Loading...
HomeMy WebLinkAboutR-2022-090 Task Order Number 1 with RDG Planning & Design RESOLUTION NO. R-2022-090 A RESOLUTION APPROVING TASK ORDER NUMBER 1 WITH RDG PLANNING & DESIGN BE IT RESOLVED BY THE BOARD OF ALDERMEN OF THE CITY OF RIVERSIDE, MISSOURI AS FOLLOWS: THAT the Riverside Board of Aldermen hereby approves Task Order Number 1 by and between the City of Riverside and RDG Planning & Design, in substantially the form attached hereto, and the Mayor is authorized to execute the Task Order Number 1 on behalf of the City; and FURTHER THAT the Mayor, the City Administrator and other appropriate City officials are hereby authorized to take any and all actions as may be deemed necessary or convenient to carry out and comply with the intent of this Resolution and to execute and deliver for and on behalf of the City all certificates, instruments, agreements and other documents, as may be necessary or convenient to perform all matters herein authorized; and FURTHER THAT this Resolution shall be in full force and effect from and after its • passage and approval. PASSED AND ADOPTED by the Board of Aldermen of the City of Riverside, Missouri, the 16'h day of August 2022. • a Kathleen L. Ros• ATTEST: _• • • Robin Kincaid, 'ity Clerk • Task Order Number 1 For Comprehensive Planning Services This Task Order is entered into as of the 16°h day of August, 2022 (the "Effective Date"),by and between RDG Planning & Design, LLC, organized in the state of Nebraska, having an office at 1302 Howard St, Omaha, NE 68102 ("RDG") and the City of Riverside, Missouri, a Missouri municipal corporation(the"City"). WHEREAS, the City has engaged RDG to provide comprehensive planning services pursuant to the Agreement for Comprehensive Planning Services dated August 16, 2022, pursuant to which the City may task RDG to provide additional professional planning services on a project- specific basis by acknowledging a separate Task Order. NOW, THEREFORE, in consideration of the promises and mutual covenants between the parties and for other good and valuable consideration the receipt of which is acknowledged by the parties, they agree as follows: 1. Incorporation of Base Agreement. This Task Order is subject to all terms and conditions contained in the Agreement for Comprehensive Planning Services dated August 16, 2022, that are not inconsistent with the specific terms contained herein, and the Agreement for Comprehensive Planning Services dated August 16, 2022, between the parties is incorporated herein as if set forth in full by this reference. 2. Scope of Services. The Scope of Services pursuant to this Task Order are as contained in Exhibit A. 3. Term. RDG shall begin work pursuant to this Task Order No. 1 upon its Effective Date and shall continue until this initial scope for the Riverside Comprehensive Plan("Project") is completed as evidenced by final acceptance of the Project by the City. 4. Compensation. Compensation shall be in accordance with the attached schedule (see Exhibit B). 5. Project Completion. The Riverside Comprehensive Plan project shall be completed no later than November 10, 2023, unless a new date is mutually agreed to by the parties. 1 IN WITNESS WHEREOF, RDG and the City have executed this Agreement as of the Effective Date. RDG PLANNING & DESIGN: CITY OF RIVERSIDE,MISSOURI: By: a f- L✓, , J By: Name: ..,„ �• C&SC Name: Kathleen L. Rose Title:1A..r .fin Title: Mayor Dated: ?Pi 12o1 Z. Dated: ATTEST: Robin Kincaid, City Clerk By: Name: Brian Koral Title: City Administrator Dated: 2 IN WITNESS WHEREOF, RDG and the City have executed this Agreement as of the Effective Date. RDG PLANNING& DESIGN: CITY OF RIVERSIDE, MISSOURI: By: BY:/7/404.4D(7YVA-at Name: Name: Kathleen L. Rose Title: Title: Mayor Dated: Dated: -tit&/ ` - Robin Kincaid, City Clerk • By: Name: rian Koral Title: Cit ministrator Dated: %`C-Ira-- 2 Exhibit A to Task Order 1 Scope of Services for Riverside Comprehensive Plan PROJECT DESCRIPTION The City of Riverside, Missouri ("City") seeks consulting services to prepare a new comprehensive plan that will guide the City for the next twenty years. While the City's current Comprehensive Plan can serve as a resource, it is expected that the plan will provide new vision, goals, objectives, and policies to guide the city's development and redevelopment.This plan will also provide guidance to the Board of Aldermen, various advisory boards, planning commission, staff, developers, property owners, and residents on the appropriate growth and visual character of the city. The updated plan will integrate all aspects of urban development including demographics, land use recommendations, public facilities, transportation, environmental, and trends. A critical component of the plan will be engaging historically underrepresented populations in the planning process. The vision component will need to analyze how technology is changing land use planning. Another key component of the plan will be an analysis of the impact that disruptive technologies (remote work, ride sharing, short term residential rentals, driverless vehicles, etc.) will have on land uses in Riverside. APPROACH Our approach is focused on document creation through community involvement. While there are standard requirements and best practices to meet in a comprehensive plan, Riverside's plan should focus on the city's key challenges and its strengths. Ultimately, the city's comprehensive plan should be designed and drafted to provide guidance and inspire the community. Many great things set Riverside up for continued success, and these should be marketed to new and existing residents. To achieve this our approach is broken down into three core elements: • Where are we now? • Where do we want to go? • How do we get there? We propose confirming the detailed work program at the start to meet milestones, create expectations, and advance the project on time. 1 TASK 1: PUBLIC ENGAGEMENT & AWARENESS CAMPAIGN Our overriding approach with any planning process is listening: Listening to the desires of residents and making those come to life in a plan residents can own. But we also understand that change is sometimes hard for long-time residents. Therefore, we need to listen to their priorities and then project those into a plan that inspires both them and the next generation. Our team is familiar with engaging the public during COVID-19 and are prepared to work within your City's social distancing requirements and preferences. PUBLIC ENGAGEMENT PLAN Our Team will develop a Public Engagement Plan with City staff and our graphics design team at the start of the process. The comprehensive plan should be an integrated process to avoid stakeholder fatigue and capture the widest audience. This will directly feed into the implementation of the plan. Our team will tailor engagement to meet identified goals for the comprehensive plan and include both on-site and online opportunities, using hybrid approaches as necessary to adapt to fluctuating public health situations. The process should include a spectrum of tools discussed on the next pages. PROJECT MANAGEMENT & STEERING COMMITTEE The day-to-day work of the plan will be completed in close partnership with the City with the understanding that staff has limited capacity. We see the need for bi-weekly meetings with City staff at the beginning of the process, transitioning to an as-needed basis. The coordination meetings with staff (held by video conference) allow the team to plan upcoming events, ensure data collection, review meeting output, and develop content. The Steering Committee should bring a broad representation to the planning process and include representation from the Board of Aldermen, the Planning Commission, advisory bodies and economic development along with major employers, human service providers, and even youth. The Steering Committee will meet several times to provide direction, course correction, and review deliverables. The meeting schedule is set at the beginning of the process to establish involvement expectations and allow members to plan schedules accordingly. AWARENESS CAMPAIGN Awareness of the process is continual and ensures new audiences are welcomed and engaged at any point. To do this, the campaign will include many online elements that share information and interact with residents. These include: • Project Branding and Marketing. The project needs a recognizable identity that is reinforced throughout the entire process. PowerPoints, posters, a website, and the publication need to share the brand. 2 • Project Website. Our Team will develop a project website to post updates. This will be through Social Pinpoint which allows us to tailor engagement and branding to Riverside. Social Pinpoint includes a traditional landing page and interactive opportunities such as surveys, forums, maps, idea walls, and spending privatizations. Its fun design attracts people to engage and provide meaningful input and feedback • Social Media. The Team will work with the City to schedule and coordinate announcements for social media platforms. • Print Material. Added to this will be traditional print media and promotional materials. This includes fliers, posters, and content for newsletters. Using an established project brand, our Team will design, develop, and produce these materials. Working with the City, we will also help provide content for local newspapers, TV interviews, or other more traditional methods of informing people about the project. THE PUBLIC ENGAGEMENT ELEMENTS Our public engagement process is an iterative process that builds on each event to expand understanding, set goals, establish a vision, and create momentum for implementation. These events will be a mix of online and in-person. The following is a description of these events in the order in which they will occur. • Survey + Interactive Mapping. The planning process begins with the development of an online survey or report card. It will explore in further detail the issues and opportunities most important to residents and will be the first soft engagement with the plan. The survey can be completed in partnership with ETC if desired. • Neighborhood Outreach Events. The Neighborhood Outreach Events offers residents the first larger-scale opportunity to learn more about the importance of the plan and to share insights on the city's opportunities and challenges. We will participate in one event per neighborhood (total of 10) to ask them to talk about their goals and aspirations. The results will be posted on the project website to generate further conversation. Additional Neighborhood Outreach Events may be scheduled for an additional fee. • Committee Visioning Studio. Using the information collected from the survey, listening sessions, and community roundtable our Team will work with the committee to identify the goals and priorities that will come to life in the plan elements. This will be a fun and engaging event that will help build excitement for implementation. • Committee Land Use Studio. The first workshop/studio will be conducted with the Steering Committee. During this event, we guide the Committee in developing scenarios for the city's future growth and transportation 3 alternatives. This provides us with an excellent foundation of understanding for the proceeding community workshop. • Community Workshop. Our Team will advance the ideas heard and developed in the Committee Studio to present future land use and transportation alternatives to the public. This is a chance for the public to develop the concepts for further refinement. • Plan Elements Polling. Following the workshops, the plan elements will be developed and presented to staff and Committee over a series of meetings. All comments from the Committee will be collected for vetting and sharing with the Team. Following review, specific policies and action items will be identified and presented to the public online for feedback. • Implementation Workshop. We will host a workshop with the Committee to review the land use plan, key concepts, and recommendations before the formal approval process begins. The workshop will have an educational and input component. • Open House - Celebration. With a draft comprehensive plan complete, a series of open houses will be held to share results. The open house should be an event that allows people to learn more about the plan, have time with their neighbors, and celebrate the next steps. This means a part of the open house will relate to implementation. Adjustments to the plan will be made based on discussions with the Committee after the open house. • Board & Planning Commission Briefings and Approval. With the comprehensive plan process, meetings are built in to provide updates to the Board and Commission members and joint meetings where necessary. RDG will present the final plan to the Planning Commission and Board of Aldermen, as well as other boards or organizations as determined and fitting within the project schedule. • Pop-up Events. Even with a number of planned online and in-person events, often the best approach is to go to people where they are. We want to attend already occurring community events either hosted by the City or other community organizations. TASK 2: RIVERSIDE TODAY - WHERE ARE WE NOW? This component of the plan identifies existing facts and trends for understanding. BACKGROUND DOCUMENT REVIEW We will review current planning documents identified on the City website and others made aware to us by City staff. Taking advantage of previous efforts informs our process and provides research and material to make us more efficient. ECONOMIC & DEMOGRAPHIC TRENDS 4 Understanding the population, demographic, and economic factors in a city is essential to understanding where we are going. Data will be gathered, assembled, and shared in easily communicated ways, including infographics and maps to identify neighborhood trends and opportunities. 2020 Census data will be used along with other sources we access such as BLS, ESRI, and MLS. We strongly believe all planning should be based on market realities, thus we are keen on developing plans that are both visionary and realistic. LAND USE INVENTORY & URBAN DESIGN We will complete a land use inventory using existing assessor data and on-site verification for a closer analysis of land uses. This task includes fieldwork by bike and on foot to inventory the city's character, appearance, and identity. HAZARD MITIGATION & ENVIRONMENTAL CONSTRAINTS Just as the plan must be based in market reality, it must also recognize the environmental constraints and assets of natural resources. The data we collect will inform an environmental constraints and hazard mitigation map. • Topography/Slopes • Wetlands Inventory • Drainage System and Structures • Flooding Boundaries and Flood Problem Areas TRANSPORTATION This element will assemble information to understand opportunities and issues facing Riverside's future. 1. Review traffic volumes per existing data. 2. Define and map existing street system and proposed changes (GIS). 3. Review bike and pedestrian network. 4. Identify opportunities to support energy conservation and sustainable growth. 5. Identify problem areas, including safety hazards and obstacles to transportation. PUBLIC FACILITIES & INFRASTRUCTURE Community services and infrastructure both form and adapt to land use directions and policy. Facility managers will be interviewed to reveal current deficiencies (real and perceived) and the ability to meet future growth. Our Team will also review and analyze existing infrastructure conditions and provide recommendations on improvements needed to continue to support future growth. Deliverables • Riverside Today draft report, with opportunities analysis 5 • ArcGIS files of existing inventory City Responsibilities • Data related to building permits, recent subdivision applications, or other growth-related information • Copies of past studies not listed on public websites • Provide existing mapping data and aerials (GIS) • Review draft and provide feedback TASK 3: RIVERSIDE TOMORROW - Vision & Future Land Use The Land Use Concept process uses the data collected in the Riverside Today tasks to determine land use potential and repositioning by type of residential, commercial, industrial, and public land and transportation improvements and alternatives. This includes forecast demand for retail, office, industrial, and residential uses in the city. Combined with the input of residents regarding community issues and quality of life, a unified Land Use Concept for the city is developed through the workshop process outlined in the Public Engagement Elements. Deliverables • Concepts plans and graphics with supportive narrative • Future Land Use/Transportation Concept • Any determined Special Area Concepts for development and redevelopment City Responsibilities • Review of materials with comments TASK 4: RIVERSIDE TOMORROW — Plan Elements The plan elements translate to policies that will implement the community vision and achieve the preferred development concept. The goals and principles define the program and design of the city; the specific plan elements are the systems that help the design come to life. LAND USE The land use plan refines the Future Land Use and Transportation Plan. The plan includes: • Policy Areas. This analysis examines planning and land use issues within the established city and growth areas. These policy areas will offer a big-picture 6 perspective with the goal of balancing neighborhoods and providing quality living environments across the city. • Future Land Use Map. The future land use plan will indicate the city-wide plan and identify any specific area plans necessary for deployment of residential, commercial, additional industrial/employment, and mixed-use space. TRANSPORTATION ELEMENT We view this as a key formative system that will address the street network and alternative modes, including pedestrian, bicycle, and transit. This will include: • Improvements to the existing street system, included recent complete street recommendations. • Proposed additions to the street system in the City Development Framework that provides continuous access to future residential and commercial areas. The plan will identify missing links within the system and corridors for alternative forms of transportation. • Standards and concepts for the design of high-quality streets that serve as public spaces that unite the city. • Policies and infrastructure to enhance pedestrian and bicycle travel options. This includes emerging technologies such as autonomous vehicles and drone technology. PARKS, TRAILS, NATURAL AREAS, & GREENWAYS We will identify any gaps in the system as related to future growth areas and corridors that can connect destinations around the city. Our Team takes a deep dive into your Parks, Recreation, and Open Space offerings, which entails analyzing: • Distribution of public space • Accessibility, connectivity, and walking distance • Acreage and miles of trail • Regional connections • Recreational trends • Land use patterns • Benchmarking comparisons • Community character In addition to the above, we will perform a SWOT analysis of your system to help identify areas of opportunity that could both maximize and enhance your existing park system by incorporating greenways, creative placemaking, green infrastructure, recreational amenities, public gathering places, or community assets. 7 Based on our findings, and the input we receive from the public in the community-wide survey, social pinpoint, listening sessions, and in-person engagement, our Team will work with you to create goals, objectives and policies for Parks, Recreation, and Open Space that will help guide improvements for next 20 years. COMMUNITY FACILITIES & PUBLIC INFRASTRUCTURE The analysis includes a review of public property and infrastructure by interviewing City staff to define facility adequacy, ability to provide service into the future, and rehabilitation needs. The element builds out a feasible network to service new growth areas. HOUSING, NEIGHBORHOODS, & COMMUNITY DEVELOPMENT For many communities, the housing issue has reached a point of crisis. Having adequate housing for current and future residents at all stages of life is essential for maintaining the current population and for growing. The housing element will be paired with the city's land use strategy to identify housing strategies. We will: • Review recent and current housing activity. • Assess neighborhood conditions, including a general review of neighborhood conditions based on perceptions of housing conditions, site maintenance issues, streets, sidewalks, infrastructure, physical design, and appearance. • Determine needs to achieve overall housing objectives and needs by type and cost. • Create a tailored housing and neighborhood implementation program for Riverside, addressing such issues as available sites, mix of housing types, and neighborhood rehabilitation needs. COMMUNITY CHARACTER & DESIGN The urban design element is closely related to the other elements. The policies and actions recommended related to urban design will be driven by public input and should speak to the residents' desires. Understanding the local community and incorporating its input is essential to this process. While there are many national trends around community design, these need to be tested and viewed in the city's values. Deliverables • Plan elements and maps, narrative, and illustrations communicating the plan's vision City Responsibilities • Review of material with comments TASK 5: IMPLEMENTATION The implementation strategy begins with the Implementation Workshop outlined in Task 1. During the workshop, the Team works with participants to establish criteria for 8 determining the priority of proposed projects. These criteria will be matched with the vision established in the engagement process to recommend phasing. PLAN REVIEW AND UPDATE Milestones will be identified to track implementation and indicators to track changes that may warrant modifying the implementation schedule. These milestones and indicators will be established during the Implementation Workshop. Milestones need to be realistic. As such, the implementation section will focus on best leveraging resources to maximize results. REGULATORY REVIEW We will review current policies and ordinances for consistency with the draft plan, noting any conflicts that could be reconciled and refining definitions to better address current city needs. IMPLEMENTATION TABLE The Riverside Plan will include an implementation plan presenting the recommendations, sequencing, leaders, partners, and potential funding sources for capital items. Capital items will be presented in zero-to-5-year, 5-to-10-year, and 10-to- 20-year increments. Deliverables • Draft Comprehensive Plan • Digital version of presentations and print posters from events City Responsibilities • Review of materials with comments • Help prepare for Open House events TASK 6: PUBLICATION We believe a plan must be attractive and user-friendly to be implemented to its full potential. PUBLICATION AND ALES The plan will be user-friendly and graphic-focused, with maps, graphs, photos, and renderings used to illustrate the main points. • An executive summary, written for a general audience, will be provided with the document. • A hard copy and PDF of the plan and coordination for reproduction of the plan at a local printer. If preferred, the plan can be published to an online viewing platform, such as www.issuu.com. We have also done executive summary type 9 publication in ESRI Story Maps like the Kansas Statewide Housing Needs Assessment. • GIS and other map files and data used in the plan in ArcGIS and Adobe (if applicable). Renderings and graphics in high-resolution. 10 Exhibit B to Task Order 1 Fee Proposal for Riverside Comprehensive Plan FEE SCHEDULE Task 1: Public Engagement &Awareness Campaign $88,000 Task 2: Riverside Today—Where Are We Now? $25,000 Task 3: Riverside Tomorrow—Vision & Future Land Use $39,000 Task 4: Riverside Tomorrow— Plan Elements $40,000 Task 5: Implementation $13,000 Task 6 Publication $15,000 Expenses billed at cost, not to exceed $5,000 TOTAL: $225,000