2010-11-03 4-C Exhibit 1ju) If Ts I em'),
Cl Ii Y OF, ALAMEDA
C 0 IVII, P R E 11 11. N S 1 11 E F�" A R itt, M A S 7' Eil R P L A N
R E U E':!� "!" F 0 0)
jUNE 25, 2010
GATES A- ASSOCIATES
2671 Crow Canyon Rd.
San Ramon, CA 94583
Tel: 925.736,8176
1
ATE + ASSOCIATES
2671 CROW CANYON RD
June 24, 2010
SAN RAMON. CA 94SS3 7: 925.726 81 76 P; 925- 838 -8901 WWW.DGATES.COM
Dale Lillard, Director
Alameda Recreation and Parks
2226 Santa Clara Avenue
Alameda, CA 94501
RE: Comprehensive Park Master Plan
Dear Mr. Lillard,
We applaud you for the foresight to create a comprehensive vision for your park system that will
allow you to strategically refine, renovate and enhance an already wonderful resource to meet the
evolving needs of the community. Alameda has extensive park systems with opportunities to
expand with the development of Alameda Point and the recent acquisition of the Beltline Parcel.
Alameda is a tight -knit, island conununity. As the community ages and evolves the expectations
of the park system also change. The City is now set to create a vision for the next 30 years
tailored to the needs, enviromnent and culture of Alameda.
We feel the team we have assembled for the project is uniquely qualified for this task.
Gates + Associates, Landscape Architectural and Recreation Planning Firm — We bring our
30 years of designing beloved parks to the park master planning process. Our years of experience
working directly with park users allows us to create functionally and fiscally sound master plans
that reflect the true needs of the community and the opportunities of the setting .
Group 4 — Their direct experience with designing similar facilities with inform their evaluation
of existing buildings and programming for fixture needs based on functional realities. They
engage users, stakeholders and
SMG — Sports management group brings nationally recognized expertise in recreation
programming and facility operations and management. They will provide assistance with
demographic needs analysis and facility bench marking to inform the master plan as well as
strategize for cost recovery management.
Our team assets include:
Recognized Strength in Community Participation — While the already active park advocates
are a great resource, it will also be important to reach out to less vocal segments of the
community, to ensure that the overall parks and recreation system developed in the City will meet
the needs of all groups, including providing non - traditional features to address specialized needs
and interests.
Understanding the Place Making, Economic and Health Benefits of Park System — We do
not see parks as merely a collection of sports fields and play equipment. Parks must function on
many levels — as a place for the parents to visit while the kids play, as a meeting place for
neighbors, as a location for birthday parties and gatherings, as a place for physical activity or
quiet reflection. They should help to define Alameda as a special place, and express the unique
spirit of the Alameda community.
• Enhance the "home town" feel and emphasize preserving significant historic and cultural
resources.
• Protect the unique overall character while enhancing the cultural arts and activities.
Sustain the community through environmentally healthy design and connectivity.
Foster community pride and stewardship.
• Create a welcoming enviromnent that celebrates community diversity.
Implementation Orientation — Our goal is not to create pretty plans that sit on a shelf. We want
to see people using and enjoying the parks to maximum advantage. Having overseen
multimillion- dollar park projects, we bring very practical experience to the planning process. This
implementation focus is anticipatory and essential to development of a successful plan. We will
bring a very pragmatic approach to the testing of the various alternatives to insure the final plans
accurately reflect the relative priorities, impacts, and feasibility of the proposed improvements.
Familiarity with Setting — We have had the opportunity to work with the City of Alameda on
several projects including the new entry at Webster Street. We are very familiar with the
challenges of design in a marine influenced environment as seen in the award wimZing Middle
Harbor Shoreline Park.
Leadership in Sustainability — As a team, we are committed to environmental sustainability in
public spaces. We are members of the U.S. Green Building Council and our team includes LEED
professionals. We are strong proponents of Bay - Friendly Landscapes and have Bay- Friendly
Qualified Landscape Professionals on staff.
Commitment to our Clients — We will form a partnership with Alameda to address a range of
issues tailored to meet the unique needs of each community, including:
• Community character and imagery
• Consensus building
• Park facilities planning
Active and passive recreation needs assessments
• Facility standards development
• Operations and maintenance analysis
• "Sustainable" policy development
• Design for crime prevention
• Identification of funding measures for plan implementation
We looking forward to discussing with you are ideas for this exciting project. Should you have
any questions please feel free to contact me at 925.736.8176 or linda(L(Igates.com.
S �M, c er e I ,
L in
G
in a Gates
Partner
A k � � 4...r bx w...i i �� F'��,� 1` °�1 I �"" ", A, 1 �
is a 27- person Landscape Architecture,
Urban Design and Land Planning firm located in San Ramon.
Established in 1977, we recently became a Women -Owned Busi-
ness Enterprise (`YTBE) in 2008. Our lasting success is due to our
unique blend of strong design skills, sensitivity to the influence of
environmental and cultural settings, understanding of construc-
tion realities, and true commitment to consensus building.
We are committed to innovative, high quality, and environmental-
ly- sensitive design. Our firm's returning client base and numerous
design awards reflect this commitment. To each design, we bring
an understanding of the way in which a space is experienced and
the creativity to conceive an environment that is memorable and
unique. The outdoor spaces we design are usable, educational,
and inspirational.
We believe in design development that allows for incorporation
of community and agency input. Our firm has extensive experi-
ence with diverse stakeholders who bring a variety of perspec-
tives to the process. Our process - oriented approach optimizes the
talents of our graphics professionals, as well as group facilitation
techniques, to effectively communicate messages, elicit feedback
and work toward consensus.
As a member of the U.S. Green Building Council, we strongly ad-
vocate the integration of innovative and environmentally friendly
design practices. We have a portfolio of LEED projects, and have
used the CHPS green building guidelines for schools. Our firm
has extensive knowledge of C3 stormwater requirements and
have expertise with Bay - Friendly Landscape Guidelines. Other
sustainable design practices include the use of advanced storm
water management techniques, bioswales, recycled materials, site -
sensitive plant palettes, water - efficient irrigation practices, and the
use of non - potable water sources,
GATES + ASSOCIATES
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Founded in 1974, Group 4 Architecture, Research + Planning, Inc.
is a full service architecture firm providing quality planning and design
services to public clients and the communities they serve. Our dialogue
with diverse communities and research into the nature of their needs
enables us to be actively involved in shaping the future of public services.
The hallmarks of our practice are:
• An integrated approach to planning and design projects.
• Strong communication skills.
• Strategically positioning projects for success,
• A commitment to sustainable design and operations.
• Design excellence.
• Effective project management.
• A creative approach to complex projects.
Our approach to planning and design begins with developing a full
understanding of the needs and values of the users. We seek the vision
of the users and the community, with special consideration given to
future needs. From working with many communities of all sizes, we have
developed strong skills in facilitating meetings and workshops. We also
have developed uniquely effective tools for analysis and communication
of key information.
Our staff includes planners, architects, interior designers, and technical
and construction support specialists. At the beginning of each project, we
assemble a team with the skills to meet specific project needs. Each team
is led by a principal in charge who actively participates in the project from
beginning to end.
Group 4 is a strong proponent of sustainable architecture, advocating and
incorporating green design strategies in all of our projects. More than
three - fourths of our professional staff are accredited in the U.S. Green
Building Council's Leadership in Energy and Environmental Design
program. All of our projects are designed to achieve a LEED Silver, Gold,
or Platinum rating.
We see our relationship with our clients as an integral part of project
development. Exceeding our clients' expectations and designing facilities
that create and communicate a vision for their communities are key reasons
behind the success of our projects and the fact that more than half of our
business is for repeat clients. The firm prides itself on forming interactive
relationships with clients that incorporate the voices of user groups as well
as facility managers. Group 4's priorities of excellence in planning and
design result in many long -term relationships with our clients.
GATES + ASSOCIATES
"Most other firms ask
communities what they want.
Group 4 asked what we value."
— Marie Alberry- Hawkins
City of San Jose
C i1 it"ECTURE
Preliminary Design
Space Planning
Schematic Design
Design Development
Interior Design
� Architectural Technology
Construction Contract
Documents
Construction Cost Control
Construction Administration
Project Management
Post - Occupancy Services
P is E 1 ? E S d l"* N''A `� E 1? V y u r
0 Project Budget Analysis
Master Planning
Urban Planning
Feasibility Studies
Site Selection
Needs Assessments
Building Programs
GIS Mapping
Public Opinion Research
11e Facility Evaluation
"J Community Participation
r�
The Group 4 Team
The Gateway is the entry corridor to
Alameda via the tunnel from Oakland.
Identity monuments, signage and lush
streetscape highlights the experience.
We worked with multiple stakeholders
(College of Alameda, Downtown Nler-
chant Association, a major developer of
future neighborhoods, City of Alameda)
to arrive at a preferred design which we
are providing construction services for.
MONOLITHS-- ---°�,
WITH GALE
r
N
STONE WALL WITH
SIGN, BOULDERS AND
ACCENT PLANTING rl%vP
✓�;� �fj �" `- EVERGREEN TREES
/��yy'' AND SHRUB MASS
l �' ALONG EXISTING FENCE
j �
��
" � 'STONE WALL WITH
f,ta ACCENTPLANTING
EXISTING TREES
SHRUB MASS --
ON SLOPE
FENCE — -
EXISTING TREES
OUTDOOR CLASSROOM WITH
RETAINING WALL. BOULDERS
AND ACCENT TREES
The new entry creates a fresh
image, and repositions the
campus within the commu-
nity. Bay - Friendly principles
have been adopted, which
will be the standard for future
improvements. Educational
opportunities have been en-
hanced through the provision
of an outdoor classroom, and
trails through native plants and
orchards.
Creative input by students and
teachers, parents, neighbors
and the Paden Community
have been incorporated into
the study and document.
GATES + ASSOCIATES
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Gates and Associates will be developing a comprehensive and co-
ordinated City Parks Master Plan for the Cite of Richmond.
Based on existing docuinentation and evaluation of existing
parks, we will work with the advisory Committee to define park
classifications, assess distribution and use, and determine facility
standards. We will also identify an implementation strategy based
on funding options and needs priorities.
GATES + ASSOCIATES
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• Recreation Needs Analysis and Programming
Working with various stakeholder groups to define recreation
needs for communities and unincorporated areas.
• County Landscape Standards and Guidelines
Developed comprehensive landscape and irrigation Standards
and Guidelines for projects within County jurisidiction.
• County -wide Accessibility Compliance Review
Identifying areas of non - compliance in County parks, and ad-
dressing ADA issues.
• Playground Safety Inspections
Assessing playground for hazards and conformance with all
applicable laws, codes, and regulations. Inspections include
reports indicating problems, the suspected cause, and recom-
mended corrective action.
• Maintenance Standards as part of Accreditation Process
Evaluating existing landscape systems and developing recom-
mendations for improvements based on limited maintenance
budgets and funding sources.
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GATES + ASSOCIATES
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Cordova Recreation and Parks District serves recreational needs
of the City of Rancho Cordova and unincorporated areas of Sac-
ramento County with population growth projections of 100,000.
The Park Design Standards and Guidelines provide detailed stan-
dards and specifications which reflect the District's Maintenance
preferences. The Guidelines establish a consistent character for
elements and amenities within the parks systems. They also iden-
tify District expectations regarding relationships between quantity=
and quality of site elements.
Ultimately, the Design Guidelines will also be used to guide the
design of "turn -key" neighborhood parks.
A Recreational Needs assessment accommodating the projected
growth within the Cordova District was used in conjunction `with
the Design Guidelines to dex cost analyses for construction
of the proposed parks and recreation facilities. The cost esti-
mates will be used by the District to establish development fee
structures to fund construction of the park system.
Gates prepared an analysis of projected maintenance and opera-
tions costs associated with the proposed park system, along with
detailed annual life -cycle analyses of park and facilities elements,
for replacement costs. analysis of maintenance, replacement,
and operational costs forms the basis for developing maintenance
funding mechanisms such as landscape maintenance districts,
park maintenance fees, and user fees.
The Facilities Distribution analysis provides a tool for City and
County planning agencies to impose conditions on proposed resi-
dential developments to satisfy their park acreage and fee dedica-
tion requirements and to ensure that the turn -key neighborhood
parks and the land provided for community parks meet the pro-
gram elements identified in the Recreational Needs assessment.
+. GATES + ASSOCIATES
LAS TRAMPAS
IPLEASANTON RIDGE
REGIONAL TRAIL
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SAN RAMON
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Cig - viide Landscape Spine
, Park
BikelPedestrian Linkage
L:W� Neighborhood Square
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Civic Center Park
2
City Park
3
Cernmunity Park
4
Sports Park
COMMUNI PARK „PR OTOTYPE
1. Main Auto Entr}
It. Tennis Court
2. Entr} Plaza
12. Soccer Field
3. Com=mit} Center
13. Baseball Field
4. Floral Garden
id. Picnic Area
5. Water Feature
6. Amphitheater
7, Tree Buffer
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8. Platy Area
9. Drop Off
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10, Basketball Court
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The master plan established
goals, long -term policies and
standards that guided the Citv
In the acquisition, develop-
ment and management of
facilities.
The specific standards provid-
ed clear direction to the Cite,
other agencies and developers
regarding implementation of
the park and recreation sys-
tem. Included were flexible
goals and policies to accom-
modate shifts in priorities.
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GATES + ASSOCIATES
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Issues
Pote
• Access restricted by railroad, ADA issues,
Intensive
Less Intensive
surveillance
• Parking off -site, construction access
• Sports Field
Kite flying
restricted
• Play area
Nature study
• Subject to BCDC review due to Waterfront
° Restroom
Bird watching
location
Picnic
icnic
picnic
Safety issues associated with water
. Meeting room
Hardlsoft court
. Do g run
. Existing neighborhood overlooks park
sports
• Walking paths
Amphitheater
. Fishing
Beachlwater sports
• Beach/water sports
. Outdoor Museum
. Fishing /boating
Opportunit
• Waterfront location, `imageable'
Restroom
• Restroom
• Historic buildings, unique
• Llnksto green space proposed in Bixby plan
• Proximity to proposed commercialfretail
The first part of the project involved the assessment of the need
for public spaces, and the goals and priorities within these spaces.
The second part is the development of design guidelines and
directions for creating or renovating public spaces ui Hercules.
In order to identify the values and priorities of the community,
we conducted a series of workshops with the Planning Commis-
sion, Parks and Recreation Commission, members of the City
Staff and the general public.
CITY OF HERCULES PUBLIC SPACE .....m._...— ._.._..,
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GATES + ASSOCIATES
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As lead consultant in the Master
Planning phase, we developed
a public outreach program that
reached over a thousand interested
local and regional community-
members. The effort included
regular workshops with both a
Community' advisory Committee
and a Technical Advisory Com-
mittee, presentations to com-
munity organizations, booths at
local events, and an "Envision the
Park" fair.
Through this process, we devel-
oped goals and programs for the
park, defined its character, and
worked with engineers, architects
and environmental consultants
to ensure that the ideas would
become a reality.
�*'I "' •A
......... ..._. ...... .... GATES + ASSOCIATES
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SP
rl Y
1 Cd EPTUAL LANDSCAPE PLAN
4 "� _ x Community Park
c i
Based on a c'n ide survey
y . and needs assessment, Nve de --
_- -` veloped a park system master
plan that identified future sites
,t
//A and illustrated programs that
`° C j"^ �►•.. �,. : "� , included 6 community parks
(173 ac.), 15 neighborhood
a
< ... -- - �, I�,j ,. =� +,+ ' �,���,� - =• rt parks (112 ac.), 4 school parks
t r
•� (20 ac.) and 6 specialized rec-
-
fw `
r reation areas of various sizes.
The system has been largely
A
built, reflecting the vision of
the master plan.
h
GATES '-I-' ASSOCIATES - - ..., .._. .... _... _... __. ,.
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This is part of the Vallejo waterfront preservation and downtown
revitalization project.
Promenade Revitalization: This vital spine interacts seamlessly
with the waterfront park activities and the dining patios of the
restaurant.
Recreation Facilities: Aside from the enjoyment of the neigh-
borhood green, the comrntmita will benefit from the Waterfront
Park that includes a tot lot, dog run and an event area.
Incorporation of Retail Shops: Parking issues have been ad-
dressed to cater to both retail and recreation needs.
Gateways: Theme walls, art display and accent planting highlight
the sense -of- arrival at both the primary and secondary gateways.
Housing Density and Circulation: The layout of residential
units balances built and open environments.
5
GATES + ASSOCIATES
i�rc�..l� & P �i rJ �'. i4 g w� ,�� P,�, i, f �F� x� U �o
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New ��New play.) ,_.....
concrete pa[}r ' a arat
PP us -'
` Remove existing —/
cau'b basin and
drain\,pipe
i 1 _
Existing edge
to remain
t
Existing
New
concrete
curb to remain
\
New
concrete path
Mankas Park
Kentucky Street Tot Lot
Jeferans Park
Hillview Park
Allan Witt Park
Ridegview Park
Sunrise Park
Tolenas Park
Wood Creek Park
Dover Park
Lee Bell Park
The citywide project involved
the review of existing play-
grounds for conformance with
AD A and safety guidelines.
Circulation, surfacing and
drainage were some of the
issues addressed. Construc-
tion documents were prepared
for their repair and renova-
tion, which also included
recommendations of new play
equipment where needed.
GATES + ASSOCIATES
Existing concrete
.1,+
'7 / �
i " •(,
to remain
M odif y
irrigation heads
New
concrete path
New ��New play.) ,_.....
concrete pa[}r ' a arat
PP us -'
` Remove existing —/
cau'b basin and
drain\,pipe
i 1 _
Existing edge
to remain
t
Existing
New
concrete
curb to remain
\
New
concrete path
Mankas Park
Kentucky Street Tot Lot
Jeferans Park
Hillview Park
Allan Witt Park
Ridegview Park
Sunrise Park
Tolenas Park
Wood Creek Park
Dover Park
Lee Bell Park
The citywide project involved
the review of existing play-
grounds for conformance with
AD A and safety guidelines.
Circulation, surfacing and
drainage were some of the
issues addressed. Construc-
tion documents were prepared
for their repair and renova-
tion, which also included
recommendations of new play
equipment where needed.
GATES + ASSOCIATES
Hap Magee Ranch Park is a 16.3 -acre community park
which straddles the Alamo- Danville city limits. It has
a Country Farmstead theme commemorating the Hap
Magee family that donated the parcel. a ranch entry
and rural furnishings reinforce the character.
Gates and associates prepared the master plan and
construction documents, and facilitated community
workshops.
�l iI ,
Through working with the
steering committee and the
public,our firm arrived at a
park master plan. We proceed-
ed with Phase 1 construction
documentation and admin-
istration which established a
foundation for future phases.
Our firm led the team in
redeveloping and expanding
the existing park to reflect the
goals of the Cannery area
Design Plan. advanced play
components are part of the
unique adventure setting.
00"8,
GATES + ASSOCIATE'S
S U � ° v II Y ll 7 , /,,wA E� "`� II ) S &. ,� ,.. / I ' h,. `"'i ��& t w Y�. �. I ' �f / Y� Y 1, ,,... w I N ( "5
Doyle Hollis Park offers this
high density neighborhood a
beautiful outdoor environment
for play-, relaxation and exer
cise. StopWaste.Org provided
a $25,000 grant to fund some
of the Bay- Friendly features.
The library has been awarded
grant funding to facilitate Bay -
Friendly landscaping. The fa-
cility- will be part of the future
Downtown CWic Core.
GATES + ASSOCIATES
�rrrr��iain�irar�ml� / / / /��err�(l/ � //// /F/�/�/ / /MIDIYd//zrr( /llG/�ICOI ,wpm kk
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arrter and Class 1
Ptanung t 8 l ikeLare
The 1NILK shoreline feasibility-
study is an analysis to weigh
the pros and cons of 3 differ-
ent trail alignment options.
The trail is a spine section of
the SF Bay Trail and under the
jurisdiction of the East Bay-
Regional Parks District.
The Greenway is a 3 -mile
open space renovation extend-
ing from the Cities of Albany
to El Cerrito. We prepared the
master plan and conducted
several public meetings to ad-
dress community concerns.
The improved Phase 1 trail is
1.4 miles long and is a retreat
through marshes and wetlands
with panoramic views.
Interpretive signs and seating
niches enhance the shoreline
experience.
GATES + ASSOCIATES
MEADOW
RIPARIAN C a�"�SN'ALE
( ONDITION)
-
WOODLAND
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The 1NILK shoreline feasibility-
study is an analysis to weigh
the pros and cons of 3 differ-
ent trail alignment options.
The trail is a spine section of
the SF Bay Trail and under the
jurisdiction of the East Bay-
Regional Parks District.
The Greenway is a 3 -mile
open space renovation extend-
ing from the Cities of Albany
to El Cerrito. We prepared the
master plan and conducted
several public meetings to ad-
dress community concerns.
The improved Phase 1 trail is
1.4 miles long and is a retreat
through marshes and wetlands
with panoramic views.
Interpretive signs and seating
niches enhance the shoreline
experience.
GATES + ASSOCIATES
i a �.
GROUP 4 ARCHITECTURE, RESEARCH + PLANNING
M A SiiER Piw NJ II'wiitPf -'w t Xi 1 tRiti t „, 4CL'
Group 4 has excellent experience with producing successful master plans
for public clients in California. We have developed master plans for city
and county complexes, libraries, and community/recreation facilities as
well as public safety and maintenance facilities. We measure the success of
our master plans not only by how well they meet the needs of our clients,
but also by whether they can be implemented within our clients' budget
and schedule requirements. A master plan that ends up on a shelf because
our clients lack the resources to implement or support it is of little use.
All of our facilities master plans include careful analysis of the resources
available to our clients for implementing the plan recommendations.
Considerations during the development of implementation plans typically
include potential cost savings over time from efficiencies in staffing,
operations, and energy use in improved facilities; phasing opportunities;
and projected escalation of construction costs. We also help our clients
identify and evaluate opportunities for obtaining additional funds beyond
their capital project budgets, such as grant funds and local ballot measures.
Group 4 has decades of experience in the planning and design of community,
recreation, and senior centers. Our distinctive participatory process enables
us to work with each community to define the design and planning values
that will create a destination for civic, cultural, recreational, and social
activities for community members of all ages. We work closely with staff
throughout the planning and design process to ensure that the projects
meet our clients' budget, schedule, operational, and sustainable design
requirements and exceed their expectations for aesthetics and quality. The
result has been many efficient, award - winning projects built to serve their
communities well into the future.
One of the added value services that we offer our community recreation
clients is a citywide /systemwide needs assessment of programs, services,
and facilities. This broad perspective provides context for recommendations
for individual projects, as well as increased transparency into the
programming and decision - making process. Clients such as the cities of
West Sacramento, Shasta Lake, and San Pablo have benefited from this
service.
GATES '+' ASSOCIATES
Cultural Community Center
West Sacramento
LEED Gold
Civic Center Master Plan
Shasta Lake
Concord Senior Citizens Center
CPRS Achievement Award
APWA Distinguished Project Award
IESNA Golden Gate Illumination Award
d1III ` '6 ,, (wt IiIf Vl gl
GROUP 4 ARCHITECTURE, RESEARCH + PLANNING
S t 1, i;', r „' "L IE 1) P IL, 0 ,.If P 'C T S
PALO ALTO LIBRARIES MASTER PLAN
Recognizing the need to improve operational efficiency while enhancing
service to the community, the City of Palo Alto commissioned Group 4 to
prepare a space needs study and master implementation plan for its Main
Library and five branches. At the heart of the plan is a new LEED Platinum
joint community center and library in Mitchell Park. Two other libraries
are planned for renovation and expansion to improve public service and
operational efficiency. Group 4 assisted the City of Palo Alto in building
support for a successful November 2008 ballot measure to provide capital
funding for these three projects, which are currently out to bid.
• Contact Diane Jennings, Director, Palo Alto Library, 270 Forest
Avenue, Palo Alto CA (650) 329 -2403
PiC:KL E`fVEED PARK COMMUNITY CENTER & LIBRARY
Group 4 worked with the City of San Rafael to plan and design a renovation/
expansion of the former 1980s -era Pickleweed Park community center,
which was deteriorating prematurely due to shortcuts taken during
original construction, The program and design were developed through a
highly participatory process that involved extensive community outreach,
including a citizen -based advisory committee. Program elements of the
new 24,000 sf center include a gymnasium, classrooms, a branch library,
a teen center, and a computer lab. Group 4 helped the City prepare a
successful application to the California State Library for construction
grant funds, and also provided support for the City's private fundraising
efforts. The multiple award - winning project re- opened to the public in
July 2006, on time and within budget.
• Contact Carlene McCart, Community Services Director, City of San
Rafael, 618 B Street, San Rafael CA (415) 485 -3333
`.BANTA ROSA SOUTHWEST COMMUNITY PARK MASTER PLAN
The City of Santa Rosa and the Sonoma County Library are working in
partnership to develop a joint library and community recreation center in
Southwest Community Park in the heart of a diverse community. Group 4
prepared a needs assessment, building program, and schematic design for
the new library, community /recreation center, aquatics complex, and park.
The new library and community center will share common faciliteis such
as lobby, program space, and support. Major site features are planned to
include sports fields, children's play areas, and expanded picnic facilities.
The project is currently on hold pending funding.
Contact Marc Richardson, Assistant City Manager; City of ' Santa
Rosa, 415 Steele Lane, Santa Rosa CA (707) 543 -3270
.. ....... ....,, ... ,,, _.. .._. ..... -- - -- GATES + ASSOCIATES
Citywide Libraries Master Plan
Palo Alto
San Rafael Pickleweed Park
Community Center & Library
renovation /expansion
Helen Putnam Award for Excellence
IESNA Award of Merit
AIA San Mateo Citation Award
Southwest Community Park
Master Plan
Santa Rosa
Roosevelt Community Center
San Jose
LEED Gold
APWA Project of the Year
CPRS Award of Excellence
ED +C Excellence in Design Award
SJBT Green Project of the Year
SCVURPPP Award
Stormwater Solutions Top Project
overview of City Facif hies
Davis Park Community Center
Master Plan
San Pablo
GROUP 4 ARCHITECTURE, RESEARCH + PLANNING
SAtl JOSE RO OSEVELT COMmUNIT`r C; "INFER
Located less than a mile from downtown San Jose, the new 30,000 square
foot Roosevelt Community Center draws visitors from throughout the city
as well as from the local neighborhood. The new LEED Gold center is sited
along East Santa Clara Street, woven into the urban fabric while creating
a new gateway into Roosevelt Park. Major program elements include a
large multipurpose hall, classrooms, early childhood recreation spaces,
a teen center, a computer lab, and a fitness center. The building layout
supports efficient staffing through strategies such as clear sightlines and
the ability to close off portions of the building during low -use times. The
design process was highly participatory, incorporating extensive outreach
to the community and key stakeholder groups.
• Contact Albert Balagso, PRNS Director, 200 East Santa Clara Street,
San Jose CA (408) 535 -3570
d' P, %, IT 9 . (�" I DAVIS PARK C O ) •,� r,A W,H T .a C ' „ ; H J E t ° . P A A S F II�` IfP F (. 4 t
Group 4 prepared a building program, conceptual design, and project
budget for a new community center in Davis Park. The needs assessment
process took a broad look at community and recreation services and
facilities citywide and incorporated community input in order to identify
and prioritize program elements for Davis Park. Major elements of the
new community center include a large multipurpose room, early childhood
recreation spaces, classrooms, a game room /lounge, and a technology lab.
• Contact Mike Heller, Recreation Division Manager, City of'San
Pablo, 13831 San Pablo Ave., Bldg, 3, San Pablo CA (510) 215 -3132
,�04 R E,&NDRO SEP )R /COMMUNITY CFt E:P.
Group 4 is providing comprehensive planning and design services for
the 20,000 sf LEED Silver San Leandro Senior /Community Center,
from needs assessment and site selection /feasibility studies to full design
X11 and construction administration. The program and key design goals —
� including functionality, flexibility, accessibility, and efficiency —grew from
community input and priorities. The center's contemporary design creates
an attractive, warm, and transparent landmark facility that incorporates
significant existing site elements such as an allee of mature trees. Major
activity spaces include a large multipurpose hall, arts and crafts space, a
game room, exercise /dance space, classrooms, and a computer lab. The
Senior /Community Center center is also designed to function as the City's emergency operations
San Leandro center. The project is currently under construction.
LEED Silver
• Contact Joann Oliver, Recreation & Harman Services Manager; City
of San Leandro, 835 E. 14th Street, San Leandr CA (510) 577 -3463
GATES + ASSOCIATES .. _... ._...
✓fieferenca
Bonnie Greiner
Director, Parks and Recreation
408.586.3225
bgreiner @ci.milpitas.ca.gov
www.ci.milpitas.ca.gov
l 1"'h, B I- I „I G . r. 01 " "1( M l'J I Z A' 1 ( )
C ity of Milpita
P arks Maste
Loch Lion: Milp tas, California
After the successful completion of two previous projects for the
City of Milpitas, the City retained The Sports Management Group
for the third time to prepare its Parks Master Plan. The planning
team, led by Harris Design Landscape Architects, inventoried,
assessed, and mapped the City's 25 parks, trails, linear park
system and joint -use school district fields.
The role of The Sports Management Group in the Master Plan
development included the needs assessment, demographic
analysis, and analysis of trends impacting current and future
planning. The City of Milpitas is culturally diverse and an
important element of the plan is the recognition and celebration
of that diversity creating a park system inclusive of all. The master
plan process included development of a telephone survey, public
outreach, and presentations to Boards, Commissions and the
City Council. The Parks Master Plan was completed and adopted
in Spring 2008.
T H E
ports _Nlanagern(
All, G R o v �
IlE, �F ", 10 .: \,4 ,IP "ti4l'rFtiRM
San M ateo S ` r ~n R w t,W III C Plan
Location
Neighborhoods play a vital role in creating the rich character of
the City of San Mateo. The neighborhoods define social, cultural,
and physical identities and are essential to maintaining a diverse
and vibrant community. Park and recreation facilities, constructed in
the1950s and 60s were distributed throughout the community and
designed to serve neighborhood "districts" with each reflecting
the unique character of the district it served. As the population
grew to 92,000 and as recreation demand increased and changed,
the City's funding of the facil ties and programs could not keep
pr > „c The City needed to reassess its service and funding model
and develop a plan for the fut_Ire. The Sports Management Group
assessed the condition of the existing facilities, analyzed programs,
assessed market conditions, analyzed pricing structures and fees,
and exan ined the cost of program delivery. Services included
recommendations for improving or expanding existing facilities
and parks, and recommendations for a new citywide facility that
tivould replace several of the district facilities that had reached the
end of their useful life. The strategic plan addressed the larger
planning issues of maximizing the va ue of the existing assets and
developing a service clelivery model that %vjas economically viao e
and financially sustainable for i I( °,r, _, - m
R efi,M renise
Ms. Sheila Canizan
Director, Parks and Recreation
San Mateo, CA
650.522.7404
Worked with the City Since 2004
tI r
14 I S )�, � . A "'! /`, t l ,, i ` C ”. F ,"(, I J [,
I Z A . , k
„ jI
San Mate Master Plan
imu�w�u:m�umu wn m,«.wm�n�muwr oWm a ww�m,mmomm,rimauucwn�ouv��wmoiowwuu �� v touuww�a�nmsmwmv�woi�uum�wwr�rvsswuo �mumPom
The City of San Mateo extensive parks and recreation facilities
were designed and built nearly four decades ago. For many years
the City had enjoyed a reputation for the high quality and diversity
of its facilities. Park and recreation facilities were distributed
throughout the community and designed to serve "districts."
As the population grew to 92,000 and as recreation demand
increased and changed, City's funding of the facilities could not
keep pace. The City needed a plan for the future of these facilities
and to identify the facilities needed to serve residents for the next
40 years. The Sports Management Group assessed the condition
of the existing facilities, analyzed the programs, identify options
for improving or expanding existing facilities and parks, and
developed recommendations for a new "jewel" facility that would
replace several of the district facilities that had reached the end of
their useful life. The study included identifying potential sites and
studying the capacity of those sites for new facilities. The master
plan addressed the larger planning issues of maximizing the value
of the existing assets, developing a service delivery model that
was economically viable, and developing space programs and
implementation strategies for facility upgrades and a new center.
The planning considered the acquisition of the Bay Meadows
Horse Racing Track for residential in -fill housing and a park
and an aquatics and wellness center in the center of this
built -out community. .
R
Ms. Sheila Canizan
Director, Parks and Recreation
330 West 20th Avenue
San Mateo, CA
650.522.7404
T H E
G 0 U P
;os ltos P arks and Ci f r, eati n
Financi An alysis & Cost Allocation Si y
w „ua naa aIwaaw, ” �" ����" �FaPuaaeNaamma naaa�naaHll�m,a�a,a���
The City of Los Altos, located on the southern end of the San Francisco
Peninsula, is a premier community known for its quaint downtown,
excellent schools, and proximity to the coastal foothills. With a median
family income over $185,000, Los Altos is the third on the list of most
affluent communities in the nation.
In 2008, the City began the development of a master plan for a new
community center, recreation center, theater, swim facility, and a
replacement city hall. The Sports Management Group was retained by the
City of Los Altos to conduct a financial analysis to identify market forces and
prepare estimates of probable operating costs and revenue potential for the
proposed community facilities. Upon completion of the Financial Analysis
in 2009, the City again retained The Sports Management Group to conduct
a cost allocation study for the City's Parks and Recreation Department.
This internal allocation of overhead and administrative costs was preparatory
to a planned future citywide cost allocation study. Working with the City's
Director of Finance, the Cost Allocation Study provided the Department:
An accurate and appropriate method for the equitable allocation
of indirect and administrative overhead costs
The ability to add or remove direct or indirect costs as needs
and programs change
Flexibility to update the model and indirect cost allocation plan
a; the F Pr), channp.,
Ref e^o
Beverly Tucker
Director, Los Altos Recreation
Los Altos, CA
(650) 947 -2889
beverly .tucker @ci.los- altos.ca.us
Worked with the City since 2008
111.,
ik
t,� .: �r,;a G�1,'A 11
Reference
Barry Weiss
Director, Parks and Recreation
600 Elm Street
San Carlos, CA 94070
650.802.4352
City of Sari C arlos
Parks, Open Space, & F:�acifities Master Plan
��r:� ndscape rchitect L�A L..I ii ri s ASS A, i.l f )es j91.1
frrcaflon `ran t psil'rs at forma
im�� mwwwww�u�wwm � y� ouu�mm you uo�ommr
The City of San Carlos retained the team of Harris Design and
The Sports Management Group to develop a comprehensive master
plan for its parks, open space, and community facilities. The master
plan established immediate, intermediate, and long -term direction
for all of the City parks, open space, trails, athletic fields, and courts
and indoor facilities. The City requested a living master plan that
identified priorities and is adaptable to funding opportunities that
may become available. The City created a Parks and Recreation
Foundation and the master plan identified the kick -off project
and subsequent projects for the Foundations fundraising efforts.
The Sports Management Group performed the needs assessment,
market analysis, assessment of programs and facilities, and
developed space programs and recommendations for new facilities.
This information was developed into action plans and implementation
strategies to guide the City Parks and Recreation system to achieve
its Park and Recreation Vision 2015.
T H F
Sporls
i�.
W�' 0 U P
i }1 fI' twRP , i M tN' A (tf ,r.t1 Rr,)i
• Group Leadership
• Value Engineering Strategies
• Pedestrian - Friendly Environs.
• Public Presentations
• Sustainable / LEED Design
• Agency Liaison
• Urban Design
• Universal Access
• Interactive Sculptural Fountains
L.auldsaipe An # t 330, C_1 197(
I yiration. May 3011
President, Gates & Associates,
1977- Present
Member, Design Review Board,
Walnut Creek, 1978 -1983
Instructor of Site Planning,
U.C. Extension, 1972 -1984
Assistant Professor,
U.C. Berkeley, 1971 -1980
Associate,
EDAW Inc., San Francisco, 1971-
1973
Designer, Boston Redevelopment
Authority, 1970 -1971
bLA. Urban Design,
Graduate School of Design,
Harvard University, 1970
M.L.A. Landscape Architecture,
Graduate School of Design,
Harvard University, 1968
B.A. Landscape Architecture,
U.C. Berkeley-, 1966
I . , , ! :� � i l i is a Landscape Architect, Urban Designer and
Site Planner. His expertise includes large and small scale landscape
architectural projects for both the private and public sectors. He
has over 35 years of professional experience with the design of
parks and recreation facilities ranging from neighborhood parks to
recreation and open space master plans. His public project portfo-
lio includes community and civic centers, fire stations and libraries,
as well as master plan and guideline documents. Further, he has
worked for numerous private clients master planning office and
college campuses, redeveloping downtown areas and designing
mixed -use developments, as well as shopping centers, residential
developments and waterfront redevelopment projects.
It is David's unique ability to develop creative solutions that recog-
nize a variety of viewpoints. The spaces he creates are celebrated,
educational reflections of the community that are sensitive to their
environments. His designs successfully- integrate the needs of all
user groups.
He has served on a number of city design review boards. This
breadth of experience allows him to work with citizen's groups
and city agencies in a positive, efficient and sympathetic manner.
PARKS
• Adobe Center Park Master Plan, Castro Valley, CA
• Ash Street Park blaster Plan, Newark, CA
• Boatwright Sport Park blaster Plan, Concord, CA
• Cannery- Park, Hayward, CA
• Crogan Creek Park, Santa Rosa, CA
• Emerald Glen Park Master Plan, Dublin, CA
• Hap Magee Ranch Park, Danville, CA
• Heritage Park, Nest Sacramento, CA
• Lake Solano Park blaster Plan, Solano County, CA
• Leo Ryan Park, Foster City, CA
• Linear Park, Bay Meadows, San Mateo, CA
• Lindsey Basin and Sand Creek Parks blaster Plan, Antioch, CA
Middle Harbor Shoreline Park, Oakland, CA
• Ohlone Greenway Restoration, El Cerrito, CA
• Osage Station Park Danville, CA
• Park, Open Space, Conservation & Recreation blaster Plan, Alamo
• Parks and Recreation Master Plan, Dublin, CA
• San Ramon Central Park, San Ramon, CA
• Vintage Green Valley Park Master Plan, Fairfield, CA
• Westborough Park, South San Francisco, CA
GATES + ASSOCIATES
• Public Outreach Programs
• Community- Design
• Recreation Planning
• Communication Action Plans
• Sustainability Design
• Environmental Assessment
Maintenance Standards
• Beautification Guidelines
• City Standards, Details, Specs.
• LLD /LNID Formation
• Univen'al Access
• Plan Check and Field Reviews
for Public Agencies
• Agency Liaison: Caltrans,
Flood Control, Dish & Game
Landscape Architect # 1821,
California 1979
Expiration: August 2010
`'ice President, 1987- Present
Sr. Associate, 1977 - 1987
Gates & Associates,
Assembly appointee, LATC
1998 -2008
Postgraduate Studies,
University of Osaka, Japan, 1977
B.A. Landscape Architecture,
Phi Beta happa,
U.C. Berkeley, 1975
American Society of
Landscape Architects
l_ ? t L has extensive experience with a wide range of
public and private landscape design and planning projects. She has
managed numerous public design, renovation, and master plan-
ning projects throughout the Bay Area. Her designs emphasize
the dex elopment of sustainable systems, wNle creating a special
landscape identity that expresses the unique character of a space
and its users.
Linda's strengths in design review, community- and recreation plan-
ning, park design, storm water management, maintenance solu-
tions, and agency coordination, produce well- concei -red and suc-
cessful public projects.
Linda's expertise in community facilitation and outreach programs
has resulted in outstanding feasible solutions while building con-
sensus among diverse stakeholders.
COMMUNITY OUTREACH
• Burg Park, Richmond, CA
• Doyle Hollis Park, Emery�'ille, CA
• Pittsburg Marina, Pittsburg, CA
• Pittsburg Promenade, Pittsburg, CA
• Middle Harbor Shoreline Park, Oakland, CA
• Paden School, Alameda, CA
• Palo Alto Unified School District, Palo Alto, CA
• Emerald Glen Park, Dublin, CA
• Rohnert Park Plaza, Rohnert Park, CA
• Saratoga Pedestrian Enhancements, Saratoga, CA
• Richmond Parks lNIaster Planning, Richmond, CA
• `'allejo Northern Waterfront Park, CA
• W'alnut Creek School District Field Renovations, Walnut Creek, CA
PARK PLANNING
Boatwright Sports Park, Concord, CA
Middle Harbor Shoreline Park, Oakland, CA
Ash Street Park, Newark, CA
San Ramon Central Park, San Ramon, CA
• Alamo Community Parks and Recreation Master Plan, Alamo, CA
• Dublin Citywide Parks and Recreation Master Plan, Dublin, CA
• Emerald Glen Park !\'faster Plan, Dublin, CA
• Hollister Community- Park Master Plan, Hollister, CA
• Hap Magee Park, Danville, CA
• Leo Ryan Park, Foster City, CA
• Athan Downs Park, San Ramon, CA
• Gateway- Park, San Mateo, CA
• Open Spaces Master Plan, Hercules, CA
........... ..... ...... _. ,...._ _.,,,. .... "I GATES + ASSOCIATES
N `
• Cost Estimating
• Construction Review
• Construction Documents
• Project Management
• Review of Standards
• LEED Requirements
• Playground Structures
• Community Facilitation
• Irrigation
• CalTrans / Metropolitan
Transportation Authority
• Transportation for a Livable
Communities (TLC)
• Sports Fields / Trails
Landscape Architect, #4050,
California 1992
Expiration: September 2009
Certified Playground Safety
Inspector, # 12215 -0611,
Expiration: Tune 2011
Gates & associates,
1998 - Present
Associate, Callander Associates,
San Mateo, 1994 - 1998
Landscape Designer, Greiner Inc.,
San Ramon, 1990 — 1994
B.A. Landscape Architecture,
University of Arizona, 1990
National Park and Recreation
Association
has managed numerous public and private proj-
ects at Gates & Associates. His skills range from concept and
design development to working drawings, cost estimating and con-
struction administration. His public sector projects include park
renovations and master planning, streetscape beautification plans,
downtown revitalization projects, schools and trails. Todd's past
project experience has allowed him to acquire a detailed under-
standing of the issues that are of greatest concern to cities and
other municipal governments. The extensive experience he has
acquired as certified Playground Safety Inspector provides him
with in depth knowledge of current safety regulations and require-
ments as well as ADA compliance issues. Todd is a member of the
California Park and Recreation Societe.
PARKS & RECREATION
• Ahlstrom, Rancho Cordova, CA
• Countryside, Rancho Cordova, CA
• Larchmont, Rancho Cordova, CA
• Taylor Parks, Rancho Cordova, CA
• Cordova Park and Recreation Master Plan, Rancho Cordova, CA
• Fremont and Alvarez Parks Renovation, Santa Clara, CA
• Cannery Parks & Recreation, Hayward, CA
• Community Presbyterian Pre - School Playground, Danville, CA
• Tully Multi -Use Sports Facility, San Jose, CA
• Emerald Glen Park Phase I, Dublin, CA
• Livorna Park Renovation including Play Area, Alamo, CA
• Orchard Park Renovation including Play area, Alamo, CA
• Fairfield Neighborhood Parks Renovation, Fairfield, CA
• Mankas Park Renovation including Play Area, Fairfield, CA
• Parks and Recreation Master Plan, 1l1ountain House, CA
• Pine Valley Middle School Sports Field, San Ramon, CA
Playground Safety Inspection, Contra Costa County, CA
• Ellis Lake Park Play Area, Concord, CA
• Pinewood Park, Milpitas, CA
• Dixon Landing, NIilpitas, C_1
• Veteran's Park, Fairfield, CA
• Kentucky Street Park, Fairfield, CA
• Dover Park, Fairfield, CA
• Rohnert Park Civic Center Plaza, Rohnert Park, CA
• Holland park Master Plan, San Lorenzo, CA
• Adobe Park, Castro Valley, CA
• Doyle Hollis Park, Emeryville, CA
GATES + ASSOCIATES
• Master Planning
• Design Guidelines & Standards
• Agency= Processing
• Grant Funding Requirements
• Public Presentation /Facilitation
• Design Review
• Environmental Review
• Cost Estimating
Landscape Architect # 4516,
California, 2007
Expiration: December 2009
State Bar of California # 83309
Gates & Associates,
1995 - Present
Planning Commissioner,
City of Emeryville,
2006 - Present
Associate, Bottomley Design &
Planning, Oakland, 2001 - 2002
Associate, Merrill + Befu Assoc.,
San Francisco, 2000 - 2001
Attorney- at Law, 1978 - 1995
M.L,A. U.C. Berkeley, 1994
C.E.D. Fellowship, 1993 - 1994
J.D., Hastings College of Law,
San Francisco, 1978
B.A. Political Science,
U.C. Berkeley, 1975
ASLA
American Planning Association
W A I I . 1. ,',I l +' has managed numerous public and private
projects at Gates & Associates and other firms. She has demon-
strated skills in project concept development, design development
and planning. Her public sector projects include streetscape beauti-
fication plans, downtown revitalization projects, design guidelines,
and park and campus master plans. Gail's experience has given her
a detailed understanding of the issues that are of greatest concern
to cities and other municipal governments. Her expertise includes
landscape plan review, landscape design guidelines and standards
development, park and recreation planning, environmental impact
report preparation and specific plan development and implemen-
tation. Gail has managed a number of projects for which grant
funding was sought and successfully obtained. She currently serves
on the Emeryville Planning Commission.
MASTER PLANNING
Alameda Point Bay Trail and Parks Plan, Alameda, CA
• College of San Mateo, San Mateo, CA
Cordes Ranch, Tracy, CA
• Lawrence Livermore Nat'l Laboratory Circulation & Landscape
Master Plan, Livermore, CA
• Lindsey Basin, Sand Creek Basin Park Master Plans, Antioch, CA
• Lucerne Promenade Master Plan, Lucerne, CA
• Middle Harbor Shoreline Park Master Plan, Oakland, CA
• North Stockton Village Master Development Plan, Stockton, CA
• Ohlone Greenway Master Plan, El Cerrito, CA
• Prewett Park Master Plan Update, Antioch, CA
• Richmond Citywide Parks Master Plan, Richmond, CA
• Future Growth Area Parks & Recreation Peer Review, Salinas, CA
DESIGN GUIDELINES / DEVELOPMENT STANDARDS /
SPECIFIC PLANS
• City of Oakley Industrial and Commercial Design Guidelines
• City- of Oakley Residential Design Guidelines, Oakley, CA
• Coyote Watershed Aesthetic Guidelines, Santa Clara County; CA
• Delta Cove Planned Development Plan, Stockton, CA
• East Cypress Corridor Specific Plan, Oakley, CA
• Eastern Dublin Scenic Corridor Goals & Policies, Dublin, CA
• Ellis Specific Plan, Tracy, CA
• North Stockton Village Design Guidelines, Stockton, CA
• South Schulte Specific Plan, Tracy, CA
• Park and Recreation Facility- Standards, Salinas, CA
GATES + ASSOCIATES
• Planning
• Sustainable Design: LEED, Bay
Friendly Landscapes
• Crime Prevention Through
Environmental Design (CPTED)
Project Coordination
• Standards Development
• Design Guidelines
• Community Facilitation
LEED Accredited Professional,
GBCI
Certified Playground Safety
Inspector, NPSI
M.B.A.
Univcrsity of Ottawa
Canada, 1998
B.A., Honors Geography
University of Guelph,
Canada, 1995
Gates + Associates
2000 - present
Institute On Governance
1998-2000
US Green Building Council,
Northern California Chapter
American Planning Association
California Park, & Recreation
Society
is a planner at Gates and Associates expe-
rienced in both urban and parks and recreation planning projects.
She is a LEED Accredited Professional and has a personal interest
in environmentally sustainable design. Vanessa has completed both
basic and advanced Crime Prevention Through Environmental
Design (CPTED) training through the National Institute of Crime
Prevention.
Vanessa's professional expertise includes project coordination,
landscape standards development, park and recreation planning,
funding, construction and maintenance cost estimating, environ-
mental impact report preparation/ coordination and specific plan
development.
Vanessa', experience also includes designing and conducting public
workshops and consultations on a range of planning topics.
• Bav Friendly Scorecard and Rater Verification Manual for New Home
Landscapes, StopWaste.Org, Oakland, CA
• Park and Recreation Program Analysis and Design Standards,
Cordova Recreation and Park District, CA
• LEED Support for Internal Design Team, West Sacramento
Community- Center, Nest Sacramento, CA
• Ellis Specific Plan and Pattern Book, Tracy, CA
• Mixed Use Design Guidelines, Oakley, CA
• North Stockton Specific Plan, Stockton, CA
• Plan Review and Field Inspection Coordination, Landscape Standards
Development On -Call Services, Contra Costa County CA
• Parks and Recreation Planning and Community- Outreach, Project for
Public Spaces, Hercules, CA
• Em ironmental Impact Report Coordination, Visual Impact Analysis,
Franklin Canyon EIR, Hercules, CA
• North Village Specific Plan, Vacaville, CA
• Library Master Plan, Saratoga, CA
• Jackson Property Environmental Impact Report, Lafayette, CA
• North Stockton Specific Plan, Stockton, CA
• CRPD On -Call, Cordova Recreation and Park District, CA
• Ellis Specific Plan and Pattern Book, Tracy, CA
• 'Mixed Use Design Guidelines, OaklcNl, CA
• Contra Costa County On -Call, Contra Costa County, CA
• Project for Public Spaces, Hercules, CA
• North Village Specific Plan, Vacaville, CA
• Libran Master Plan, Saratoga, CA
• Jackson Property Environmental Impact Report, Lafayette, CA
GATES + ASSOCIATES
..F FF1 N ( 64 0 III '� i_1�,q
D A Ids II!'J hl CR K E ;; °!i�
• Group 4 principal with more than 20 years of experience
• Experienced architect and planner for sustainable community facilities
• Helps clients meet service and facility needs within available funds
Award - winning architect Dawn Merkes is an active proponent of user -
based planning for public and private projects. The interactive planning
process she helped Group 4 develop results in partnerships and facilities
that meet user needs for decades to come. Given her strong communication
skills and excellent meeting facilitation abilities, it is no surprise that
Dawn excels in working with communities and people to create a vision
that ultimately leads to facilities that have a significant impact on people's
daily lives.
Dawn has an excellent record in managing the planning and design
process, including for high- profile projects with budget challenges. For
the Walnut Creek Library, Dawn was able to align the project scope with
both the City's budget and the community's expectations for design and
services. For the Roosevelt Community Center in San Jose, she was able
to help the City balance its program and budget without sacrificing service
levels to the community.
EDUC: ATIOP' AND PE N
Bachelor ofArchitectitre, Montana State University, Bozeman
Registered Architect, State of California, C24206
LEED accredited professional
REPRESEI TAT €V- I'I' ":OJEC:Ta
Campbell Civic Center East Master Plan
• Faitfeld Cordelia Library
® Foster City Civic Center Master Plan
• Menlo Park City Hall
• Milpitas Public Library
• Oakland Public Library Master Facilities Plan
• Palo Alto Libraries Master Plan
• Palo Alto Los Altos Service Center Master Plan
• Pierce County (WA) Library Facilities Master Plan
• San Leandro Library Branch Facilities Master Plan
• San Pablo Davis Park Community Center Master Plan
• San Jose Branch Library Facilities Master Plan
• San Jose Camden Health & Wellness Center Master Plan
• San Jose Roosevelt Community Center
■ San Rafael Essential Facilities & Civic Center Strategic Plan
• Walnut Creek Library
• West Sacramento Cultural Community Center
�Ri. UP .. N u,R
Dawn Merkes
Citywide Libraries Master Plan
Palo Alto
San Jose Health & Wellness Center
Master Plan
GATES + ASSOCIATES
Cultural Community Center
West Sacramento
LEED Gold
,.,.�,... m�, ....... ,e
A X,
J ' ! ^�� j 1 I I
tail
IN CI)iIII/1,'lIY�IG�� I'd iG 'u �. U1II°
I P, i f I �
Anthony Norris
Parks Superintendent
City of Richmond
(510) 231 -3073
Richmond Parks 11 Taster Plan
Bnr, Park
Stuart House
Director of Construction and
N faintenance
Walnut Creek School District
(925) 944-6850 Est. 117
1Eabrut Creek Fields
David Edmonds
administrator /CEO
Cordova Recreation & Park
District
(916) 363 -1841 ext 21
Cordora Recreation and Park Dis
trict 011 Call Serriees
Sandy Meyers
Currenth' Keith
Community- Development
Cite of Brentwood
(935) 634-2422
Osage Station Park
Harp Mquee Ranch Park
Barbara Hawkins
Public Works Department
City of Alameda
(510) 749 - 5863
Middle Harbor Shoreline Park
Herb Moniz
Ciry Manager
City of San Ramon
(925) 973 -2530
San Ramon Central Park
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Gates + associates develops park and recreation master plans
that are grounded in decades of `real- Nvorld' experience seeing
our facilities built throughout the Bay Area and beyond. We un
derstand the wide range of construction and maintenance issues,
safety goals, universal accessibility considerations, programming
and use patterns that must all be carefully weighed and assessed
in the development of a master plan. Training in Crime Preven
tion Through Environmental Design (CPTED) through the
National Institute of Crime Prevention informs all of our work.
We have a deep understanding of the importance of durability
longevity, ease of maintenance and vandal resistance of public
amenities. Our planning process is supported by constant atten-
tion to both the construction and long -term maintenance costs
of various decisions.
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We remain current on grant funding oppominities and are con-
scious of developing and packaging plans such that they meet
community needs, established level of service standards and
priorities, and are well- positioned for receiving grant funds. This
process could, for example, take advantage of Proposition 84
grant funding and Bay- Friendly Landscape grants, among others.
Partnerships are increasingly potent as a way of providing public
services to residents in a cost effective manner and with increased
impact. The constraints on ,lameda's park system resulting from
its largely built -out land area necessitate innovative public- private
partnerships in order to optimize the range of recreation op-
portunities for the community. Alameda already enjoys partner-
ships with the school district and other public agencies including
BCDC and EBRPD. The Gates team will work with ARPD to
explore opportunities for enhancing existing partnerships as well
as potential new partnerships that can strengthen service to resi-
dents in ways that fit with the City's long -range vision for parks,
facilities and services. From planning and programming to final
design and construction, we understand the park and facility con-
ditions needed to support the successful collaboration between
partners.
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We will work with ARPD to leverage current and prior stud-
ies and plans, and provide supplemental surveys, focus groups,
statistical analyses, and mapping of parks and facility use patterns
to further advance the planning effort. We are highly skilled in
the use of GIS to inform the planning process. The maps that
we create for our planning work are very informative in showing
how actual use may vary from planned service areas.
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The Gate's team brings to this park master planning process an
understanding of technical planning techniques and tools, fis-
cal realities of today's economy, and the need to be able to build
a shared vision that the entire community will get behind and
support. We will develop an understanding of the community's
current and evolving demands, expectations, and needs, and com-
municate how the parks and facilities work together as a system.
We have developed specific planning techniques and tools that
we use to inform our work and create plans that are responsive to
the unique communities they will serve.
For all of our Master Plans we use an interactive process that not
only incorporates broad -based stakeholder input into the devel-
opment of recommendations, but also builds support for imple-
mentation and funding.
Communication is at the foundation of our successful planning
and design approach. We can develop and communicate the key
messages about Alameda's Recreation and Park needs and recom-
mendations and prepare rich graphic presentation materials that
will help carry those messages. We create pictures, charts, dia-
grams, and maps that translate technical data and turn them into
simple, yet compelling stories.
We have extensive experience working with public agencies and
community groups, from small workshop sessions focusing on
specific project elements to formal presentations to library boards
and city and county councils. Key to the success of every pre
sentation and workshop is a clear vision of what information is
to be communicated, both to and from participants. Having this
clear vision and an appropriate agenda allows us to keep meetings
and presentations on track and to communicate efficiently and
get feedback while respecting the valuable time of participants —
whether they be staff, residents, or elected officials.
We use a variety of communication methods, from simple hand-
outs on paper to multi -media presentations. We have excellent
in -house graphics and modeling capabilities, and have created
renderings, mailers, and other communication items. For certain
projects we have even created video presentations that can be
incorporated into PowerPoint presentations for councils, boards,
websites, or public forum presentations.
GATES + ASSOCIATES
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To communicate with the community between public meetings,
we can create public display materials with information about the
project. We have created everything from portable, free - standing
kiosks for use in informing the public about the need for im-
proved parks, recreation facilities and services to monthly project
newsletters.
The park and recreation system is a wonderful place for a com-
munity to express `slues related to environmental sustainability.
The City of Alameda has recently adopted Bay- Friendly Guide-
lines. This important policy should be reflected in the plan and
incorporated into the master planning process. The Gates team
is committed to sustainability in public spaces. We are proud to
include LEED (Leadership in Energy- and Environmental De-
sign) Professionals on staff. We also have staff certified as Bay -
Friendly Qualified Landscape Professionals (BFQLP). We have
been working as a consultant to Alameda County's StopWaste.org
on a number of projects and are thrilled to have the most Bay -
Friendly rated and in- progress projects of any single firm. We
are very proud of our Bay - Friendly rated and extremely popular
Doyle Hollis Park in Emeryville.
Our in -house Commercial Irrigation Designer is also a Certified
Irrigation Auditor. He has been designing high efficiency irrigaw
tion systems for years, long before the recent statewide Water
Efficient Landscape Ordinance took effect at the beginning of
this year. He also specializes in designing and reviewing plans for
recycled water irrigation systems.
We are constantly exploring new ways to incorporate sustainabil-
ity into the landscape. Parks are wonderful places to incorporate
innovative approaches, as they can be used as learning opportuni-
ties. We have included photo - voltaic panels, wind turbines, LED
lighting retrofits, rain gardens, native plant palettes, restored habi-
tat areas, stormwater management BNIPs, rainwater harvesting
and pondless water features into parks and other public spaces
throughout the Bay Area. We often highlight these elements as
focal points or art features and include educational interpretation
to optimize their value to the conununity'. These very practical, in-
novative strategies can inform the parks master planning process
and often help projects win grant funding.
GATES + ASSOCIATES
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.Tong with environmental sustainability; operational sustainability
is also of critical importance. After all, how sustainable is a park
or a recreation facility if a community cannot afford to maintain
it or keep it open?
We apply a simple yet powerful formula: Sustainability = e2 + c2
environment. In our park and facility plans we establish energy
efficiency and environmental sustainability goals and measures
(LEED, Bay - Friendly or other), as well as appropriate budgets to
achieve them.
Economy. We are leaders in planning and designing parks and
community- facilities that minimize maintenance costs, streamline
staff operations and increase customer self - service and satisfac-
tion. We work with our clients to develop strategies for enhancing
parks, services and facilities without proportionally increasing
maintenance and operational costs; examples include low mainte-
nance landscaping, durable and easy- to maintain play structures,
designing for flexible modes that allow operation of smaller
portions of the facilities with reduced staffing, such as in our new
Roosevelt Community Center in San Jose. Operational costs are
greatly affected by design and will be carefully factored into the
guidelines, recommendations and overall system design.
Community. Through our visioning and needs assessment work
we will develop a systemwide plan tailored to address needs,
goals, and priorities. We will address how each park and facility
will play its civic role supporting the overall health of the com-
munity. Our participation techniques will build support for the
plan and a greater sense of ownership in the recommendations.
Culture. Parks and Recreation Facilities are vital cultural resources
in Alameda. Our plan will look for the most compelling local
expressions of reflecting and celebrating the community's vision.
Strategies span from guidelines and budgets for incorporating
community- or commissioned public art, to artful transformations
of existing building to stunning new architecture that is an attrac-
tive destination and anchor in the community.
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Understanding the history of a community, the unique charac-
teristics of its current residents, and evolving trends and demo-
graphic patterns is critical in developing in relevant Park Nlasrer
GATES + ASSOCIATES
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Plan. Gates has had the opportunity to work with the City of
Alameda on several projects, most recently the new Webster and
Stargell Entry and the Park Street Phase II Improv ements. We are
also working with the College of Alameda to create a new Bay -
Friendly' campus entry on Stargell. Our firm also designed the
nearby 28 -acre Middle Harbor Shoreline Park with the Port of
Oakland. These experiences provide us with an understanding of
both the planning and environmental context of the setting. We
are familiar with City Staff and the review process. We under-
stand the challenges of creating public parks and open spaces in
sensitive habitat areas and geologically challenging bay mud. We
are familiar with the range of jurisdictional agencies (EBRPD,
BCDC, ABAG, etc.), that will have interests in some of the po-
tential new development, such as Bethel Property, Estuary Park
and Northern Waterfront Park.
In 1977, the General Plan laid out a vision for the park system
through 2010. This plan envisioned the development of an addi-
tional 36.5 acres of community parks. This included the improve-
ments to Estuary Park as part of the Northern Waterfront Devel-
opment and the acquisition of Railroad right of way such as the
Beltline parcel. The general plan vision must be updated to reflect
existing conditions and the current and projected demograph-
ics of the community. It should also be expanded to address the
much - needed improvements required at existing facilities and to
incorporate evolving recreation trends and needs.
When looking at the demographics of Alameda as compared to
California as a whole, the City is home to a relatively educated
population. It is more densely populated and is slightly older that
the state average. The 2000 Census indicated that 26 percent of
the population was Asian. All of these characteristics can influ-
ence how the planning process should be undertaken and what
the park system should look like moving into the future. The
characteristics of the community inform outreach efforts (a
highly educated population may respond well to online surveys,
for example), recreation trends (an aging population may shift
the emphasis from competitive sports fields to other active and
passive recreation opportunities), and many other elements of the
planning process. The Gates team recognizes the importance of
incorporating this knowledge in order to get the most out of the
master planning process isz order to achieve a relevant, tailored
plan that best meets the specific needs of the community.
GATES + ASSOCIATES ..
Comprehensive Park Master Plan — City of Alameda
TASK 1 — STRATEGIC The objectives of this task are to clearly define project desired outcomes and
DIRECTION develop a frameworkfor project administration process which defines project
schedule and communication channels throughout project.
Sub Task 1.1 — Project Meet with City Staff to review project's goals and objectives. Once
Initiation established, the refined work program will serve as the organizing framework
for the project. It will specify meetings, work tasks, schedule checkpoints and
other aspects of project management.
Sub Task 1.2 — Project Have in -depth discussions with ARPD's Leadership Team and appropriate
Expectations Definition City officials to discuss the parks, facilities, work in progress, service model,
programs and partnerships currently provided to the community. Review
approach to:
• Analyze current park area, square feet of facility space, and user
demographics for both City and non City owned spaces and facilities.
• Provide comparisons to General Plan guidelines as well as best practices
to identify areas of need and opportunities.
• Utilize GIS mapping to analyze current service areas and areas of
influence for existing parks and facilities.
• Utilize this information to develop master plan that responds to the
unique needs and opportunities in Alameda while planning park, facility
and service recommendations for ARPD that are fiscally responsible and
provide for a sustainable future, both physically and operationally.
• Identify additional opportunities to achieve near- and long -term park,
facility and operational goals.
Sub Task 1.3 — Project • Prepare brief monthly project status updates on progress of project.
Communication • Maintain project schedule.
• Distribute project materials to applicable parties.
TASK 2 — The objectives of this task are to define a process for including community
COMMUNITY values and input in the planning process and then to implement that strategy
OUTREACH to maximizing participation.
SubTask 2.1 — Community The foundation of a successful project is active meaningful community
Outreach Format participation. Thus, the development of the appropriate outreach format is
critical. The final design of the outreach format must be developed working
with the City and might including:
Leadership Team
A Committee comprised of Key Stakeholders and Representatives for
Recreation and Park Commission and City Council will meet on a regular
basis for input, and guidance to the plan, and to share information about
the process with their constituency. Specific topics might identify:
• Issues with current park system /operations etc.
• Stakeholder impressions of current facilities
• Perceived unmet recreation needs
• Ideas and opportunities for the future of park development / facilities
GATES + ASSOCIATES
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o Other Stakeholders who should be included in process
• interviews with ide ntified Sta m taht include:
o School District
o Sport Alliances
o EPAC
o Alameda Point Collaboration (urban garden)
• Focus Group Sessions
Conduct outreach sessions to gather information regarding needs and
interests of youth, families with children, seniors, and other key groups.
Special effort may need to be made to reach out to Asian population.
• Workshops
Community workshops series — these interactive meetings can focus on
both citywide issues and targeted sites. The consultant team will work
with the City to identify appropriate settings, room layout, date, time and
announcement methods to maximize community participation. Work with
Staff to strategize methodology to maximize workshop attendance. This
might include:
o Banner and media outreach
• Linkage with other events or meetings
• Newsletter local schools / recreational groups
• Convenient scheduling and location of meeting (possible day care)
• Translation services if appropriate
• Community mailing
The consultant team will facilitate workshops to encourage involvement
in the design process.
•
Nanning Commission & Ci Counc St � Se ssio „ns, &Adoption
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Hearing The town hall interactive format of Alameda meetings make
these sessions an integral part of the Alameda planning process.
• Questionnaire
Online Survey to solicit input from community at large, regarding their
opinion of the existing park system and gather new information about
Alameda's resident's needs, priorities, and current use patterns. An online
needs assessment survey can be conducted to identify unmet needs,
interest and priorities in the community.
• Intercept Surveys
Interview with park and facility users to solicit their input on park system.
• Community Survey
Conduct a statistically valid telephone survey. Develop a survey in
consultation with the City of Alameda to collect information from both
residents and day -time employees, including:
o Develop a stratified sampling design of Alameda
GATES + ASSOCIATES
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residents /households, stratified by geography.
o Develop and refine a survey instrument that will achieve the research
objectives of the survey, with input from the City of Alameda. [At
this point, we envision a survey of approximately 15 to 18- minutes in
length.
TASK 3 — EXISTING The objectives of this task are to gain an understanding of the existing
CONDITIONS resources, opportunities, deficiencies and planning contexts.
INVENTORY
SubTask 3.1 - Existing Analysis and synthesis of current data and planning context, including:
Document Review • General Plan
• Community Development Fee Nexus Strategy
• Current maintenance and management issues, practices and policies
• Special resources or environmental considerations at potential park sites
• Current park operations budgets (revenue, capital, expenditures)
• Relationship to regional recreation / private open space and other public
facilities (schools, libraries)
• Master Tree Plan
• Urban farm and community garden efforts
• Alameda Point sports complex plan
Discuss with Planning Staff community growth patterns, pending development
proposals, Specific Plans or Area Plans and opportunities for acquisition of
park lands which might impact the Parks Master Plan.
SubTask 3,2 — Base Map Obtain existing park improvement plans, aerial photographs, or other available
Preparation data for each park site in order to prepare a base map at a scale suitable for
analysis and master planning purposes.
SubTask 3.3 — Existing Inventory facilities and amenities provided at each park and identify
Park Evaluation deficiencies with existing parks:
• 11 neighborhoods
• Community parks
• Community space (Model Airplane Fleet and Shoreline Park)
• Other special use (skate park, dog park, etc)
• School Joint Use properties
At each site, document and assess:
• Existing amenities and uses
• ADA compliance
• Quality and condition of park, including deferred maintenance and safety
issues
• Aesthetics
• Neighborhood access pattern
Evaluate potential to accommodate additional or evolved program needs.
SubTask 3.4 — Indoor We will assess the current operations and services that Alameda Recreation
Facility Evaluation and Parks department offers. We will survey other private, non- profit,
GATES + ASSOCIATES
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community based organizations and educational agencies that provide space
for or recreational services to the community and develop a comprehensive
map and inventory of spaces or facilities available to the community.
Evaluate conditions of facilities including deferred maintenance safety and
ADA issues. Facilities to be evaluated to include:
• Alameda Point Gym
• Emma Hood Swim Center
• Encinal Swim Center
• Mastich Senior Center
• Meyers House
• Teen Center (Veterans Building)
• Veterans Memorial Building
• O' Club / DeWitt Offence Club
• Community Park recreation Centers (Leydecker, Lincoln and
Woodstock)
• Other Recreation Buildings (Bay Port, Franklin, Godfeg, Krosi, Kittle
John, Long Fellow, McKinley, Tillman and Washington)
Review City - provided documentation on recreation facilities, both current and
proposed, including site and floor plans as well as any technical /maintenance
information as appropriate such as the energy audit. Tour each of the existing
facilities, observing general conditions as well as functional issues related to
service delivery. Summarize each facility's general condition, including
effective age and life -span of building systems, general accessibility, deferred
maintenance issues, site constraints and opportunities, functional issues in
building plans and current layout, and capacity for improved efficiency and
implementation of new service models. Our basic analysis will not include
extensive technical architectural, engineering, or code assessments, although
such assessments can be performed at the Library's request.
Review information about park site capacity, as the ability of the existing and
proposed future buildings and sites to accommodate potential expansions will
be an important part of the assessment.
Sub Task 3.5 — Park Site Working with City staff, identify potential park sites. Criteria for identifying a
Identification specific site for park use might include:
• Relationship to adjacent uses (residential, commercial, waterfront),
• Links to trails, greenways or other recreation amenities,
• Visibility and access to park
• Proximity to under - served population
• Development costs — infrastructure, brown field cleanup, drainage, etc.,
• Viability of acquiring site.
Prepare a matrix and brief analysis identifying the various sites and potential
to meet needs assessment.
Explore the feasibility of acquiring "top- ranked" sites.
SubTask 3.6 — School In consultation with Alameda Unified School District, conduct a preliminary
GATES + ASSOCIATES ..._._ _.., _..... ...,,. __. ,,, .._._.
Joint Use evaluation of opportunities and constraints associated with existing school
sites for continuation or expansion of shared use agreements. This would
include looking at long range needs of the school for facilities and
opportunities to recreation programs. While sports use maybe the primary
focus of shared use, analysis will also evaluate opportunities to enhance use
with other shared amenities — parking, restrooms, picnic area, play equipment,
etc.
SubTask 3.7 Prepare summary report with graphics and text describing existing conditions
Community -Wide of individual park & facility. Map locations, service areas, distribution of
Resources Inventory and facilities, existing connections and potential connections on an overall map.
Opportunities Survey
TASK 4 — NEEDS The objectives of this task are to:
ASSESSMENT 0 Validate General Plan recommendation regarding park acreage
requirements needs
• Identify gaps in park land distribution and facility level of service
• Identify potential renovation to existing parks and facilitates
• Joint use and public /private recreation partnerships
SubTask 4.1 Parkland Work with staff to update parkland needs based upon population projection.
Distribution Identify existing park service areas, This service should be consistent with
Analysis /Service Areas perceived neighborhood boundaries. Service area boundaries should consider
major circulation corridors and natural features which inhibit park access
when defining boundaries.
Analyze current customer use patterns through "customer mapping," in which
we use registration or survey data supplied by ARPD to prepare GIS maps that
show ARPD's customers' home addresses in relation to park of facility that
they use. The resulting maps graphically show not only who is using which
park or facility but also areas within the community that may be underserved
due lack of park space or facilities. This information helps us to understand
the public's needs and will influence how the recommendations will be
developed to meet these needs from both the park and facility perspective.
Identify areas where there are parkland deficiencies. Work with City staff to
identify potential park sites in these areas.
Develop a tailored facility standard, "Alameda Facility Standard ".
SubTask 4.2 — Demographic analysis will define the service area and identify the
Demographic Analysis characteristics of the population residing within the target service area. The
service area will be divided into primary, secondary, and tertiary markets. We
will begin the market analysis task with documentation of 2013 projected
demographics from both State and Federal sources.
With the projected growth of the market, the study will also identify future
demand based upon assumptions regarding growth, local employment, and
other factors. The analysis will identify changing patterns in age groupings,
family households, income, and educational attainment, spending habits and
other information that can be used to project participation and market capture.
The analysis of population characteristics will provide estimates of likely
programs, activities and service demand. Current trends and national and
GATES + ASSOCIATES
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regional survey data will also be used to estimate demand and participation
frequencies.
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SubTask 4.3 - Comparing the provision of facilities and services to
Benchmarking those offered by peer communities. Benchmarking
is a method for establishing standards and goals for
service provision, it can be done regionally or by
comparing to accepted national standards.
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Sub Task 4.4 — Needs The inventory of existing offerings will be reviewed in conjunction with the
Assessment results of Demographic Analysis to identifying the areas of need.
Recommendations for both existing and new spaces will be developed which
will accommodate current and future needs.
TASK 5 — SYSTEM The objective of this task is to develop a comprehensive vision of'the City's
DESIGN parks, recreational facilities, open space areas, and greenway system.
Sub Task 5.1— Park Develop a park classification system. Defining the characteristics of each
Classification category and service areas.
• Pocket park
• Neighborhood park
• Community park
• Special uses park
• Community open space / plazas
• Greenways
SubTask 5.2 — Service These guidelines will synthesize the analysis of existing conditions, including
Level Guidelines / Facility facility evaluations, park and facility use patterns, and demographics, into
Standards service level guidelines and thresholds that will meet community needs. We
will develop service level thresholds for AR-PD based on previously gathered
information as well as thorou discussions with the ARPD and other
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stakeholders and partners, and consideration of park and recreation planning
best practices.
We will meet with ARPD and City leadership to discuss service level
guidelines, preliminary system options, and evaluation criteria. Potential
partnerships and how they fit into the recommendations will be reviewed with
ARPD and incorporated into the work.
Refine facility descriptions (i.e. lighted ball field with dug outs and artificial
turf field vs. practice level field or shaded group picnic area with bar -b -que vs.
picnic table).
The guidelines will include recommended park sf /capita, distribution through
the community and facility size recommendations. Sustainable guidelines
both for parks and facilities will be included as well as considerations to
maximize multi -use, flexible and adaptable spaces. They will also include
special considerations needed to accommodate joint -use facilities. Parking
needs for both public and staff, including ARPD vehicles where needed, will
be outlined.
Develop goals, objectives, policies and standards that will achieve the desired
level of services and be responsive to the identified needs of the City for:
• parks,
• recreational facilities,
• open space,
• trails / linkages,
• urban farms and community gardens.
Sub Task 5.3 — Park Utilize "Alameda Facility Standard ", service area boundaries and existing park
System Master Plan inventory population to Develop a matrix identifying strategy to meet facility
needs within proposed park system.
Develop recreation and park system structure options to meet the service level
thresholds and provide different scenarios for discussions of pros and cons
with the Leadership Team. We will work closely with ARPD to evaluate
system, service models of and service delivery options, such as options for
parks, activities, and facilities and their locations. Varying levels of
partnership options will be explored and evaluated with the team. Our team's
planning and design experience will allow us to develop an innovative master
plan that will recommend an approach uniquely suited to ARPD's needs.
Prepare a vision for overall park system, illustrating existing and potential
park sites, joint use opportunities, linear parks and trails to:
• Meet community projected 2040 recreation needs
• Equitably distribute amenities throughout the community
• Celebrate the special ambiance of Alameda.
TASK 6 — PARK, The objective of this task is to work with ARPD to identify the appropriate
FACILITY AND SITE long -term needs and recommended developfnent strategies for• park and
RECOMMENDATIONS recreation facilities. As part of this phase, ive will develop park and facility
GATES + ASSOCIATES
improvement options and identify which parks and facilities will be renovated,
expanded, relocated, combined, or added /new. We will also work with ARPD
to identify appropriate sites for needed new parks or facilities.
SubTask 6.1 - Existing Identify improvements for each existing parks to address needs assessment
Park Improvements and interests. Prepare graphics as necessary to illustrate recommendations.
Recommendations Prepare order of magnitude cost for improvements.
SubTask 6.2 -- Indoor Identify potential renovations to existing indoors to meet needs. Develop
Facility Recommendations recommendations for additional indoor facilities. Prepare order of magnitude
cost estimate.
SubTask 6.3 – New Park Prepare conceptual plans to illustrate preferred park program at identified sites
Land Concepts (3 -4 sites) including Beltline and Estuary Park, Alameda Point.
SubTask 6.4 – Open Space Prepare conceptual prototypes to describe key concepts and interface with
/ Special Use/ Greenway greenway, shoreline and other special resources.
Conduct community workshop to review overall Park System master Plan and
specific recommendations for key sites to identify preferred strategy.
SubTask 6.5 –Joint Use Work with School District to identify joint use opportunities associated
Opportunities school sites. Identify other joint use opportunities. Develop criteria for
County joint use towards park and facility standards. Criteria might include
maintenance agreements, fencing, signage, minimum duration of agreement
and response for improvement.
TASK 7 - DESIGN The objective of this task is to develop design standards for the
STANDARDS implementation of the park improvements to reflect community values,
environmental consistency and maintenance considerations. Consistent design
standards will unify the park system while obtaining flexibility for site specific
design.
SubTask 7.1 – Master Develop a list of preferred trees and landscape amenities for park system to
Tree and Landscape Plan facilitate unification of park system. Recommendations shall reflect
maintenance requirements and appropriate uses of selection.
SubTask 7.2 – Sustainable design principles — including environmental, operational, and
Sustainable /CPTED community sustainability —will be considered as part of the criteria for
Policies analyzing the system model. We will work closely with ARPD to select a
preferred model for further development, including development of the
selected parks and facilities with illustrative outline park and building
programs with planning diagrams. Our team will work with ARPD to analyze
the operating models and costs for the proposed plan options.
Work with City staff to define policies for incorporating Bay - Friendly Design
Guidelines.
Identify appropriate recommendations to address safety within park system
which might include:
• Partnership with police department.
GATES + ASSOCIATES ... ......_.
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Development of park safe use policies
Other programs or mechanisms for addressing vandalism, theft and safety
with parks.
TASK 8 — OPTIONAL The objective of this task is to explore opportunities to form partnerships to
STRATEGIC encourage and enhance park and recreation services.
PARTNERSHIP
VISION
SubTask 8.1 —Potential
Our project team has extensive experience working with clients in a variety of
Partnerships
ways to do strategic visioning and positioning for the Recreation and Parks
Identification
Department within the community. Many of our clients have elected to
incorporate a strategic visioning process with a more in -depth analysis of the
parks and recreation service and operational trends, service models, and
technologies vital to the development of efficient and cost- effective parks and
facilities that meet community needs. The visioning process provides a
framework of service goals and objectives that help shape the
recommendations. The process also helps bring our clients' park and
recreation needs to the forefront of elected officials' minds (and agendas).
SuhTask 8.2 — Partnership
At the heart of the strategic visioning process is a dynamic day -long workshop
Workshops
that addresses strategies for adapting parks and recreation facilities to meet
changing needs and in community expectations. It is also an
opportunity to explore how current and potential future partnerships could be
leveraged to enhance park and recreation services into the future. This
workshop includes broad participation by ARPD management, local leaders,
representatives from current and potential partner organizations, and city and
community stakeholders. We also bring in outside experts to provide varied
perspectives on future trends in park and recreation and public service.
TASK 9 —
The objective of this task is to identify steps necessary for implementation of
IMPLEMENTATION
park vision including potential funding s °ources, prioritization ofproject
STRATEGY
implementation and potential construction and operation costs.
Subtask 9.1 — Cost Model
We will develop cost model inputs, including land acquisition; park
improvements, building, parking, and general site construction costs; FF &E;
permits and fees; moving costs; public art; soft costs such as design and
engineering fees and project administration costs; and escalation and
contingencies. These inputs will be used to create model budgets for the
master plan options and the recommended projects during the
Recommendations phase. We will work with ARPD to analyze operational
cost implications of park and facility recommendations. Our team will assist
ARPD in its development of staffing and operating budgets for the
recommendations. This comprehensive budgeting will help ensure that ARPD
and other stakeholders have an accurate view of projected costs.
Phasing criteria will be developed with ARPD that will help guide the
prioritization of projects and their implementation timeline. Potential phasing
criteria may include balancing projected budgets for the recommended
improvements, or the extent of the gap between service level needs and the
ability of current parks or facilities to meet those needs. A phasing plan for
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implementing the recommendations will be developed from the criteria and
project recommendations, as well as the potential funding strategics. The
project budgets for the improvements will be synthesized into an overall
capital program budget model, with escalation of costs according to the
proposed schedule of implementation and costs.
SubTask 9.2 — Establish a projects list to address the identified needs and /or enhancement,
Prioritization Plan including:
• Short-term projects that enhance or add uses at existing facilities, or
provide immediate relief to a community or group that is currently
underserved that would be appropriate for WW Funding.
• Long term projects that include major construction and /or acquisition of
new facilities, including discussion of funding and financing strategies.
Identify logical sequence of Park Master Plan implementation. Strategy shall
prioritize Master Plan recommendations based upon:
• Perceived urgency of need
• Available City resources
• Project costs (construction, operation)
• Potential revenue generation
• Potential funding sources for project
• Priorities and timelines for repairs and improvements to existing parks
Subtask 9.3 — Work with APRD to identify potential funding strategies for the recommended
Implementation Program capital projects, including potential grant applications for measure W funds or
other stimulus grants, parcel taxes, bond measures or special districts.
Subtask 9.4 — Optional
Task: Cost & Revenue
Analysis
The City must be able to afford to own the facilities it can afford to build. The
economic analysis and cost recovery analysis will help to inform the decisions
about renovations and developments at City parks.
The Sports Management Group will develop reliable figures on which very
important decisions will be made. This will include: (1) developing detailed
costs for the annual operation and
maintenance, (2) developing ,,4 k
preliminary fees and char m,nn.din
ges, (3) r U� irtim
o
analyzing the revenue potential for the
various options, and (4) identifying
the cost recovery potential.
TASK 10 — PLAN The objective of this task is to consolidate the material obtained through the
DOCUMENT AND park planning process into a summar document. which can ultimately be
ADOPTION adopted by the City as Parks and Recreation Strategy.
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Sub Task 10.1 —AD Draft The consultant team will consolidate and summarize the plan into. The outline
Park Master Plan for documents will include:
Document
Background and Analysis — Existing conditions report, needs assessment and
planning and public input process.
Needs Assessment —
Standards— Criteria for park land and facility development.
Facility and Parks — Overall system and specific park site recommendations.
Implementation Strategy — Recommendation for prioritization, funding
options, partnerships and implementation responsibilities..
Distribute Administrative Draft to City and members of the Committee for
review. Discuss review comments at Committee meeting.
Sub Task 10.2 — Draft Plan Incorporate administrative draft comments into Draft Report. Graphically
format Draft Plan into an 8 -1/2" x 1 1" summary document. Incorporate
photos, illustrative sketches, plans, diagrams, cover design, and other special
graphic treatments which clarify the document.
Sub Task 10.3 — CEQA Assist City Staff with check list for CEQA completing environmental review,
Review
Sub Task 10.4 —Draft Plan Incorporate draft comments into Final Draft Report. Graphically format Draft
Plan into an 8 -1/2" x 11" summary document. Incorporate photos, illustrative
sketches, plans, diagrams, cover design, and other special graphic treatments,
which clarify the document.
Sub Task 10. S — Final
Document Review
Provide Final Document to City for:
• Planning Commission for review
• City Council for adoption
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