectations and will staff this project as needed.
Terry Minark
Principal-in-Charge
Brad Aldrich
Project Manager
Jane Reasoner
Planner II
Jena Stanton
Landscape Architect
Mamata Guragain
Landscape Designer
Nicholas Bad Heart Bull
Landscape Designer
STAKEHOLDERS PARK BOARD
Leon Younger
Recreation Consultant
Brian Trusty
Recreation Consultant
Victoria Amaris
Cultural Consultant
Ron Hick
Cultural Consultant
OUR TEAM / ORGANIZATIONAL CHART
PUTTING CHANGE IN MOTION
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 4
OUR TEAM / CONFLUENCE
CONTACT
Minneapolis
530 N Third Street, Suite 120
Minneapolis, Minnesota 55401
612.333.3702
Des Moines
Cedar Rapids
Kansas City
Omaha
Sioux Falls
Fargo
Chicago
Denver
CONFLUENCE
Confluence is a professional consulting firm comprised of landscape architects,
urban designers and planners. Our staff of 70+ includes 39 licensed landscape
architects and AICP certified planners – and our firm is comprised of energetic,
creative, and passionate people who are involved in making our communities
better places to live. We assist our clients on a wide range of public, educational,
institutional and private sector projects. Our landscape architects are licensed to
practice in California, Colorado, Georgia, Kansas, Idaho, Illinois, Iowa, Michigan,
Minnesota, Missouri, Montana, Nebraska, New Mexico, Nevada, North Dakota, Ohio,
Pennsylvania, South Dakota, Tennessee, Texas, Utah, Wisconsin, and Wyoming – and
this list continues to grow to meet our client’s needs.
WHAT WE DO
Simply stated - we create places full of life. The diversity of our work and expertise
has become a hallmark of our firm, and it’s a big reason why our clients engage us
again and again to help establish their next creative vision for the future. We offer a
wide array of design and planning capabilities, handling everything from stakeholder
and community engagement activities, to crafting urban design and community
planning solutions, to representing our clients during construction implementation.
With over twenty years of award-winning experience and hundreds of completed
projects, Confluence has shaped the practice of landscape architecture, planning and
urban design across the Midwest, and we love what we do. What can we do for you?
HOW WE WORK
Our creative process is focused on collaboration and insightful interaction with our
clients, consultants and the community in which we work. We begin by gaining an
insightful and objective understanding of each project, including how it fits into the
surrounding context. From vision to completion, our team excels in collaborating to
shape and achieve your “what’s next” – while also planning ahead on your long-term
strategy. The diversity of our practice and professional experience provides a solid
framework upon which to build successful strategies for achieving our client’s goals.
Confluence brings together people, energy and ideas to shape the future of our
communities. We strive to achieve the inherent potential within each project while
naturally making our world a better place.
Our network of nine offices, located
throughout the Midwest, provides value to
our clients through our depth of experience
identifying, developing and applying
emerging creative trends and best practices.
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 5
DIVERSITY + INCLUSION PROGRAM
Confluence is an Equal Opportunity Employer that does not discriminate on the basis of actual or perceived race, creed,
color, religion, alienage or national origin, ancestry, citizenship status, age, disability or handicap, sex, marital status, veteran
status, sexual orientation, genetic information, arrest record, or any other characteristic protected by applicable federal,
state or local laws. The Confluence management team and leadership is dedicated to this policy with respect to recruitment,
hiring, placement, promotion, transfer, training, compensation, benefits, employee activities and general treatment during
employment. Understanding that our company culture in regard to diversity and inclusion directly reflects into the work we do,
we actively seek robust community engagement that is inclusionary and targets minority communities who may otherwise be
underrepresented in less-robust engagement strategies. Throughout our extensive project experience, we have found many
creative ways to reach under-served and under-represented communities to ensure those voices are heard and reflected in the
work that we do.
Additionally, in May 2020, a group of Confluence employees in various positions in the firm came together to autonomously
form an Equity Committee. Company leadership swiftly recognized and formalized the Equity Committee as a staple resource
group within Confluence. The purpose of the Equity Committee is to provide a space and resource for peers in the company
to discuss not only the events of last summer in our hometowns, but to have conversations that unpack how systemic racism
is in our society and what our role is as designers in the environmental realm; specifically what this has historically looked like
and how systemic racism in the built environment must be addressed and changed. The charge of the committee is to ensure
that team members are actively involved in creating a more equitable built environment, beginning at an internal level with the
“3 Es: Equip, Engage, and Elevate”; to provide team members with tools to better understand these topics, have company-wide
conversations, and encourage employees to extrapolate these conversations and knowledge in their professional and personal
lives. One tool that the Equity Committee uses is to provide media resources that directly address systemic racism to assist those
in the company in better understanding systemic equity issues from a holistic view as well as from a profession-specific lens. The
committee also engages equity-minded professionals to speak to the company on these topics. We are currently reviewing and
discussing ‘1619’, a New York Times audio series on how slavery has transformed America.
One further program that Confluence has participated in is the Step Up program. From the Step Up program website, “Step
Up brings together Minneapolis young people (ages 14-21) with Twin Cities employers through internships and training
that build careers and lead to a diverse, skilled and equitable workforce.” Confluence has participated in multiple ways with
the Step Up program, including hiring multiple high school interns, serving on the Step Up Design Pipeline Committee, and
providing mentorship during the Creative Crash Course day where students partner with a design professional and charette a
design solution to a real life equity issue. Students that participate in the Step Up program are typically from a underprivileged
background, and Step Up provides these students paid internships and career pathway mentorship. Reciprocally, this program
also provides employers sight into the next generation of workforce talent and designers, encouraging a more diversity-focused
hiring program.
OUR TEAM / CONFLUENCE
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 6
CONTACT
Indianapolis
35 Whittington Drive, Suite 300,
Brownsburg, Indiana 46112
877.242.7760
PROS CONSULTING
PROS Consulting is a small firm with a big presence in the field of management
consulting for public entities and non-profit organizations. With a small team of
highly professional and experienced consultants, PROS is a flexible firm that is
agile to the evolving dynamics of the social, economic, and political environments
our clients operate in. PROS is among only a small handful of firms that have
tremendous experience in the field as practitioners and have become nationally
recognized for helping to shape and further transform the industry of parks and
recreation.
AREAS OF FOCUS
Management consulting and planning services offered by PROS span the full
spectrum of planning needs for public agencies, and are grouped into the following
practice areas:
• Feasibility Studies and Business Planning – completed over 200 feasibility
studies and business plans, often counseling our clients on how they can
shape their projects and their vision around the reality of what is feasible and
sustainable.
• Operations, Maintenance and Organizational Development – completed
over 450 plans that involved operations, programming, maintenance and
organizational development components.
• Financial Planning and Management – PROS is most renowned for
providing the most innovative and proven methods for financial planning and
management in the public sector with direct experience with over 150 proven
ways to fund public parks, facilities and park systems.
• Strategic Planning – completed over 80 strategic plans for cities, counties, park
districts and state agencies to help them become established in their market or
to reposition themselves.
• Needs Assessment – completed over 250 needs assessments as a precursor
of doing a Master Plan, Strategic Plan or Feasibility Study. We will perform a
comprehensive parks, facilities and program needs assessment that helps
identify importance and unmet needs for a variety of facilities / amenities and
programs.
• Master Planning – completed over 250 master plans for parks and park
systems that have been successfully implemented and driven over $5 billion
OUR TEAM / PROS CONSULTING
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 7
CONTACT
Minneapolis
gve@amaris.org
612.423.1251
PUTTING CHANGE IN MOTION
Putting Change in Motion is a consulting business owned by Victoria Amaris that
specializes in cultural competence, multicultural research, civic engagement,
facilitation, training, and planning.
Victoria Amaris has 30 years of experience as a trainer and consultant, with a special
focus on cultural competence. She is an independent consultant and provides
capacity building, coaching, program development and technical assistance in the
area of cultural competence to government, non-profit organizations, schools, health
agencies and the faith community.
Putting Change in Motion uses a Consultant Collaborative approach to community
engagement. This approach utilizes a unique framework which has been very
successful and yielded superior results, we consider to be more authentic. The
approach will be one that is customized to the respective community, egalitarian
and participatory, creating an environment which draws out participant’s knowledge,
ideas, interests and concerns.
We bring:
• Significant networks of people across all sectors and communities, including a
substantial set of relationships with various communities of color.
• Team members are multi-ethnic, one is bilingual in Spanish and English.
• Expertise and knowledge of multicultural community engagement best practices
• Methodologies which allow participants to build on others’ responses to gain
and provide new insights, where mutual learning occurs naturally.
Because our work has a strong cultural competence element, each group is
thoughtfully customized to the culture of the participants. We are using the term
“culture” in its broadest sense, to include not only ethnic, racial cultures but those
of different ages, abilities, urban and rural, as well as national origin. Therefore,
we strive to identify facilitators, transcriptionists from each community, rather
than employing interpreters. Particularly, in groups for who English is a second
language, or not spoken at all, the dynamic is more natural and comfortable without
interpreters in the mix.
OUR TEAM / PUTTING CHANGE IN MOTION
PUTTING CHANGE IN MOTION
Putting Change in Motion fulfills all of
the requirements for certification as
a Disadvantaged Business Enterprise
in Minnesota. However, PCM has not
pursued this certification.
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 8
Terry has an extensive
background in urban planning,
programming and public space
design and collaborates with
his clients to develop innovative
and contextually sensitive design
solutions. He has dedicated his
career to creating meaningful
spaces that challenge the
conventional boundaries of
landscape architecture.
PROFESSIONAL
EXPERIENCE
31 Years of Experience
8 Years with Confluence
EDUCATION
University of Manitoba
Master of Landscape Architecture
Spring 1995
University of Manitoba
Bachelor of Environmental
Design / Spring 1990
PROFESSIONAL
REGISTRATIONS
Licensed Professional
Landscape Architect:
• Minnesota / #42242
• Texas / #3448
CONTACT
Minneapolis Office
tminarik@thinkconfluence.com
PROFESSIONAL + CIVIC AFFILIATIONS
American Society of Landscape Architects, Minnesota Chapter
CURRENT + NOTABLE PROJECT EXPERIENCE
Park System Master Plan / Bloomington, Minnesota
Sauk Rapids Riverfront Parks / Sauk Rapids, Minnesota
Shakopee Park Trail Recreation Master Plan / Shakopee, Minnesota Mdewakanton
Sioux Community Riverfront Master Plan / Shakopee, Minnesota
Minneapolis Park and Recreation Board (MPRB) North Service Area Master Plan /
Minneapolis, Minnesota
Minneapolis Park and Recreation Board (MPRB) South Service Area Master Plan /
Minneapolis, Minnesota
Edina Parks and Recreation Strategic Plan / Edina, Minnesota
Fred Richards Ecological Park Master Plan / Edina, Minnesota
Traverse Trail System Masterplan / Duluth, Minnesota
Parks and Recreation System Master Plan / Burnsville, Minnesota
Park System Master Plan / Apple Valley, Minnesota
St. Cloud RiverWalk Master Plan / St. Cloud Minnesota
Dakota County Mississippi River Trail Interpretive + Experience Design / Dakota
County, Minnesota
Rice Lake Park / Prior Lake, Minnesota
Park and Campground Planning and Design / Barnum, Minnesota
Minneapolis Parks and Recreation Board (MPRB) South Service Area Master Plan /
Minneapolis, Minnesota
Parks, Recreation and Trails Strategic Plan / Edina, Minnesota
Park System Master Plan / Deephaven, Minnesota
Gateway Park Master Plan / Minneapolis, Minnesota*
Town Green and Amphitheater / Maple Grove, Minnesota*
Central Park Master Plan / Maple Grove, Minnesota*
Minnesota Zoological Gardens Exhibit Design / Apple Valley, Minnesota*
Veterans Memorial Amphitheater / St. Louis Park, Minnesota*
Granite Falls Downtown & Riverfront Master Plan / Granite Falls, Minnesota*
Mississippi Commons Master Plan / Champlin, Minnesota*
* work performed while employed by another firm
TERRY MINARIK, ASLA, PLA
PRINCIPAL-IN-CHARGE
OUR TEAM / CONFLUENCE
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 9
PROFESSIONAL + CIVIC AFFILIATIONS
American Society of Landscape Architects, Minnesota Chapter
CURRENT + NOTABLE PROJECT EXPERIENCE
Bloomington Park System Master Plan / Bloomington, Minnesota
Shakopee Park Trail Recreation Master Plan / Shakopee, Minnesota
MPRB South Service Area Master Plan / Minneapolis, Minnesota
MPRB North Service Area Master Plan / Minneapolis, Minnesota
Parks and Recreation System Master Plan Update / Burnsville, Minnesota
Wayzata Park System Master Plan / Wayzata, Minnesota
Park System Master Plan Update / Apple Valley, Minnesota
Park System Master Plan / Deephaven, Minnesota
Edina Parks and Recreation Strategic Plan / Edina, Minnesota
Theodore Roosevelt Presidential Library / Medora, North Dakota
Harbor Plaza Renovation / Hopkins, Minnesota
Dakota County Visitor Services and Operations Plan / Dakota County, Minnesota
Highland Bridge (Ford) Parks / Saint Paul, Minnesota
Shakopee Mdewakanton Sioux Community Riverfront Master Plan / Shakopee, MN
Minneapolis Parks and Recreation Board (MPRB) Peavey Park Improvements Phase 1
& Phase 2 / Minneapolis, Minnesota
St. Cloud Riverwalk Master Plan / St. Cloud, Minnesota
Fred Richards Nature and Ecology Park Master Plan / Edina, Minnesota
Stagecoach Park / Shakopee, Minnesota
Quarry Lake Mountain Bike Trail and Skills Course / Shakopee, Minnesota
Hopkins Traverse Trail Master Plan / Hopkins, Minnesota
Shakopee Signage and Wayfinding / Shakopee, Minnesota
Marystown Dog Park / Shakopee, Minnesota
Shakopee Cultural Trail / Shakopee, Minnesota
Windemere Community Park Master Plan / Shakopee, Minnesota
SandVenture Renovation / Shakopee, Minnesota
Shakopee Lions Park / Shakopee, Minnesota
Saint Paul Tennis Club / Saint Paul, Minnesota
Mainstreet Stormwater Celebration Park / Albert Lea, Minnesota*
Freeborn Waseca Regional Trail Master Plan / Freeborn and Waseca Counties
Bruce Vento Nature Sanctuary / Saint Paul, Minnesota*
Cleary Regional Park Stormwater Improvements / Prior Lake, Minnesota*
Heritage Park / Inver Grove Heights, Minnesota*
Brown’s Creek State Trail / Stillwater, Minnesota*
BRAD ALDRICH, ASLA, LEED AP BD+C
PROJECT MANAGER + PARK MASTER PLANNING
PROJECT TEAM / CONFLUENCE
Brad creates high performance,
multi-functional landscapes
that provide numerous
ecosystem services to the client
and surrounding community.
He works across scales to
integrate green infrastructure
into the public realm and create
sustainable environments and
unique places.
PROFESSIONAL
EXPERIENCE
19 Years of Experience
6 Years with Confluence
EDUCATION
University of Minnesota
Master of Landscape Architecture
2004
University of Minnesota
Bachelor of Environmental
Design, Minor in Urban Studies
2000
PROFESSIONAL
REGISTRATIONS
Licensed Professional
Landscape Architect:
• Minnesota / #45630
CONTACT
Minneapolis Office
baldrich@thinkconfluence.com
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 10
Jane brings an interest in the
environment and sustainability
to every project. She has worked
on many comprehensive plans
across the Midwest designing
interactive engagement
strategies and providing
population, environmental, parks
and economic analyses.
PROFESSIONAL
EXPERIENCE
6 Years of Experience
5 Years with Confluence
EDUCATION
Georgia Institute of Technology
Master of City and Regional
Planning / 2016
University of South Dakota
Bachelor of Arts / 2012
PROFESSIONAL
REGISTRATIONS
American Institute of Certified
Planners: #31893
American Planning Association
LEED Green Associate
CONTACT
Des Moines Office
jreasoner@thinkconfluence.com
PROFESSIONAL + CIVIC AFFILIATIONS
American Institute of Certified Planners (AICP)
American Planning Association
CURRENT + NOTABLE PROJECT EXPERIENCE
Shakopee Park Trail Recreation Master Plan / Shakopee, Minnesota
Freeborn County Rails to Trails Master Plan / Albert Lea, Minnesota
MPRB North Service Area Master Plan / Minneapolis, Minnesota
Clapp Golf Course / Wichita, Kansas
Cherokee Trail Extension + Park Master Plan / Cherokee, Iowa
Ankeny Parks Master Plan / Ankeny, Iowa
Polk County Comprehensive Plan Update / Des Moines, Iowa
South of Gray’s Lake Master Plan / Des Moines, Iowa
Paola Comprehensive Plan Update / Paola, Kansas
Bondurant Comprehensive Plan Update / Bondurant, Iowa
University Avenue Redevelopment Plan / West Des Moines, Iowa
Roeland Park Comprehensive Plan Update / Roeland Park, Kansas
Webster County Comprehensive Plan Update / Fort Dodge, Iowa
Van Meter Comprehensive Plan Update / Van Meter, Iowa
Norwalk 2040 Comprehensive Plan / Norwalk, Iowa
Carlisle Comprehensive Plan / Carlisle, Iowa
1620 Clark Street Planning Study / Omaha, Nebraska
Cedar Falls Master Plan / Cedar Falls, Iowa
Ankeny Zoning + Subdivision Code Rewrite / Ankeny, Iowa
Fairfield Comprehensive Plan Update / Fairfield, Iowa
Mount Vernon Corridor Plan / Mount Vernon, Iowa
Ankeny Comprehensive Plan / Ankeny, Iowa
Tea Comprehensive Plan Update / Tea, South Dakota
Johnson County Comprehensive Plan Update / Johnson County, Iowa
Warrensburg Comprehensive City Plan / Warrensburg, Missouri
JANE REASONER, AICP, LEED GA
PLANNER II
OUR TEAM / CONFLUENCE
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 11
Jena is a problem solver that
finds solutions through the
creative process of design.
She believes strongly in the
ability of design to improve our
communities, our environment,
and our quality of life.
PROFESSIONAL
EXPERIENCE
9 Years of Experience
<1 Year with Confluence
EDUCATION
North Dakota State University
Bachelor of Landscape
Architecture and Environmental
Design / Spring 2013
PROFESSIONAL
REGISTRATIONS
Licensed Professional
Landscape Architect:
• Minnesota / #60040
CONTACT
Minneapolis Office
jstanton@thinkconfluence.com
PROFESSIONAL + CIVIC AFFILIATIONS
American Society of Landscape Architects, Minnesota Chapter
CURRENT + NOTABLE PROJECT EXPERIENCE
Cultivate Hopkins | City of Hopkins 2040 Comprehensive Plan / Hopkins, Minnesota*
Duluth Baywalk / Duluth, Minnesota
Bloomington Park System Master Plab / Bloomington, Minnesota
Downtown Fond Du Lac Public Placemaking & Stewardship Guide / Fond Du Lac,
Wisconsin*
Texa-Tonka Small Area Plan / St. Louis Park, Minnesota*
City of Monticello Downtown Small Area Plan / Monticello, Minnesota*
Hardman Triangle Redevelopment Plan / South St. Paul, Minnesota*
MnDOT Arden Hills Training Center & Truck Station Campus Master Plan / Arden
Hills, Minnesota*
Downtown Brooklyn Center Master Plan / Brooklyn Center, Minnesota*
City of Worthington Design Guidelines / Worthington, Minnesota*
The Shipyard / Green Bay, Wisconsin*
Puyallup Master Plan / Tacoma, Washington*
Minneapolis College of Art and Design (MCAD) Masterplan Study / Minneapolis,
Minnesota*
Sanford Fargo Sports Complex & Master Plan / Fargo, North Dakota*
Saint Stanislaus College Campus Masterplan / Bay Saint Louis, Mississippi*
University of Mary Lumen Vitae Campus Masterplan / Bismarck, North Dakota*
Stark County Fairgrounds Master Pan / Dickinson, North Dakota*
Williston State College (WSC) Master Plan / Williston, North Dakota*
Gateway to Science Campus Master Plan / Bismarck, North Dakota*
* work performed while employed by another firm
JENA STANTON, ASLA
LANDSCAPE ARCHITECT
OUR TEAM / CONFLUENCE
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 12
Mamata has over two years
of experience with a variety
of project types ranging
from primary and secondary
education, neighborhood
development and medical offices.
Her work is driven by a desire
to create spaces for all ages to
enjoy.
PROFESSIONAL
EXPERIENCE
3 Years of Experience
1 Year with Confluence
EDUCATION
University of Illinois, Urbana-
Champaign
Masters in Landscape
Architecture / 2017
Tribhuvan University, Pulchowk
Campus
Bachelors in Architecture / 2011
CONTACT
Minneapolis Office
mguragain@thinkconfluence.com
PROFESSIONAL + CIVIC AFFILIATIONS
American Society of Landscape Architects, 2020
CURRENT + NOTABLE PROJECT EXPERIENCE
Bloomington Park System Master Plan / Bloomington, Minnesota
Jennifer Lane Neighborhood Park / Shakopee, Minnesota
Riverfront Marina / Shakopee, Minnesota
Marystown Dog Park / Shakopee, Minnesota
Sandventure Renovation Feasibility Study / Shakopee, Minnesota
Quarry Lake Park Master Plan / Shakopee, Minnesota
Quarry Lake Mountain Bike Trail / Shakopee, Minnesota
Windermere Community Park Master Plan / Shakopee, Minnesota
Sandventure Renovation Feasibility Study / Shakopee, Minnesota
Apple Valley Pickleball Study / Apple Valley, Minnesota
Ford Site Redevelopment - Public Realm / Saint Paul, Minnesota
Colorado Front Range Trail*
Prospect Ridge Academy / Broomfield, Colorado*
Woodrow Wilson Academy / Westminster, Colorado*
South Hover Neighborhood Development / Longmont, Colorado*
* work performed while employed by another firm
MAMATA GURAGAIN, ASLA
LANDSCAPE DESIGNER
OUR TEAM / CONFLUENCE
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 13
Nicholas enjoys solving
problems by utilizing different
approaches. He is passionate
about understanding how we
interact with built and natural
environments and using more
holistic methods to solve many of
the problems we face.
PROFESSIONAL
EXPERIENCE
<1 Years of Experience
<1 Years with Confluence
EDUCATION
University of Minnesota
Master of Landscape Architecture
2019
University of Minnesota
Master of Civil Engineering / 2014
Saint Cloud State University
Bachelor of Technology
Management / 2008
CONTACT
Minneapolis Office
nbull@thinkconfluence.com
PROFESSIONAL + CIVIC AFFILIATIONS
American Society of Landscape Architects, Minnesota Chapter
CURRENT + NOTABLE PROJECT EXPERIENCE
Red River Greenway Study / Fargo, North Dakota
Shakopee Signage Guidelines / Shakopee, Minnesota
Cannery District Parks / Eau Claire, Wisconsin
Cohasset Riverfront Development / Cohasset, Massachusetts
Levee Drive Trail Head Concept Design / Shakopee, Minnesota
NICHOLAS BAD HEART BULL, ASLA
LANDSCAPE DESIGNER
OUR TEAM / CONFLUENCE
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 14
Leon is the Founder and
President of PROS Consulting.
He brings more than 30 years of
experience in parks, recreation,
and leisure services and is a
recognized leader in applying
innovative approaches to
managing parks and recreation
organizations.
PROFESSIONAL
EXPERIENCE
37 Years of Experience
25 Years with PROS Consulting
EDUCATION
University of Kansas
M.P.A. / 1988
Kansas State University
B.S. / 1975
PROFESSIONAL
REGISTRATIONS
Certified Park and Recreation
Professional
CONTACT
Indianapolis Office
leon.younger@prosconsulting.
com
CURRENT + NOTABLE PROJECT EXPERIENCE
Minneapolis Maintenance and Operations Plan / Minneapolis, Minnesota
Shakopee Parks and Recreation Master Plan / Shakopee, Minnesota
Sioux Falls Parks and Recreation Master Plan / Sioux Falls, South Dakota
Maple Grove Recreation Center Feasibility Study / Maple Grove, Minnesota
Carmel Parks and Recreation Master Plan / Carmel, Indiana
Westerville Parks, Recreation and Open Space Master Plan / Westerville, Ohio
Upper Arlington Parks and Recreation Master Plan / Upper Arlington, Ohio
Shawnee County Parks and Recreation Strategic Master Plan / Topeka, Kansas
Merriam Parks and Recreation Facilities Master Plan / Merriam, Kansas
Lawrence Parks and Recreation Master Plan / Lawrence, Kansas
Olathe Parks and Recreation Master Plan & Recreation Center Feasibility Study /
Olathe, Kansas
City of Kansas City Parks and Recreation Master Plan / Kansas City, Missouri
Grapevine Parks, Recreation and Open Space Plan / Grapevine, Texas
Charlotte and Mecklenburg Counties Parks and Recreation Strategic Master Plan /
Charlotee and Mecklenburg Counties, North Carolina
Toledo Metroparks Strategic Master Plan / Toledo, Ohio
Prince George’s County Functional Master Plan for Parks, Recreation and Open Space
/ Prince George’s County, Maryland
Cleveland Metroparks Strategic, Financial and Operational Master Plan / Cleveland,
Ohio
San Francisco Recreation Plan and Needs Assessment / San Francisco, California
Georgia State Parks Business Development Planning
Olathe Lake Parks Business Plans / Olathe, Kansas
Montana State Parks Business Planning Services
Dallas Recreation Master Plan and Strategic Plan / Dallas, Texas
Central Iowa Water Trails Governance and Management Analysis / Des Moines, Iowa
Explore Park Feasibility Study and Business Plan / Roanoke County, Virginia
Tropical Park Business Plan / Miami Dade County, Florida
Fort Worden State Park Long Range Development Plan / Seattle, Washington
Craig Ranch Regional Park Market Analysis and Business Plan / North Las Vegas,
Nevada
Red Mountain Park Business Plan / Birmingham, Alabama
Texas State Park Business Planning
Leon County Sports Complex and Field House Feasibility Study / Leon County, Florida
Martinsville Sports Complex Feasibility Study / Martinsville, Virginia
Edgewater Park State Park Business Plan / Cleveland, Ohio
LEON YOUNGER
RECREATION CONSULTANT
OUR TEAM / PROS CONSULTING
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 15
Brian has enjoyed a 28-year ca-
reer in parks and recreation, land
and habitat management, tour-
ism, and economic development
that includes executive manage-
ment responsibilities in private
for-profit, private non-profit, and
public organizations.
PROFESSIONAL
EXPERIENCE
28 Years of Experience
<1 Year with PROS Consulting
EDUCATION
Texas A&M University
Master of Science / 2000
Texas A&M University
Bachelor of Science / 1995
CONTACT
Indianapolis Office
brian.trusty@prosconsulting.com
CURRENT + NOTABLE PROJECT EXPERIENCE
Central Iowa Water Trails Governance and Management Analysis / Des Moines, Iowa
Central Iowa Water Trails Market Assessment and Business Plan / Des Moines, Iowa
Chair, Texas State Parks Advisory Committee, Texas Parks and Wildlife Department
Chair, Great Plains Landscape Conservation Cooperative, USFWS
Member, Advanced Environmental Research Institute Advisory Board, University of
North Texas
WOKA Whitewater Park Market Assessment and Operations Plan
Chickaloon Tribe Matanuska Watershed Recreation and Trails Plan
Texas State Parks Business Planning Services
State of Kentucky Parks, Operations and Financial Strategic Plan
Bays Mountain Regional Park Long Range Strategic Plan
Eastern Kentucky Regional Adventure Tourism Plan
Maryland State Parks Operational and Financial Plan
City of Glendale, AZ Parks and Recreation Master Plan / Glendale, Arizona
City of Sedona, AZ Parks and Recreation Master Plan / Sedona, Arizona
City of West Richland, WA Parks and Recreation Master Plan / West Richland,
Washington
City of Palmer, AK Parks and Recreation Master Plan / Palmer, Alaska
Town of Crested Butte, CO Regional Parks and Recreation Plan / Butte, Colorado
Parks, Recreation, Trails and Open Space Master Plan / Missoula County, Montana
BRIAN TRUSTY
RECREATION CONSULTANT
OUR TEAM / PROS CONSULTING
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 16
Victoria Amaris has 30 years
of experience as a trainer and
consultant, with a special focus
on cultural competence. She
provides capacity building,
coaching, program development
and technical assistance in the
area of cultural competence
to government, non-profit
organizations, schools,
health agencies and the faith
community.
PROFESSIONAL
EXPERIENCE
30+ Years of Experience
EDUCATION
University of Oregon
Bachelor of Anthropology / 1974
CONTACT
Minneapolis Office
gve@amaris.org
PROFESSIONAL + CIVIC AFFILIATIONS
Big Brother Big Sisters of the Greater Twin Cities
Step-Up Achieve, Supervisor and Mentor & Design Pipeline Committee
CLIENT LIST FOR RELATED PROJECTS
McKinsey and Company;
Dakota County, MN
The Caponi Art Park
TPT Television
University of MN Dental School
National Bar Association
Hennepin Bar Association
Minnesota Department of Education; Rainbow Research
Ramsey County Foster Care; the American Cancer Society Midwest Division
MCTC
Minneapolis Institute of Art
Westside Health Services
UIC Latino Health Research and Policy Center in Chicago
Hennepin County
City of Minneapolis Health Department
Minneapolis Foundation
Saint Paul Foundation
St. Thomas Multicultural Forum and the Minnesota Cultural Development Center
Additional Minnesota Cities - Roseville, Shoreview, Richfield, Bloomington, Brooklyn
Park, Brooklyn Center, Robbinsdale, and Maple Grove
VICTORIA AMARIS
CULTURAL CONSULTANT
OUR TEAM / PUTTING CHANGE IN MOTION
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 17
Ron has over 25 years of
experience working with
community-based organizations
in a direct staffing, intermediary
or consulting role. He
has developed significant
strengths in the areas of
community organizing and
engagement; strategic planning;
project development and
implementation; alliance building;
board and organizational
development; and grant writing.
PROFESSIONAL
EXPERIENCE
25+ Years of Experience
EDUCATION
University of Minnesota
Bachelor of Urban Studies / 1972
CONTACT
Minneapolis Office
r.hick@hypatiacapital.com
CLIENT LIST FOR RELATED PROJECTS
African Community Services
Helped develop and guide an effort to engage Somali families with children on
the autism spectrum as part of an effort to create community driven strategies to
combat the stigma in the Somali community directed at these families.
Council on Minnesotans of African Descent (formally the Council on Black
Minnesotans) – Provided assistance with organizational development, strategic
planning; development of legislative agendas; event planning and board
development.
Dakota County Parks Department
Along with 2 colleagues, planned, organized and implemented a series of
community discussions among underrepresented communities (people of color,
immigrant communities, seniors and youth) to identify issues and concerns and
analyze the findings to inform the Dakota County Parks Department in revising
their Visitor Services Strategic Operations Plan.
Minneapolis Police Department
Along with 3 other colleagues, Helped structure and conduct a community meeting
in North Minneapolis to gather community input related to hiring a new inspector
to lead the 4th Precinct. The input involved the qualities and perspectives that the
person should possess. Also played a leading role in the analysis and preparation
of a report on the input.
Seward Redesign
Assisted this local community development corporation to successfully form
a cross neighborhood, multi-sector, multi-cultural alliance for community
engagement in a major land development initiative that resulted in the successful
revitalization of deteriorating industrial/warehousing area. of the neighborhood.
City of Shakopee
Along with 2 colleagues, planned, organized and implemented a series of
community discussions among underrepresented communities (South Asian,
Latino – immigrant and US born, Russian, Somali, low income and persons living
with disabilities) to identify issues and concerns and analyze the findings to inform
the development of a new Parks, Trails and Recreation Master Plan.
Twin Cities Social Cohesion Initiative
As part of a larger project, interviewed people from Minneapolis identified as
leaders in small business, religion, social action and the arts. The reports on the
interviews were used to determine the interest and feasibility of launching an
effort at recognizing and building social cohesion in the Twin Cities based on a
successful project implemented in Malmo, Sweden. Based on this report, the
project received $450,000.00 from the GHR Foundation.
RON HICK
CULTURAL CONSULTANT
OUR TEAM / PUTTING CHANGE IN MOTION
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 18
Existing/ Proposed Location Study
Splash Pad
Dog Park
Bike Skills
Park Building
Pickleball
Cricket
Proposed Facilities
Existing
Inclusive Play
Skate Park
BLOOMINGTON PARKS SYSTEM MASTER PLAN
Confluence, PROS Consulting, and RSP Dreambox were hired by the City of
Bloomington to lead the updating of the Park Master Plan, last updated in 2008. The
City of Bloomington boasts over 36 miles of off-road trails and 94 city parks, many of
which are due for upgrades and replacement that reflect the modern ways in which
the communities want to be using park spaces.
Working closely with city staff, the project team developed a robust community and
stakeholder engagement program that addressed system-wide issues of equality
across geographical areas. Proposing improvements was done in close work with the
community. Bloomington is also a riverfront community, and special attention was
placed on improving connections to the region’s natural resources.
This comprehensive update of Bloomington’s Park Master
Plan establishes a clear 20-year vision for the city’s park, trail,
recreation, and open space systems.
PROJECT DETAIL
Location
Bloomington, Minnesota
Client
City of Bloomington
Size
Regional
Reference
Ann Kattreh, Parks and
Recreation Director
akattreh@bloomingtonmn.gov
952.563.8877
Budget
$145,000
Completion Date
2021
Lead Staff
Brad Aldrich, Leon Younger, Jena
Stanton, Mamata Guragain
WORK EXAMPLES + REFERENCES
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 19
PARK, TRAILS AND RECREATION MASTER PLAN
Confluence and PROS were hired by the City to develop a Parks, Trails and
Recreation Master Plan. Creating a clear and dynamic vision was a critical component
to this master plan. The current park and trail system requires renovation of older
parks, re-visioning of the downtown riverside parks, and development of new parks
in rapidly developing parts of the city. One of the primary objectives was to re-
connect residents back to the Minnesota River for recreation, cultural and historical
reasons. The master plan brings the community together by addressing trail gaps,
provides a strong vision for integrating new and innovative recreation facilities
into the community, and defines a process for maximizing the returns on parkland
dedication fees and donations. The vision is communicated with simple renderings
that set the tone and character for the community. Our team worked closely with
City staff to engage several resident groups that are traditionally not a part of these
processes. Confluence worked with the Shakopee Mdewakanton Sioux Community,
the City of Shakopee, Three Rivers Park District, and Scott County to explore park
and trail redevelopment in areas of significant Native American cultural resources,
developing a partnership to protect important resources and history.
This comprehensive master plan is intended to provide a clear 15-
year vision for the City and guide implementation priorities.
PROJECT DETAIL
Location
Shakopee, Minnesota
Client
City of Shakopee, Minnesota
Size
Regional
Reference
Michael Kerski
Director of Planning and
Development
952-233-9346
MKerski@shakopeemn.gov
Budget
$150,000
Completion Date
2019
Lead Staff
Brad Aldrich, Leon Younger, Vic-
toria Amaris, Ron Hick
Awards
Merit Award for Planning and
Analysis - ASLA Minnesota
WORK EXAMPLES + REFERENCES
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 20
PARKS MASTER PLANS: MINNEAPOLIS NORTH + SOUTH SERVICE AREAS
The Minneapolis Park and Recreation Board (MPRB) is one of the largest park
systems in the nation, managing more than 6,700 acres of public land organized
around five geographic Service Areas. Confluence was initially retained by MPRB
to develop the South Service Area Master Plan - the first of the five area plans.
Upon successful completion, our team was subsequently selected to complete the
North Service Area Master Plan. Both projects emphasized extensive community
stakeholder participation and collaboration as an integral part of the planning
process. This included one of the largest public engagement processes ever
undertaken in this region - coordinating 100+ events and activities using new
methods to engage underserved populations, and including data-driven analysis
to guide decisions. The results provide new community-supported master plans
to guide future growth and development of the parks in these service areas -
representing 40% of MPRB’s overall park system.
Reflecting diverse community values and interests, these two
separate Master Plans encompass 65+ unique neighborhood
parks in Minneapolis’ North and South service areas.
PROJECT DETAIL
Location
Minneapolis, Minnesota
Client
Minneapolis Park and Recreation
Board
Size
Regional
Reference
Adam Arvidson, Project Manager
612.230.6470
aarvidson@minneapolisparks.org
Budget
$175,000 : $200,000
Completion Date
2016 : 2019
Lead Staff
Brad Aldrich, Terry Minarik, Leon
Younger
Awards
Merit Award for Planning and
Analysis - ASLA Minnesota
WORK EXAMPLES + REFERENCES
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 21
DAKOTA COUNTY PARKS VISITOR SERVICES STRATEGIC OPERATIONS PLAN
Confluence was part of a multi-disciplinary team selected to prepare Dakota County’s
first Visitor Services Strategic Operations Plan (VSSOP). The county’s park system is
young and growing and needed a plan to provide a contemporary understanding of
the residents’ expectations for recreation services, inclusive vision for recreation and
service provision and strategize approaches for an effective delivery.
Our multi-disciplinary team crafted a planning process to strategically enhance
visitor services to increase resident use of the county’s park system. The overall
planning effort includes developing a detailed market and demographic analysis,
Visitor Service and Program Assessment to inventory existing programs and services
and a Park and Facility Assessment to better understand the portfolio of built assets
that support visitor experiences and programs, including facility condition, use,
location, and potential.
The new plan was intended to strategically enhance visitor
services and increase resident use of the County park system.
PROJECT DETAIL
Location
Dakota County, Minnesota
Client
Dakota County
Size
N/A
Reference
Mary Jackson
County Project Manager
mary.jackson@co.dakota.mn.us
952.891.7039
Budget
$75,000 (portion)
Completion Date
2017
Lead Staff
Terry Minarik, Leon Younger,
Victoria Amaris, Ron Hick
WORK EXAMPLES + REFERENCES
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 22
PROJECT UNDERSTANDING + SCOPE OF SERVICES
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 23
PROJECT UNDERSTANDING
The City of Hopkins (City) is seeking to retain a consultant team to assist them in
creating a Parks and Recreation Master Plan. The Master Plan will serve as a guiding
document for park system infrastructure and programming for the next decade.
The final document will provide a 20-year Vision for Hopkins’s Park System and will
explore and identify the recreational opportunities that citizens desire. We will also
develop implementation tools and schedules to establish priorities and timelines.
Our team is committed to working with staff to comprehensively and cost effectively
create the plan and build consensus within the community on a shared vision and
the means by which to achieve it, while also being cognizant of the City’s budget.
The document is intended to provide guidance to all departments interacting with
parks, and the community to prioritize programs and projects as future decisions are
made on how to utilize the City’s limited resources. The resulting Master Plan will be
flexible in format and complement the Cultivate Hopkins 2040 Comprehensive Plan.
We will provide an unmatched inventory and analysis of existing facilities, programs,
privately-owned public spaces (POPS), operations, maintenance, and administrative/
operations systems. PROS Consulting’s midwest and national work allows them to
bring the best practices and considerations to the table for Hopkins to evaluate.
We will work with Hopkins to develop a vision that will frame the park development
and capital investment priorities, and a strategic financial plan for implementation.
Additionally, Putting Change in Motion is a local, grassroots organization with
significant connections in communities that are traditionally under-represented in
these planning efforts. They will help us connect through small group dialogues to
bring unheard voices to the table.
APPROACH
Our planning process is our strength, and our ability to truly engage a variety
of stakeholders in a meaningful dialogue about future of the Hopkins will
ultimately lead to establishing a strong and unifying vision. Our team will facilitate
an orchestrated series of staff workshops, stakeholder dialogues, and virtual
engagement opportunities for all participants to provide input and assist in
evaluating alternatives.
In order to best manage this planning process, we will work with City staff to identify
the key dates for all stakeholder interactions and community meetings at the
outset of the project, and to adhere to these timelines as reasonably as possible. By
clearly articulating the overall planning process and schedule, including the range of
activities our team will be undertaking and the types of input we will be seeking at
each stage of the project, allows the community to trust that the overall work plan
has been thoughtfully crafted. There could be an issue or two that arise during the
process – so it is important to build in some schedule contingency such that these
items can be addressed while avoiding or minimizing undue delays or revisions to
the timeline.
Our team’s intent at the outset of our planning process is to further refine and
establish the City’s vision – and this involves answering three basic questions that
help us to better define the planning process:
Where is the City of Hopkins right now?
It is important that our team and the community achieve a shared understanding
of the existing conditions and planning climate within the City. While we are
familiar with Hopkins, gaining a better understanding from the perspectives of
the elected officials, board members, city staff, residents, and business owners
will be an essential first step in our planning process. We accomplish this through
effective stakeholder and public engagement, and an analysis of existing conditions,
perceptions, and perspectives. Further building on the inventory with an evaluation
and comparison of park experiences will gives us perspective on the quality of assets
that will influence reinvestment prioritization.
What does the City of Hopkins want to be in the future?
The City must define its vision for the future. Cultivate Hopkins and other planning
studies will provide our base for establishing this vision, but it will likely evolve during
our team’s extensive community engagement and outreach efforts. This vision will
serve as the foundation for the planning process and the various plan elements.
We tap into the wisdom of community leaders and stakeholders and facilitate
conversations, activities, and discussions about what they want Hopkins to become.
How does the City of Hopkins get there?
Our team will utilize community input received through the process combined with
our planning expertise to create a detailed community plan with an accountable
action plan to achieve the community vision. Our approach to planning emphasizes
community input and recognizes the importance of establishing consensus to foster
local ownership for the plan.
Our team of experienced professionals brings a large toolbox of techniques that can
be deployed to engage participants in developing and shaping their answers to these
challenges. Creating a strong sense of ownership in the final Park System Plan and
its recommendations is critical to long-term success. Ultimately, the implementation
of this plan lies in the hands of staff, community leaders, stakeholders, and
residents.
Based upon our understanding of the City of Hopkins, the RFP, and our past
experiences, we are recommending a process that includes the following tasks:
SCOPE OF SERVICES
TASK 1 | NEEDS ASSESSMENT
1.1 Kick-Off Meeting and Park Tour
An initial kick-off meeting with city Staff will be facilitated by our design team
to clearly establish roles and responsibilities, identify project contacts and
communication protocols, as well as determine any initial data needs. Our team will
propose a final schedule (including key project milestones and deliverables) for a
draft completion of the Parks and Recreation Master Plan by mid-June 2022. A key
component of this meeting will be to review and confirm the anticipated stakeholder
involvement process, community engagement plan, and timing. During this meeting,
our team will work with Staff to evaluate the recommendations outlined in the
previous documents and determine their relevance to today’s community.
Our team will be provided with all available existing site data, past studies, reports
including Confluence will prepare meeting minutes that will serve as the official
record of the project and process.
PROJECT UNDERSTANDING + SCOPE OF SERVICES
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 24
PROJECT UNDERSTANDING + SCOPE OF SERVICES
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 25
The consultant team will also schedule and embark on a limited park tour with key
staff. We will prioritize sites to focus the tour on; including high traffic parks, areas of
needed improvement, key intersections and connection points, typical neighborhood
park, and other areas identified in the Kick-off meeting.
1.2 Data Review and Inventory
The Planning Team will review all previously prepared plans and documents,
background information and other available data to analyze Hopkins’s existing
facilities and parks, recreation fields, programs and trail amenities. This review will
include:
• Evaluation of Hopkins provided digital park data on facilities, trails, recreation
facilities and natural resources.
• Review of supporting documents including but not limited to: the Cultivate
Hopkins Plan, 2015 Parks Reinvestment Plan, 2013 Pedestrian and Bike Plan,
Station Area documents, development plans, demographic data and forecasts
from the comprehensive plan project, recreation/ program related data, and
other relevant plans made available by the City.
• Review and evaluation of provided information on recreation program
opportunities in Hopkins and the recreation services provided by the City of
Minnetonka, Hopkins Public Schools, the private sector, and associated Park and
Recreation providers such as 3rd Lair, Three Rivers Parks, other POPS program
facilities.
The Planning Team will utilize City documents to update/ supplement any inventory
work completed.
1.3 Project Schedule and Work Plan
The Team will develop an overall project schedule for all staff, stakeholder, and
public meetings, including the creation of all corresponding project deliverables.
1.4 Demographic & Trends Analysis
The Planning Team will utilize the Comprehensive Plan forecasts and supplement,
if necessary, with census tract demographic data obtained from Environmental
Systems Research Institute, Inc. (ESRI); for comparison purposes data will also
obtained from the U.S. Census Bureau. This analysis will provide an understanding
of the demographic environment for the following reasons:
• To understand the market areas served by the park and recreation system and
distinguish customer groups
• To determine changes occurring in the City of Hopkins and assist in making
proactive decisions to accommodate those shifts
• Provide the basis for Service Area Analysis
The City’s demographic analysis will be based on US 2010 Census information, 2018
updated projections, and 5 (2023) and 10 (2028) year projections. The following
demographic characteristics will be included:
• Population density
• Age Distribution
• Households
• Gender
• Ethnicity
• Household Income
From the demographic base data, sports, recreation, and outdoor trends are applied
to the local populace to assist in determining the potential participation base within
the community. For the sports and recreation trends, the Consulting Team will utilize
the Sports & Fitness Industry Association’s (SFIA) Study of Sports, Fitness and Leisure
Participation, ESRI local market potential, as well as participation trends from the
Outdoor Foundation on outdoor recreation trends.
We have completed a number of recent analyses and have a good understanding
of park system needs across the State and Great Lakes Region that will inform and
expedite this analysis.
1.5 Benchmark Assessment
A benchmark analysis will compare City of Hopkins to five (5) other relevant agencies
or neighboring cities. The Consultant Team will work with the City of Hopkins to
identify the 15-key metrics to be surveyed and analyzed. Our team has recently
completed a number of these assessments in the last few years for similar cities in
the metro and nation. These assessments will help Hopkins understand how their
park, trail, and recreation system performs compared to the competition - what it
will take to become more ‘rooted, vibrant, connected, resilient.’
1.6 Park Inventory and Assessment
Our team will supplement the City’s basic inventory with a summary analysis of
conditions and opportunities for parks, facilities, open space, and publicly owned
plaza’s and gathering spaces. We will work with staff to develop an overall park
assessment score that will feed into an Equity Prioritization Analysis that is discussed
more in the Equity and Inclusion specific question. Additionally, we will make
recommendations to increase accessibility and universal access.
TASK 2 | COMMUNITY ENGAGEMENT AND VISION PLAN
In response to the evolving status of the COVID-19 Coronavirus pandemic,
Confluence is continuing to make necessary adjustments to protect the health and
safety of our employees, clients, collaborators and communities. We will remain
adaptable and follow CDC, State of Minnesota, and local requirements. Confluence
and our partners have arranged the schedule to host some events outside at local
parks and include a digital meeting component so that all potential participants
can feel engaged and safe, regardless of their health status. As part of finalizing the
Engagement Plan, our team will work with City staff and the Advisory Committee to
solidify our plans for these special events.
2.1 General Engagement
Developing and achieving your vision is the ultimate goal. Our team will collaborate
with City staff to confirm all aspects of our proposed community engagement plan
and schedule to ensure they are in alignment with your needs and expectations. We
will work to complement the public feedback that has been garnered through the
Cultivate Hopkins and comprehensive planning process.
We are well versed in facilitating robust Public Engagement and Outreach efforts
focused on not only existing users, but also non-users, and traditionally under-
represented groups identified by Hopkins as high priority populations. Different age
and demographic groups receive information in different ways and some people
need to receive information multiple times. We will explore a range of in-person and
online formats to engage stakeholders and the public.
A mixture of traditional techniques is effective at garnering public input for
active, well engaged residents. However, past experiences have shown us that
communicating with underrepresented individuals is often hampered by cultural,
PROJECT UNDERSTANDING + SCOPE OF SERVICES
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 26
language, scheduling and trust barriers, as well as traditional communication
strategies that often overlook individuals outside the mainstream. We will work with
staff and use our extensive experience to develop some key strategies to reach these
residents.
Proposed Community Engagement Strategies:
• Key stakeholder dialogues - including stakeholders listed in the RFP.
Additionally, we view the Park Board and City Council as prime stakeholders and
will incorporate a workshop to gather input from them and other Committee’s
staff identifies. We also propose to engage in specific dialogues with the priority
populations that were identified by the City of Hopkins. A number of these
dialogues will be conducted by Putting Change in Motion (PCM). PCM will utilize
their extensive connections and experience to make connections to Latino,
Russian, Somali, Seniors, and people living with disabilities. This will allow the
Park System Plan to directly engage with groups that are often missed with
traditional planning engagement techniques. A key objective of the dialogues
will be to introduce the digital engagement site to encourage it’s use and
spreading the link information.
• Community Conversations - We will target specific events to take the issues
and questions to the people - meeting them where they are - ideally in the parks
that bring in a cross section of Hopkins residents such as the Sunset Series
concerts, Raspberry Festival, Farmer’s Market, and other community events
identified by staff. Confluence will work with staff to identify events and provide
materials for staff to use throughout the city.
• Digital Engagement Tools - A variety of online engagement opportunities are
available and may include a Park System Project Website, community mapping,
additional surveys, and a well-thought out strategy for engagement through
social media channels. We are proposing a suite of online platforms that will
complement the Community Assessment Survey and organize the engagement.
-Social Pinpoint is a community mapping tool allowing residents to show us
exactly where their feedback, ideas and concerns are located. Confluence
has utilized this tool for multiple projects and is a great resource to serve
as the primary online Park System destination. Reference example: https://
confluence.mysocialpinpoint.com/bloom
-Staff/ Project Team Coordination - we will meet regularly with Staff
throughout the project in order to stay on schedule, coordinate information
exchange, address opportunities and issues, and adjust scope as needed.
2.2 Establishing a Clear Vision
Our engagement efforts, along with staff and officials meetings, will be focused
on clearly establishing a dynamic vision for the Park System that builds upon the
Imagine Hopkins 2035 Plan. This vision component is what can drive momentum
for implementation into the future. It needs to be inspiring, aspirational, practical,
simple, and easy to understand. We will use simple language and graphics to clearly
establish the overall vision. This vision will directly impact the goals, objectives, and
guiding principles that will guide decision-making around priorities and resource
allocation. One key component of this vision is creating master plans for a key park
or park facilities that encompass this vision and set the tone for how the vision is
developed on the ground.
We will work with staff to identify up to 3 parks to be master planned with the overall
vision as a guide. A park design/ master plan is a great way to articulate a thought or
PROJECT UNDERSTANDING + SCOPE OF SERVICES
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 27
concept into a tangible component that the public and can more readily understand.
What does it actually look like when we say we want to prioritize nature? How do
changing trends physically change my park - are there less ball diamonds and more
lacrosse fields? What are the opportunities if a roadway cutting through the park is
removed, rerouted, or re-envisioned? These concepts are more easily understood
and able to be discussed with a graphic plan that minimizes the need for descriptive
text requiring translation. Park plans are a conversation starter and a way to show
residents that the input they have been providing is taken to heart by staff and park
designers.
TASK 3 | EXISTING AND FUTURE FACILITY NEEDS
3.1 Facility Analysis and Needs
The Planning Team will evaluate the adequacy of existing facilities to accommodate
future needs, and current interests and demands. During this evaluation, the
Planning Team will provide strategies to the City of Hopkins for reuse or retrofit of
facilities that are currently under-utilized to better meet recreation needs. Evaluation
will review the effectiveness of current capital repair/replacement practices and
recommend improvements to further protect the future of capital investments.
We will identify and describe key opportunities and challenges relevant to park and
recreation facilities and programming; natural resources protection, enhancement
3.2 Park and Trail Classifications and Level of Service Standards
The Consulting Team will work with the City of Hopkins to review and confirm,
modify or add to existing park classifications, and preferred facility standards
for all park sites, trails, open space amenities and indoor and outdoor facilities.
These classifications will consider size, population served, length of stay, and
amenity types/services. Facility standards include level of service standards and
the population served per recreational facilities and park amenities. Any new or
modified classification or standard will be approved as required. These are based
on regional, statewide or nationally accepted parks and recreation standards, as
well as the Consulting Team’s national experience and comparison with peer/survey
cities. Deliverables will be easy for decision makers to understand and translate to
implementation goals and plans.
3.3 Recreation Program Assessment
Recreation programs and special events are the backbone of park and recreation
agencies. This assessment will review how well the City of Hopkins aligns itself
with community needs. The goal of this process is to provide recreation program
enhancements that result in successful and innovative recreation program offerings.
The Consulting Team will provide insight into recreation program trends from
agencies all around the country and has worked with many communities that have
alternative arrangements with neighboring communities to provide some or all of
their recreation programming. The process includes analysis of:
• Age segment distribution
• Lifecycle analysis and Core program analysis and development
• Similar provider analysis/duplication of service
• Market position and marketing analysis
• Review of program development process
• Backstage support, or service systems and agency support needed for excellent
service
PROJECT UNDERSTANDING + SCOPE OF SERVICES
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 28
PROJECT UNDERSTANDING + SCOPE OF SERVICES
Ultimately, the outcome of the process will be the creation of a dynamic recreation
program plan that results in increased registration, drives customer retention and
loyalty, improves customer satisfaction, and increases revenues. Additionally, it
will help focus staff efforts in core program areas and create excellence in those
programs deemed most important by program participants. Recommendations will
weigh the opportunities and constraints in working with the City of Minnetonka and
if adjustments in the agreement would be prudent.
TASK 4 | PARK SYSTEM PLAN DRAFTS
4.1 Park Master Planning
The Planning Team will prepare a draft of the Park Master Plan which will include
maps, photos, diagrams, charts, and narrative text. The document will compile and
summarize the findings regarding needs, desires, challenges of the community today
and into the future. The Master Plan will clearly and graphically outline a dynamic
vision, goals, objectives, and guiding principles that will provide the framework
for future decision-making. The document will consider the fiscal and operational
impacts to the City of Hopkins as well as prioritization and a strategic action
(implementation) plan. We will identify gaps and provide recommendations for
parks, trails, facilities and recreation enhancements as well as updated master plans,
cost estimates and prioritization for key individual parks, trails and connections in
the system identified by staff. We will present to city Staff for review and comment.
Any necessary revisions will be made before presentation to PARC.
Our team has extensive experience in park planning and describing the best
practices related to key elements below. We will integrate these elements in draft
and weave them into the overall Vision:
• Equity
• Wayfinding and integration of trail system
• Historic and Cultural Resources
• Sustainability and Climate Change
• Access to nature and ecological services
• Creative Placemaking and Public Art
• Communications
• Safety and crime prevention through design
• Natural Resources
4.3 Draft Plans and Presentations (park commission + Public)
We will assist City staff in presenting the draft plan to Parks and Recreation
Commission, Planning Commission, City Council, and other necessary agencies at
50% and 90% draft level. We propose to use Adobe PDF comments for staff review
as we will be able to track edits and confirm when they have been picked up.
Additionally, elements of the draft plan (especially park concept plans) are great
elements to share with the public in pop-up event formats and we will link key
components to online tools to get further feedback from interested public members.
Based on feedback provided by City staff, the Planning Team will then modify the
plans and finalize the document for final submission to the City Council.
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 29
TASK 5 | IMPLEMENTATION PLANS
5.1 Capital Improvement Visionary Plan
We will work with City staff to develop a phasing plan and budget describing future
park and trail improvements with recommended funding sources. Additionally, our
team will assist city staff in prioritizing how current and future park funds should be
prioritized to best meet the community’s park and recreation needs in the future.
5.2 Prioritize Recommendations
We will work to identify major funding needs such as any future land acquisition
needs, and the development of new and modified parks, trails, open space, and
recreation facilities needs. Additionally, we will develop a repair and replacement
schedule for major park infrastructure with an emphasis on larger, heavily used
facilities. The culmination of the analysis will result in a prioritized recommendation
plan providing guidance to the City of Hopkins for investing in, improving and
developing parks, facilities, trails, natural resources, and open space.
A prioritization strategy will be created to evaluate the replacement/ re-purposing
of facilities, park or trail acquisitions, natural area preservation and enhancement,
programming and service changes, equity considerations and sustainability of the
triple bottom line.
5.3 Maintenance and Operations Analysis
Our team will evaluate governance of the City of Hopkins’s core functions in the
overall structure with recommendations on how to operate in the most effective
functional and efficient manner. The Consulting Team will conduct a work session
with key management staff on what they consider to be core essential services,
important services, and value-added services based on observations, individual
interviews, focus group interviews and operating practices. The outcomes of these
work sessions will be:
• All services and functions of the agency are classified as (a) Core, (b) Important,
or (c) Value Added based on definitions and criteria agreed upon with the Project
Team.
• Appropriate performance measures for each classification of service will be
determined and applied to all functions and services.
• The Consultant Team will compile the results of the work session into a
summary of services and functions by classification. Additionally, broad
performance standards for each service and function that align with their
classification will be developed.
The Consulting Team will review maintenance protocols for parks, open spaces
and trails to ensure appropriateness, efficiency, and sustainability. The plan will
identify recommendations for routine and preventative maintenance programs,
work management, asset life-cycle management, customer feedback program,
performance measurements, staffing levels and equipment managements.
We will also perform an analysis of the current practices of the City to evaluate
its operational situation. This analysis will identify future City organization
and staffing needs, improved operational efficiencies, policy development,
process improvements, system and technology improvements, and marketing/
communication opportunities. This review will include comparison of current
policies with national standards of best practice agencies. The Consulting Team will
recommend policies and adjustments to current policies where enhancements may
be needed or gaps are identified.
PROJECT UNDERSTANDING + SCOPE OF SERVICES
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 30
PROJECT UNDERSTANDING + SCOPE OF SERVICES
5.4 Funding and Revenue Strategies
Funding strategies will be developed based in part to our review and analysis of the
facilities as well as the national experience brought by the Consulting Team. The
Consulting Team has identified numerous funding options that can be applied to the
Master Plan based on community values. The funding strategies to be evaluated for
potential recommendations will include at a minimum:
• Fees and charges options and recommendations
• Endowments/Non-profits opportunities for supporting operational and capital
costs
• Sponsorships to support programs, events, and facilities
• Partnerships with public/ public partners, public/not-for-profit partners and
public/private partnerships
• Dedicated funding sources to support land acquisition and capital
improvements
• Development agreements to support park development, open space and park
and facility development - both public, private, and semi-private
• Earned Income options to support operational costs
• Land or facility leases to support operational and capital costs
• Identify grant opportunities and resources to construct parks and facilities
identified in the Master Plan including suggested timeline
TASK 6 | DOCUMENTATION AND DELIVERABLES
6.1 Final Park master Plan Preparation & Adoption
The final deliverable will be a written report of findings and recommendations
in a highly graphic 8.5” x 11” format with a combination of text, graphics and
photographs. The final plan will be prepared and delivered along with any associated
appendices (technical reports organized in book format) for inclusion in the Imagine
Hopkins 2035 Plan update, or as a stand alone document. Our team will work with
the Park Board, Planning Commission, City Council, and City staff to finalize the Park
Master Plan that will include, at a minimum, the elements listed in Section IV and VI
of the RFP. The document will be easy to read, informative, and clearly articulate the
Vision for Hopkins’s Parks.
TEAM APPROACH - ROLE OF THE CITY
We anticipate working closely with city staff in an effort to efficiently and cost
effectively deliver the plan update and avoid duplication and overlap with previous
efforts, and existing information. As such, we will rely on staff to provide information
outlined in the RFP and assist with outreach and engagement efforts. In addition,
the City of Hopkins will provide GIS data for the park system, input and review of
draft materials, staff liaison for our team and the public engagement, and technical
assistance and information as needed to complete the plan.
Our community engagement strategy will incorporate city staff input and assistance
- this will build critical relationships but also provide budget efficiencies. It is
anticipated that the consultant team will develop materials that will be used by
both city staff and our team and that city staff will be working side-by-side with our
team during engagement efforts, especially during engagement planning. City staff
may also be providing public engagement independently. Our online engagement
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 31
tool will be set up to allow our project team and city staff to enter and analyze data as it is received so we have a full catalog of
engagement efforts recorded. Access to the online platform will be available for the consultant and city staff throughout the
project. Additionally, our team expects to work with the city in creating and posting updates on the project and/or city’s website
to generate more traffic. Regular meetings will ensure the entire project team is on the same page, and marching in the same
direction.
MEETINGS AND COMMUNICATION
Communication and coordination are critical elements of the Master Plan process and require a significant investment. The
following meetings are assumed and included in this proposal. Deliverables for each meeting include a pre-meeting agenda,
meeting notes, and record minutes of each meeting. Anticipated meetings included in fee estimate:
• City Officials - Up to 6 meetings assumed. 3 Park Board + 3 City Council + Natural Resources Committee + To Be Defined
• Stakeholder/ Focus Group - Two full days of stakeholder focus group meetings (approx. 20 hours) + 8 hours of additional
phone interviews.
• Community Engagement - Attendance at up to 2 in- person events. Materials will be developed to aid/ assist staff for more
events.
• PCM will conduct up to 6 additional dialogues with priority populations. Final group identification will be done in
collaboration with city staff.
• 3 Engagement planning meetings with staff to establish the approach and techniques to be utilized for in-person and
online engagement
• City Staff/ Project Team Coordination - Meet regularly with staff as needed. Bi-monthly conference call/ web meetings
throughout project course are anticipated as a regular coordination effort (20 hours).
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 32
PROJECT TIMELINE
Based upon our understanding of the project and the scope of services, we propose the following schedule to complete the
Hopkins Park System Master Plan. Ultimately, the ability to complete the process as outlined is dependent on staff review time
and the ability to schedule necessary meetings in a timely fashion. Our team is immediately available to commit the necessary
time and resources to your project in order to deliver the City of Hopkins a complete, concise, accessible and community-
supported park system master plan.
PROPOSED SCHEDULE
CITY OF HOPKINS PARK SYSTEM MASTER PLAN
Project Tasks APR
2022
MAY
2022
JUN
2022
JULY
2022
AUG
2022
SEPT
2022
OCT
2022
NOV
2022
DEC
2022
JAN
2023
FEB
2023
MAR
2023
APR
2023
MAY
2023
JUN
2023
Consultant Notice to Proceed
Evaluation of Existing Conditions and Opportunities
Facility Needs Assessment - Existing and Future
Community Engagement & Vision
Vision Development
Operations and Finance Assessments
Park Concept Plans (3)
Implementation Plan
50 and 90% Draft Reviews and Revisions
Final Master Plan
Approval - Council Presentation
Final Documentation and Deliverable
KEY DATES KEY MEETING TIME FRAMES
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 33
QUESTIONS
A. How will you design and implement an “equity-driven” planning process
to ensure that those often left out of planning processes, such as the rental
community, immigrants, and BIPOC reidents, are included and how will their
recommendations help shape an equity driven Master Plan and Implementation
Plan?
Connecting with community members whose voices are traditionally not heard during
typical planning projects and processes is a challenge. Our approach ties together
Community Engagement and Data Analysis so that the findings complement and
inform each other. Quantitative and Qualitative approaches are important to fully
understand a community and its issues, and to craft a plan and recommendations
that are equity driven. We used a similar process in Bloomington where community
engagement highlighted long-standing perceptions about fairness between different
parts of town. We tailored our analysis approach to seperate the city into service areas
and compared services, facilities, and amenities between distinct areas of the city.
The data analysis allowed the team to highlight inequities, which directly informed
an approach to addressing them through the development of an Equity Prioritization
Tool. Additionally we have partnered with Putting Change in Motion who’s extensive
history in connecting meaningfully with the priority populations identified by Hopkins,
will ensure we hear those voices and bring them into the process. Specific Quantitative
and Qualitative elements that will help our team deliver an ‘equity-driven’ process and
eventual recommendations include:
Quantitative:
• A Level of Service assessment will include the level of service for parks, park
amenities and facilities by defined planning areas to determine the level of
population being served for parks, recreation facilities and park amenities. We can
look at specific areas of the city and compare them to help identify inequities.
• A program assessment will be completed that evaluates who is being served by
recreation programs in the city and how these programs activate spaces in each
planning area of the city. Programming is an often overlooked element of equity.
• Conduct a statistically valid survey that matches the demographics of the
community by planning area (recommended as additional service). This ensures all
segments of the community are represented, even if other qualitative community
engagement goals are not being met.
Qualitative:
• Setting goals to match city demographics provides a roadmap of potential activities
and prioritization of engagement resources. Resource intense efforts such as pop-
up events, signage, postcards, etc. can focus on specific neighborhoods if needed.
• Social Pinpoint is a user-friendly tool. Providing education and opportunities to
use it across the city’s demographics is important way to engage residents beyond
those that are prominent in many city engagement efforts.
• Building relationships between traditionally disengaged citizens and staff members
is often a long-term goal of the Master Plan processes we engage in. Providing
feedback loops to show how engagement has influenced the project is critical
to building trust with communities that haven’t been traditionally represented.
Commenting on park plans is a proven engagement technique.
• One recommendation we have for communities that the city knows will be difficult
to engage with is to invest in locals to provide that bridge and conduct some
community engagement.
QUESTIONS
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 34
B. Adaptation to climate change and resiliency are a
priority of the City. How will that be identified throughout
the planning process and be incorporated into the Master
Plan and Implementation Plan?
All recommendations will overlay a climate change and
resiliency layer based on city priorities and policy for energy
efficiency, natural area protections, flood control issues
that may be occurring to limit run off. Climate change
and resiliency can be identified as a rating category for
prioritization of Capital Improvements and a framework
identified that allows staff to assign a score for a particular
projects effect on resiliency. This score could be combined with
other key identified elements, such as equity, to help prioritize
projects based on their positive effect to the community.
Raising resiliency and climate change to this level moves it out
of the discussion realm and into a more actionable role with
consequences for the park system. Confluence has a history
of innovative, sustainable focused planning and design that
provides results.
C. The City of Hopkins is not the recreational programming
provider for the Park System and operation is done with
limited financial and staffing capacity. How will you factor
this into the planning process while still striving for the
highest quality park system for our residents?
Confluence and PROS have worked with other communities in
the metro who have utilized outside organizations to provide
programming. PROS has specifically worked with numerous
communities nation-wide and can bring a unique perspective
and experience base to the city. We will identify benchmark
cities with similar relationships and issues so that we can get
a full picture of the issues and opportunities and how other
communities are addressing them. Our process is rooted in
national and Minnesota based standards, so we will be able to
identify shortfalls in programming and operational challenges.
PROS has the experience to make measured, innovative, and
metric based recommendations based on programming and
operations - they are an international leader in these elements
of park system planning.
D. When looking at our park facilities and limited park
development fund opportunity, how will you develop a
sustainable model for ongoing redevelopment of our built
assets?
Confluence and PROS will establish an asset assessment of
selected facilities and amenities and what the existing lifecycle
of assets are now. We will establish what is required to support
these assets in the future in capital needs via taxes or earned
income dollars so those dollars can be identified and protected
QUESTIONS
to upgrade these assets when improvements are needed to
create a positive recreation and park experience. The process
will incorporate a recommendation for those assets that roll
up to a yearly dollar amount needed for repair or replacement.
Our team will also evaluate the cost the city invests in
maintaining parks on a per acre basis against staffing
standards as a baseline, along with the cost to provide
programs and services based on direct and indirect cost to
create a cost recovery baseline for programs as well. These
factors will establish the benchmark for the consulting team
to consider how to incorporate new funding options outside
of taxes to support operations of parks, recreation facilities
and programs to ensure the highest quality of experiences
possible. Additional funding sources outside of taxes will
be created and recommended based on the values in the
community and based on fairness and equity of partners
involved in providing services in parks and recreation
facilities as well as funding sources that support the citizens
experiences to make them as positive as possible. Our team is
well versed in public and private partnerships and can explore
the cost-benefit of these approaches with staff.
E. Hopkins has unique urban public spaces ... How will you
approach planning for these public spaces to meet several
City goals including providing flexible gathering areas,
fostering creative placemaking, drawing visitors, and
supporting downtown businesses?
Confluence and PROS have extensive experience in developing
successful projects in the public realm throughout a number
of urban and park-like settings. Integrating public-private
shared benefits is a specialty of PROS Consulting and
Confluence has designed flexible event spaces into a number
of recent projects including Vikings Lakes, Highland Bridge
(Ford Plant in St. Paul)parks and public realm. We’ve learned
that creative placemaking in Downtowns must consider the
unique and diverse roles it plays for the whole of the city: the
center for employment and services in the region, key civic
institutions, areas for shopping and entertainment, a hub
for arts and culture and a tourist destination. Although the
Downtown only accounts for a small percentage of Hopkins
land area, it is the heart of the city. Downtown can be Hopkins
community gathering place. It is imperative that the quantity,
quality, and variety of the public realm address the needs
of a growing number of residents, workers and visitors. The
Downtown Public Realm and nearby park spaces will activate
public interaction and be the groundwork for an accessible
circulation network of streets, plazas and open spaces, and will
promote healthier, diverse activities. Programming is critical
to utilize spaces and attract people over time - we will be
examining this issue in detail with staff.
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 35
thinkconfluence.com
March 29, 2022
PeggySue Imihy Bean, Management Analyst, Racial Equity Coordinator
City of Hopkins
1010 1st. Street South
Hopkins, MN 55343
pimihy@hopkinsmn.com
RE: City of Hopkins Park System Master Plan, 22050
Professional Services Agreement
Ms. Imihy Bean:
We are pleased to submit this professional services agreement for Landscape Architectural Planning
Services as provided herein between the City of Hopkins (Client) and Confluence (Landscape
Architect). Please return one copy of the executed agreement to Confluence. We are looking
forward to working on your project!
Project
The City of Hopkins (City) is seeking to retain a consultant team to assist them in creating a Parks
and Recreation Master Plan. The Master Plan will serve as a guiding document for park system
infrastructure and programming for the next decade. The final document will provide a 20-year
Vision for Hopkins’s Park System and will explore and identify the recreational opportunities that
citizens desire. The resulting Master Plan will be flexible in format and complement the Cultivate
Hopkins 2040 Comprehensive Plan.
We will provide an unmatched analysis of existing facilities, programs, privately-owned public spaces
(POPS), operations, maintenance, and administrative/ operations systems. PROS Consulting’s
midwest and national work allows them to bring the best practices and considerations to the table
for Hopkins to evaluate. We will work with Hopkins to develop a vision that will frame the park
development and capital investment priorities, and a strategic financial plan for implementation.
Additionally, Putting Change in Motion is a local, grassroots organization with significant connections
in communities that are traditionally under-represented in these planning efforts. They will help us
connect through small group dialogues to bring unheard voices to the table. Wigen Consulting will
aid our team in examining programming and activation strategies for underutilized downtown
spaces.
Article 1: Landscape Architectural Services
1.1 Scope of Services. The Scope of Landscape Architectural Services to be provided under this
agreement are detailed in “Exhibit B”.
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1.2 Supplemental Services. Supplemental Services are detailed in “Exhibit B” – Supplemental
Services are beyond the basic Scope of Services, and when requested in writing by the Client,
shall entitle the Landscape Architect to additional compensation (either on the hourly basis
stated in “Exhibit A” or the basis of a negotiated sum) beyond the Compensation stated in
Article 4 Landscape Architect Compensation.
1.3 Standard of Care. The Landscape Architectural Services shall be performed with care and
diligence in accordance with the professional standards applicable at the time and in the
location of the Project and appropriate for a project of the nature and scope of this Project.
1.4 Changes to Approved Services. Revisions to drawings or other documents shall constitute
Supplemental Services made necessary because of Client-requested changes to previously
approved drawings or other documents, or because of Client changes to previous Project
budget parameters or Project requirements.
1.5 Schedule of Performance. The Client's signature on this Agreement shall be the basis for the
Landscape Architect to begin providing services for the Project. The Landscape Architect shall
perform the services per the Client’s proposed schedule or as expeditiously as is consistent
with the standard of care described in section 1.1, above.
Article 2: Client’s Responsibilities
2.1 Information. The Client shall provide data about the site and other information on which the
design is to be based as well as Client's budget parameters for the Project. Some data for the
site may be provided as part of the Scope of Services. The Landscape Architect shall be entitled
to rely on the accuracy and completeness of information provided by the Client.
2.2 Budget. The Landscape Architect shall reasonably strive to propose designs and prepare
documents consistent with the Client's budget parameters. If provided by the Landscape
Architect as a part of the Scope of Services, opinions of probable construction costs are based
on the Landscape Architect's familiarity with the landscape construction industry and are
provided only to assist the Client's budget planning. Such opinions shall not be construed to
provide a guarantee or warranty that the actual construction costs will be within the Project
budget parameters at the time construction bids are solicited or construction contracts
negotiated.
2.3 Approvals. The Client's decisions, approvals, reviews, and responses shall be communicated
to the Landscape Architect in a timely manner so as not to delay the performance of the
Landscape Architectural Services.
2.4 Project Permit and Review Fees. The Client shall pay all fees required to secure jurisdictional
approvals for the Project.
Article 3: Ownership of Documents
3.1 The Landscape Architect shall be deemed the author and owner of all document’s deliverables
developed pursuant to this Agreement and provided to the Client by the Landscape Architect
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(collectively, the "Design Materials"). Subject to payment by the Client of all fees and
Reimbursable Expenses owed to the Landscape Architect, the Landscape Architect grants the
Client an irrevocable, non-exclusive license to reproduce the Design Materials solely for to the
construction of the Project and for information and reference with respect to the use of the
Project.
Article 4: Landscape Architect Compensation
4.1 Compensation for the Scope of Services performed under this agreement shall be the Hourly
Fee Not to Exceed of $130.589.00 plus reimbursable expenses and applicable taxes.
4.2 Reimbursable Expenses are expenditures made by the Landscape Architect, its employees,
and consultants in the interest of the Project plus an administrative fee of 15%. Reimbursable
Expenses include but are not limited to travel expenses, costs of reproduction of documents,
postage, services of professional consultants which cannot be quantified at the time of
contracting, and other, similar, direct Project related expenditures. See Exhibit A for
Confluence standard Reimbursable Expenses.
4.3 Supplemental Services, when requested in writing by the Client, shall require additional
compensation to be determined on an hourly basis or on the basis of a negotiated fee. See
“Exhibit A” for Confluence standard hourly rates.
4.4 Monthly payments to the Landscape Architect shall be based on (1) the percentage of Scope of
Services completed and shall include payments for (2) Supplemental Services performed, and
(3) Reimbursable Expenses incurred.
4.5 Payments are due and payable 45 days from the date of the Landscape Architect's invoice.
Invoiced amounts unpaid 60 days after the invoice date shall be determined overdue and shall
accrue 1.5% simple interest per month. At the Landscape Architect’s option, overdue payments
may be grounds for termination or suspension of services. In the event any portion or all of an
account remains unpaid 120 days after billing, the Client shall pay all costs of collection,
including reasonable attorney’s fees.
Article 5: Insurance, Indemnification, Consequential Damages & Limitation of Liability
5.1 Insurance. The Landscape Architect shall secure and maintain insurance coverages indicated
as follows:
Coverage: Liability Limits:
Professional Liability: $2,000,000 per claim/$4,000,000 aggregate
Commercial General Liability: $1,000,000 per claim/$2,000,000 aggregate
Comprehensive Automobile Liability: $1,000,000 combined single limit
Umbrella Liability: $3,000,000 each occurrence/$3,000,000 aggregate
Drone Aviation Liability: $1,000,000 per claim
Workers Compensation: $2,000,000 per claim/$2,000,000 policy limit
5.2 Indemnification: Client and Landscape Architect each agree to indemnify and hold harmless
the other, and their respective officers, employees, and representatives, from and against
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liability for losses, damages, and expenses, including reasonable attorney’s fees, to the extent
such losses, damages or expenses are caused by the indemnifying party’s negligent acts,
errors, or omissions. In the event losses, damages or expenses are caused by the joint or
concurrent negligence of the Client and Landscape Architect, they shall be borne by each party
in proportion to its negligence.
5.3 Consequential Damages. The Landscape Architect and the Client waive consequential
damages for claims, disputes, or other matters in question which arise of or are related to this
Agreement, including but not limited to consequential damages due to the termination of this
Agreement by either party in accordance with the provisions of Article 7 thereof.
5.4 Limitation of Liability. To the maximum extent permitted by law, the Client agrees to limit the
Landscape Architect’s liability for the Client’s damages to the sum of $75,000. or the Landscape
Architect’s fee, whichever is greater. This limitation shall apply regardless of the cause of
action or legal theory pled or asserted.
In the event the Client does not wish to limit the Landscape Architect’s professional liability,
the Landscape Architect agrees to waive this limitation upon written notice from the Client and
agreement of the Client to pay, in addition to the agreed upon Landscape Architect’s fee, a fee
of 10% of the Landscape Architect’s previously agreed upon fee within five (5) calendar days
after this Agreement is fully executed. This additional fee is in consideration of the greater risk
involved in performing work for which there is no limitation of liability.
Article 6: Dispute Resolution
6.1 If a dispute arises out of or relates to this agreement, the parties shall endeavor to resolve
their differences first through direct discussions. If the dispute has not been settled within 14
days of the initial discussions, the parties shall submit the dispute to mediation, the cost of
which shall be shared equally by both parties.
6.2 For any claim subject to, but not resolved by, mediation pursuant to 6.1, the method of
binding dispute resolution shall be as follows:
☐ Arbitration pursuant to the Construction Industry Mediation Rules of the American
Arbitration Association
☒ Litigation in a court of competent jurisdiction
6.3 Nothing in these provisions shall limit rights or remedies not expressly waived under
applicable lien laws.
Article 7: Termination
7.1 This agreement may be terminated by either party on seven (7) days’ written notice should the
other party fail substantially to perform in accordance with its terms through no fault of the
party initiating the termination, provided the defaulting party has not cured or in good faith
diligently commenced to cure the breach during the 7-day notice period. If the project is
terminated, the Landscape Architect shall be paid their compensation for services performed
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prior to receipt of written notice from the Client, together with reimbursable expenses and
applicable taxes then due.
Article 8: Other Terms & Conditions
8.1 Promotional Materials & Images. The Landscape Architect shall have the right to include
photographic or artistic representations of the design of the Project among the Landscape
Architect’s promotional and professional materials. The Landscape Architect shall be given
reasonable access to the completed Project to make such representations. However, the
Landscape Architect’s materials shall not include the Client’s confidential or proprietary
information if the Client has previously advised the Landscape Architect in writing of the
specific information considered by the Client to be confidential or proprietary. The Client shall
provide professional credit for the Landscape Architect in the Client’s promotional materials
for the Project.
8.2 Assignment. Neither party shall assign their interest in this Agreement without the expressed
written consent of the other, except as to the assignment of the proceeds.
8.3 Governing Law. The laws of the State of Minnesota shall govern this agreement.
8.4 Complete Agreement. This Agreement represents the entire understanding between the
Client and Landscape Architect and supersedes all prior negotiations, representations, or
agreements, whether written or oral with respect to its subject matter. The person(s) signing
this Agreement on behalf of the parties hereby individually warrant that they have full legal
power to execute this Agreement on behalf of the respective parties and to bind and obligate
the parties with respect to all provisions contained herein. This Agreement may be amended
only in writing signed by both the Client and Landscape Architect.
Exhibits
The following Exhibits are incorporated in and made part of this Agreement:
“A” - Landscape Architect’s Hourly Compensation Rates & Reimbursable Expenses Schedule
“B” – Scope of Services and Supplemental Services
Offered by: Accepted By:
Confluence, Inc. City of Hopkins
03/29/22
Signature & Date Signature & Date
Brad Aldrich, Associate Principal
Printed Name & Title Printed Name & Title
Confluence
530 N Third Street, Suite 120
Minneapolis, Minnesota 55401
CITY OF HOPKINS PARK SYSTEM MASTER PLAN / 22050
Page 6 of 7 thinkconfluence.com
Exhibit “A”: Landscape Architect’s Standard Hourly Rates & Reimbursable Expenses
STANDARD HOURLY RATES
Senior Principal ..................................................................................................... $160.00 - $230.00 per hour
Principal ................................................................................................................. $140.00 - $195.00 per hour
Associate Principal ............................................................................................... $130.00 - $170.00 per hour
Associate ................................................................................................................ $110.00 - $160.00 per hour
Senior Project Manager ....................................................................................... $100.00 - $150.00 per hour
Project Manager ...................................................................................................... $90.00 - $120.00 per hour
Senior Landscape Architect ................................................................................... $90.00 - $120.00 per hour
Landscape Architect ................................................................................................ $80.00 - $110.00 per hour
Senior Project Planner ............................................................................................ $90.00 - $120.00 per hour
Planner II .................................................................................................................. $80.00 - $110.00 per hour
Planner I ................................................................................................................... $70.00 - $100.00 per hour
Landscape Architect-In-Training............................................................................ $70.00 - $100.00 per hour
Landscape Architect Intern / Landscape Designer ............................................... $60.00 - $85.00 per hour
Draftsperson .............................................................................................................. $50.00 - $85.00 per hour
Graphic Designer ..................................................................................................... $70.00 - $100.00 per hour
Clerical / System Staff ............................................................................................... $42.00 - $80.00 per hour
REIMBURSABLE EXPENSES
Social Pinpoint Public Engagement Tool .......................................................................................... $1,500.00
Filing Fees ........................................................................................................................................... 1.15 x cost
Materials and Supplies ..................................................................................................................... 1.15 x cost
Meals and Lodging ............................................................................................................................ 1.15 x cost
Mileage ........................................................................................................................................... $.56 per mile
Postage ............................................................................................................................................... 1.15 x cost
Printing by Vendor ............................................................................................................................ 1.15 x cost
B/W Photocopies/Prints 8½ x 11 ....................................................................................................... $.05 each
B/W Photocopies/Prints 11x17 .......................................................................................................... $.09 each
Color Photocopies/Prints 8½ x 11 ..................................................................................................... $.65 each
Color Photocopies/Prints 11x17 ...................................................................................................... $1.50 each
Large Format Plotting – Bond ............................................................................................................. $2.50/SF
Large Format Plotting - Mylar ............................................................................................................. $4.50/SF
Large Format Plotting - Photo ............................................................................................................ $5.00/SF
Flash Drives ...................................................................................................................................... $10.00 each
Booklet Binding (cover, coil, back) .................................................................................................. $4.50 each
Foam Core ......................................................................................................................................... $8.00 each
Easel Pads ........................................................................................................................................ $32.75 each
Electronic Files ................................................................................................................................. $50.00 Each
Online Meeting Service ................................................................................................................... $35.00 Each
Effective 1/1/2021
End of Exhibit “A”
CITY OF HOPKINS PARK SYSTEM MASTER PLAN / 22050
Page 7 of 7 thinkconfluence.com
Exhibit “B”: Scope of Services and Supplemental Services
help us to better define the planning process:
Where is the City of Hopkins right now?
It is important that our team and the community achieve a shared understanding
of the existing conditions and planning climate within the City. While we are
familiar with Hopkins, gaining a better understanding from the perspectives of
the elected officials, board members, city staff, residents, and business owners
will be an essential first step in our planning process. We accomplish this through
effective stakeholder and public engagement, and an analysis of existing conditions,
perceptions, and perspectives. Further building on the inventory with an evaluation
and comparison of park experiences will gives us perspective on the quality of assets
that will influence reinvestment prioritization.
What does the City of Hopkins want to be in the future?
The City must define its vision for the future. Cultivate Hopkins and other planning
studies will provide our base for establishing this vision, but it will likely evolve during
our team’s extensive community engagement and outreach efforts. This vision will
serve as the foundation for the planning process and the various plan elements.
We tap into the wisdom of community leaders and stakeholders and facilitate
conversations, activities, and discussions about what they want Hopkins to become.
How does the City of Hopkins get there?
Our team will utilize community input received through the process combined with
our planning expertise to create a detailed community plan with an accountable
action plan to achieve the community vision. Our approach to planning emphasizes
community input and recognizes the importance of establishing consensus to foster
local ownership for the plan.
Our team of experienced professionals brings a large toolbox of techniques that can
be deployed to engage participants in developing and shaping their answers to these
challenges. Creating a strong sense of ownership in the final Park System Plan and
its recommendations is critical to long-term success. Ultimately, the implementation
of this plan lies in the hands of staff, community leaders, stakeholders, and
residents.
Based upon our understanding of the City of Hopkins, the RFP, and our past
experiences, we are recommending a process that includes the following tasks:
SCOPE OF SERVICES
TASK 1 | NEEDS ASSESSMENT
1.1 Kick-Off Meeting and Park Tour
An initial kick-off meeting with city Staff will be facilitated by our design team
to clearly establish roles and responsibilities, identify project contacts and
communication protocols, as well as determine any initial data needs. Our team will
propose a final schedule (including key project milestones and deliverables) for a
draft completion of the Parks and Recreation Master Plan by mid-June 2022. A key
component of this meeting will be to review and confirm the anticipated stakeholder
involvement process, community engagement plan, and timing. During this meeting,
our team will work with Staff to evaluate the recommendations outlined in the
previous documents and determine their relevance to today’s community.
Our team will be provided with all available existing site data, past studies, reports
including Confluence will prepare meeting minutes that will serve as the official
record of the project and process.
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PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 25
The consultant team will also schedule and embark on a limited park tour with key
staff. We will prioritize sites to focus the tour on; including high traffic parks, areas of
needed improvement, key intersections and connection points, typical neighborhood
park, and other areas identified in the Kick-off meeting.
1.2 Data Review and Inventory
The Planning Team will review all previously prepared plans and documents,
background information and other available data to analyze Hopkins’s existing
facilities and parks, recreation fields, programs and trail amenities. This review will
include:
• Evaluation of Hopkins provided digital park data on facilities, trails, recreation
facilities and natural resources.
• Review of supporting documents including but not limited to: the Cultivate
Hopkins Plan, 2015 Parks Reinvestment Plan, 2013 Pedestrian and Bike Plan,
Station Area documents, development plans, demographic data and forecasts
from the comprehensive plan project, recreation/ program related data, and
other relevant plans made available by the City.
• Review and evaluation of provided information on recreation program
opportunities in Hopkins and the recreation services provided by the City of
Minnetonka, Hopkins Public Schools, the private sector, and associated Park and
Recreation providers such as 3rd Lair, Three Rivers Parks, other POPS program
facilities.
The Planning Team will utilize City documents to update/ supplement any inventory
work completed.
1.3 Project Schedule and Work Plan
The Team will develop an overall project schedule for all staff, stakeholder, and
public meetings, including the creation of all corresponding project deliverables.
1.4 Demographic & Trends Analysis
The Planning Team will utilize the Comprehensive Plan forecasts and supplement,
if necessary, with census tract demographic data obtained from Environmental
Systems Research Institute, Inc. (ESRI); for comparison purposes data will also
obtained from the U.S. Census Bureau. This analysis will provide an understanding
of the demographic environment for the following reasons:
• To understand the market areas served by the park and recreation system and
distinguish customer groups
• To determine changes occurring in the City of Hopkins and assist in making
proactive decisions to accommodate those shifts
• Provide the basis for Service Area Analysis
The City’s demographic analysis will be based on US 2010 Census information, 2018
updated projections, and 5 (2023) and 10 (2028) year projections. The following
demographic characteristics will be included:
• Population density
• Age Distribution
• Households
• Gender
• Ethnicity
• Household Income
From the demographic base data, sports, recreation, and outdoor trends are applied
to the local populace to assist in determining the potential participation base within
the community. For the sports and recreation trends, the Consulting Team will utilize
the Sports & Fitness Industry Association’s (SFIA) Study of Sports, Fitness and Leisure
Participation, ESRI local market potential, as well as participation trends from the
Outdoor Foundation on outdoor recreation trends.
We have completed a number of recent analyses and have a good understanding
of park system needs across the State and Great Lakes Region that will inform and
expedite this analysis.
1.5 Benchmark Assessment
A benchmark analysis will compare City of Hopkins to five (5) other relevant agencies
or neighboring cities. The Consultant Team will work with the City of Hopkins to
identify the 15-key metrics to be surveyed and analyzed. Our team has recently
completed a number of these assessments in the last few years for similar cities in
the metro and nation. These assessments will help Hopkins understand how their
park, trail, and recreation system performs compared to the competition - what it
will take to become more ‘rooted, vibrant, connected, resilient.’
1.6 Park Inventory and Assessment
Our team will supplement the City’s basic inventory with a summary analysis of
conditions and opportunities for parks, facilities, open space, and publicly owned
plaza’s and gathering spaces. We will work with staff to develop an overall park
assessment score that will feed into an Equity Prioritization Analysis that is discussed
more in the Equity and Inclusion specific question. Additionally, we will make
recommendations to increase accessibility and universal access.
TASK 2 | COMMUNITY ENGAGEMENT AND VISION PLAN
In response to the evolving status of the COVID-19 Coronavirus pandemic,
Confluence is continuing to make necessary adjustments to protect the health and
safety of our employees, clients, collaborators and communities. We will remain
adaptable and follow CDC, State of Minnesota, and local requirements. Confluence
and our partners have arranged the schedule to host some events outside at local
parks and include a digital meeting component so that all potential participants
can feel engaged and safe, regardless of their health status. As part of finalizing the
Engagement Plan, our team will work with City staff and the Advisory Committee to
solidify our plans for these special events.
2.1 General Engagement
Developing and achieving your vision is the ultimate goal. Our team will collaborate
with City staff to confirm all aspects of our proposed community engagement plan
and schedule to ensure they are in alignment with your needs and expectations. We
will work to complement the public feedback that has been garnered through the
Cultivate Hopkins and comprehensive planning process.
We are well versed in facilitating robust Public Engagement and Outreach efforts
focused on not only existing users, but also non-users, and traditionally under-
represented groups identified by Hopkins as high priority populations. Different age
and demographic groups receive information in different ways and some people
need to receive information multiple times. We will explore a range of in-person and
online formats to engage stakeholders and the public.
A mixture of traditional techniques is effective at garnering public input for
active, well engaged residents. However, past experiences have shown us that
communicating with underrepresented individuals is often hampered by cultural,
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PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 26
language, scheduling and trust barriers, as well as traditional communication
strategies that often overlook individuals outside the mainstream. We will work with
staff and use our extensive experience to develop some key strategies to reach these
residents.
Proposed Community Engagement Strategies:
• Key stakeholder dialogues - including stakeholders listed in the RFP.
Additionally, we view the Park Board and City Council as prime stakeholders and
will incorporate a workshop to gather input from them and other Committee’s
staff identifies. We also propose to engage in specific dialogues with the priority
populations that were identified by the City of Hopkins. A number of these
dialogues will be conducted by Putting Change in Motion (PCM). PCM will utilize
their extensive connections and experience to make connections to Latino,
Russian, Somali, Seniors, and people living with disabilities. This will allow the
Park System Plan to directly engage with groups that are often missed with
traditional planning engagement techniques. A key objective of the dialogues
will be to introduce the digital engagement site to encourage it’s use and
spreading the link information.
• Community Conversations - We will target specific events to take the issues
and questions to the people - meeting them where they are - ideally in the parks
that bring in a cross section of Hopkins residents such as the Sunset Series
concerts, Raspberry Festival, Farmer’s Market, and other community events
identified by staff. Confluence will work with staff to identify events and provide
materials for staff to use throughout the city.
• Digital Engagement Tools - A variety of online engagement opportunities are
available and may include a Park System Project Website, community mapping,
additional surveys, and a well-thought out strategy for engagement through
social media channels. We are proposing a suite of online platforms that will
complement the Community Assessment Survey and organize the engagement.
-Social Pinpoint is a community mapping tool allowing residents to show us
exactly where their feedback, ideas and concerns are located. Confluence
has utilized this tool for multiple projects and is a great resource to serve
as the primary online Park System destination. Reference example: https://
confluence.mysocialpinpoint.com/bloom
-Staff/ Project Team Coordination - we will meet regularly with Staff
throughout the project in order to stay on schedule, coordinate information
exchange, address opportunities and issues, and adjust scope as needed.
2.2 Establishing a Clear Vision
Our engagement efforts, along with staff and officials meetings, will be focused
on clearly establishing a dynamic vision for the Park System that builds upon the
Imagine Hopkins 2035 Plan. This vision component is what can drive momentum
for implementation into the future. It needs to be inspiring, aspirational, practical,
simple, and easy to understand. We will use simple language and graphics to clearly
establish the overall vision. This vision will directly impact the goals, objectives, and
guiding principles that will guide decision-making around priorities and resource
allocation. One key component of this vision is creating master plans for a key park
or park facilities that encompass this vision and set the tone for how the vision is
developed on the ground.
We will work with staff to identify up to 3 parks to be master planned with the overall
vision as a guide. A park design/ master plan is a great way to articulate a thought or
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PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 27
concept into a tangible component that the public and can more readily understand.
What does it actually look like when we say we want to prioritize nature? How do
changing trends physically change my park - are there less ball diamonds and more
lacrosse fields? What are the opportunities if a roadway cutting through the park is
removed, rerouted, or re-envisioned? These concepts are more easily understood
and able to be discussed with a graphic plan that minimizes the need for descriptive
text requiring translation. Park plans are a conversation starter and a way to show
residents that the input they have been providing is taken to heart by staff and park
designers.
TASK 3 | EXISTING AND FUTURE FACILITY NEEDS
3.1 Facility Analysis and Needs
The Planning Team will evaluate the adequacy of existing facilities to accommodate
future needs, and current interests and demands. During this evaluation, the
Planning Team will provide strategies to the City of Hopkins for reuse or retrofit of
facilities that are currently under-utilized to better meet recreation needs. Evaluation
will review the effectiveness of current capital repair/replacement practices and
recommend improvements to further protect the future of capital investments.
We will identify and describe key opportunities and challenges relevant to park and
recreation facilities and programming; natural resources protection, enhancement
3.2 Park and Trail Classifications and Level of Service Standards
The Consulting Team will work with the City of Hopkins to review and confirm,
modify or add to existing park classifications, and preferred facility standards
for all park sites, trails, open space amenities and indoor and outdoor facilities.
These classifications will consider size, population served, length of stay, and
amenity types/services. Facility standards include level of service standards and
the population served per recreational facilities and park amenities. Any new or
modified classification or standard will be approved as required. These are based
on regional, statewide or nationally accepted parks and recreation standards, as
well as the Consulting Team’s national experience and comparison with peer/survey
cities. Deliverables will be easy for decision makers to understand and translate to
implementation goals and plans.
3.3 Recreation Program Assessment
Recreation programs and special events are the backbone of park and recreation
agencies. This assessment will review how well the City of Hopkins aligns itself
with community needs. The goal of this process is to provide recreation program
enhancements that result in successful and innovative recreation program offerings.
The Consulting Team will provide insight into recreation program trends from
agencies all around the country and has worked with many communities that have
alternative arrangements with neighboring communities to provide some or all of
their recreation programming. The process includes analysis of:
• Age segment distribution
• Lifecycle analysis and Core program analysis and development
• Similar provider analysis/duplication of service
• Market position and marketing analysis
• Review of program development process
• Backstage support, or service systems and agency support needed for excellent
service
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PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 28
PROJECT UNDERSTANDING + SCOPE OF SERVICES
Ultimately, the outcome of the process will be the creation of a dynamic recreation
program plan that results in increased registration, drives customer retention and
loyalty, improves customer satisfaction, and increases revenues. Additionally, it
will help focus staff efforts in core program areas and create excellence in those
programs deemed most important by program participants. Recommendations will
weigh the opportunities and constraints in working with the City of Minnetonka and
if adjustments in the agreement would be prudent.
TASK 4 | PARK SYSTEM PLAN DRAFTS
4.1 Park Master Planning
The Planning Team will prepare a draft of the Park Master Plan which will include
maps, photos, diagrams, charts, and narrative text. The document will compile and
summarize the findings regarding needs, desires, challenges of the community today
and into the future. The Master Plan will clearly and graphically outline a dynamic
vision, goals, objectives, and guiding principles that will provide the framework
for future decision-making. The document will consider the fiscal and operational
impacts to the City of Hopkins as well as prioritization and a strategic action
(implementation) plan. We will identify gaps and provide recommendations for
parks, trails, facilities and recreation enhancements as well as updated master plans,
cost estimates and prioritization for key individual parks, trails and connections in
the system identified by staff. We will present to city Staff for review and comment.
Any necessary revisions will be made before presentation to PARC.
Our team has extensive experience in park planning and describing the best
practices related to key elements below. We will integrate these elements in draft
and weave them into the overall Vision:
• Equity
• Wayfinding and integration of trail system
• Historic and Cultural Resources
• Sustainability and Climate Change
• Access to nature and ecological services
• Creative Placemaking and Public Art
• Communications
• Safety and crime prevention through design
• Natural Resources
4.3 Draft Plans and Presentations (park commission + Public)
We will assist City staff in presenting the draft plan to Parks and Recreation
Commission, Planning Commission, City Council, and other necessary agencies at
50% and 90% draft level. We propose to use Adobe PDF comments for staff review
as we will be able to track edits and confirm when they have been picked up.
Additionally, elements of the draft plan (especially park concept plans) are great
elements to share with the public in pop-up event formats and we will link key
components to online tools to get further feedback from interested public members.
Based on feedback provided by City staff, the Planning Team will then modify the
plans and finalize the document for final submission to the City Council.
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 29
TASK 5 | IMPLEMENTATION PLANS
5.1 Capital Improvement Visionary Plan
We will work with City staff to develop a phasing plan and budget describing future
park and trail improvements with recommended funding sources. Additionally, our
team will assist city staff in prioritizing how current and future park funds should be
prioritized to best meet the community’s park and recreation needs in the future.
5.2 Prioritize Recommendations
We will work to identify major funding needs such as any future land acquisition
needs, and the development of new and modified parks, trails, open space, and
recreation facilities needs. Additionally, we will develop a repair and replacement
schedule for major park infrastructure with an emphasis on larger, heavily used
facilities. The culmination of the analysis will result in a prioritized recommendation
plan providing guidance to the City of Hopkins for investing in, improving and
developing parks, facilities, trails, natural resources, and open space.
A prioritization strategy will be created to evaluate the replacement/ re-purposing
of facilities, park or trail acquisitions, natural area preservation and enhancement,
programming and service changes, equity considerations and sustainability of the
triple bottom line.
5.3 Maintenance and Operations Analysis
Our team will evaluate governance of the City of Hopkins’s core functions in the
overall structure with recommendations on how to operate in the most effective
functional and efficient manner. The Consulting Team will conduct a work session
with key management staff on what they consider to be core essential services,
important services, and value-added services based on observations, individual
interviews, focus group interviews and operating practices. The outcomes of these
work sessions will be:
•All services and functions of the agency are classified as (a) Core, (b) Important,
or (c) Value Added based on definitions and criteria agreed upon with the Project
Team.
•Appropriate performance measures for each classification of service will be
determined and applied to all functions and services.
•The Consultant Team will compile the results of the work session into a
summary of services and functions by classification. Additionally, broad
performance standards for each service and function that align with their
classification will be developed.
The Consulting Team will review maintenance protocols for parks, open spaces
and trails to ensure appropriateness, efficiency, and sustainability. The plan will
identify recommendations for routine and preventative maintenance programs,
work management, asset life-cycle management, customer feedback program,
performance measurements, staffing levels and equipment managements.
We will also perform an analysis of the current practices of the City to evaluate
its operational situation. This analysis will identify future City organization
and staffing needs, improved operational efficiencies, policy development,
process improvements, system and technology improvements, and marketing/
communication opportunities. This review will include comparison of current
policies with national standards of best practice agencies. The Consulting Team will
recommend policies and adjustments to current policies where enhancements may
be needed or gaps are identified.
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PROJECT UNDERSTANDING + SCOPE OF SERVICES
5.4 Funding and Revenue Strategies
Funding strategies will be developed based in part to our review and analysis of the
facilities as well as the national experience brought by the Consulting Team. The
Consulting Team has identified numerous funding options that can be applied to the
Master Plan based on community values. The funding strategies to be evaluated for
potential recommendations will include at a minimum:
•Fees and charges options and recommendations
•Endowments/Non-profits opportunities for supporting operational and capital
costs
•Sponsorships to support programs, events, and facilities
•Partnerships with public/ public partners, public/not-for-profit partners and
public/private partnerships
•Dedicated funding sources to support land acquisition and capital
improvements
•Development agreements to support park development, open space and park
and facility development - both public, private, and semi-private
•Earned Income options to support operational costs
•Land or facility leases to support operational and capital costs
•Identify grant opportunities and resources to construct parks and facilities
identified in the Master Plan including suggested timeline
TASK 6 | DOCUMENTATION AND DELIVERABLES
6.1 Final Park master Plan Preparation & Adoption
The final deliverable will be a written report of findings and recommendations
in a highly graphic 8.5” x 11” format with a combination of text, graphics and
photographs. The final plan will be prepared and delivered along with any associated
appendices (technical reports organized in book format) for inclusion in the Imagine
Hopkins 2035 Plan update, or as a stand alone document. Our team will work with
the Park Board, Planning Commission, City Council, and City staff to finalize the Park
Master Plan that will include, at a minimum, the elements listed in Section IV and VI
of the RFP. The document will be easy to read, informative, and clearly articulate the
Vision for Hopkins’s Parks.
PARK SYSTEM MASTER PLAN / HOPKINS, MINNESOTA 31