HomeMy WebLinkAboutPACKET Town Board 2025-04-08 Resolution 27-25 Attachments 4-7
Request for Proposals
Services to Develop the Town’s
2045 Parks & Open Spaces Master Plan
Estes Park, CO 80517
Wednesday, January 8, 2025
Brian Berg
Parks Division Supervisor
Town of Estes Park
170 MacGregor Ave
Estes Park, CO 80517
E-mail: bberg@estes.org
Proposals due by 2:00 PM MST
Friday, January 31, 2025
2 RFP – 2045 Parks & Open Spaces Master Plan Development
TABLE OF CONTENTS
I. INTRODUCTION ....................................................................................................... 4
Project Summary ....................................................................................................... 4
Project Funding……………………………………………………………………………..4
Proposal Schedule .................................................................................................... 5
Proposal Documents ................................................................................................. 6
Mandatory Pre-Proposal Meeting & Written Questions ............................................. 7
Addenda to RFP ........................................................................................................ 7
II. PROJECT OVERVIEW ............................................................................................ 8
Project Description………………………………………………………………………….8
Scope of Services ..................................................................................................... 9
Professional Services, Time & Fees…………………………………………………….24
Method of Payment……………………………………………………………………….24
Use of Subconsultants……………………………………………………………………24
Award of Contract…………………………………………………………………………24
Material Ownership………………………………………………………………………..25
Term of Contract…………………………………………………………………………..25
III. INSTRUCTIONS TO PROPOSERS ....................................................................... 25
Organization of Proposal…………………………………………………………………25
Proposal Submission ............................................................................................... 26
Proprietary Information……………………………………………………………………26
Rejection of Proposal……………………………………………………………………..27
Use of Subconsultants……………………………………………………………………27
Disadvantaged Business Enterprise (DBE)…………………………………………….27
Insurance Requirements………………………………………………………………….27
Proposal Review, Evaluation & Selection Process .................................................. 27
Selection Criteria ..................................................................................................... 28
General Requirements ............................................................................................ 29
Site Parameters……………………………………………………………………………29
Deliverables…………………………………………………………………………..……29
Town Representatives……………………………………………………………………29
Project Schedule…………………………………………………………………………..30
Supplemental Consultant Guidelines……………………………………………………30
Protest Procedures .................................................................................................. 31
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IV. EXHIBITS ............................................................................................................... 33
Exhibit 1 | Town of Estes Park Acceptance of Conditions Statement
Exhibit 2 | Consultant’s Personnel and Subconsultant Listing
Exhibit 3 | Town of Estes Park Reference Authorization and Release Form
Exhibit 4 | Town of Estes Park Professional Services Agreement (sample)
Exhibit 5 | Existing Master Plans
V. APPENDICES ............................................................ SEPARATE ATTACHMENTS
1. Estes Park Plant List Final (06/2017)
2. Estes Trails Plan Map (Future Opportunities)
3. Estes Valley Open Space Plan
4. Estes Valley Trails Plan
5. Estes Valley Trails Plan Appendices
6. Estes Valley Trails Plan Maps
7. Knoll-Willows Master Plan (02/2023)
8. Thumb Open Space Management Plan
9. Estes Park Downtown Plan
10. Mrs Walsh’s Garden Master Plan
11. Environmental Sustainability Task Force Final Report
12. Stanley Park Master Plan
13. Estes Park 2045 Multi-Modal Transportation Plan
4 RFP – 2045 Parks & Open Spaces Master Plan Development
I. INTRODUCTION
PROJECT SUMMARY
The Town of Estes Park (Town/TOEP) seeks proposals from qualified consultants and/or
consulting teams with expertise in landscape architecture/design, urban planning,
ecology, recreational planning, geographic information systems planning, engineering,
and community engagement. These disciplines are primary though not all-inclusive of the
expertise necessary to develop and create a comprehensive Parks & Open Spaces
Master Plan for the TOEP. The successful consultant or consultant team will have
demonstrated expertise in the completion of projects with the similar size and scope as
outlined in this RFP.
The successful consultant shall enter into a contract with the TOEP for complete
professional services including, but not limited to, the following:
1. Existing Inventory Assessment
2. Community Engagement
3. Needs Analysis
4. Vision and Planning
a. Cost and Prioritization of Projects
b. Phased Implementation Plan
This Parks & Open Spaces Master Plan will provide a roadmap for the TOEP to improve
our existing spaces while developing new areas for the next 20+ years. More details will
be provided in the Scope of Work section.
P ROJECT FUNDING
This project will be funded by TOEP’s Parks Division General Fund Operating Budget.
The identified budget for this project is $150,000. If a Proposer believes the scope of work
outlined below is greater than the budgeted amount, the proposal for the outlined work
should still be submitted. The Town will use this information to determine if the scope of
work needs to be modified or if additional funding needs to be allocated.
5 RFP – 2045 Parks & Open Spaces Master Plan Development
PRO JECT SCHEDULE
The following is the solicitation schedule for Proposers:
Event Start Date End Date
Request for Proposals (RFP)
Advertisement Wednesday, January 8, 2025 Wednesday, January 8, 2025
Pre-Proposal Meeting – Mandatory,
Virtual (11:00AM MST) Wednesday, January 15, 2025 Wednesday, January 15, 2025
Deadline for Questions (5:00PM MST) Wednesday, January 22, 2025 Wednesday, January 22, 2025
Final Addenda Issued Friday, January 24, 2025 Friday, January 24, 2025
Proposals Due (2:00 PM MDT) Friday, January 31, 2025 Friday, January 31, 2025
Proposal Evaluation, Interviews, and
Fee Negotiation Monday, February 3, 2025 Wednesday, February 26, 2025
Contract Preparation Wednesday, February 26, 2025 Thursday, March 27, 2025
Contract Execution Friday, March 28, 2025 Monday, April 7, 2025
Notice of Award/Declination Friday, March 28, 2025 Monday, April 7, 2025
Town Board Approval (tentative) Tuesday, April 8, 2025 Tuesday, April 8, 2025
Notice to Proceed (Anticipated) Wednesday, April 9, 2025 Friday, April 11, 2025
Phase 1 (Proposed by Town,
subject to Consultant input)
(2 months duration)
Monday, April 21, 2025 Friday, June 13, 2025
Project Kick-Off Meeting Monday, April 21, 2025 Friday, April 25, 2025
Phase 1 – Inventory Assessment Monday, April 21, 2025 Friday, May16, 2025
Phases 2 & 3 (Proposed by Town,
subject to Consultant input) (3
months duration)
Monday, June 16, 2025 Friday, September 5, 2025
Phase 2/3 – Community Engagement
(Public meeting/workshop) Monday, June 16, 2025 Friday, June 20, 2025
Phase 2/3 – Community Engagement
(Focus Group) Monday, July 14, 2025 Friday, July 18, 2025
Phase 2/3 – Community Engagement
(Preliminary Master Plan presentation
to the Town Board at a Study Session
Tuesday, September 9, 2025 Tuesday, September 9, 2025
Phase 4 (Proposed by Town,
subject to Consultant input) (3
months duration)
Monday, September 15, 2025 Friday, December 5, 2025
Phase 4 – Vision/Planning (Public
meeting/workshop) Monday, September 15, 2025 Friday, September 19, 2025
Phase 4 – Vision/Planning (Focus
Group) Monday, October 13, 2025 Friday, October 17, 2025
Phase 4 – Vision/Planning (Final
Master Plan presentation to the Town
Board at a Study Session
Tuesday, November 25, 2025 Tuesday, November 25, 2025
Final Master Plan presentation for
approval by the Town Board at a
public meeting
Tuesday, January 13, 2026 Tuesday, January 13, 2026
6 RFP – 2045 Parks & Open Spaces Master Plan Development
The timelines identified above for Phases 1-4 are target dates set by the Town. If the
consultant team believes this is not a realistic timeframe, please provide a more attainable
timeline.
PROPOSAL DOCUMENTS
RFPs document can be obtained through Rocky Mountain E-Purchasing System
(RMEPS/BidNet) at www.rockymountainbidsystem.com or found on the Town’s website
at https://estespark.colorado.gov/rfp.
The Town of Estes Park, Colorado, will receive sealed proposals for Design Services
for the 2045 Parks & Open Spaces Master Plan until 2:00 PM MST Friday, January 31,
2025.
Bids may be submitted via one of the following methods:
1. BidNet: Response to the solicitation on Rocky Mountain E-Purchasing System
(www.rockymountainbidsystem.com); or
2. Email to Brian Berg, Parks Supervisor (bberg@estes.org); or
Hand-delivered or late proposals will not be accepted or considered.
The Bidding Documents are available on www.rockymountainbidsystem.com and on the
Town’s website at www.estes.org/rfp. Interested bidders are responsible for verifying
receipt of all applicable documentation, including any associated addenda. The TOEP
cannot guarantee accurate information obtained from sources other than BidNet.
M ANDATORY PRE -PROPOSAL MEETING & WRITTEN QUESTIONS
A Mandatory PRE-PROPOSAL CONFERENCE will be held VIRTUALLY at 11:00
(MST) on Wednesday, January 15, 2025.
The Town will use the Google Meet conferencing platform:
Video call link: https://meet.google.com/gkh-mhpa-fbd
Or dial: 5115-585-+1 505(US) PIN: 221 687 462#
As this meeting will be held virtually, prospective Proposers are encouraged to visit the
Town as their schedules permits in advance of the meeting to gain a further understanding
of all existing conditions relating to the project.
All comments, questions/answers and clarifications during this pre-proposal meeting will
be summarized and distributed (via BidNet and the Town website) in the form of an
addendum. Prospective Proposers may also submit any additional written inquiries
concerning the requirements of this solicitation to Brian Berg via BidNet or e-mail
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(bberg@estes.org) by 5:00 PM (MST) on Wednesday, January 22, 2025. Prospective
Proposers are reminded that any changes to the RFP will be by written addenda only and
nothing stated verbally shall change or qualify in any way any of the provisions in the RFP
and shall not be binding on the TOEP.
P ROPOSER COMMUNICATION & REQUESTS
All correspondence, communication and/or contact in regard to any aspect of this RFP
shall be with the TOEP representative identified below.
Town of Estes Park
Brian Berg, Parks Supervisor
Phone: 970-577-3783
Email: bberg@estes.org
Prospective Consultants and their representatives shall not make any contact or
communicate with any members of the TOEP, other than Brian Berg, Parks Supervisor,
regarding any aspect of this RFP.
At any time during this procurement, up to the time specified in “Proposal Schedule,”
prospective Consultants may submit a request for a clarification or interpretation of any
aspect or requirement of the RFP. All questions and subsequent answers will be included
in addendum documentation.
If it should appear to a prospective Consultant that the scope under the contract, or any
of the matters relating thereto, is not sufficiently described or explained in the RFP or
contract documents, or that any conflict or discrepancy exists between different parts
thereof or with any Federal, State, or local law, ordinance, rule, regulation, or other
standard or requirement, then the Proposer shall submit a written request for clarification
to the TOEP within the time period specified above.
ADDENDA TO RFP
The TOEP reserves the right to amend the RFP at any time. Any amendments to or
interpretations of the RFP shall be described in written addenda. The TOEP shall post
addenda for prospective Consultants to access through BidNet and on the Town’s
website. It is the responsibility of prospective Consultants to access all addenda. All
addenda issued shall become part of the RFP.
If the TOEP determines that the addenda may require significant changes in the
preparation of proposals, the deadline for submitting the proposals may be postponed by
the number of days that the TOEP determines will allow Proposers sufficient time to revise
their proposals. Any new due date shall be included in the addenda.
8 RFP – 2045 Parks & Open Spaces Master Plan Development
II. PROJECT OVERVIEW
P ROJECT D ESCRIPTION
The Town currently has the following open spaces, parks, amenities, etc that are to be
evaluated and included as part of the Parks and Open Spaces Master Plan:
• There are nine (9) conservation easements (see list in Appendix 14 –
Conservation Easements) owned by the Town and held by the Estes Valley Land
Trust, including:
o Thumb Open Space and Centennial Open Space at Knoll-Willows
recreation easements
o A native plant garden (aka. Mrs. Walsh’s Garden).
• The Town maintains three (3) parks and seven (7) pocket parks:
Parks Pocket Parks
• Bond • Tregent
• George Hix Riverside Plaza • Weist
• Performance • Peacock
• Women’s Monument/Children’s
• Veteran’s Monument
• Big Thompson Recreation Area
• Riverwalk
• The Town maintains seven (7) trails:
• Dry Gulch • MacGregor
• Hwy 34 • Hwy 7
• Fish Creek • Elkhorn
• Wonderview
• 26 irrigation systems.
• 28 bronze sculptures, plus all bronze at the Women’s Monument and Veterans
Monument
• 20 bronze benches.
• All wildlife trash receptacles.
• Downtown street trees and right-of-way trees within the Town’s Street network.
• 2 playgrounds and 1 climbing rock.
• Scott Ponds Natural Area and the Fish Hatchery property.
Over the past decade, the Town has relied on numerous master plans to guide the
decisions affecting the various outdoor spaces. The existing master plans will need to
be reviewed to help form the comprehensive 2045 Parks & Open Spaces Master Plan.
9 RFP – 2045 Parks & Open Spaces Master Plan Development
The following plans are included as separate appendices from this Request for
Proposal:
• Estes Valley Open Space Plan • Stanley Park Master Plan
• Estes Park Downtown Plan • Estes Valley Master Trails Plan
• Mrs. Walsh’s Garden Master Plan • Knoll-Willows Master Plan
• Environmental Sustainability Task
Force Final Report
• Thumb Open Space Management
Plan
• 2045 Multimodal Transportation
Plan
Additionally, the Parks Division is responsible for the following:
• Maintain all landscapes at Town-owned buildings within the General Fund
Operating Budget.
• Noxious weed program for all Town-owned land and easements. (Appendix 1 -
Estes Park Plant List Final (06/2017)
• Downtown annual floral program: 20,000 annuals in 54 beds and 134 containers.
• Maintenance of all trees within public road rights of way
• Snow removal on all trails and Town-owned sidewalks.
This 2045 Parks & Open Spaces Master Plan will also need to offer suggestions relating
to future growth needs such as staffing, equipment, buildings, outdoor yard storage
needed to execute the future maintenance and expansion obligations.
S COPE OF S ERVICES
The purpose of this section is to provide qualified Consultants with the needed information
to enable them to prepare and submit a proposal for the development of the Parks &
Open Spaces Master Plan.
The TOEP seeks proposals from qualified consultants and/or consulting teams with
expertise in landscape architecture/design, urban planning, ecology, recreational
planning, geographic information systems planning, engineering, and community
engagement. These disciplines are primary though not all-inclusive of the expertise
necessary to develop and create a comprehensive 2045 Parks & Open Spaces Master
Plan for the TOEP. The successful design firm or team will have expertise in and all
consulting disciplines necessary to complete the project in conformance with all
regulations of Federal, State and Town criteria and requirements.
The preliminary fee proposal of the awarded Consultant may need to use an allowance
for these services until more details are known about the extent of these services. If
10 RFP – 2045 Parks & Open Spaces Master Plan Development
necessary, any changes to the estimated scope and fee for these services will be
negotiated and then documented via change order.
The successful Consultant shall enter into a contract with the TOEP for complete
professional services to include the following phases:
1. Existing Inventory Assessment
2. Community Engagement
3. Needs Analysis
4. Vision and Planning
a. Prioritization of Projects
b. Phased Implementation Plan
1. EXISTING INVENTORY ASSESSMENT
The Inventory and Assessment phase of a Parks & Open Spaces Master Plan is
foundational. It involves collecting and analyzing data on existing conditions to
understand the current state of parks, recreational facilities, and open spaces.
• Data Collection:
o Parks Inventory:
▪ Locations, sizes, and types of parks (e.g., neighborhood/pocket,
community, regional).
▪ Features and amenities (e.g., playgrounds, natural climbing walls, trails,
restrooms, picnic areas).
o Open Space and Natural Areas:
▪ Undeveloped or conserved areas.
▪ Trails, greenways, wetlands, and wildlife habitats.
• Physical Conditions Assessment:
o Condition of Amenities:
▪ Structural integrity of equipment, and infrastructure.
▪ Maintenance levels and safety issues.
o Accessibility:
▪ Compliance with the Americans with Disabilities Act (ADA).
• Identify and evaluate existing sinks/faucets
o Identify any deficient locations
▪ Physical connectivity to neighborhoods and other community spaces.
o Usage Patterns:
▪ Popularity of specific parks and amenities.
▪ Peak usage times and frequency.
11 RFP – 2045 Parks & Open Spaces Master Plan Development
• Environmental Analysis:
o Ecosystem Health:
▪ Vegetation and wildlife diversity.
▪ Soil quality and erosion issues.
o Water Resources:
▪ Condition of ponds, rivers, or streams.
▪ Stormwater management systems and flood risks.
o Sustainability Practices:
▪ Existing renewable energy use or conservation efforts.
▪ Opportunities for green infrastructure improvements.
• Demographic and Community Analysis:
o Demographics: Age distribution, population density, and cultural diversity.
o Equity in Access: Distribution of parks relative to underserved neighborhoods.
Identify any gaps in service or lack of facilities in specific areas.
o Community Input: Feedback on current satisfaction levels with parks and open
spaces. Identification of unmet needs or desires.
• Benchmarking:
o National or State Standards: Compare against benchmarks like NRPA
(National Recreation and Park Association) guidelines.
o Peer Communities: Identify how similar-sized towns manage their parks and
open spaces.
• Mapping and GIS Analysis:
o Park Locations: Spatial distribution and proximity to residential areas.
o Connectivity: Trails, pathways, and transportation links.
o Environmental Features: Green corridors, flood zones, and natural barriers.
Phase 1 Deliverables:
• Conduct Inventory Assessment.
• Detailed written reports, including SWOT analysis.
• Maps and visual aids (e.g., heat maps, accessibility diagrams).
• Recommendations for the next phase of planning (e.g., addressing gaps or
prioritizing improvements).
1. COMMUNITY ENGAGEMENT
Community engagement is a critical part of developing a Parks & Open Spaces Master
Plan. It ensures that the plan reflects the needs, preferences, and values of the
community while fostering a sense of ownership and participation. By involving the
community through diverse, inclusive, and transparent processes, the engagement phase
builds trust and ensures the Parks & Open Spaces Master Plan is aligned with the
community's vision and needs.
• Set goals for community engagement:
o Identifying community needs and priorities.
12 RFP – 2045 Parks & Open Spaces Master Plan Development
o Gathering input on specific projects or initiatives.
o Building consensus and support for the master plan.
• Work with Town staff to identify the following stakeholders:
o Residents: Individuals and families who use the parks and open spaces.
o Local Organizations: Schools, climbing clubs, running and biking clubs,
environmental groups, and civic organizations.
o Business Community: Local businesses and developers that might benefit from
or contribute to parks and open spaces.
o Government and Agencies: Town officials, Estes Valley Land Trust, Estes
Valley Recreation & Park District (EVRPD), planning departments, and regional
organizations.
o Underrepresented Groups: Ensure inclusion of voices often left out, such as
low-income families, seniors, or people with disabilities.
• Design engagement activities with various avenues for community involvement and
broad participation:
o Public Meetings and Open Houses: Host informational sessions to share
project goals and gather feedback. Use interactive elements like idea boards,
mapping exercises, or polls.
o Workshops or Focus Groups:
▪ Discussions on topics like park design (irrigated turf, playgrounds,
furniture, paths, landscaping, WIFI access, etc.), accessibility, or
sustainability.
▪ Activities like visioning exercises or design charrettes to generate ideas.
▪ Small, diverse groups to explore detailed topics or unique needs.
o Surveys and Questionnaires: Distribute online, in print, or through social media
to collect input on preferences, needs, and satisfaction levels.
o Online/Website presence: Accessibility to current draft, progress updates and
online feedback capabilities.
• Tools and technologies to make engagement accessible and interactive:
o Digital platforms:
▪ Online surveys (e.g., Google Forms, SurveyMonkey).
▪ Interactive mapping tools for residents to mark areas they use or want
improved.
▪ Virtual Town Halls for broader reach.
o Social Media: Use platforms like Facebook, Instagram, or Twitter (X) for
updates and feedback.
o GIS and Visual Tools: Share maps and visualizations to make data more
relatable.
o Mobile Apps: Apps that allow users to provide feedback directly while visiting
parks.
• Collect and analyze input:
o Data Compilation: Summarize quantitative data (e.g., survey results, meeting
attendance). Organize qualitative data (e.g., comments, suggestions,
concerns).
13 RFP – 2045 Parks & Open Spaces Master Plan Development
o Thematic Analysis: Identify recurring themes, such as demand for certain
amenities or concerns about maintenance.
o Equity Analysis: Assess whether feedback represents the full spectrum of the
community.
• Communicate back to the community:
o Transparency: Share findings and demonstrate how input is being incorporated
into the plan.
o Updates: Provide regular progress reports through newsletters, websites, or
social media.
o Final Presentation: Host a session to present the draft plan and gather final
feedback.
• Adapt the process for accessibility:
o Language Access Plan (LAP): Provide materials in multiple languages
(English, Spanish).
o Time and location: Schedule events at various times and accessible locations
to accommodate different schedules.
o ADA compliance: Ensure all engagement activities are accessible to individuals
with disabilities.
Phase 2 Deliverables:
• One (1) Public Meeting/Workshop.
• One (1) Focus Group meeting.
• Preliminary data report including:
• Community involvement participation metrics including counts of meeting attendees,
survey responses, or workshop participants.
• Diversity of input to demonstrate representation across demographic and geographic
areas.
• Report of how community input will influence priorities and decisions in the master
plan.
• Comprehensive report of results from community engagement efforts.
2. NEEDS ANALYSIS
• Culminates in a report that serves as a foundation for the next phases of the master
plan, including prioritizing projects, allocating resources, and developing an
implementation strategy. This ensures that the master plan addresses both current
challenges and future opportunities.
• Evaluates the community's current and future requirements for parks,
recreational facilities, and open spaces. This process ensures that planning efforts
address gaps, prioritize resources, and align with residents' preferences and the
town’s growth trajectory.
• Defines the purpose of the Needs Analysis:
14 RFP – 2045 Parks & Open Spaces Master Plan Development
o Identifies gaps in existing park services.
o Assesses recreational trends and community desires.
o Plans for future population growth or demographic shifts.
• Data Collection. Gathers quantitative and qualitative data from various sources:
o Community Input: Feedback from public engagement activities (e.g., surveys,
meetings, focus groups). Resident preferences for activities, facilities, and
amenities.
o Facility Usage Data: Park visitation rates, facility reservations, and program
participation.
o Demographic Data: Current and projected population, age distribution, income
levels, and cultural diversity.
o Industry Standards: Benchmarks like the National Recreation and Park
Association (NRPA) guidelines for park acreage per capita or facility ratios.
• Assesses current inventory and accessibility:
o Geographic Distribution: Evaluate the spatial location of parks and open spaces
using GIS mapping. Identify underserved areas or gaps in accessibility.
o Parks Quality and Suitability: Assess whether existing parks meet the needs of
diverse user groups (e.g., families, seniors, youth, athletes).
o Equity and Inclusion: Determine whether all residents have equitable access to
parks and programs, including underserved or marginalized communities.
o Facility Conditions: Identify outdated, underused, or overburdened facilities.
• Trends Analysis:
o Local Trends: Activities or programs in high demand, such as pickleball
(EVRPD), dog parks (EVRPD), pocket parks, or nature trails.
o Regional and National Trends: Emerging recreational activities or sustainable
design practices.
o Health and Wellness: Increasing interest in fitness, mental health benefits, and
outdoor activities.
o Environmental Trends: Interest in conservation, green infrastructure, and
climate resilience.
• Gap Analysis:
o Quantitative Gaps: Calculate deficiencies based on standards (e.g., park
acreage per 1,000 residents, miles of trails, etc.).
o Qualitative Gaps: Analyze feedback for missing amenities (e.g., shade
structures, splash pads).
o Service Gaps: Identify unmet needs for specific groups, such as seniors, teens,
visitors, special needs, or low-income families.
• Future Needs Projection:
o Population Growth: Use demographic forecasts to estimate future demand for
parks and facilities.
o Shifting Demographics: Address potential needs arising from aging populations
or increased diversity.
15 RFP – 2045 Parks & Open Spaces Master Plan Development
o Development Patterns: Consider how land-use changes or urban expansion
might impact park planning.
o Planning for Parks Division Growth.
• Prioritization of Needs:
o Community Input: Prioritize based on what residents value most.
o Cost and Feasibility: Weigh the financial and logistical feasibility of addressing
each need.
o Impact: Focus on projects or improvements with the greatest benefit to the
community.
Phase 3 Deliverables:
• Conduct Needs Analysis (can be incorporated in Phase 2 above).
• Recommendations. Develop actionable strategies to address the identified needs:
o Facility Improvements: Upgrade or renovate existing parks and recreational
facilities.
o New Facilities: Propose locations and types of new parks or amenities.
o Policy Changes: Suggest policies to enhance park access, equity, and
sustainability.
• Maps and Graphics. Show gaps in service areas, park distribution, and projected
growth.
• Comprehensive report of key findings and recommendations.
• Provide community feedback to ensure the public understands how their input
influenced the analyses.
• One (1) Town Board Study Session meeting.
3. VISION AND PLANNING
• Provide a strategic and inspiring blueprint that guides the development,
management, and sustainability of parks and open spaces. Ensure that the master
plan reflects the community’s values while setting realistic pathways for
implementation. Establish the Vision Statement that defines the long -term
aspirations for the town's parks and open spaces.
o Collaborative development drafted through input from stakeholders,
community members, and project leaders.
o Focus areas that reflect the community's values, such as sustainability,
accessibility, recreation, or ecological preservation.
• Define goals and objectives:
o Set SMART goals (Specific, Measurable, Attainable, Realistic, Time-frame)
to achieve the vision.
o Separate goals into measurable steps.
• Develop planning principles to guide and inform the decision-making process:
o Equity: Ensure that parks and open spaces are distributed fairly across
neighborhoods.
o Sustainability: Integrate environmentally friendly practices, such as green
infrastructure.
16 RFP – 2045 Parks & Open Spaces Master Plan Development
o Community Engagement: Maintain ongoing communication with residents
throughout implementation.
• Create a framework for the typing of parks and open spaces Define the desired
types, roles, and functions:
o Park Hierarchy:
▪ Neighborhood or Pocket Parks: Serve nearby residents with basic
amenities.
▪ Community Parks: Offer broader amenities like sports facilities or
event spaces.
▪ Regional Parks: Large spaces with unique features attracting
visitors.
o Specialized Spaces:
▪ Nature reserves, greenways, trails, or urban plazas.
• Prioritize key projects and improvements:
o High-Priority Projects: Address immediate needs, such as repairing a
playground, building a trail, or upgrading aging parks.
o Phased Implementation: Plan long-term projects based on budget, land
acquisition, or resource availability.
• Establish design guidelines:
o Design Criteria: All designs shall be developed considering, but not limited
to, the following criteria. These criteria are to be used as guidelines in the
development of the project and are not intended to be all-encompassing or
conclusive in all design respects. The successful Consultant(s) will be
encouraged to expand on the criteria in order to produce the best possible
design within the constraints of the program, the construction budget, the
confines of the site, and the space program, while conforming to the desired
performance of the project. Achieving superior design quality regarding
building aesthetics, materials, and construction is one of the Town’s major
objectives for this project. Proposers must demonstrate previous successful
projects in this regard. It is the Town’s desire for the design to provide
efficient and appealing structural elements for the Parks & Open Spaces
Master Plan. The Town encourages innovative designs, utilizing pre-
engineered building components in creative combinations to provide for
both interior and exterior aesthetic innovation while meeting the needs of
the program. Each design scheme presented to the TOEP for consideration
shall be accompanied by an Opinion of Probable Construction Costs
(OPCC) to assist with evaluation of the schemes. The useful design life for
the proposed buildings is recognized to be 50 years or more.
o Estes Park Character: The facilities and project designs shall be required
to be in conformance with Town regulations and with TOEP’s natural
setting. It is important that the Parks & Open Space Master Plan promotes
compatibility with its surroundings and establishes sustainable building
standards.
17 RFP – 2045 Parks & Open Spaces Master Plan Development
o Accessibility: The project shall be universally designed with products and
environments to be usable by all people, to the extent possible, without the
need for adaptation or specialized design. The accessibility of the project
shall meet all adopted regulations that govern the design and construction
including the latest addition of ANSI A117.1 identifying the technical
guidelines for accessibility as well as the current Americans with Disabilities
Act (ADA) rules outlining the accessibility requirements. These
improvements are intended to serve people of all ages and abilities.
o Utilities Site Design Criteria: The project could require improvements to
the utilities and the site to serve the project. These improvements may be
needed on the site itself but may also require utility improvements off -site.
The Consultant will be required to submit a site plan consisting of existing
and proposed new utilities, existing buildings/property lines, and a
grading/drainage plan. The TOEP has communicated with electric, water,
gas, and sewer utilities companies to identify any existing conditions or
concerns to be addressed. Include any maps or diagrams of exi sting
utilities. Topographic maps can be provided of specific locations , if
requested by the Consultant. Consultant shall assist the Town in
determining the best alternative for the Town regarding site development
constraints and utility requirements. Upon resolution of these issues , the
Consultant shall assist the Town with any agreements that will be required
between the Town and the utility providers and design the improvements
for inclusion in the civil site bid documents.
o Environmental Criteria, Plans and Policies: The Consultant team shall
meet or exceed all environmental requirements that govern the design and
proposed work. The design will require approval from all agencies that may
have jurisdiction over the work. This may include , but not be limited to, the
Town of Estes Park, Larimer County, and the State of Colorado. The Town
will require that the Consultant’s proposed team have the expertise to
recognize all these requirements and include the work necessary in the
proposal to get the projects approved with all agencies having jurisdiction
and approval authority over the work. Ensure that local plans align with
zoning regulations, housing policies, and economic development plans.
Any plans must be compatible with broader environmental and recreational
goals at the regional or state levels. The Consultant team must work with
Town staff to help identify any state, federal or private funding opportunities.
• Create Connectivity and Integration Plans to ensure that parks and open
spaces are connected and integrated with the broader community:
o Trails and Greenways: Develop systems that link parks, schools,
neighborhoods, and civic spaces.
18 RFP – 2045 Parks & Open Spaces Master Plan Development
o Transportation: Improve pedestrian, bicycle, and public transit access to
parks.
• Engage stakeholders. Involve the community, Town Staff, and other identified
stakeholders to refine the vision:
o Workshops and Feedback Sessions: Validate goals and objectives with
community input.
o Advisory Committees: Consult with representatives from various interest
groups for balanced perspectives.
• Scenario Planning and Modeling to explore various approaches to achieve the
vision:
o Scenario Development: Present multiple planning scenarios with varying
priorities or resource allocations.
o Evaluation: Assess scenarios based on criteria like cost, impact, or
feasibility.
a. Prioritization of Projects
• Establish Evaluation Criteria to rank projects based on clear and
measurable input:
o Community Impact:
▪ Number of residents served or affected.
▪ Alignment with community needs and preferences (e.g.,
survey results, public feedback).
o Equity:
▪ Address gaps in service or access, especially for underserved
populations.
o Environmental Impact:
▪ Projects that protect or enhance natural resources, such as
wetlands or wildlife habitats.
o Feasibility:
▪ Assess the technical, logistical, or regulatory challenges of a
project.
o Estimated costs:
▪ Projects with high value relative to their cost.
• Categorize projects based on focus or purpose:
o Maintenance and Repairs: Immediate upgrades or safety fixes for
existing facilities.
o New Developments: Creation of new parks and trails.
o Renovations and Expansions: Improvements to existing parks or
adding new features.
19 RFP – 2045 Parks & Open Spaces Master Plan Development
o Conservation Initiatives: Preservation of natural areas or
sustainability projects.
• Align with community needs and vision to ensure priorities reflect the
plan’s vision and needs of the community:
o Community Input: Use results from surveys, workshops, and focus
groups to understand public priorities.
o Vision Alignment: Focus on projects that support overarching goals,
such as sustainability, accessibility, or connectivity.
• Cost Analysis and Budgeting to evaluate the financial aspects for each
project:
o Cost Estimates: Initial costs for design, construction, and
implementation.
o Funding Availability: Identify current funding sources (e.g., grants,
bonds, partnerships).
o Lifecycle Costs: Consider long-term maintenance and operational
expenses.
• Timeframe and Urgency:
o Immediate Needs: Address safety concerns or failing infrastructure.
o Short-Term Projects: Projects that can be completed quickly with
available resources.
o Long-Term Projects: Large-scale or complex initiatives that require
more planning or phased implementation.
• Feasibility and Readiness to determine how prepared the Town is to
execute each project:
o Land Availability: Ensure required land or easements are secured.
o Permits and Approvals: Evaluate regulatory hurdles or
environmental assessments.
o Partnership Opportunities: Determine if partnerships (e.g., with
nonprofits or developers) can support a project.
o Grant Funding Opportunities: Identify grants or other options to
assist in the funding for these projects.
• Equity and Accessibility considerations to ensure all residents have
access to parks and open spaces:
o Underserved Communities: Prioritize projects in areas with limited
park access or amenities.
o ADA Compliance: Address accessibility upgrades to meet
Americans with Disabilities Act (ADA) standards.
o Geographic Balance: Ensure equitable distribution of projects across
the town.
20 RFP – 2045 Parks & Open Spaces Master Plan Development
• Environmental and Sustainability factors determine the benefits or
impacts these projects will have on the environment:
o Sustainability Goals: Projects that incorporate green infrastructure,
renewable energy, or conservation efforts.
o Climate Resilience: Address flooding, cold/heat tolerances, or other
climate-related challenges.
• Connectivity and Integration of how each project will contribute to the
overall park and open space system.
o Trail and Greenway Connectivity: Prioritize projects that link parks,
neighborhoods, and civic spaces.
o Integration with Other Plans: Ensure projects align with broader
municipal or regional plans, such as transportation or housing
initiatives.
• Scoring and Ranking. Assign numerical scores or qualitative rankings to
projects based on the evaluation criteria. Use decision-making tools like
weighted scoring matrices to compare projects across multiple factors.
b. Phased Implementation Plan
• Organizes projects identified in the Parks & Open Spaces Master Plan into
manageable stages based on priority, feasibility, and available resources.
o This ensures a logical and sustainable progression of projects over
time, aligning with the Town’s goals, budget, and capacity.
o By organizing projects into phases, the Town can achieve a steady
and manageable progression toward its vision for parks and open
spaces. This approach ensures that high-priority needs are met first
while laying the groundwork for future developments in a strategic,
community-focused, and financially sustainable way.
• Defines Phases of Implementation. Projects are divided into phases
based on urgency, complexity, and readiness:
o Immediate (Year 1-2): High-priority projects that address critical
needs (e.g., safety improvements, urgent repairs). Projects offering
"quick wins" that demonstrate progress and build public support.
o Short-Term (Year 3-5): Projects with moderate complexity that
require some planning or resource allocation.
o Medium-Term (Year 6-10): Larger projects or those requiring
significant funding or collaboration.
o Long-Term (10+ Years): Complex, resource-intensive projects
requiring extensive planning, partnerships, or phased construction.
• Prioritizing Projects by Phase:
21 RFP – 2045 Parks & Open Spaces Master Plan Development
o Urgency: Addressing safety concerns, regulatory compliance, or
failing infrastructure.
o Community Impact: Prioritize projects with high public demand or
broad benefits.
o Funding Availability: Align projects with current or anticipated funding
sources.
o Readiness: Projects with completed designs, land secured, or
necessary approvals in place.
o Dependencies: Consider if one project depends on another being
completed first (e.g., a new trail connecting two future parks).
• Developing Cost Estimates and Funding Strategies:
o Cost Estimates: Include design, construction, permitting, and
maintenance costs.
o Funding Sources: Identify grants, bonds, public-private partnerships,
or impact fees to support each phase.
o Budgeting: Balance annual budgets and cash flow to ensure financial
feasibility.
• Outlining Tasks and Milestones to create detailed tasks and milestones
for each project phase:
o Key Activities: e.g., land acquisition, design and engineering,
permitting, construction, and public engagement.
o Milestones: e.g., completing design by a specific date, securing
funding, and breaking ground on construction.
• Assigning Roles and Responsibilities to clarify who is responsible for
each phase and task:
o Town Staff: Oversee project management, landscape design,
community engagement, and permitting.
o Consultants: Handle specialized tasks like engineering or
environmental assessments.
o Stakeholders: Include community organizations, local businesses,
and regional partners for collaboration.
o Volunteers: Engage community members in projects like tree
planting or trail maintenance.
• Addressing Maintenance and Operations to plan for ongoing
maintenance and operational needs for each phase :
o Lifecycle Costs: Include staffing, equipment, repairs, and recurring
maintenance costs.
o Operational Readiness: Ensure parks and facilities are ready for use
immediately upon completion.
o Future staffing needs.
22 RFP – 2045 Parks & Open Spaces Master Plan Development
o Future building, yard space, storage, and equipment needs.
• Monitoring and Evaluation to develop a process to track progress and
evaluate overcome for each phase:
o Progress Tracking: Use performance metrics, such as project
completion rates or budget adherence.
o Evaluation: Assess whether completed projects meet community
needs and goals.
o Feedback Loops: Gather input from stakeholders and adjust future
phases based on results.
• Communicating with Stakeholders to keep the community and
stakeholders informed throughout implementation:
o Updates: Share timelines, progress reports, and success stories
through town meetings, newsletters, or social media.
o Transparency: Provide clear explanations for delays or changes to
the plan.
o Celebrations: Host ribbon-cutting ceremonies or public events to
mark project completions.
• Scheduling Phased Rollout to develop a timeline that balances resources
and capacity:
o Avoid Overlapping Projects: Schedule projects to prevent
resource and staff strain or community disruptions.
o Seasonal Considerations: Plan construction or planting during
appropriate seasons.
o Resource Allocation: Ensure sufficient staff, contractors, and
funding are available for each phase.
• Reviewing and Updating the Plan:
o Regular Reviews: Reassess priorities and progress annually or
biannually.
o Adapt to New Opportunities: Incorporate new funding,
partnerships, or community needs as they arise.
o Long-Term Vision: Ensure that phased projects continue to align
with the overarching master plan goals.
Phase 4 Deliverables:
• One (1) Public Meeting/Workshop.
• One (1) Focus Group meeting.
• Preliminary Draft Master Plan to include the following:
o Vision, goals, and objectives.
o Conceptual designs and proposed improvements.
o Maps and visual aids.
o Policy and funding recommendations.
23 RFP – 2045 Parks & Open Spaces Master Plan Development
o Comment/Feedback period for community, focus groups, Town staff, other
identified stakeholders, experts (planners, environmentalists, engineers,
etc.).
• Finalized Master Plan to include the following:
o Updates/revisions from comment/feedback period.
o Finalized vision, goals, and objectives.
o Prioritization of projects including methods of ranking system and cost -
benefit analysis.
o Implementation plan with project description and timelines.
o Budgets and Opinions of Probable Costs (OPC).
o Strategies for monitoring progress and adapting over time.
• One (1) Town Board meeting.
Consultant Meetings
Project Kick-Off Meeting
Consultant to meet with Project Manager
and stakeholders to identify needs/wants In-Person
Phase 1 – Inventory
Assessment
Consultant to meet with Project team for
site visits and gather necessary information
needed for Phase 1 In-Person
Phase 2/3 – Community
Engagement Public meeting/workshop In-Person
Phase 2/3 – Community
Engagement Focus Group meeting In-Person
Phase 2/3 – Community
Engagement
Preliminary Master Plan presentation to the
Town Board at a Study Session In-Person
Phase 4 – Vision/Planning Public meeting/workshop In-Person
Phase 4 – Vision/Planning Focus Group meeting In-Person
Phase 4 – Vision/Planning
Final Master Plan presentation to the Town
Board at a Study Session In-Person
Meetings will be scheduled in advance with Consultants, and subject to change based on
Consultant feedback and input.
Focus Group Meetings: 12:00 PM - 2:00 PM MST
Public Presentation/Comment: 4:00 PM - 6:00 PM MST
Town Board study sessions and public hearing are held on the second and fourth
Tuesday of each month, typically between 5pm and 10pm.
The Consultant/team should plan for a virtual meeting (phone call or videoconference)
with the Town’s Parks Supervisor every other week for progress updates, to address any
questions/issues in order to keep project moving in a timely manner.
24 RFP – 2045 Parks & Open Spaces Master Plan Development
The Town has a goal for the completed Parks & Open Spaces Master Plan to be
presented to the Town Board for approval no later than January 2026. (subject to
change based on feedback from selected consultant team)
P ROFESSIONAL SERVICES, TIME & FEES
Following selection of a Consultant based on qualifications, experience, and other factors,
the TOEP will enter into fee negotiations and then a contract agreement for services.
Payments shall not exceed the total contracted value. Subcontracting or specialty
designers/engineers shall be line item detailed (Exhibit 2 - Consultant’s Personnel and
Subconsultant Listing), and an estimated value identified for fee proposal and initial
contract purposes, with final scope and fee approved prior to commencing any work.
M ETHOD OF PAYMENT
Public Works will process invoices for this project on a monthly basis. The amount of such
payment shall be based upon certified progress reports and billing covering the work
performed and based upon percentage (%) complete. The invoice will be submitted to the
TOEP representative, as identified above, or another designee, for approval. In the event
that a new service is requested that is not listed in the proposal and included in the
contract, the Consultant and the TOEP will negotiate an appropriate price and document
the scope and cost of the service on a Change Order prior to any extra work being done.
U SE OF SUBCONSULTANTS
The proposing Consultant shall indicate in the proposal any work intended to be
performed by subconsultants or persons outside of their firm. The Consultant shall name
the subconsultants, if known at the time of proposal submittal. Subconsultants shall be
bound to meet the same quality standards and schedules. They will also provide the same
level of documentation as described in Instructions to Proposers (III) below.
A WARD OF CONTRACT
A formal contract will be awarded to the responsive and responsible proposing Consultant
whose proposal, conforming to the RFP and according to the selection factors, will be
most advantageous to the TOEP. If chosen, the Consultant will enter into an agreement
with the TOEP via Exhibit 4 - Professional Services Contract. The executed contract will
include a not-to-exceed contract amount. Invoicing shall be based on the Consultant’s
hourly rate schedule provided in the proposal and will not exceed the contract amount
without a previously approved change order executed with the TOEP and the Consultant.
The successful Consultant shall acquire a Town Business License prior to signing the
contract. A Town Business License can be obtained through the Town Clerk’s Office at
https://www.colorado.gov/pacific/townofestespark/businesslicensing.
25 RFP – 2045 Parks & Open Spaces Master Plan Development
M ATERIAL OWNERSHIP
All hard copy and electronic material submitted regarding this RFP and the final design
documents becomes the property of the TOEP and will only be returned to the Consultant
at the TOEP’s option. The TOEP has the right to use any or all ideas presented in reply
to this RFP. Disqualification of proposer does not eliminate this right.
T ERM OF CONTRACT
The term of the contract resulting from this RFP shall be from the date of the executed
contract through contract date or final acceptance of the work. The TOEP will generate
the Professional Services Contract in accordance with TOEP policy (Exhibit 4 -
Professional Services Contract). A contract term that is acceptable for both the TOEP
and selected firm would be negotiated upon selection.
III. INSTRUCTIONS TO PROPOSERS
O RGANIZATION OF THE P ROPOSAL
Eligibility to submit a proposal begins with virtual attendance at a mandatory pre-proposal
conference which will be held at 11:00AM (MST) Wednesday, January 15, 2025. The
proposal shall be organized per the submittal format outlined below. Organization and
brevity are appreciated. The sections of the RFP shall be indexed per the seven (7)
sections noted below in the submittal format for easy reference.
1) Cover Letter: Identify the Proposer’s name, mailing address, telephone number, and
contact person(s). The letter must be signed by the Proposer and should be limited
to two (2) pages.
2) Project Approach: Based upon the Scope of Services, project data provided in this
RFP, and available supplemental data, provide a narrative description of the work to
be accomplished and the firm’s approach to completing the work. Explanation of how
each phase of this project will be addressed. The overview should articulate an
understanding of the TOEP's needs. The overview should describe the proposed
work, and all applicable requirements and should be limited to seven (7) pages.
3) Key Personnel & Firm Qualifications: Include background experience and
education for the primary members of the design team. The primary contact for the
firm should be clearly defined. It is highly desired that the firm’s project manager has
relevant experience in landscape architecture/design, urban planning, ecology,
recreational planning, geographic information systems planning, engineering, and
community engagement. Identify the specific role and phase of participation
anticipated for this project, and highlight the unique elements/qualifications provided
to the design team. Provide background information including education, professional
titles, related qualifications, specific roles in past projects, and relevant experience.
This should be limited to ten (10) pages.
26 RFP – 2045 Parks & Open Spaces Master Plan Development
4) Schedule & Availability: Provide a representative milestone schedule and
demonstrate your firm's ability to meet this schedule. Please confirm in writing that
your firm or team has the availability to meet this schedule. This should be limited to
one (1) page. The project schedule proposed by the Town on page 5 is a target. If
the consultant team believes this is not a realistic timeline, please provide a more
attainable timeline.
5) Exhibits: Review, complete, sign and date Exhibits 1, 2, and 3
6) Experience & References: Provide a list of at least three (3) previous project
references of similar scope completed or begun within the last three (3) years.
Include specific information about each project that applies to the experience of
your firm relative to this RFP. Provide a list of references for projects that your firm
has completed (and, if applicable, at least one (1) of those projects should be for
work that any sub-consultants have performed with your firm, collectively as a
team).This should be limited to five (5) pages.
7) Project Cost Proposal & Hourly Rate Fee Schedule**: Consultants shall provide
a comprehensive summary of the expected cost of this project. Additionally,
include the billable cost for each member of the project team (to be used as
reference for possible change order cost discussions).
P ROPOSAL S UBMISSION
All proposals must be submitted to the Parks Supervisor by 2:00 PM (MST) on Friday,
January 31, 2025. Proposals must be submitted through one of the following means:
A. BidNet: Response to the solicitation on Rocky Mountain E -Purchasing System
(www.rockymountainbidsystem.com); or
B. Email to Brian Berg, Parks Supervisor (bberg@estes.org) with the subject line:
2045 Parks & Open Spaces Master Plan Proposal
HAND-DELIVERED OR LATE PROPOSALS WILL NOT
BE ACCEPTED OR CONSIDERED.
PROPRIETARY INFORMATION
All information included in any proposal that is of a proprietary nature must be clearly
marked as such. The TOEP shall be held harmless from any claims arising from the
release of proprietary information not clearly designated as such by the proposing firm.
In general, it is not acceptable to the TOEP to mark information other than financial data
as proprietary without the written authorization from the P ublic Works Director. Failure to
adhere to this restriction could result in rejection of the entire proposal. The TOEP has
the right to use any or all ideas presented in reply to this RFP. Disqualification of the
Proposer does not eliminate this right.
27 RFP – 2045 Parks & Open Spaces Master Plan Development
REJECTION OF PROPOSAL
The TOEP reserves the right to cancel this RFP; reject any Proposal, in whole or in part;
to modify the Scope of Work to be done as mandated by budgetary requirements; and to
waive informalities or irregularities in the Proposals received, when it is in the Town's best
interest to do so. The total cost of proposal preparation, submission, and any travel or
accommodations resulting from invitation to interview shall be covered by the Proposer.
USE OF SUBCON SULTANTS
The proposing firm shall indicate in the proposal any work intended to be performed by
subcontractors or persons outside of their firm (e.g., partnering firms, consultants, etc.).
The Proposer shall name the partner firms, if known, at the time of proposal submittal.
Partners and subcontractors shall be bound to meeting the same quality standards and
schedules as the proposing firm. They will also provide the same level of documentation
(insurance & business licenses).
DISADVANTAGED BUSINESS ENTERPRISE (DBE)
The TOEP, in accordance with Title VI of the Civil Rights Act of 1964, and Title 49, Code
of Federal Regulations (CFR), Department of Transportation (DOT), Part 21, for
nondiscrimination in federally-assisted programs, notifies all bidders and proposers that
it will affirmatively ensure that, in any contract entered into for this solicitation,
disadvantaged business enterprises will be afforded full opportunity to participate in the
solicitation process and will not be discriminated against on the grounds of race, color, or
national origin. There is no DBE requirement for this project; however, DBE participation
is strongly encouraged.
INSURANCE REQUIREMENTS
Insurance certificates are not required with the proposal but shall be provided by the
selected management firm with the signed Professional Services Contract. Specific
insurance requirements are outlined in the draft Professional Services Contract (Exhibit
4 - Professional Services Contract). The TOEP must approve the successful firm’s/firm(s)
insurance prior to execution of the agreement by the TOEP Board of Trustees. The
successful firm shall also acquire a TOEP Business License prior to signing the
agreement, at their own expense.
P ROPOSAL REVIEW , E VALUATION & SELECTION PROCESS
Respondents should submit a comprehensive, but concise , RFP submittal. Failure of the
respondents to provide any information requested in this RFP may result in
disqualification of the submitted proposal.
Submittal Review: The Review Committee shall evaluate and rank proposal submittals
based on alignment with the RFP requirements, Submittal Format, Review Criteria, and
Fee Proposal/Value. Interviews may be scheduled at TOEP discretion; however, TOEP
reserves the right to select a firm based on the proposals only.
28 RFP – 2045 Parks & Open Spaces Master Plan Development
Interview of Finalists: At the TOEP’s option, the field will be narrowed to the top
responsive Proposers, and they will be invited to interview with the review committee, in
a to-be-defined format. The finalists will have approximately one (1) week to prepare their
presentation for the committee.
Disclaimer: Any Professional Services Agreement is subject to the review and approval
of the TOEP Board of Trustees.
SELECTION CRITERIA
The objective of the Evaluation and Selection Committee will be to evaluate proposals
against the criteria set forth here-in:
SELECTION CRITERIA
Point
Value
Scope Understanding and Proposed Approach: Approach is clear and
concise and addresses this specific project. Understanding of the project
location, need, opportunities and challenges in producing design and
engineering plans, specs, and estimates for construction. Completeness
of approach to perform the Scope of Work expected to be incurred under
this project.
20 points
Qualifications of Project Staff: Project staff background, education, and
experience on similar projects. Qualifications and experience of the
Consultant in community-informed design, design phases, bidding, and
construction management assistance.
20 points
Experience and Client References for Similar Projects: Performance
on time, within budget and scope; similar to this project in size and scope.
Management qualifications and company capability. Qualifications of the
firm in terms of its ability, experience, and reliability in performing and
managing work within a schedule and budget. References should be
provided for at least three (3) recent clients for whom the firm has
performed services similar to the work outlined in the Scope of Services.
20 points
Fee Proposal/Value of Services 20 points
Adequacy of the Proposal: Completeness and thoroughness of the
proposal. Responsive to the RFP.
10 points
Availability and Schedule: Availability to perform the project upon
Notice to Proceed (if selected) and to complete the work in a timely
(reasonable) manner.
10 points
Total Points 100 points
29 RFP – 2045 Parks & Open Spaces Master Plan Development
Based on the point system, the firms will be ranked in order of their perceived ability to
perform the work. The top firms MAY be interviewed; after interviews, points may be
recomputed.
G ENER A L REQUIREMENTS
The successful firm shall:
• Have experience in all professional services requested in this RFP, including
landscape architecture/design, urban planning, ecology, recreational planning,
geographic information systems planning, engineering, and community engagement.
• Enter into a contract with the TOEP to provide services to create a Parks & Open
Spaces Master Plan.
• Provide proof of and maintain insurance coverage for the duration of the contract
period as outlined in the TOEP’s Professional Services Agreement
• Operate as an independent contractor and will not be considered employee(s) of
TOEP.
• Be paid on actual invoices as work is completed.
S ITE PARAMETERS
The selected Consultant will work closely with TOEP staff to develop improvements in a
manner that will minimize the impact to the citizens.
DELIVERABLES
The Consultant shall provide digital copies (PDF, Microsoft Word, Excel, etc.) of the
plans, specifications, and cost estimate for review by the TOEP. Plans shall be
developed for printing on 11x17 paper at true half -scale. Documents for presentations to
stakeholders shall be a minimum of 18x24 if printed.
Presentations to stakeholders and/or Community shall be in the form of story boards,
visuals, handouts, digital presentations, or other options offered by the proposer.
T OWN REPRESENTATIVES
The TOEP’s representatives on this project will be Parks Division Supervisor Brian Berg
and Project Manager Derek Pastor, both of the Public Works Department. All progress
meetings, project review, field meetings, day-to-day work, and project-related contact
will be coordinated through the Parks Supervisor.
30 RFP – 2045 Parks & Open Spaces Master Plan Development
P ROJECT SCHEDULE
The Consultant will provide an updated project schedule at the time of contract
execution and shall update the project schedule regularly throughout the design
process. The schedule shall identify tasks such as delivery of Plans, Specifications and
Estimates (PS&E) at various stages, and delivery of final documents.
S UPPLEMENTAL CONSULTANT GUIDELINES
A. Preliminary and final designs for this project will be reviewed by the pertinent TOEP
staff, which includes the Parks Supervisor, the Project Manager, Parks Division
Focus Group, Public Works Director, Community Development, and others.
B. Design will primarily use standards from the Town of Estes Park, Larimer County,
and State of Colorado. Standards could include, but are not limited to, any
combination of the following: American Institute of Architects (AIA), National Society
of Professional Engineers (NSPE), Estes Park Development Code (EPDC), Larimer
County Urban Area Street Standards (LCUASS), Americans with Disabilities Act
(ADA), Public Rights-of-Way Accessibility Guidelines (PROWAG).
C. The plan documents will consist of, but not be limited to, the following formats: layout
and cover sheet, plan views, profile views, details, sketches, general and detailed
construction notes, and construction explanation notes and details. Plans should be
suitable for bidding and construction.
D. The specification documents will consist of, but not be limited to, the following
formats: Special Conditions, Standard Special Provisions, Project Special
Provisions. Specifications should be suitable for bidding and construction.
E. The Consultant shall submit all calculations necessary for best management
practices (BMPs), plan quantities, and other work related to producing the design
documents.
F. TOEP staff, if available, may provide electronic or paper copies of available plats,
utility as-builts, or other related documents upon request. If these documents cannot
be provided by TOEP staff, the Consultant shall research and obtain all relevant
documents at their own expense. These documents will also become property of the
TOEP.
G. The Consultant should plan a minimum of eight (8) live/in-person design meetings
with TOEP staff and/or stakeholders as outlined above. The Parks Supervisor will
work with the Consultant to coordinate and meet with relevant TOEP stakeholders.
The Consultant will be responsible for supplying the requested documentation and
obtaining approvals. Additionally, the consultant should budget for virtual project
coordination meetings every other week with the Parks Supervisor to resolve issues
and maintain forward progress on the design effort.
31 RFP – 2045 Parks & Open Spaces Master Plan Development
H. Any additional fees for services beyond the outlined scope of work shall be preceded
by a Change Order request produced by the Consultant. Approval of any change
orders will be required prior to commencement of any additional work.
I. Consultant shall collect all survey data in order to complete the design.
PROTEST PROCEDURES
Any person adversely affected by this solicitation shall file with the Town Clerk, Town of
Estes Park, P.O. Box 1200, Estes Park, CO 80517 a Notice of Protest, in writing, at
least five (5) calendar days prior to the date on which proposals are to be received.
Protests will be considered and responded to in writing prior to the proposal due date of
Friday, January 31, 2025. If the protest is sustained, the proposal due date may be
delayed, and an addendum issued to modify the due date or cancel the solicitation. If
the protest is denied, the proposal due date is upheld, and submissions will be required
as originally scheduled.
Any person adversely affected by a decision in connection with this solicitation shall file
a Formal Written Protest, in writing, within five (5) calendar days of receipt of the
decision with the TOEP Parks Division Supervisor.
The formal written protest shall state with particularity the facts and law upon which the
protest is based.
Protesters may not challenge the evaluation criteria or the relative weight of the
evaluation criteria or the formula for making an award determination.
Upon receipt of a Formal Written Protest that has been filed in a timely manner, the
Parks Supervisor shall stop the proposal solicitation process or the award process until
the subject of the protest is resolved by mutual agreement or by final action of the
TOEP Board of Trustees.
The Parks Supervisor shall provide an opportunity to resolve the protest by mutual
agreement between the parties within seven (7) working days of receipt of a formal
written protest. If the protest is not resolved by mutual agreement within seven (7)
working days, the Parks Supervisor and/or the protestor shall refer the protest to: Town
Administrator, Town of Estes Park, P.O. Box 1200, Estes Park, CO 80517.
The TOEP Board of Trustees will review the protest and the Parks Supervisor‘s
decision, and either concur or reverse the decision at the next possible regular meeting
of the Town Board.
32 RFP – 2045 Parks & Open Spaces Master Plan Development
TOWN OF ESTES PARK
Brian Berg
Parks Supervisor
Town of Estes Park
Public Works Department
970-577-3783
bberg@estes.org
33 RFP – 2045 Parks & Open Spaces Master Plan Development
IV. EXHIBITS
E XHIBIT 1
TOWN OF ESTES PARK
ACCEPTANCE OF CONDITIONS STATEMENT
No employee, elected or appointed official of the Town of Estes Park, or any such
person’s spouse or dependent child has an existing or pending, direct or indirect,
financial, ownership or personal interest in the proposing firm of this Request for Proposal,
except as follows:
I/we hereby agree to all instructions, terms and conditions, and specifications contained
herein. I/we acknowledge receipt of the following Addenda:
Proposing Firm:
Address:
Telephone No.
Submitted By:
Signature
Printed Name
Title
Date:
Attest:
Signature
Printed Name
34 RFP – 2045 Parks & Open Spaces Master Plan Development
E XHIBIT 2
CONSULTANT’S PERSONNEL AND SUBCONSULTANT LISTING
Name Role
35 RFP 2045 Parks & Open Spaces Master Plan Development
E XHIBIT 3
TOWN OF ESTES PARK
REFERENCE AUTHORIZATION AND RELEASE FORM
To:
By:
(Proposer)
A Corporation
A Partnership whose address is
An Individual
Proposer hereby authorizes Town to perform such investigation of proposer as the Town
deems necessary to establish the qualifications, responsibility and financial ability of
proposer. By its signature hereon, proposer authorizes owner to obtain reference
information concerning proposer and releases the party providing such information
named above and the Town from any and all liability to proposer as a result of any such
reference information provided.
Proposer further waives any right to receive copies of reference information provided to
the Town. An executed copy of this Reference Authorization and Release Form may be
used with the same effectiveness as an original.
By:
Printed Name:
Title:
Date:
36 RFP 2045 Parks & Open Spaces Master Plan Development
E XHIBIT 4
TOWN OF ESTES PARK
PROFESSIONAL SERVICES CONTRACT (example)
PROFESSIONAL SERVICES CONTRACT
For the services related to the creation of the 2045 Parks & Open Spaces Master Plan
as outlined in the Request for Proposal:
• Existing Inventory Assessment
• Community Engagement
• Needs Analysis
• Vision and Planning
o Prioritization of Projects
o Phased Implementation Plan
The parties, the Town of Estes Park, Colorado (Town), a municipal corporation, and
Contractor Name, a Company’s legal entity, whose address is Contractor Address, make this
Contract this __________ day of ____________________, 2025, at the Town of Estes Park,
Colorado, considering the following facts and circumstances:
1. RECITALS:
1. Town desires to use the services of Consultant outlined in Consultant's Proposal; and
2. Consultant has agreed to provide the Services outlined in its Proposal, on the terms and
conditions stated in this Contract.
2. CONTRACT: This Agreement is a Contract, representing the entire and integrated
agreement between the parties and supersedes any prior negotiations, written or oral
representations and agreements. The Agreement incorporates the following Contract Documents.
In resolving inconsistencies between two or more of the Contract Documents, they shall take
precedence in the order enumerated, with the first listed Contract Document having highest
precedence.
The Contract Documents, except for amendments executed after execution of this Contract, are:
37 RFP 2045 Parks & Open Spaces Master Plan Development
1. Change Orders;
2. Notice to Proceed;
3. This Contract;
4. The following Addenda, if any:
Number Date Page(s)
5. The following Special Conditions of the Contract, if any:
Document Title Page(s)
6. Notice of Award;
7. Request for Proposals, containing XX pages, dated XXX;
8. Consultant's Proposal, containing XX pages, dated XXX; and
9. Insurance Certificates.
3. SCOPE OF SERVICES: Consultant shall provide and furnish at its own cost and expense
all materials, machinery, equipment, tools, superintendence, labor, insurance and other
accessories and services necessary to provide its Services in strict accordance with the conditions
and prices stated in the Contract Documents.
4. BEGINNING WORK AND COMPLETION SCHEDULE: The Consultant shall begin
services under this Contract upon receiving Town’s Notice to Proceed. Consultant shall timely
perform its Services, according to the Proposal Schedule outlined on page 5 of the Request for
Proposal and incorporated into this Contract or as otherwise directed by Town.
5. PRICE: The Town will pay Consultant for the performance of this Contract, not to
exceed Contract Price, as the Price for the total Services performed as stipulated in Consultant's
Proposal. This Contract does not create a multiple fiscal year direct or indirect debt or other
financial obligation. Each request for service shall incur a concurrent debt for that request
only. All financial obligations of the Town under this Contract are contingent upon
appropriation, budgeting, and availability of specific funds to discharge such obligations.
6. TIME OF PAYMENTS TO THE CONSULTANT: The Consultant shall bill its charges
to the Town periodically, but no more frequently than once a month. Each bill shall contain a
statement of the time the primary employees spent on the Services since the previous bill, a brief
description of the Services provided by each such employee, and an itemization of direct
38 RFP 2045 Parks & Open Spaces Master Plan Development
expenses. The Town will pay each such bill which it finds to be in accordance with this Contract
within forty-five days of its receipt. If Town questions any part of a bill, finds any part of a bill
does not conform to this Contract, or claims the right to withhold payment of any part of a bill, it
will promptly notify Consultant of the question, nonconformity or reasons for withholding.
7. QUALIFICATIONS ON OBLIGATIONS TO PAY: No partial payment shall be final
acceptance or approval of that part of the Services paid for, or shall relieve Consultant of any of
its obligations under this Contract. Notwithstanding any other terms of this Contract, Town may
withhold any payment (whether a progress payment or final payment) to Consultant under the
following conditions:
1. Consultant fails to promptly pay all bills for labor, material, or services of consultants
furnished or performed by others to perform Services.
2. Consultant is in default of any of its obligations under this Contract or any of the Contract
Documents.
3. Any part of such payment is attributable to Services not conforming to this Contract.
(Town will pay for any part attributable to conforming Services).
4. Town, in its good faith judgment, determines that the compensation remaining unpaid
will not be sufficient to complete the Services according to this Contract.
8. CONSULTANT'S DUTIES:
1. Town enters into this Contract relying on Consultant’s special and unique abilities to
perform the Services. Consultant accepts the relationship of trust and confidence
established between it and the Town by this Contract. Consultant will use its best efforts,
skill, judgment, and abilities. Consultant will further the interests of Town according to
Town’s requirements and procedures, according to high professional standards.
2. Consultant has and will undertake no obligations, commitments, or impediments of any
kind that will limit or prevent its performance of the Services, loyally, according to the
Town's best interests. In case of any conflict between interests of Town and any other
entity, Consultant shall fully and immediately disclose the issue to Town and, without
Town's express approval, shall take no action contrary to Town's interests.
39 RFP 2045 Parks & Open Spaces Master Plan Development
3. Consultant’s Services under this Contract shall be of at least the standard and quality
prevailing among recognized professionals of expert knowledge and skill engaged in the
Consultant's same profession under the same or similar circumstances.
4. Consultant's work, including drawings and other tangible work products provided to
Town, will be accurate and free from any material errors, and will conform to the
requirements of this Contract. Town approval of defective drawings or other work shall
not diminish or release Consultant's duties, since Town ultimately relies upon
Consultant's skill and knowledge.
5. The Contract Documents determine whether the Consultant's Scope of Services includes
detailed independent verification of data prepared or supplied by Town. Consultant will,
nevertheless, call to Town's attention anything in any drawings, plans, sketches,
instructions, information, requirements, procedures, or other data supplied to Consultant
(by the Town or any other party) that Consultant knows, or reasonably should know, is
unsuitable, improper, or inaccurate for Consultant's purposes.
6. Consultant shall attend such meetings on the work stated in this Contract (Proposal
Schedule outlined on page 5 of the Request for Proposal), as Town requires. Town will
give reasonable notice of any such meetings, so Consultant may attend. Town will pay
for any meeting time exceeding Consultant’s total estimate of included hours, according
to Consultant’s fee schedule attached to Consultant’s proposal.
7. As applicable state and federal laws may require, Consultant will assign only persons
duly licensed and registered to do work under this Contract.
8. Consultant shall furnish efficient business administration and superintendence and
perform the Services in the most efficient and economical manner consistent with the
best interests of Town.
9. Consultant shall keep its books and records for Services and any reimbursable expenses
according to recognized accounting principles and practices, consistently applied.
Consultant shall make them available for the Town's inspection at all reasonable times.
Consultant shall keep such books and records for at least three (3) years after completion
of the Services.
40 RFP 2045 Parks & Open Spaces Master Plan Development
9. TOWN'S DUTIES:
1. Town will provide full information to the Consultant on the Town's requirements in a
timely manner.
2. Town will assist the Consultant by providing such pertinent information available to
Town, including maps, studies, reports, tests, surveys and other data, as Consultant
specifically requests.
3. Town will examine all tests, reports, drawings, specifications, maps, plans and other
documents presented by the Consultant to Town for decisions. Town will obtain the
advice of other consultants, as the Town thinks appropriate. Town will give decisions to
the Consultant in writing within a reasonable time.
4. Town will appoint a person to act as Town's representative on this Agreement. This
person will have authority to issue instruction, receive information, interpret and define
the Town's policies and decisions on the Consultant’s Services.
5. Town will give prompt written notice to the Consultant when the Town notices any
development that affects the scope or timing of the Services.
10. USE OF FINAL PRODUCT: Consultant may have limited involvement after the
completion of this Agreement and lacks control of the future use of Consultant's work. Except
for deficiencies in Consultant’s performance under this Agreement, future use and interpretation
of Consultant’s work is at the risk of Town or other users.
1. The Consultant will keep record copies of all work product items delivered to the Town.
11. OWNERSHIP OF DOCUMENTS AND OTHER MATERIALS: All drawings,
specifications, computations, sketches, test data, survey results, renderings, models, and other
materials peculiar to the Services of Consultant or Consultant’s subconsultants under this
Contract are property of Town, for its exclusive use and re-use at any time without further
compensation and without any restrictions. Consultant shall treat all such material and
information as confidential, and Consultant shall neither use any such material or information or
copies on other work nor disclose such material or information to any other party without Town's
prior written approval. Upon completion of Services, or at such other time as the Town requires,
Consultant shall deliver to the Town a complete, reproducible set of all such materials. For
copyright ownership under the Federal Copyright Act, Consultant conveys to Town and waives
all rights, title and interest to all such materials in written, electronic or other form, prepared
under this Contract. Town shall have worldwide reprint and reproduction rights in all forms and
in all media, free of any claims by the Consultant or its subconsultants and subcontractors. The
Town's rights, granted above, in drawing details, designs and specifications that are Consultant's
standard documents for similar projects, and in Consultant’s databases, computer software and
other intellectual property developed, used or modified in performing Services under this
41 RFP 2045 Parks & Open Spaces Master Plan Development
Contract are not exclusive, but joint rights, freely exercisable by either the Town or the
Consultant.
All design documents, including drawings, specifications, and computer software prepared
by Consultant according to this Contract comprise Consultant's design for a specific Project.
Neither party intends or represents them as suitable for reuse, by Town or others, as designs
for extension of that same Project or for any other project. Any such reuse without prior
written verification or adaptation by Consultant for the specific purpose intended will be at
user's sole risk and without liability or legal exposure to Consultant. Except as required for
performance under this Contract, Consultant's verification or adaptation of design
documents will entitle Consultant to additional compensation at such rates as the Consultant
may agree.
12. CHANGE ORDERS: Town reserves the right to order work changes in the nature of
additions, deletions, or modifications, without invalidating this agreement, and agrees to make
corresponding adjustments in the contract price and time for completion. All changes will be
authorized by a written change order signed by Town. Work shall be changed, and the contract
price and completion time shall be modified only as set out in the written change order.
13. SERVICE OF NOTICES: The parties may give each other required notices in person or
by first class mail or by email to their authorized representatives (or their successors) at the
addresses listed below:
TOWN OF ESTES PARK:
Brian Berg
Parks Division Supervisor
170 Macgregor Ave
Estes Park, CO 80517
970-577-3783
bberg@estes.org
CONSULTANT:
[Enter name, title & address of consultant's
authorized rep.,
14. COMPLIANCE WITH LAW: Consultant will perform this Contract in strict compliance
with applicable federal, state, and municipal laws, rules, statutes, charter provisions,
ordinances, and regulations (including sections of the Occupational Safety and Health
Administration [OSHA] regulations, latest revised edition, providing for job safety and
health protection for workers) and all orders and decrees of bodies or tribunals applicable to
work under this Contract. Consultant shall protect and indemnify Town against any claim or
liability arising from or based on the violations of any such law, ordinance, regulation, order,
or decrees by itself or by its subcontractors, agents, or employees. Town assumes no duty to
ensure that Consultant follows the safety regulations issued by OSHA.
42 RFP 2045 Parks & Open Spaces Master Plan Development
15. PERMITS AND LICENSES: The Consultant shall secure all permits and licenses, pay all
charges, files, and taxes and give all notices necessary and incidental to the lawful prosecution of
its Services. Anyone conducting business in the Town of Estes Park is required a business
license which can be obtained from the Town Clerk’s Office.
16. PATENTED DEVICES, MATERIALS AND PROCESSES: The Consultant shall hold
and save harmless the Town from all claims for infringement, by reason of fee use of any
patented design, device, material, process, or trademark or copyright and shall indemnify the
Town for any costs, expenses, and damages, including court costs and attorney fees, incurred by
reason of actual or alleged infringement during the prosecution or after completion of Services.
17. INSURANCE: Consultant shall, at its own costs, secure and continuously maintain
through the term of this Contract the minimum insurance coverages listed below, with forms and
insurers acceptable to Town. In addition, Consultant shall maintain such coverages for the
insurance listed in Paragraphs 17.1, 17.3 and 17.4 for two additional years. For any claims-made
policy, Consultant shall include the necessary retroactive dates and extended reporting periods to
maintain continuous coverage.
1. Professional Liability/Errors and Omissions for at least $1,000,000.
2. Workers' Compensation according to the Workers' Compensation Act of the State of
Colorado and Employer's Liability with limits of at least $500,000.
3. General liability, including contractual liability, of at least $1,000,000 per each
occurrence plus an additional amount adequate to pay related attorney's fees and defense
cost. Coverage shall include bodily injury, property damage, personal injury, and
contractual liability.
4. Comprehensive Automobile Liability with minimum limits for bodily injury and property
damage coverage of at least $1,000,000 per each occurrence plus an additional amount
adequate to pay related attorneys' fees and defense costs, for each of Consultant's owned,
hired or non-owned vehicles assigned to or used in performance of this Contract.
5. Valuable Papers insurance in an amount adequate to assure the restoration of any plans,
drawings, field notes, or other similar data related to the services covered by this Contract
in case of their loss or destruction.
6. The required general liability and comprehensive automobile liability policies shall
contain endorsements to include Town and its officers and employees as additional
insureds. The required professional liability and workers’ compensation policies or
coverages shall not contain endorsements including the Town, its officers or employees
as additional insureds. Every policy required above shall be primary insurance. Any
insurance or self-insurance benefits carried by Town, its officers, or its employees, shall
be in excess and not contributory to that provided by Consultant.
43 RFP 2045 Parks & Open Spaces Master Plan Development
7. Consultant shall, upon request, provide Town a certified copy of each required policy.
8. As evidence of the insurance coverages required by this Contract, before beginning work
under this Contract, Consultant shall furnish certificates of insurance certifying that at
least the minimum coverages required here are in effect and specifying the liability
coverages (except for professional liability) are written on an occurrence form to:
Town of Estes Park
170 MacGregor Avenue
PO Box 1200
Estes Park, CO 80517
Attention: Brian Berg, Parks Division Supervisor
With the exception of professional liability and workers’ compensation, policy or
policies providing insurance as required will defend and include the Town, its Board,
officers, agents and employees as additional insureds on a primary basis for work
performed under or incidental to this Contract. Required insurance policies shall be
with companies qualified to do business in Colorado with a general policyholder’s
financial rating acceptable to the Town. The policies shall not be cancelable or subject
to reduction in coverage limits or other modification except after thirty days’ prior
written notice to the Town. General liability and automobile policies shall be for the
mutual and joint benefit and protection of the Consultant and the Town. These policies
shall provide that the Town, although named as an additional insured, shall
nevertheless be entitled to recover under said policies for any loss occasioned to it, its
officers, employees, and agents by reason of acts or omissions of the Consultant, its
officers, employees, agents, sub-consultants, or business invitees. They shall be
written as primary policies not contributing to and not in excess of coverage the Town
may carry.
9. If Consultant is self-insured under the laws of the State of Colorado, Consultant shall
provide appropriate declarations and evidence of coverage.
10. Consultant shall not cancel, change, or fail to renew required insurance coverages.
Consultant shall notify Town's designated person responsible for risk management of any
reduction or exhaustion of aggregate limits, which Town may deem to be a breach of this
Contract.
11. The Town relies on, and does not waive or intend to waive, by any provision of this
Contract, the monetary limitations or any other rights, immunities, and protections
provided by the Colorado Governmental Immunity Act, § 24-10-101 et seq., C.R.S., as
from time to time amended, or otherwise available to the parties, their officers, or their
employees.
44 RFP 2045 Parks & Open Spaces Master Plan Development
12. If any insurance required here is to be issued or renewed on a claims-made form as
opposed to the occurrence form, the retroactive date for coverage will be no later than the
commencement date of the project and will state that in the event of cancellation or
nonrenewal, the discovery period for insurance claims (tail coverage) will be at least 72
months.
13. Consultant shall not cancel, non-renew or cause insurance to be materially changed or
replaced by another policy without prior approval by Town.
18. INDEMNIFICATION:
1. Consultant and its agents, principals, officers, partners, employees, and subcontractors
("Indemnitors") shall and do agree to indemnify, protect, and hold harmless the Town, its
officers, employees, and agents ("Indemnitees") from all claims, damages, losses, liens,
causes of actions, suits, judgments, and expenses (including attorneys’ fees), of any
nature, kind, or description ("Liabilities") by any third party arising out of, caused by, or
resulting from any Services under this Contract if such Liabilities are: (1) attributable to
bodily injury, personal injury, sickness, disease, or death of any person, or to the injury or
destruction of any tangible property (including resulting loss of use or consequential
damages) and (2) caused, in whole or in part, by any error, omission or negligent act of
the Consultant, anyone directly or indirectly employed by it, or anyone for whose acts
Consultant may be liable.
2. If more than one Indemnitor is liable for any error, omission or negligent act covered by
this Agreement, each such Indemnitor shall be jointly and severally liable to the
Indemnitees for indemnification and the Indemnitors may settle ultimate responsibility
among themselves for the loss and expense of any such indemnification by separate
proceedings and without jeopardy to any Indemnitee. This Agreement shall not eliminate
or reduce any other right to indemnification or other remedy the Town, or any of the
Indemnitees may have by law.
3. As part of this indemnity obligation, the Consultant shall compensate the Town for any
time the Town Attorney's Office and other counsel to the Town reasonably spend on such
claims or actions at the rates generally prevailing among private practitioners in the Town
of Estes Park for similar services. This obligation to indemnify the Town shall survive
the termination or expiration of this Agreement.
19. INDEPENDENT CONTRACTOR: Consultant shall perform all Services under this
Agreement as an independent contractor, and not as an agent or employee of Town. No
employee or official of Town shall supervise Consultant. Consultant shall exercise no
supervision over any employee or official of Town. Consultant shall not represent that it is an
employee or agent of the Town in any capacity. Consultant’s officers, employees and agents
are not entitled to Workers' Compensation benefits from the Town, and Consultant is
obligated to pay federal and state income tax on money earned under this Agreement.
Except as this Agreement expressly states, Consultant shall, at its sole expense, supply all
buildings, equipment and materials, machinery, tools, superintendence, personnel, insurance and
45 RFP 2045 Parks & Open Spaces Master Plan Development
other accessories and Services necessary. This Agreement is not exclusive; subject the terms of
this Agreement, Town and Consultant may each contract with other parties.
20. PROVISIONS CONSTRUED AS TO FAIR MEANING: Any tribunal enforcing this
Agreement shall construe its terms as to their fair meaning, and not for or against any party based
upon any attribution to either party.
21. HEADINGS FOR CONVENIENCE: All headings, captions and titles are for
convenience and reference only and of no meaning in the interpretation or effect of this Contract.
22. NO THIRD-PARTY BENEFICIARIES: The parties intend no third-party beneficiaries
under this Contract. Any person besides Town or Consultant receiving services or benefits under
this Agreement is an incidental beneficiary only.
23. TOWN’S RIGHT TO BAR PERSONNEL FROM WORK SITE: For conduct the Town
(in its sole discretion) decides may violate applicable laws, ordinances rules or regulations, or
may expose Town to liability or loss, Town may bar any person (including Consultant's and
subconsultants’ and subcontractors’ employees) from the Town's work sites. Such a bar shall not
require any employee's discharge from employment, but shall merely prohibit the employee's
presence at Town’s work sites. Such a bar shall not warrant an increase in contract time or Price.
24. WAIVER: No waiver of any breach or default under this Agreement shall waive any
other or later breach or default.
25. TERM: This Contract shall commence on Wednesday, August 14, 2024, and shall
continue through Monday, March 31, 2025 with the option of one (1) additional renewal, based
on the construction timeline and construction management assistance needed for the duration of
the construction, upon agreement of both parties.
26. TERMINATION:
1. In addition to any other available remedies, either party may terminate this Contract if the
other party fails to cure a specified default within seven (7) days of receiving written
notice of the default. The notice shall specify each such material breach, in reasonable
detail.
2. Town may, at any time, terminate performance of the work, in whole or in part, for its
own convenience. The Town may effect such termination by giving Consultant written
Notice of Termination specifying the extent and effective date of termination. In case of
termination, for convenience, Town shall pay Consultant for work satisfactorily
completed, to the date of termination. The Town shall determine the portion of work
completed.
3. If either party so terminates, the Consultant shall promptly deliver to the Town all
drawings, computer programs, computer input and output, analysis, plans, photographic
images, tests, maps, surveys and writer’s materials of any kind generated in the
46 RFP 2045 Parks & Open Spaces Master Plan Development
performance of its Services under this Contract up to and including the date of
termination.
27. SUSPENSION: Without terminating or breaching this Contract, the Town may, at its
pleasure, suspend fee services of the Consultant hereunder. Town may effect suspension by
giving the Consultant written notice one (1) day in advance of the suspension date. Upon receipt
of such notices the Consultant shall cease their work as efficiently as possible, to keep total
charges to a minimum. The Town must specifically authorize any work performed during
suspension. Since suspension and subsequent reactivation may inconvenience the Consultant,
Town will endeavor to provide advance notice and minimize its use. After a suspension has been
in effect for thirty days, the Consultant may terminate this Contract at will.
28. ASSIGNMENT AND DELEGATION: Except as stated, neither party may assign its
rights or delegate its duties under this Contract without the express written approval of the other.
29. SUBCONTRACTING: Except subconsultant(s) clearly identified and accepted in the
Contractor's Proposal, Consultant may employ subconsultants to perform the Services only with
Town's express prior written approval. Consultant is solely responsible for any compensation,
insurance, and all clerical detail involved in employment of subconsultants.
30. GOVERNING LAW AND VENUE: The laws of the State of Colorado shall govern
enforcement and interpretation of this Contract. Venue and jurisdiction for any court action filed
regarding this agreement shall be only in Larimer County, Colorado.
31. AUTHORITY: This instrument forms a contract only when executed in writing by duly
authorized representatives of Town and Consultant. By their signatures on this document, the
signatories represent that they have actual authority to enter this Contract for the respective
parties.
32. INTEGRATION: There are no other agreements on the same subject than expressly
stated or incorporated in this Contract.
33. DAMAGES FOR BREACH OF CONTRACT: In addition to any other legal or equitable
remedy the Town may be entitled to for a breach of this Contract, if the Town terminates this
Contract, in whole or in part, due to Contractor’s breach of any provision of this Contract,
Contractor shall be liable for actual and consequential damages to the Town.
Signature pages follow.
47 RFP 2045 Parks & Open Spaces Master Plan Development
CONSULTANT
By:
Date
Title:
State of )
) ss
County of )
The foregoing instrument was acknowledged before me this __________ day of
____________________, 2025, by ______________________________, as
_____________________________ of ______________________________, Consultant. (If by
natural person or persons, insert name or names; if by person acting in representative or official
capacity or as attorney-in-fact, insert name of person as an executor, attorney-in-fact, or other
capacity or description; if by officer of corporation, insert name of such officer or officers as the
President or other officers of such corporation, naming it.)
Witness my hand and official Seal.
My Commission expires .
Notary Public
TOWN OF ESTES PARK:
By:
Date
Title:
State of )
) ss
County of )
The foregoing instrument was acknowledged before me by , as
of the Town of Estes Park, a Colorado municipal corporation, on
behalf of the corporation, this day of , 2025.
Witness my hand and official Seal.
48 RFP 2045 Parks & Open Spaces Master Plan Development
My Commission expires .
Notary Public
APPROVED AS TO FORM:
Town Attorney
49 RFP 2045 Parks & Open Spaces Master Plan Development
E XHIBIT 5
The Following Master Plans are included as separate attachments from this RFP:
1. Estes Park Plant List Final (06/2017)
2. Estes Trails Plan Map (Future Opportunities)
3. Estes Valley Open Space Plan
4. Estes Valley Trails Plan
5. Estes Valley Trails Plan Appendices
6. Estes Valley Trails Plan Maps
7. Knoll-Willows Master Plan (02/2023)
8. Thumb Open Space Management Plan
9. Estes Park Downtown Plan
10. Mrs Walsh’s Garden Master Plan
11. Environmental Sustainability Task Force Final Report
12. Stanley Park Master Plan
13. Estes Park 2045 Multi-Modal Transportation Plan
14. Conservation Easements
ProPosal PrePared For The Town oF esTes Park January 31, 2025
2045 Parks & oP en sPaces MAster Pl An
Story Mill Community Park, Bozeman, MT
Contents 03 Cover Letter
04 Project Approach
11 Key Personnel & Firm
Qualifications
17 Schedule & Availability
19 Exhibits
23 Experience & References
29 Project Cost Proposal &
Hourly Rate Fee Schedule
January 31, 2024
Brian Berg, Parks Division Supervisor
Town of Estes Park
170 MacGregor Ave
Estes Park, CO 80517
Re: Request for Proposals Services to Develop the Town’s 2045 Parks and Open Spaces Master Plan
Estes Park, CO 80517
Dear Brian Berg and members of selection committee,
Design Workshop is thrilled to submit our proposal and qualifications specializing in creating municipal
long-range plans for parks, open space, recreation, and trail systems. Design Workshop is honored to
have been selected to update the Town’s Unified Development Code, which informs our project approach
but includes different team members to bring a fresh perspective. Myself, and project manager Ashley
Hejtmanek, have learned about the community and Town park offerings through our collaboration with
the Estes Valley Recreation and Park District on the creation of the Stanley Park Master that is now
guiding implementation projects at that site. We see your Parks and Open Spaces Master Plan as a
natural opportunity to continue to serve the Estes Park community in addressing challenges, advancing
your community’s aspirations, and to support your Comprehensive Plan, Estes Forward.
We appreciate the chance to address town-wide topics you have identified: meeting the demands of
future growth, responsible and equitable investment and prioritization, resiliency and sustainability, and
connections and accessibility. Expertise in these topics differentiates our team members with a proven
approach that has resulted in raising the overall quality of life of communities.
As mountain community planners and designers, we understand how your natural assets require
thoughtful management to preserve what residents and visitors value, while also being proactive to
anticipate trends, respond to pressures to provide expected services and maintenance, prepare for
growth, and renew or replace aged assets. Balancing the impacts of tourism with the needs of residents
is a constant challenge, as well is aligning sustainable funding to align with operations and capital
project needs. We know how to help navigate the important conversations that need to be had about
these issues and about what matters to the Estes Park community. Our relevant experience with park
system planning and design include similar communities in Colorado such as Carbondale, City of
Gunnison, Fruita, Crested Butte, Glenwood Springs, Boulder, Avon, and Winter Park. We will also draw on
our national experience creating award-winning master plans for parks, trails, and open space such as
Fayetteville- AR, Incline Village-NV, Los Alamos- NM, Mariposa County-CA, Missoula-MT, Duluth-MN, and
Spokane-WA. They demonstrate our ability to synthesize community input, provide implementable policy
and resource planning, lead in innovation addressing equity and resilience, and see planning through to
the design of treasured parks and recreation places.
Our planning process begins and continues through every phase with community outreach, and our
resulting plans culminate consensus-driven input and provide implementable policy, funding and
operations recommendations, data-driven guidance for acquisitions and park development, and see
planning through to the design of treasured parks and recreation places. Each of our plans is unique and
crafts a compelling blueprint specific to localities.
My role on the project will be as Principal-in-Charge, responsible for the strategy, quality, and content
direction of the plan. I have led the creation of 33 park, open space and recreation system plans including
this year’s American Society of Landscape Architects National Honor Award recognized our work on the
Tempe (AZ) Parks and Recreation Equity Study, the Salt Lake County Seven Greenways Plan (UT). Ashley
Hejtmanek has been a constant teammate with me over nearly 20-years, serving as project manager on
projects such as the City of Cheyenne Parks and Recreation Master Plan and City of Greeley Parks, Trails
and Open Lands Master Plan.
We appreciate your consideration of our team and approach. Please feel free to contact me at
970.399.1408 or alaybourn@designworkshop.com with questions or to request additional information.
Sincerely,
Anna Laybourn, FAICP, Principal-in-Charge
Design Workshop, Inc.
Landscape Architecture
Planning
Urban Design
Strategic Services
Environmental Graphic
Design
22860 Two Rivers Road
Suite 102
Basalt, Colorado 81621
970.925.8354
designworkshop.com
Acknowledgment of
Addendum
Design Workshop has
read and reviewed
Addendum No. 1 and all
applicable documents.
Project A PProAch
Downtown Historic Parks Master Plan,
Colorado Springs, CO
Project Understanding
Estes Park is surrounded by renowned natural resources, and
citizens and visitors, alike, are welcomed to plentiful parks,
open and natural spaces, civic spaces, and trails. You are a
community of stewards that value your position in the beautiful
surrounding mountains, you welcome global visitors while
supporting residents in enhancing their quality of life, and
you take pride in your community. Your park and open space
system is a reflection of these values, and it must continue
to be an expression of the community into the next 20 years.
This parks master plan is the first step in creating a compelling
vision for your system, and exciting people for what the town
can achieve.
Our team understands how population growth, increased
tourism, and economic shifts have created a tension in
mountain towns related to the balance of the mountain-lifestyle
we know and love with the increasing stress to our recreational
assets. As mountain community planners and designers,
we understand how your natural assets require thoughtful
management to preserve what residents and visitors value,
while also being proactive to anticipate trends, respond to
pressures to provide expected services and maintenance,
prepare for growth, and renew or replace aged assets.
Balancing the impacts of tourism with the needs of residents
is a constant challenge, as is finding sustainable funding for
municipal parks and recreation. We know how to help navigate
the important conversations that need to be had about these
issues and about what matters to the local community.
ProjecT delivery
Design Workshop brings value to clients through our
commitment to project management, expertise in planning
and built work, and proven success with public engagement.
Our team has extensive experience in leading, managing, and
implementing complex projects. We anticipate needs that
may arise throughout the planning and engagement process.
This allows us to thoughtfully address political, environmental,
social, and design challenges and opportunities in real-time
to better serve your needs and deliver the highest quality
product. To aid in a thorough but streamlined experience, we
have developed a project management toolkit that addresses
key components such as client vision, critical success factors,
stakeholder engagement plan, a quality assurance plan,
communications plan, key deliverables, and an implementation
plan. We will review these with you as part of an overall
Strategic Kick-Off (SKO) Meeting, which helps set the stage for
an effective process.
Our typical planning process for similar projects is 10 to 12
months. Therefore a 2026 adoption date is readily achievable,
although this anticipates more time needed than the eight
(8) months identified in the RFP. As we enter the project, we
will work with you to set agreed upon milestones that best
meet your unique project’s needs. DW’s Project Manager and
Principal-in Charge will work closely with the Town to track
project process and progress and keep a tight rein on the
project budget and schedule through regular progress check-
ins and monthly status reports. DW strives to ensure quality
through clear communication and dialogue with our clients
and among our internal and external teams.
MulTi-FaceTed coMMuniTy engageMenT and collaboraTion wiTh leadershiP
We position stakeholder engagement at the center of every
project because we know that projects have a much greater
chance for success if the stakeholders who will ultimately
shepherd them forward are invested from the beginning to help
define the project vision.
We are well-equipped to address challenges that are common
in mountain regions with a tourism-based economy, to ensure
we engage a diverse and broadly representational population.
We design our outreach efforts to overcome barriers of
participation through cultivating a suite of diverse engagement
tools and opportunities. Utilizing multiple methods of
engagement is essential to facilitate deep listening, tease out
insights, create a community dialog and synthesize ideas that
emerge. For each project, we create a tailored community
and stakeholder engagement plan that is intergenerational,
transparent, creative, and highly visible throughout the locality
from the beginning of the project through adoption of the plan.
We believe it is important to foster collaboration with staff and
partners which leads to implementation success. In addition,
engaging town leaders throughout the process to build their
familiarity is essential to gaining buy-in and likelihood they
will use the plan to direct their decisions in the future. We will
develop plan concepts and recommendations tied directly to
the input we receive.
Providing Tools For iMPleMenTaTion and Measuring Progress
There are two broad categories that this Master Plan must
balance: the practical and the visionary. From our experience,
if we focus too great an emphasis on the practical aspects of
coordinated efforts, operations, maintenance, and funding,
then we miss the opportunity to establish a visionary “big
idea” that encourages leadership and thinking beyond routine
daily activities. Conversely, if the Plan is purely aspirational, it
will lack the specificity to direct implementation, action, and
measurable goals, resulting in a distant and vague concept
with no metrics/guidelines for achievement or sustainable
Project Approach06 /
Public Priority Input. Boulder Open Space and Mountain Parks Master Plan, Boulder, CO
stewardship. We will guide this plan through a process to chart
the overall course, develop specific strategies and priorities,
and then return to the vision to analyze the effectiveness of
proposed actions.
esTablishing a FraMework For daTa collecTion, analysis, visual and geosPaTial daTa rePorTing, and develoPMenT oF equiTy indicaTors
Performance metrics drive our practice at Design Workshop,
and through a culture that integrates data into every project we
tackle, we have established ourselves as a national leader in
performance-based planning and design. Our approach with
parks, open space, and trail planning is to take stock, map, and
analyze the existing system through various lenses. We overlay
spatial demographic datasets such as population density, age,
race, income, and areas of future growth to understand who
can access the system from where they live and to identify
where there are gaps. Performance measures are infused into
this analysis, along with identifying future levels of service, park
classifications and benchmarking, and the program analysis
for accessibility and inclusivity. This analysis informs our
recommendations for strategies, projects, and actions to fulfill
plan goals.
/ 07Project Approach
Project Approach and Workshop Plan
Phase 1: esTablishing a FoundaTion oF undersTanding
Task 1.1 ProjecT iniTiaTion and ongoing ProjecT ManageMenT
Project management tasks will carry through project
completion. Every phase of the project shall involve project
management from Design Workshop’s Principal-in-Charge and
the Project Manager.
Project Kick-Off Meeting: Design Workshop utilizes a
Strategic Kick-Off (SKO) workshop to effectively launch
projects and organize the team. The SKO will review the Project
Management Plan (PMP) including roles, responsibilities and
communication procedures; purpose statement; detailed
schedule with deliverables and review cycles; data and
resource needs; goals and outcomes; project risk management
plan. We will also review the Community Engagement Plan
(CEP), which will outline the variety of engagement methods
to be utilized that we have organized in three engagement
windows that lead up to key project milestones. We will
facilitate identification of public engagement goals and equity
goals, stakeholder engagement schedule, community calendar
of events, and outreach/communications tools and methods.
Task 1.2 invenTory assessMenT
Information Gathering (GIS mapping) and Inventory: Base
mapping will utilize city/county/state sources. No data creation
is anticipated for the mapping tasks, so if property map data
is incomplete, additional services may be required. The
mapping will define the Parks, Open Space and Natural Areas
inventories and be accompanied by a matrix that summarizes
the existing amenities and features of each site.
Site Tour and Conditions Assessment: Design Workshop
will conduct a site tour to visit all park sites, record their
characteristics and observe present-day conditions. Utilizing
a standard assessment tool developed by Design Workshop,
each location will be inventoried for facilities and amenities,
general condition and functionality, and priorities for future
improvements. The inventory will identify opportunities and
constraints for each site.
Use Patterns: The team will study use patterns through any
available usage data, including visitation rates, reservations,
and program participation. We can augment this study utilizing
aggregate cell phone data to better understand visitation rates
and users as an additional service.
Demographic and Community Analysis: The Design
Workshop team will provide a demographic analysis including
projected growth and population characteristics, vulnerable
populations datasets, along with US Census Mapping.
Trends Report: Understanding community and national
recreation trends is important when developing a master
plan. It allows for the opportunity to overlay participation
statistics from the national sports and participation reports to
understand rates of participation for various activities and be
able to compare to existing programs. This information can
then be compared to public input to gauge areas that may offer
opportunities as well as those that may be best served
by others.
Park Classification and Level of Service: The parks inventory
will be used to create tailored classification definitions and
table. The parks inventory and programs will be combined with
population data to calculate current level of service.
Previous Plan Review: To build upon prior planning efforts,
understand unique conditions, incorporate relevant initiatives,
and build a comprehensive understanding of contextual issues,
previous town/regional planning documents listed in the RFP
will be evaluated and relevant values summarized.
Task 1.3 coMMuniTy engageMenT window 1 – Focus grouPs
Our first outreach with the community will be centered upon
listening to uses and preferences, needs and opportunities,
identifying known gaps, and gaining an understanding of
community values for Town parks, recreation, trails and open
space services. A first step is to host facilitated Focus Group
meetings with identified stakeholders who have a shared and
vested interest in particular topics that are of importance to the
Town. Focus Groups might include invitation to youth program
providers, trail user groups, park event hosts and vendors,
operations/maintenance staff and community safety officers,
and conservation and natural resource groups.
Phase 1 deliverables:
• Project Management Plan (PMP)
• Monthly conference call meetings with the City’s project
manager (assume 16 virtual 1-hour meetings)
• Community Engagement Plan
• Six (6) facilitated Focus Group meetings (90 minutes with
groups of ~20 people each)
• Geographically referenced inventory base mapping
• Inventory matrix and photography for each location along
with inventory summary memo
• Demographic Analysis and Recreation Trends report with
tables and maps
• Park Classifications definitions and inventory
categorizations
• Previous plans and policies review memo
Project Approach08 /
Phase 2: evaluaTion and exPloraTion oF ideas
Task 2.1 gaP analysis / needs assessMenT
Mapping of town parks distribution and walking distance to
residences will be created to identify geographic provision and
gaps in service. This mapping will also be utilized to identify
trail connection gaps to accessing parks and recreation.
Task 2.2 ProPerTy PoTenTials
To identify potentials for parks and recreation property
expansion, mapping will be collected that identifies vacant
properties, existing town properties that are underutilized,
potential partner properties, planned development and growth
area mapping, and vegetation cover mapping. Geographic
areas of interest will be identified based on the needs and
gaps assessment.
Task 2.3 ecological MaPPing For oPen sPaces
The team will review the existing open space classified
properties to assess overall ecological health, map vegetative
communities, and document potential influences from adjacent
properties and opportunities for ecological restoration and
connectivity. We will develop a composite of natural resource
amenities including: rivers, streams, floodplains, wetlands,
waterbodies, wildlife habitat and corridors, significant landform
and vegetation land cover. This task assumes GIS mapping
layers are readily available to inform the ecological
mapping assessment.
Task 2.4 Plan FraMework and TheMes
Vision, Plan Goals and Objectives : The plan guiding
principles will be initially developed within this task to organize
the vision and goals around key themes. They will be based on
community feedback and background analysis.
Framework Plan Diagram: A draft framework plan will be
created to build off the geographic area analysis and identify
physical locations to address gaps, needs, assets, influences,
and opportunities.
Task 2.5 coMMuniTy engageMenT window 2 – workshoP 1
A Community Workshop will be held to gain a reaction to the
input and analysis completed to date and to evaluate the initial
plan themes. This workshop will focus on identifying needs
and gaps.
An Online Map Input Activity will supplement the in-person
meeting. Findings will be summarized into a report.
Phase 2 deliverables:
• Needs Assessment/Gap Analysis memo
• Property opportunities base data mapping
• Master Plan initial themes and goals presentation
• Facilitate one (1) Community Workshop with presentation
and engagement activities – in person
• Interactive Online Map for input collection
• Facilitate one (1) Youth Engagement Event
Phase 3: Plan creaTion
Task 3.1 vision and Planning
Recommended Actions and Strategies Matrix: Specific
projects and action items that are associated with project
goals and objectives will be described. The project list would
be inclusive of necessary maintenance and upkeep for
existing assets. The matrix will include recommended funding
strategies, planning-level cost estimates, and timelines and
action steps for implementation. An implementation workshop
will be held with client staff responsible for implementation to
vet and elaborate on this action plan matrix.
Task 3.2 draFT MasTer Plan
The Master Plan synthesizes the previous work and community
input to provide a framework for decision-makers to follow.
The document will be easy-to-navigate and designed as a
tool for implementation. The plan will include written goals
and strategies, a summary of existing conditions, inventories,
Pop-Up Community Engagement Booth. Boulder Open Spaces
and Mountain Parks Plan, Boulder, CO
/ 09Project Approach
Community Engagement Workshop. Cheyenne Parks and
Recreation Master Plan, Cheyenne, WY
staffing and levels of service analysis, recommendations,
supporting graphics, and an action plan. The action plan will
be formatted as a living, editable document that can be tracked
and updated routinely.
Design Workshop will format the draft plan into one
presentation that will be shared virtually with the public and
town leadership. Input received from the public review process
will be collected, and the plan will be refined to reflect the input
in the final draft.
Task 3.3 coMMuniTy engageMenT window 3 – Plan sharing
Workshop 2: Plan sharing will occur in the final phase of the
project. This will include one (1) in person public workshop and
an online questionnaire for people to submit comment on the
draft plan. Members of the original focus group discussions
will be notified and invited to participate in these
open meetings.
Master Plan Presentations to the Town Boards: Design
Workshop will participate in a Town Board study session
regarding the plan. We will prepare a presentation for
the meeting.
Once revisions and comments are made to the draft document,
a final master plan will be presented to the Town Board
for approval.
This task assumes three (3) meetings with the Town Board:
1) preliminary master plan study session (in person), 2) final
master plan study session (in person), and 3) final master plan
approval session (virtual).
Task 3.4 Final MasTer Plan
Comments received from the Town Board and public will be
evaluated with Staff to determine the alterations needed to
finalize the draft plan. The final plan will be produced with
comments incorporated. One final presentation will be given to
the Town Board for approval.
Phase 3 deliverables:
• Park capital improvements and funding strategies memo
• Action plan matrix
• Draft Plan at 50% for town staff review
• Draft Plan at 90% for public review
• Approval presentation
• Final Master Plan document – PDF electronic
10 /Project Approach
Key Personnel & Firm QuA liF ic Ations
Community Gathering. Festival Park, Castle Rock, CO
Meet Our Project Team
Our parks and recreation planning is at a national scale—providing
us insight into trends and innovative practices, and preparing us to
address pertinent issues. The members assigned all have a passion
for communities like yours that are striving to provide the best quality
of life for all.
design workshoP
Parks and oPen sPace Planning, level oF service analysis, needs analysis, gis analysis, coMMuniTy ouTreach and engageMenT, graPhic design, ProjecT ManageMenT, docuMenT creaTion, coMMuniTy Planning, recreaTion Planning, environMenTal and resilience Planning, Park concePT design and cosT esTiMaTion
With more than 50 years of experience in researching, planning, designing and
implementing parks, recreation, open space, and trails plans throughout North
America, we have left a legacy for future generations. We bring an understanding
of long-term implementation, as well as interagency partnering frameworks and
exemplary public engagement to achieve sustained value for communities and
regions. We plan parks and recreation systems that are designed with all stages
of the process in mind—vision, collaboration, framework, user experience,
design, funding, partner agreements, city shaping, implementation and
maintenance. Every system-wide plan approach is tailored to the context of the
place; its natural assets and challenges; and to the people it serves. We innovate
with custom approaches for communities to address equity and inclusion,
sustainability, and landscape resilience.
Our leadership in the industry and core services including landscape
architecture, community and regional planning, conservation planning, public
engagement, strategic (economic) services, GIS analysis, consensus building of
agency leadership and graphic design position us well to deliver holistic parks,
recreation, open space and trails plans of exceptional quality. More than 50 of
our parks, recreation, and trails master plans have been honored with state and
national awards throughout North America.
Many of our previous parks, recreation, open space, and trails plans have had
positive outcomes of high levels of voter support (levy’s, bonds, and sales
tax passage), State and Federal grant application success, and award by the
Commission for Accreditation of Parks and Recreation Agencies (CAPRA).
Founded in1969
7
Design Studios Nationwide
Aspen, Austin, Denver, Houston,
Los Angeles, Raleigh, Tahoe
139
Parks, Open Space and Trails
Project Awards
305+
Parks and Recreation Projects
Completed Nationwide
75
Community Engagement
Awards
100%
Employee Owned
12 /Key Personnel & Firm Qualifications
design workshoP
Anna Laybourn fAICP
PrinciPal-in-charge and PriMary conTacT
Anna takes a holistic view for parks, recreation, trails, and open space conservation
planning informed by her background in City and Regional Planning, social
sciences, and natural resources management. Throughout the United States, she
has led teams to create 33 long-range municipal park system plans. She seeks
a profound understanding of the people that she plans for and takes a special
interest in engaging the public in innovative planning and design process. Some
of the topics Anna has spoken about at conferences (NRPA, APA, SCORP, Greater
Greener and ASLA) include: community health and wellness, open space as growth
management, designing for inclusion and equity, park department roles in addressing
homelessness, partnerships and funding for play, infusing nature in the city, innovative
youth outdoor programming, public lands and tourism planning, critical conversations
around climate change, community-driven prioritization, context sensitive parks, and
more. Her projects have been honored by 8 national and 44 state/regional awards.
selecT ProjecT exPerience
Carbondale Parks, Recreation, Trails and Open Space Master Plan,
Carbondale, CO
Anna served as the Project Manager, directing the plan content, economic study, and
public engagement process.
Arapahoe County Open Space, Parks, and Trails Master Plan, Araphoe County, CO
Anna was the Principal-in-Charge for this plan that directs acquisitions and
improvements to open space and trails.
Boulder Open Space and Mountain Parks Master Plan, Boulder, CO
Anna directed the overall project approach, quality management, and facilitated
elected officials review process for this data and community-driven plan.
Issaquah Parks, Trails, and Open Space System Plan, Issaquah, WA
Anna is the Principal-in-Charge leading this effort to update Issaquah’s PROS plan
with new insights from the community, develop unique LOS methodology, and create
strategies to advance forestry and natural resource management including concepts
for the Emerald Necklace.
Great Outdoors Colorado Inspire Initiative: Go Greeley Get Outdoors, Greeley, CO
Anna led this study that identified who, where and why some residents were less
connected to nature and provided solutions for addressing “nature deficit disorder” for
underserved families and youth.
Lehi Parks, Recreation, Trails and Open Space Master Plan, Lehi, UT
Anna is the Principal-in-Charge for this plan for growth of city offerings to match rapid
population expansion of doubling every 10-years.
Colorado Springs Historic Parks Master Plan, Colorado Springs, CO
Anna was the Principal-in-Charge in developing a master plan and design for
three historic parks. Addressing issues of homelessness, historic preservation and
partnering maintenance considerations of innovative design, the project was shaped
by the input of 4,000 participants.
educaTion
Master of Urban and Regional Planning,
Ohio State University
Bachelor of Science in Environmental
Design, University of Minnesota
licensure and cerTiFicaTions
American Institute of Certified Planners,
Fellow (FAICP)
The Effective Facilitator
National Charrette Institute (NCI)
ProFessional aFFiliaTions
Youth Engagement Planning (YEP!),
Board Member
American Planning Association (APA),
Small Town and Rural Area Division,
Vice Chair
awards and honors
ASLA National Honor Award for Analysis
and Planning, Salt Lake City Reimagine
Nature Public Lands Plan
ASLA National Honor Award for Analysis
and Planning, Tempe Parks and
Recreation Equity Study
ASLA National Award of Excellence
in Research, Finding Connections to
the Outdoors for Youth and Families in
Larimer County
APA National Achievement Award in
Economic Development Planning Silver,
Los Alamos Tourism Strategic Plan
ASLA Colorado Merit Award in Research
and Communications, Wildfire Resilience
Visual Resources Library
/ 13Key Personnel & Firm Qualifications
design workshoP
Ashley Hejtmanek PlA, AICP, leeD® GA™
ProjecT Manager
Ashley is a project manager and senior associate with Design Workshop. Her
experiences in park design, park system master planning, streetscape and corridor
design, resort development, site planning, and residential design are broad. Her
professional interests include interactions between culture and the land and creating
lasting impressions that benefit the good of the public and environment. With
extensive project management experience in parks and recreation master plans,
Ashley has led projects that prioritize comprehensive, community-driven strategies.
Her expertise spans all phases of the planning process, from stakeholder engagement
and data collection to strategic recommendation development and implementation
roadmaps. She has successfully coordinated multidisciplinary teams, ensuring
timelines, budgets, and quality standards are met for efficient project completion.
selecT ProjecT exPerience
Cheyenne Parks and Recreation Master Plan, Cheyenne, WY
Ashley is the project manager for this innovative plan aimed at improving the city’s
parks, recreation, and open spaces by fostering sustainable growth and community
inclusivity.
Advancing Adams: Parks, Open Space and Trails Master Plan, Adams County, CO
Ashley managed a county-wide plan for natural resource preservation, outdoor
recreation, nature education, wildlife habitat protection, farmland conservation, trail
networks and land acquisition concurrent to a Comprehensive and Transportation
planning process.
Greeley Parks, Trails and Open Lands Master Plan, Greeley, CO
Ashley provided a city-wide assessment and plan for the public spaces of Greeley,
Colorado, referencing an equitable distribution of public resources across the City.
In addition to the overall master plan, Ashley simultaneously directed and delivered
sitespecific plans for the City’s fairgrounds and sports complex.
Carbondale Parks, Recreation, and Trails Master Plan, Carbondale, CO
Facing uncertainty in funding to maintain existing parks and recreation facilities,
Ashley developed strategies to improve efficiency in service delivery, identify
partnerships and provide recommendations for funding. Ashley later joined the Town’s
Parks and Recreation Commission as a citizen volunteer, and has had the ability to
work with the plan and advocate for its implementation.
West Gunnison Parks and Affordable Housing Master Plan, Gunnison, CO
Ashley was the project manager in creating a site plan for affordable housing and a
much-needed community park and river access. The process was highly successful in
engaging a cross-section of the community targeting the youth and senior members.
Story Mill Community Park, Bozeman, MT
A Parks for People project for the Trust for Public Land, Ashley led a multi-disciplinary
team through the master plan and implementation of a 60-acre regional park in the
heart of Bozeman. Surrounded by the rich historic and natural landscape of the city,
the park hosts everything from a nature sanctuary to an adventure playground for
all ages.
educaTion
Master of Urban and Environmental
Planning with Historic Preservation
Planning Concentration, University of
Virginia
Bachelor of Arts in Landscape
Architecture, Pennsylvania State
University
licensure and cerTiFicaTions
Professional Landscape Architect: CO
American Institute of Certified
Planners (ACIP)
LEED® Green Associate™
Certified Construction Documents
Technologist (CSI)
ProFessional aFFiliaTions
American Planning Association
(APA), Member
National Recreation and Park
Association (NRPA), Member
Carbondale Parks and Recreation
Commission, Member
awards and honors
APA National Small Town and Rural
Planning (STaR) Division John Keller
Award for an Outstanding Planning
Initiative , Carbondale Parks, Recreation
and Trails Master Plan
ASLA Montana Idaho President’s Award
of Excellence for Analysis and Planning,
Story Mill Community Park
14 /Key Personnel & Firm Qualifications
design workshoP
Jennifer Pintar
Planner and gis Technician
Jennifer is a planner and GIS technician at Design Workshop, where she brings robust
knowledge of system planning from analysis to finish. She has worked extensively in
parks and recreation, land use development, and community engagement. Jennifer
is passionate about exploring how investments in parks can connect communities
and enjoys solving problems through technology. She utilizes her prior IT experience
to leverage GIS and data analysis for effective communication methods to inform
strategies and solutions. She has worked on numerous system plans, developing
document content, statistical mapping diagrams, interactive boards, and conducting
in-person community engagement workshops.
selecT ProjecT exPerience
Cheyenne Parks and Recreation Master Plan, Cheyenne, WY
Jennifer is the lead planner and GIS technician on this innovative project aimed at
enhancing the city’s parks, recreation, and open spaces by promoting sustainable
growth and community inclusivity. She incorporated extensive GIS analysis to map
current resources, identify gaps, and support data-driven decision-making throughout
the planning process.
Spokane Parks and Natural Lands Master Plan, Spokane, WA
As planner and GIS technician, Jennifer supported this master plan to create a city
vision and priority plan. She supported the community engagement process that
closely examines equity for play and preservation and conducted the GIS analysis for
this plan.
Fayetteville Park System Strategic Plan, Fayetteville, AR
As planner and GIS technician, Jennifer supported this master plan to provide a strong
framework to guide parks development, program funding and priorities over the next
ten years.
South Suburban Parks and Recreation Master Plan Update, Arapahoe and Douglas
Counties, CO
Jennifer was the planner and GIS Technician for updating the districts two long-range
planning documents that enhance parks and recreation to serve over 100,000 residents.
Issaquah Parks Strategic Plan Update, Issaquah, WA
Jennifer is the planner and GIS technician on this effort to update Issaquah’s PROs
plan with new insights from the community, develop unique LOS methodology, and
create strategies to advance forestry and natural resource management.
Lehi Parks and Recreation Plan, Lehi, UT
Jennifer is the lead planner in this strategic initiative aimed at enhancing the city’s park
system and recreational offerings through sustainable design and community-focused
development. This plan seeks to improve access to quality outdoor spaces, foster
community engagement, and support the city’s growth while preserving its natural
beauty and resources.
Tempe Parks and Recreation Equity Study, Tempe, AZ
Jennifer was the lead planner and GIS technician for this innovative study that
examined and recommended strategies for more equitable parks and recreation
access.
educaTion
Bachelor of Science in Environmental
Design, University of Colorado Boulder
Bachelor of Arts, University of
Colorado, Boulder
Associates in General Studies, Lone Star
Community College
ProFessional aFFiliaTions
American Planning Association
(APA), Member
awards and honors
APA Washington Award of Excellence for
Community Engagement, Spokane Parks
and Natural Lands Master Plan
ASLA National Honor Award for Analysis
and Planning, Tempe Parks and
Recreation Equity Study
ASLA National Honor Award for Analysis
and Planning, Seven Greenways
Vision Plan
MRPA Award of Excellence, Essential
Places: Duluth Parks, Recreation, Open
Space, and Trails Plan
/ 15Key Personnel & Firm Qualifications
sPeciFic role and Phase oF ParTiciPaTion
We are committed to providing excellent service to our clients, and have the capacity firmwide to meet the needs of this project.
Staff commitments will vary by role and the work flow of the project with Anna Laybourn, Principal-in-Charge, and Ashley
Hejtmanek, Project Manager involved at every phase. Our team understands that the time necessary to devote to a project can be
higher or lower at stages in the process. The below schedule outlines specific roles and phase of participation anticipated for this
project for each team member.
PHASE 1 PHASE 2 PHASE 3
Anna Laybourn, Principal-in-Charge
Ashley Hejtmanek, Project Manager
Jennifer Pintar, Planner and GIS
Analyst
Brenda Rodriguez, Public Engagement
Support and Spanish Translation
key
Phase Participation
Key Personnel & Firm Qualifications 16 /
s chedule & AvA il A bility
Rocky Mountain Arsenal and Wildlife Refuge, Denver, CO
Schedule & Availability
Our key staff has the capacity and work experience required to successfully complete the 2045 Parks and Open Spaces Master
Plan. We are committed to devoting the necessary time, up to 100% when appropriate, to ensure quality work. All team members
have ample resources to ensure that project needs are addressed and key personnel are available to town staff.
The following is a general expectation for the progression of tasks and duration that is typical for production of materials we
suggest for your project outcomes. We anticipate tasks running concurrently to inform steps and maintaining momentum with the
public and County leadership. In our experience this is ideally a 12 month process.
APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR
Phase 1: Establishing a Foundation of Understanding
Task 1.1 Project Initiation and Ongoing
Project Management
Project Kickoff Meeting
Task 1.2 Inventory Assessment
GIS Inventory
Site Tour and Conditions Assessment
Use Patterns
Demographic/Community Analysis
Trends Report
Parks Classification and Level of Service
Previous Plan Review
Task 1.3 Community Engagement Window 1 -
Focus Groups
Phase 2: Evaluation and Exploration of Ideas
Task 2.1 Gap Analysis / Needs Assessment
Task 2.2 Property Potentials
Task 2.3 Ecological Mapping for Open Spaces
Task 2.4 Plan Framework and Themes
Vision, Goals and Objectives
Framework Plan
Task 2.5 Community Engagement
Window - Workshop 1 and Online Mapping
Phase 3: Plan Creation
Task 3.1 Vision and Planning
Task 3.2 Draft Master Plan
Task 3.3 Community Engagement Window 3 -
Plan Sharing
Workshop 2
Town Board (3) Meetings (Assume 1 Virtual)
Task 3.4 Final Master Plan
schedule key
Meetings
Task Duration
Sub Task Duration
18 /Schedule & Availability
e xhibits
Metzler Family Open Space, Castle Rock, CO
APRMAYJUNJULAUGSEPOCTNOVDECJANFEBMARAPR
Phase 1: Establishing a Foundation of Understanding
Task 1.1 Project Initiation and Ongoing
Project Management
Project Kickoff Meeting
Task 1.2 Inventory Assessment
GIS Inventory
Site Tour and Conditions Assessment
Use Patterns
Demographic/Community Analysis
Trends Report
Parks Classification and Level of Service
Previous Plan Review
Task 1.3 Community Engagement Window 1 -
Focus Groups
Phase 2: Evaluation and Exploration of Ideas
Task 2.1 Gap Analysis / Needs Assessment
Task 2.2 Property Potentials
Task 2.3 Ecological Mapping for Open Spaces
Task 2.4 Plan Framework and Themes
Vision, Goals and Objectives
Framework Plan
Task 2.5 Community Engagement
Window - Workshop 1 and Online Mapping
Phase 3: Plan Creation
Task 3.1 Vision and Planning
Task 3.2 Draft Master Plan
Task 3.3 Community Engagement Window 3 -
Plan Sharing
Workshop 2
Town Board (3) Meetings (Assume 1 Virtual)
Task 3.4 Final Master Plan
schedule key
Meetings
Task Duration
Sub Task Duration
Exhibits20 /Exhibits
33 RFP – 2045 Parks & Open Spaces Master Plan Development
IV. EXHIBITS
E XHIBIT 1
TOWN OF ESTES PARK
ACCEPTANCE OF CONDITIONS STATEMENT
No employee, elected or appointed official of the Town of Estes Park, or any such
person’s spouse or dependent child has an existing or pending, direct or indirect,
financial, ownership or personal interest in the proposing firm of this Request for Proposal,
except as follows:
I/we hereby agree to all instructions, terms and conditions, and specifications contained
herein. I/we acknowledge receipt of the following Addenda:
Proposing Firm:
Address:
Telephone No.
Submitted By:
Signature
Printed Name
Title
Date:
Attest:
Signature
Printed Name
Design Workshop, Inc
22860 Two Rivers Road, Suite 102
Basalt, Colorado 81621
970.399.1408
Nina Groos
Marketing Coordinator
1/31/2025
Anna Laybourn, FAICP, Principal
34 RFP – 2045 Parks & Open Spaces Master Plan Development
E XHIBIT 2
CONSULTANT’S PERSONNEL AND SUBCONSULTANT LISTING
Name Role
Anna Laybourn Principal-in-Charge
Ashley Hejtmanek Project Manager
Jennifer Pintar Planner, GIS Analyst
/ 21Exhibits
Brenda Rodriguez
Public Engagement Support and
Spanish Translation
ExhibitsExhibits22 /
35 RFP 2045 Parks & Open Spaces Master Plan Development
E XHIBIT 3
TOWN OF ESTES PARK
REFERENCE AUTHORIZATION AND RELEASE FORM
To:
By:
(Proposer)
A Corporation
A Partnership whose address is
An Individual
Proposer hereby authorizes Town to perform such investigation of proposer as the Town
deems necessary to establish the qualifications, responsibility and financial ability of
proposer. By its signature hereon, proposer authorizes owner to obtain reference
information concerning proposer and releases the party providing such information
named above and the Town from any and all liability to proposer as a result of any such
reference information provided.
Proposer further waives any right to receive copies of reference information provided to
the Town. An executed copy of this Reference Authorization and Release Form may be
used with the same effectiveness as an original.
By:
Printed Name:
Title:
Date:
Town of Estes Park
Design Workshop, Inc.
X
22860 Two Rivers Road, Suite 102, Basalt, CO 81621
Anna Laybourn, FAICP
Principal
1/31/2025
e x P erience & r eF erences
Swansea Park Todos Activos, Denver, CO
design workshoP
Cheyenne Parks and Recreation Plan
cheyenne, wyoMing
Design Workshop is currently providing the City of Cheyenne
with a Parks and Recreation Master Plan update to plan for
the city’s parks, recreation facilities, trails, and their uses. The
primary goal is to build and foster community through people,
parks, events, and programs by providing recreational, health,
and entertainment opportunities that positively impact quality
of life, economic and workforce development, and youth
retention.
A significant focus of this project is community engagement,
ensuring that input is gathered from residents of all ages,
backgrounds, and abilities through interactive workshops,
surveys, and public meetings. This process will help create a
plan that truly reflects the community’s vision and aspirations.
Sustainability will be a key pillar, with strategies to promote
green spaces, eco-friendly materials, and sustainable water
and energy management practices to preserve Cheyenne’s
natural resources. Accessibility and inclusivity are prioritized
by making all park facilities ADA-compliant and welcoming for
underrepresented and underserved populations.
The Cheyenne Parks and Recreation Plan seeks to elevate the
city’s park system as a cornerstone of community pride and
wellness, positioning Cheyenne as a forward-thinking leader in
public recreation. The final plan will include detailed strategies,
budget recommendations, and a phased timeline to guide
development over the next decade, serving as a vital tool for city
officials to ensure investments contribute to the overall quality
of life, ecological health, and cultural vibrancy of the community.
services Provided
Park System Planning,
Recreation Programming,
Operations and Maintenance
Assessment, Public
Facilitation and Outreach
year coMPleTed
Ongoing
24 /Experience & References
HEADWATERS PROTECTION FOR ECOSYSTEM HEALTH AND ECONOMIC RESILIENCE
HEADWATERS PROTECTION FOR ECOSYSTEM HEALTH AND ECONOMIC RESILIENCE
RESTORATION, RECREATION, AND FUEL REDUCTION PROJECTS WERE IDENTIFIED FOR THE CRITICAL HEADWATERS OF THE YUBA AND BEAR RIVERS.
WAYFINDING SIGNS
TRAILHEAD UPGRADES
RESTROOM ADDITIONS
TRAIL ADDITIONS & CONNECTIONS
CONNECTION TO EXISTING TRAIL
PROPOSED TRAIL
PROPOSED TRAI
L
VIEWING PLATFORMVIEWING PLATFORM VIEWING PLATFORMVIEWING PLATFORMTRAILHEAD &TRAILHEAD &
TRAILHEADTRAILHEAD
AMENITY
RECOMMENDATIONS FOR
RESOURCE PRESERVATION
VVAANN NNOORRDDEENN RREESSTTOORRAATTIIOONN PPLLAANN
OF CALIFORNIA WATER
SUPPLY ORIGINATES IN THE
SIERRA-CASCADE RANGE
-SIERRA NEVADA CONSERVANCY
75%
MEADOW RESTORATIONMEADOW RESTORATION
ESSENTIAL HABITAT CONNECTIVITY
GRASS VALLEYGRASS VALLEY
NEVADA CITYNEVADA CITY
WASHINGTONWASHINGTON
TRUCKEETRUCKEEHEADWAT
E
R
S
HE A D WAT
E
R
SSOUTH YUBA RIVER
BEAR
R
I
V
E
R
TRUCKE
E
R
I
V
E
R
SHARING INDIGENOUS STORIES SHARING INDIGENOUS STORIES CONNECTED TO THE MEADOWCONNECTED TO THE MEADOW
design workshoP
Nevada County Recreation and Resiliency Plan
nevada counTy, caliFornia
Design Workshop led the development of the county-wide
Recreation and Resiliency Master Plan for Nevada County. In
addition to identifying outdoor recreation needs and articulating
a long-term vision for managing open spaces and recreation
resources, this plan’s recommendation and projects integrates
strategies to: reduce the county’s risk of natural disasters like
wildfire, flooding, and extreme heat; provide support for state
and federal first responders in the event of a disaster; facilitate
healthy lifestyles; and establish compelling public places that
contribute to the county’s economy and sense of place.
Inspired by the spirit of Nevada County, the plan identifies
specific project recommendations along with funding sources
and strategies. Partnerships with tribal interests, recreation
districts, Tahoe National Forest, California State Parks,
BLM, Nevada Irrigation District, land trusts, and non-profit
organizations engaged in local recreation, arts, health and
wellness, conservation, forest health, and management of
open space and trails were developed and leveraged to move
projects forward.
services Provided
Recreation Planning, Trail
Planning, Master Planning,
Public Facilitation
year coMPleTed
2024
design workshoP
Downtown Historic Parks Master Plan
colorado sPrings, colorado
Colorado Springs has three downtown parks – Acacia, Alamo
Square and Antlers – that serve as hubs and connectors for the
city. With the 100-year anniversary of these parks approaching,
the city wanted to revitalize the parks with a new plan and
design that would create a safe, inviting, accessible, and
activated amenity to the community. The Design Workshop
team was selected for this task. The team utilized an intense
community engagement process that reached over 4,000
members of the community during in-person events, and over
1,400 digital views of the final master plan narrative video when
COVID-19 restrictions forced them to pivot their strategy. The
team used this information to create a plan that prioritizes areas
for renovation, identifies core values of the community, and
creates areas for community gathering and passive recreation.
The concepts also address activation of the parks and
leveraging tourism to benefit the local community and protect
natural resources. It proposes infrastructure, art, policies, and
programming to support events.
services Provided
Landscape Architecture,
Community Engagement
year coMPleTed
2022
awards
ASLA Colorado, Merit Award
for Analysis and Planning
/ 25Experience & References
70 | Where We Are Going
Map 4: Investment Need Prioritization Index
Legend
Highest Priority
Higher Priority
Medium Priority
Lower Priority
Very Low Priority
Subcommunities
Creeks & Ditches
Lakes & Reservoirs
Areas with Incomplete Data
Ci
t
y
L
i
m
i
t
s
Ci
t
y
L
i
m
i
t
s
City LimitsCity Limits
Source: BPR GIS Analysis
design workshoP
Boulder Parks and Recreation Master Plan Update
boulder, colorado
The City of Boulder, Colorado is known for its outdoor recreation
opportunities, environmental ethic, and quality of life that
contribute to it being one of the top 10 wealthiest metropolitan
areas nationwide. As it has grown to a population of more than
100,000 people, increasingly there is a struggle to provide
recreation and parks to meet the diverse expectations and
needs community members and visitors. This plan updates
the existing framework from the 2014 plan and identified
new and evolving areas of focus. Specifically it evaluates and
provides equity and resiliency, and provides recommendations
for strategic ways to address gaps in service and continue
to provide a world-class recreation system and services.
Maintaining high levels of service has become increasingly
challenging with slimmer budgets, and COVID-19 and climate
change impacts. The primary focus is on the short-term
strategies that will build success over the long-term. The
Master Plan also focuses on high-level initiatives rather than
more specific and detailed actions. The specific actions are
identified and assigned in the annual Action Plan.
services Provided
Comprehensive Planning,
Strategic Services, Economic
Analysis, GIS Analysis
year coMPleTed
2022
design workshoP
Lehi Parks and Recreation Plan
lehi, uTah
Lehi, a rapidly growing city at the heart of Utah’s Silicon
Slopes, is planning for the future with an ambitious Parks
and Recreation Plan, led by Design Workshop. With the city’s
population doubling every 10 years, this plan is designed
to prepare the Parks and Recreation Department and
community leadership to be forward-thinking and make
transparent, informed decisions as Lehi continues to grow. This
comprehensive strategy emphasizes inclusivity, sustainability,
and innovative design to enhance the community’s recreational
facilities and open spaces, meeting the diverse needs of Lehi
residents.
The plan is rooted in community-driven insights, gathered
through surveys, workshops, and public forums, ensuring it
reflects local priorities. Sustainable design practices, such as
native landscaping, water-efficient systems, and renewable
energy features, are integral to the vision. By focusing on
accessible and inclusive facilities, the plan aims to create
spaces that are ADAcompliant and welcoming to individuals of
all ages, abilities, and backgrounds.
Through in-depth analysis and robust engagement, five key
themes emerged: Outdoor Experiences, Play and Programming,
Connecting Community, Growth and Resources, and Natural
Spaces. These themes shape the framework for strengthening
Lehi’s park systems, enhancing quality of life, and fostering
vibrant community connections for years to come.
services Provided
Parks, Recreation, and Trails
Planning, Graphic Design,
Needs Assessment, Level of
Services Analysis, Strategic
Planning, GIS Analysis, Public
Engagement
year coMPleTed
Ongoing
26 /Experience & References
Chapter 3 Direction for the Future | 67
Figure 24: Creeks to Peaks Implementation Guide MapCreeks to Peaks Implementation Guide Mapdesign workshoP
Issaquah Park System Plan Update
issaquah, washingTon
Bounded by Lake Sammamish and Issaquah Alps, the city of
Issaquah has distinct surroundings that give opportunities
for many outdoor recreation activities. However, with rapid
population growth, Issaquah is constraint by limited land for
development and in need of creative solutions for improving
and adapting existing parks and facilities, while changing
demographics brings new questions for equity and inclusion.
Design Workshop led the process to evaluate the current
parks system through an equity lens, engaging with diverse
local groups including tribes to identify priority areas. The
team identified the need to communicate a larger vision for
a connected park system called Creeks to Peaks. This vision
includes a network of parks, outdoor public spaces, recreation
facilities, forests, and natural areas, all interconnected by trails
and pathways. The concept embodies a healthy and resilient
system that fosters social connections, boosts walkability, and
enhances the quality of life. This big idea creates a brand for the
park system and garners a wide array of champions to promote
the need for park system improvements.
services Provided
Park and Open Space System
Assessment and Planning,
Community Engagement,
Statistically Valid Survey,
Equity Analysis, Branding,
Landscape Architecture,
GIS Analysis, Policy
Recommendations
year coMPleTed
2024
design workshoP
South Suburban Parks and Recreation District Master Plan
douglas, jeFFerson, and arPahoe
counTies, colorado
The South Suburban Parks and Recreation District (SSPRD) is
a special district providing indoor and outdoor recreation to
six communities and three counties in the southern Denver
metropolitan area. Design Workshop guided the creation of
SSPRD’s 2017 and 2022 Master and Strategic Plans.
The 2017 Master Plan was key to SSPRD achieving CAPRA
accreditation and was also highly successful in gaining voter-
approved tax funding through two ballot initiatives. This funding
allowed SSPRD to complete capital projects including major
enterprise facilities that have radically improved financial
sustainability. In response, SSPRD initiated planning for the
next five years with a 2022 Master Plan and Strategic Plan.
The 2022 Strategic Plan is an internally focused document
that provides direction to improve operations and services in
support of the Master Plan goals. Design Workshop led the
planning process for over 50 staff members who collaborated
through a staff survey and SWOT analysis workshop to define
strategic direction and goals.
A variety of online and in-person engagement methods gained
insight from all geographies and demographics of the District.
Along with recreation trends and spatial distribution and
investment assessments this input for the needs assessment
has resulted in tailoring to the values.
services Provided
System Analysis, Master
Planning, Strategic Planning,
Public Facilitation and
Outreach, Operations
Assessment, Needs
Assessment
year coMPleTed
2022
/ 27Experience & References
References
boulder oPen sPace and MounTain Parks, boulder, co
Client Reference
Mark Gersham, Environmental Planning Supervisor
City of Boulder
720.564.2046
gershmanm@bouldercolorado.gov
Services Provided
Parks and Recreation Master Planning, GIS Analysis,
Statistically Valid Survey, Graphic Design, Community
Engagement
MariPosa counTy recreaTion and resiliency Plan, MariPosa counTy, ca
Client Reference
Mikey Goralink, Former Senior Community Design and
Development Planner
Mariposa County
314.749.9471
mikey.goralink@gmail.com
Services Provided
Land Use Planning, Recreation Planning, Trail Planning, Master
Planning, Public Facilitation, GIS Mapping Analysis, Resiliency
Planning, Wildfire Planning
carbondale Parks, recreaTion and Trails MasTer Plan, carbondale, co
Client Reference
Eric Brendlinger, Parks and Recreation Director
Town of Carbondale
970.510.1277
ebrendlinger@carbondaleco.net
Services Provided
Master Planning, Operations and Finance Assessment, Public
Facilitation, Statistically Valid Survey, Recreation Planning
sTanley Park MasTer Plan, esTes Park, co
Client Reference
Tom Carosello, Executive Director
Estes Valley Recreation and District
970.586.8191
tomc@evrpd.com
Services Provided
Master Planning, Landscape Architecture, Signage and
Wayfinding
28 /Experience & References
Youth Engagement. GO Greeley Inspire
Initiative, Greeley, CO
Project c ost ProP os A l & h ourly rAte s chedule
Project Cost
PHASE PHASE NAME FEE
Phase 1 Establishing a Foundation of Understanding $50,735
Phase 2 Evaluation and Exploration of Ideas $37,965
Phase 3 Plan Creation $47,680
Total Fee $136,380
Estimated Reimbursables $13,620
Grand Total $150,000
EMPLOYEE NAME HOURLY RATE
Anna Laybourn, Principal-in-Charge $250
Ashley Hejmanek, Project Manager $200
Jennifer Pintar, Planner / GIS Analyst $110
Brenda Rodriguez, Public Engagement Support and
Spanish Translation
$110
Hourly Rate Schedule
30 /Project Cost Proposal & Hourly Rate Schedule
dw legacy design®
Legacy Design is the defining element of our practice. It is our commitment to an elevated level
of design inquiry to arrive at the optimal solutions for clients. The process ensures that our
projects reflect the critical issues facing the built environment and that they deliver measurable
benefit to clients and communities. It is the foundation of the firm’s workshop culture and guides
all projects.
designworkshop.com
Town of Estes Park
2045 Parks & Open Spaces
Master Plan
Submitted to: Town of Estes Park
Submitted by: SCJ Alliance
January 31, 2025
Town of Estes Park 2045 Parks and Open Spaces Master Plan ii
Table of Contents
Cover Letter ...............................................................................................................Page 1
Project Approach .................................................................................................Page 3
Key Personnel & Firm Qualifications ....................................................Page 9
Resumes .................................................................................................................Page 12
Schedule & Availability .....................................................................................Page 18
Exhibits ........................................................................................................................Page 19
Acceptance of Conditions Statement ............................................Page 19
Consultant’s Personnel and Subconsultant Listing ............Page 20
Reference Authorization and Release Form ..............................Page 21
Experience & References ................................................................................Page 22
Project Cost Proposal & Hourly Rate Fee Schedule ..................Page 27
2045 Parks and Open Spaces Master Plan
Town of Estes Park 2045 Parks and Open Spaces Master Plan 1
January 31, 2025
Brian Berg
Parks Division Supervisor
Town of Estes Park
170 MacGregor Avenue
Estes Park, CO 80517
Re: Town of Estes Park 2045 Parks and Open Spaces Master Plan
Dear Brian,
We are thrilled to submit our proposal for developing the Town of Estes Park’s
2045 Parks and Open Spaces Master Plan. As a team deeply committed to
creating meaningful, sustainable, and community-focused solutions, we view this
opportunity as an extension of our passion for enhancing the quality of life in
mountain communities.
Our team—composed of SCJ Alliance, Biohabitats, and Catamount Studio—is
uniquely positioned to guide this effort. We bring unparalleled expertise in
landscape architecture, ecological design, planning, and community engagement.
Our collaborative approach will ensure that every element of the master plan
reflects the values and aspirations of Estes Park residents while addressing the
critical challenges posed by growth, environmental pressures, and the unique demands of being located within a Wildland-
Urban Interface (WUI) zone.
Given our current work with the Town and the Estes Park Housing Authority on the Fish Hatchery Affordable Housing
project, this project holds particular significance. Our current work may intersect with this master planning effort, as parks
and open spaces associated with the Fish Hatchery project could become integral components of the Parks and Open
Spaces Master Plan. We are committed to addressing complex issues through thoughtful planning, public engagement,
and collaborative work with the Town and Housing Authority. Additionally, as a resident of Crested Butte, Margaret brings
firsthand insight into the challenges and opportunities facing mountain resort towns. Like Estes Park, our community
balances a deep appreciation for its natural beauty and recreational assets with the pressures of tourism, housing demand,
wildfire mitigation, and environmental stewardship.
Our team is excited to partner with the Town of Estes Park to craft a visionary and actionable master plan. We offer a
strong blend of expertise across multiple disciplines, including landscape architecture, urban planning, ecology, recreational
planning, geographic information systems (GIS), and community engagement.
With a strong reputation for multidisciplinary planning and design that translates community-informed, conceptual
designs into construction-ready, implementable plans, SCJ Alliance (SCJ) will lead this team. With our current Fish
Hatchery Housing Project, we are learning a lot about the unique community needs and context and are excited to
bring that background into this planning process.
Subconsultant Biohabitats enriches the team with a focus on ecological knowledge and sustainability, delivering
solutions that elegantly integrate human and natural systems. They will assess natural conditions that impact broader
ecosystems and watersheds, such as invasive species, climate issues, erosion, and fire vulnerability. Their assessment
findings will guide strategies for design, implementation, and management that promote long-term resiliency for
ecosystems and infrastructure.
Catamount Studio (Catamount), our other subconsultant, contributes an approach that ensures ecological needs and
community insights are reflected in the planning process. With backgrounds in environmental planning and design
underlying their passion for community-based development, Catamount often acts as a bridge between planners,
scientists, and community members. They will be the community engagement leads and GIS specialists, bringing their
commitment to approachable yet thorough involvement to Estes, clearly displaying feedback and environmental data
through mapping, and integrating the human and environmental needs into recommendations.
523 Riverland Drive, Suite 3C
Crested Butte, CO 81224
ph: 970.641.2499
fax: 360.352.1509
www.scjalliance.com
Primary Contacts:
Margaret Loperfido, PLA, ASLA
Principal-in-Charge
margaret.loperfido@scjalliance.com
Jena Biondolilo, PLA, ASLA
Project Manager
jena.biondolilo@scjalliance.com
Cover Letter
Town of Estes Park 2045 Parks and Open Spaces Master Plan 2
Together, we are a visionary team dedicated to crafting a master plan that resonates deeply with the values and aspirations
of the Estes Park community. By prioritizing stakeholder collaboration and data-driven decision-making, we aim to deliver a
plan that:
Enhances recreational opportunities and public access for residents and visitors.
Promotes environmental stewardship and sustainability.
Ensures equitable access to parks and open spaces.
Aligns with local and regional planning objectives and national standards.
With SCJ ’s proven track record in multidisciplinary planning, Biohabitats’ expertise in ecological systems, and Catamount’s
innovative community engagement strategies, we are confident in our ability to deliver a plan that honors Estes Park’s
heritage while embracing its future.
Thank you for considering our proposal. We would be delighted to discuss our approach further and how we can support
the Town in achieving its vision for the 2045 Parks and Open Spaces Master Plan. Please feel free to contact us at
970.641.2499 or margaret.loperfido@scjalliance.com or jena.biondolilo@scjalliance.com.
Warm regards,
SCJ Alliance
Jena Biondolilo, PLA, ASLA Margaret Loperfido, PLA, ASLA
Project Manager Principal-in-Charge
Town of Estes Park 2045 Parks and Open Spaces Master Plan 3
Approach to Project
Phase 1: Planning Context, Goals, and Objectives
During this phase, we will establish a strong foundation for our relationship with the Town and the community by becoming
familiar with existing master plans, studies, and progress made to date relative to these planning documents. We will
identify any existing goals and objectives that can directly guide and be upheld in the parks and open space plan and
explore values and priorities previously defined by the community. This will enable us to root our planning efforts in a clear
understanding of where Estes is on the various paths to achieving envisioned future outcomes and what efforts have been
received well by the community and then tailor our approaches accordingly.
Estes Park and regional partners have already developed several thorough plans relating to the parks, open spaces, trails
and connectivity, and urban landscape, and it’s imperative that these existing community efforts serve as the foundation of
this process.
This phase will include the following tasks:
Project Approach
Project Understanding
The Estes Park community exhibits a strong commitment to preserving
its landscape and fostering community cohesion. As the gateway
to Rocky Mountain National Park, the town faces the challenge of
balancing the needs of a growing population with the demands of
hundreds of thousands of annual visitors—a struggle familiar to our
team members who currently live or have lived in similar gateway
towns. As Colorado residents, we deeply understand how the impacts
of wildfire risk, invasive species, habitat loss, increasing visitors,
year-round population growth, and a changing climate weigh on
our communities. We bring a deep understanding of how parks and open spaces shape vibrant, enduring landscapes and
communities. Our team combines relevant best practices for parks and open spaces, adaptive land management strategies,
and creative, inclusive engagement to establish a strong foundation for a successful Master Plan.
The Town of Estes Park’s 2045 Parks and Open Spaces Master Plan offers an opportunity to shape the future of the
community’s parks, trails, and open spaces in alignment with its vision for sustainability, recreation, and community
priorities. This project aims to create a strategic and actionable roadmap that addresses current needs while planning for
future growth and evolving community expectations.
Project
Management Plan
Review of
Planning Documents
Community
Context
DRAFT Vision
and Mission Statement
DRAFT Goals
and Objectives
03 05020104
Town of Estes Park 2045 Parks and Open Spaces Master Plan 4
Phase 2: Existing Inventory Assessment
This foundational phase establishes a clear understanding of the
current state of parks, trails, and open spaces, forming the basis
for effective planning and decision-making. Fortunately, the Public
Works Department has established a detailed baseline to update
and expand upon. The approach begins with comprehensive data
collection, compiling detailed information on the location, size,
amenities, and condition of all parks and open spaces from Public
Works records and filling in any gaps through on-site assessment.
A thorough assessment of natural areas will evaluate ecological
features, including habitats, vegetation, and water resources,
identifying environmental strengths and vulnerabilities. An
infrastructure review will examine trails, irrigation systems,
playgrounds, site furnishings, public art/sculptures, and other park
facilities and amenities to determine access, safety, functionality,
and maintenance needs. If desired, our team is equipped to make
real-time updates to Public Works’ GIS dataset as we document
current conditions of these various amenities.
Along with on-the-ground assessment, GIS mapping will
play a crucial role in this phase to not just document
existing conditions, but to conduct thorough physical and
environmental analyses.
Knowing that “ensur[ing] the equitable creation and
distribution and inclusive design of Town recreation facilities”
was one of the goals outlined in the Comprehensive Plan,
GIS will be a key tool for creating spatial representations
of environmental features, park distribution, service gaps,
connectivity to neighborhoods and community hubs and
opportunities for ADA compliance. Heat maps will be used
to identify areas of high use and underserved regions,
providing a visual framework for strategic improvements.
Additionally, the health of ecosystems will be evaluated
by pairing previous GIS data with on-the-ground
assessment, focusing on biodiversity, wildlife habitat, erosion,
wildfire risks, and water quality to identify strengths and
vulnerabilities that will guide planning considerations.
Finally, stakeholder collaboration will be central to this
effort. Site visits and interviews with Town staff will
gather valuable insights into operational challenges
and opportunities, ensuring that the plan aligns with
community needs and practical realities. This phase will
establish a solid foundation for the Parks & Open Spaces
Master Plan, rooted in data, stakeholder input, and a clear
vision for improvement.
Town of Estes Park 2045 Parks and Open Spaces Master Plan 5
Phase 3: Community Engagement
Community engagement is central to creating a Parks & Open Spaces Master Plan that resonates with residents, reflects
their needs, and promotes stewardship. Our approach is comprehensive, leveraging innovative strategies, data-driven
solutions, benchmarking, and design criteria to ensure the plan aligns with best practices while remaining sensitive to local
contexts.
Our unique approach to community engagement involves four key principles:
1. Empowering Proactive Change. Many communities react to change, but the most successful ones shape their own
future. Our engagement approach focuses on informing and empowering Estes Park residents to create the future
they envision. We prioritize listening, ensuring every voice is heard, and working with a broad range of neighborhoods,
demographics, and stakeholders to truly understand the community’s needs.
2. Data-Driven Decisions. Our engagement processes prioritize listening—meeting people where they are,
understanding their desires and concerns, and gaining insight into their motivations. Equally important is our
commitment to data-driven decision-making, where values and emotions are thoughtfully balanced with reliable
data and informed perspectives. We leverage a unique blend of high-tech and personal, hands-on approaches to help
individuals grasp complex information and make well-informed decisions.
3. Connecting the Dots. Towns like Estes Park have many moving parts—plans, departments, neighborhoods, and
opportunities. We see engagement as a chance to connect these dots, helping residents understand how decision
points are connected and how they impact their lives. Our goal is to bridge gaps between groups, fostering shared
perspectives and common ground across diverse communities.
4. Making it Last. Great planning doesn’t just create solid plans—it inspires enthusiasm and momentum for change. By
fostering early buy-in and sustained interest, we avoid “process fatigue” and build a culture of long-term engagement.
We make planning enjoyable, empower local leaders, and ensure community input shapes the outcome. By the end,
we not only have a strong plan but also a foundation for lasting civic dialogue and increased community participation
in implementation.
Town of Estes Park 2045 Parks and Open Spaces Master Plan 6
At its core, our community engagement strategy is a listening
campaign. Starting with a blank slate, we shape the direction
based on stakeholder input. To maximize participation, we’ll
meet the public where they are—through smaller, regular
opportunities for engagement, such as pop-up events at
farmers’ markets, trailheads, and festivals. Interactive
activities like mapping exercises and live surveys will make it
easy for residents to share their visions.
We’ll also reach diverse groups through virtual town halls,
online surveys, social media, and multilingual resources,
ensuring accessibility for all. GIS tools will allow residents to
suggest location-based improvements in real time.
The process will be playful and inclusive, with family-
friendly workshops, focus groups, and activities that
explore sustainability, accessibility, and recreation. Through
benchmarking and creative discussions, we’ll align community
aspirations with best practices for a plan that truly reflects
Estes Park’s character.
Our strategy includes ongoing engagement throughout
the project and into its implementation. We envision a
continuous cycle of dialogue with the public, ensuring
involvement beyond key moments like workshops or reviews.
By prioritizing public input, we’ll build lasting support for a
meaningful, impactful plan.
Expanding our outreach and
maximizing engagement Broaden outreach beyond traditional methods: As
communities become more diverse, a one-size-fits-all approach
is no longer enough. We’ll expand outreach to include local
churches, small businesses, immigrant organizations, and senior
groups to ensure everyone is represented.
Address the challenge of limited time and attention: With so
many demands on people’s time, we’ll maximize engagement
with a “go-to-them” strategy by aligning our efforts with existing
community events like the Friends of Folk Festival and Rooftop
Rodeo, meeting people where they are.
Public Engagement Tools and
Techniques That Might be Used
Townwide Techniques:
Mobile and online apps for gathering feedback
and data
Community listening workshops and open house
events
Wayfinding signage and branding
Online platforms for visioning, feedback, and
prioritization
Neighborhood & “Go-To-Them” Scale Techniques:
Targeted direct outreach with go-to-them
strategies and collaboration with trusted
advocates
Walkshops (or walking workshops) and handlebar
surveys for safe routes to school, access to parks
and public spaces, and connectivity to trails
Pop-up events, information booths, and visioning
activities at select community events, such as the
Friends of Folk Festival or the Estes Park Labor
Day Arts & Crafts Show
Chalkboard or graffiti walls and other place-
based feedback installations to capture ideas and
feedback
Targeted communications and messaging
campaigns, such as through Estes Park School
District or Estes Park Senior Citizens Center
City As Play workshops - creative ‘found object’
events that allow participants to imagine a future
park or open space
Integration of visioning activities with schools,
non-profits, and small businesses
Youth photo contests, interactive games, focus
groups, and town halls
Design Workshops with age-appropriate
exercises for youth to explore future
opportunities for the community
OPEN
hOUSES
PARTNER
MEDIA
online
surveys
facts
sheets
social
MEDIA
INFO
GRAPHICS
WEBSITE
EMAIL
LISTS
project
branding
community
events
MEDIA
panels
Town of Estes Park 2045 Parks and Open Spaces Master Plan 7
Summer events as potential engagement opportunities
Wool Market (June 5 – 6)
Estes Park Marathon (and half, 5 mile), (June 14 – 15)
Friends of Folk Festival (June 25)
Rooftop Rodeo (July 5 – 10)
Estes Park Wine Festival (August 9 – 10)
Snowygrass Music Festival (August 21 – 24)
Estes Park Labor Day Arts & Crafts Show (August 30 – September 1)
Longs Peak Scottish Irish Highland Festival (September 5 – 7)
Phase 4: Needs Analysis
The needs analysis phase translates data from community
engagement and inventory assessments into actionable
insights to guide the Parks & Open Spaces Master Plan.
The analysis begins with a detailed demographic and
recreational trends review, examining population
data, growth patterns, and community preferences.
Comparisons with peer communities and national
benchmarks such as NRPA Standards provide context
and highlight areas where Estes Park can enhance its
facilities and offerings. Equity and accessibility are central
to this phase, with a thorough equity analysis to ensure
all demographics have year-round access to recreational
opportunities. Barriers to participation will be evaluated,
and tailored solutions will be proposed to create a more
inclusive and accessible system.
A gap analysis further refines these insights by identifying under-served areas, opportunities to enhance connectivity and
service delivery, and possibilities for year-round use. Facility conditions will be assessed against community priorities to
determine necessary updates or expansions. Opportunities for sustainability will also be explored, including the potential
for eco-friendly practices such as native plantings, renewable energy integration, and climate resilience strategies. By
evaluating ways to mitigate environmental impacts and enhance sustainability, this phase ensures the plan aligns with the
community’s commitment to stewardship and long-term viability.
Our needs analysis ensures the Master Plan is responsive, inclusive, and aligned with the community’s commitment to
sustainability and long-term viability. It will guide the prioritization of current needs while anticipating future challenges,
including population growth, shifting demographics, and urban expansion.
Phase 5: Vision and Planning
We will develop design criteria that reflect the unique character of Estes Park, prioritizing harmony with its natural
surroundings and community identity. Materials, colors, and structural designs will be selected to integrate seamlessly
with the region’s mountain aesthetic while considering affordability and sustainability. Wildfire mitigation will be a critical
consideration, with site designs and landscaping materials chosen to reduce fire risk, such as defensible space planning, fire-
resistant recommended plant list, and non-combustible construction materials. Ecological sensitivity will guide decisions,
including the use of native and drought-tolerant plants, permeable surfaces and green infrastructure for stormwater
management, and low-impact building techniques to preserve the environment.
Town of Estes Park 2045 Parks and Open Spaces Master Plan 8
To ground our planning in practicality, we will work closely with the Parks Department’s maintenance staff to understand
existing capabilities, challenges, and opportunities. This collaboration ensures the master plan is executable and reflects
the realities of staffing, resources, and operational demands. Simultaneously, we will gather input on how to enhance
maintenance operations to support long-term growth and sustainability. We draw upon regional and local past projects and
will work with staff to forecast potential costs for improvements.
Environmental sensitivity will be a guiding principle. We will identify strategies for climate resilience, sustainable design,
and conservation through data-driven analysis. By integrating feedback with benchmarking data and design criteria, we will
propose solutions that meet community needs and proactively mitigate environmental crises while preserving Estes Park’s
natural beauty.
The resulting master plan will balance vision and execution. By aligning with previous planning efforts and leveraging
benchmarking data, the plan will prioritize equity, sustainability, and connectivity. Clear, phased recommendations and
funding strategies will ensure actionable outcomes, creating spaces that are accessible, engaging, and reflective of the
community’s values. This approach not only enhances the quality of parks and open spaces but also strengthens the
community’s sense of ownership and pride in their shared environment.
Project Deliverables
Our deliverables will include a series of comprehensive documents,
presentations, and tools designed to guide the implementation of the
Parks & Open Spaces Master Plan. These will encompass detailed inventory
assessments, GIS maps, data-driven needs analyses, benchmarking
comparisons, and tailored design criteria that emphasize the character
of Estes Park, affordability, wildfire mitigation, and ecological sensitivity.
Community engagement summaries will capture key themes and
feedback, while a phased implementation plan will provide actionable
recommendations, prioritization criteria, and estimated costs. We will
also present visual aids, conceptual designs, and policy recommendations
that align with the Town’s goals. Each deliverable will be formatted for
accessibility, enabling clear communication with stakeholders and ensuring
the master plan is both practical and inspiring.
Town of Estes Park 2045 Parks and Open Spaces Master Plan 9
Who we are
SCJ Alliance (SCJ) is a multi-disciplinary consulting firm
specializing in solving complex issues experienced by
growing communities. With over 130 employees, we
provide a broad range of professional services to our
clients, including land use and environmental planning,
transportation planning and design, outreach facilitation, urban design, landscape
architecture, and civil engineering.
At SCJ, we recognize the importance of ‘connecting with nature’ on the human
psyche. We have a mission to provide public access to wilderness, open space and
rivers. Our focus when developing public access to our beloved places is crafting
site-sensitive solutions that meet the community needs while preserving habitat
and the character of the site.
Our fully integrated, multi-disciplinary approach gives us a unique perspective
on the planning process. We understand what it takes to get from planning to
construction and the ongoing evolution of public spaces. Planning and design
flow from the general to the specific. Our work embraces specialized expertise,
but we first explore community ideals, and they seldom nest precisely in a single
discipline. Our broad-based approach establishes an over-arching basis for shaping
outcomes that are more on-target and more effective.
Your community has a distinct character, and your parks and open spaces
plan should reflect these values. Our tested and proven approaches ensure
this happens, incorporating stakeholder and public outreach and creating
understandable technical documents to serve as a reliable road map to achieving
your community’s goals.
Areas of Expertise
Landscape Architecture
Site Design
Master Planning
Landscape Planning & Design
Parks and Trails
Transportation Planning &
Design
Environmental Engineering &
Permitting
Stormwater/Drainage/Flood
Control
Civil Engineering
Land Use Planning & Design
Public Outreach & Facilitation
Parking & Circulation
ADA Compliance
Cable-Propelled Transit
Key Personnel and Firm Qualifications
Anticipate. Envision. Create.
When approaching projects, we use a three-step strategy that we know serves
our clients well: we anticipate emerging challenges and opportunities, work with
clients to envision projects to enhance the livability of their community, and then
create a plan that achieves the goals and vision identified through this process.
523 Riverland Drive, Suite 3C
Crested Butte, CO 81224
Ph: 970.641.2499
Fax: 360.352.1509
www.scjalliance.com
Federal ID: 20-4834444
Year Founded: 2006
Staff: 133
Office Locations: Colorado,
Montana, Washington
Our Details
Town of Estes Park 2045 Parks and Open Spaces Master Plan 10
Catamount Studio is a small, independent, Colorado-based firm specializing in urban and
community design, placemaking and community engagement, and geospatial analysis
and visualization. Where we live plays a significant role in our overall health and well-
being. Thoughtful attention to how Catamount Studio designs urban environments and
the places we live and work is critical to creating safe, equitable, and resilient futures for
everyone. Meeting neighbors, helping others, and building community—all play a huge
role in creating a sense of place and shaping towns and cities. Catamount Studio works
with multidisciplinary design and planning teams to integrate science with community
planning and design. Services include urban and ecological design, geospatial analysis and
visualization, community engagement and outreach, and developing strategies to support
resilient and livable communities.
Areas of expertise:
Urban and regional planning
Geospatial analysis and visualization
Placemaking + community engagement
Integrating ecosystem science into planning and urban design
Biohabitats, Inc. is a national ecological consulting firm focused on restoration,
conservation planning, and regenerative design. Biohabitats’ park and open space
planning services include natural resource inventory, recreation impact and suitability
analyses, restoration design, education and outreach, and adaptive management
planning. Their approach focuses on nature-based solutions to restore ecosystems,
manage smart water systems, and create adaptive and engaging designs for resilient
parks. Since opening its doors in 1982, Biohabitats has recognized the interrelationships
among protection, restoration, and recreation where natural and built environments
intersect. To support its interdisciplinary approach, the firm has purposefully built a
diverse team of ecologists, soil scientists, engineers, biologists, natural resource planners,
geomorphologists, and landscape architects. While respecting the complexity of natural
ecosystems, Biohabitats acknowledges human participation and reciprocal relationships
are a critical component of landscape projects in parks and recreation settings.
About Our Subconsultants
We enjoy being out in open spaces
Town of Estes Park 2045 Parks and Open Spaces Master Plan 11
Patrick Sinnott, PLA, ASLADeputy Project Manager
Project Team
Chris Overdorf, PLA, ASLASenior PROS/Trail Planner
Lauren SchubringParks Planner Jay CordovadoGraphics Design
Critter ThompsonCommunity Engagement/Environmental Planning
Sara “Smmo” OzawaOutreach Facilitation/GIS Claudia Browne, CEOpen Space Restoration Susan Sherrod, PhD, CERP, PWSResiliency Planning
Margaret Loperfido, PLA, ASLA
Principal-in-Charge
Jena Biondolilo, PLA, ASLA
Project Manager
SCJ Alliance Catamount Studios BiohabitatsCompany Key:
Town of Estes Park 2045 Parks and Open Spaces Master Plan 12
Team Resumes
Education
Master of Landscape Architecture Kansas State University
Licenses/Registrations
Professional Landscape Architect, CO #LA.0001267, WA #2010-4602
Memberships/Affiliations
Urban Land Institute
American Society of Landscape Architects (ASLA)
Council of Landscape Architectural Registration Boards (CLARB)
Expertise
Park Planning and Design
Landscape Architecture
Project Management
Public Engagement
Site Planning
Signage and Wayfinding
Jena Biondolilo, PLA, ASLA
Project Manager
Jena grew up in Colorado and has more than a decade of experience in
landscape architecture. She has managed public and private planning and
design projects throughout the Mountain West. Jena is a natural problem
solver and works with her clients throughout the planning and design process,
from conception to implementation. She is passionate about inclusive and
educational outdoor recreation environments for people of all ages and
abilities. She enjoys shaping the natural environment to create places people
use and enjoy daily.
As project manager, Jena will be the main point of contact and proactively
facilitate collaboration among the consultant team, the Town of Estes Park, and
the public. She will also manage the scope, schedule, and budget throughout
the project’s lifecycle. Jena’s knack for site-specific, community-driven design
and planning will ensure that the Estes Park 2045 Parks and Open Spaces Master
Plan is uniquely tailored to meet the community’s needs. Her strong attention to
detail makes her the ideal choice for the project team.
Relevant Projects
Greater Elizabeth Area Parks, Recreation, Open Space, and Trails
Master Plan – Elizabeth, CO. Jena is managing the SCJ and Catamount
team to develop the first ever PROST plan for the Greater Elizabeth area.
This planning effort includes a robust public engagement process and is
set to be completed in May 2025.
Fish Hatchery Workforce Housing – Estes Park, CO. SCJ is part of the
consultant team working with the Estes Park Housing Authority on
the planning and design for the Fish Hatchery site. Jena is providing
landscape architecture services and participating in neighborhood
meetings.
Maryland Creek Park Master Plan – Silverthorne, CO. Jena worked
on the master plan and design for the Town of Silverthorne’s largest
park while at a previous firm. This 20-acre park includes disc golf, a
playground, a dog park, multi-use fields, a sledding hill, a picnic pavilion,
restrooms, and parking areas, as well as a loop trail that connects to
adjacent recreational trail systems.
The Aurora Highlands Parks, Trails, and Open Space Planning and
Design – Aurora, CO. This master planned community includes 21
miles of trails and 13 parks. While at a previous firm, Jena worked on
the planning and design for several trails and parks throughout the
community.
Additional Project Experience
Highway 9 Multi-Use Trail – Park County, CO
Delta Veterans Park – Delta, CO
Almont Resort Signage and Wayfinding – Almont, CO
Stocke-Walter Park – Arvada, CO
Town of Estes Park 2045 Parks and Open Spaces Master Plan 13
Education BSLA, Landscape Architecture Colorado State University
Licenses/Registrations Professional Landscape Architect, CO #LA.0000639
Margaret Loperfido, PLA, ASLA
Principal-in-Charge
With over 25 years of experience as a landscape architect, Margaret is dedicated to
designing outdoor spaces that enhance communities, preserve natural resources,
and promote stewardship. As the principal-in-charge for this project, she leverages
her deep connection to Colorado’s mountain towns, offering valuable insights into
the unique landscapes and challenges of the Wildland-Urban Interface (WUI).
Her expertise includes a range of spaces, from vibrant streetscapes and plazas to
regional parks and trails. Inspired by Colorado’s rugged beauty, Margaret crafts
resilient and environmentally responsible designs that reflect community identity.
A strong advocate for collaboration, she prioritizes listening to clients and the public
to create functional outdoor environments that embody the community’s vision.
Margaret is excited to shape spaces that enhance Estes Park’s sense of place while
supporting sustainability and well-being for both users and the environment.
Project Experience
Highway 9 Multi-Use Trail – Park County, CO
Park County Bike Trail – Park County, CO
Shady Island River Park Master Plan – Gunnison, CO
Estes Park Housing Authority Fish Hatchery Workforce Housing – Estes Park, CO
Charmar Park Master Plan – Gunnison, CO
IOOF Park Redesign – Gunnison, CO
Aperture River Trail and HOA Park – Crested Butte, CO
The Almont Resort Master Plan – Almont, CO
Education MS, Master of Landscape Architecture University of New Mexico
BA, English University of New Hampshire
Licenses/Registrations Professional Landscape Architect, CO #LA.0001724 (also ID, NM)
Patrick Sinnott, PLA, ASLA
Deputy Project Manager
Patrick is a seasoned landscape architect with over 12 years of experience designing
and managing projects that harmonize natural and built environments while fostering
community connections. With a deep appreciation for ecological and historical
contexts, Patrick specializes in creating spaces that resonate with people and reflect
their unique surroundings. His expertise includes parks and open space master
planning and design, site assessments, site analysis, drought-conscious design, and
practical knowledge of of landscape materials that contribute to project longevity and
sustainability. Skilled in public engagement, Patrick enjoys cultivating relationships,
facilitating dialogue, and incorporating community input into public projects. He is
particularly passionate about generating quality, engaging landscape environments
that improve community recreation opportunities and access.
Project Experience (completed with previous firm)
Taos Parks Master Plan – Taos, NM
Santa Fe Rail Trail Management Plan – Santa Fe, NM
Municipal Recreation Complex Soccer Valley Master Plan and Schematic Design – Santa Fe, NM
Thornton Ranch Open Space Master Plan and Phase 1 – Galisteo Basin, NM
Pojoaque Valley Recreational Complex Phase I + II + III Improvements – Pojoaque, NM
Santa Fe Bicycle Master Plan Update – Santa Fe, NM
Town of Estes Park 2045 Parks and Open Spaces Master Plan 14
Education BS, Landscape Architecture Washington State University
Geography and Computer Science United States Military Academy, West Point, NY
Licenses/Registrations Professional Landscape Architect, WA #929
Chris Overdorf, PLA, ASLA
Senior PROS/Trails Planner
With over 30 years of experience, Chris helps communities create effective Parks,
Recreation, and Open Space (PROS) plans that enhance quality of life and align
capital improvement program (CIP) projects with funding opportunities. He has
led over 20 PROS and PROST plans, ensuring compliance with regulatory standards
and maximizing funding potential. Chris integrates elements such as trails, parks,
and wildfire-resilient landscapes into cohesive frameworks that emphasize disaster
resilience and sustainability. His experience includes working with communities
affected by the 2013 Coal Creek Floods and the 2021 Marshall Fire.
As a geospatial planning specialist, Chris develops models for land use, unlocking
opportunities to meet evolving community needs. His public engagement strategies
encourage participation, ensuring projects reflect community aspirations. Known
for his clear communication and leadership, Chris effectively addresses complex
challenges to create transformative solutions.
Project Experience
Comprehensive Parks and Recreation Plan 2024 – Kitsap County, WA
Parks Mater Plan – Butte-Silver Bow County, MT
High Lonesome Ranch Strategic Conservation Plan – DeBeque, CO
City of Auburn Parks, Recreation, Open Space, and Trails (PROST) Plan – Auburn, WA
Chicago Green Infrastructure Plan – Chicago, IL
100-Year Legacy Project – Lake Forest Park, WA
Education Master of Public Administration Eastern Washington University
MURP, Urban and Regional Planning Eastern Washington University
BS, Biblical Studies Moody Bible Institute
Lauren Schubring
Parks Planner
Lauren will work as the Parks Planner on this project, which is the planning work in
which she is most invested. She knows how vital parks, recreation, and open spaces
are to the overall well-being of a community—as public and accessible gathering
spaces bring people together to truly be a community. A successful park system is
inclusive to all residents and provides the uses that those residents are looking for.
Lauren has years of experience leading and working alongside various community
groups—including neighborhood councils, people with disabilities, people outside
of the majority racial group, those experiencing homelessness, multimodal transit
advocacy groups, and more. Each of these groups has specific needs that need to
be heard and represented within their parks system in order for parks to act as
spaces for all people to gather. Lauren brings this community-building experience,
site-planning expertise, and a passion for parks to guarantee a valuable parks and
recreation element.
Project Experience
Chelan Parks, Recreation, and Open Space (PROS) Plan – Chelan, WA
City of Normandy Park Parks, Recreation, Open Space, and Trails (PROST) Plan – Normandy Park, WA
Mattawa Parks, Recreation, and Open Space (PROS) Plan – Mattawa, WA
Parks and Natural Lands Master Plan – Spokane, WA
Town of Estes Park 2045 Parks and Open Spaces Master Plan 15
Education BA, Interdisciplinary Art and Design University of Georgia
Jay Cordovado
Graphics Design
Jay brings extensive experience as a graphic designer across various municipal
and county plans, including numerous parks, recreation, and land use plans. This
background has given them an in-depth understanding of the plan production
process while further honing their communication and design skills. Jay is passionate
about creating visually pleasing and easily understandable graphics, transforming
complex ideas into compelling narratives. They excel in developing templates, brand
schemes, custom logos, impactful icons, and illustrative infographics that align
with clients’ established brands, enhancing the overall accessibility and impact of
the plans for the public. Jay’s dedication to clear communication, ADA compliance,
and innovative design ensures that even the most complex information is visually
engaging, educational, and user-friendly.
Project Experience
Parks, Recreation, and Open Space (PROS) Plan – Colville, WA
Parks, Recreation, and Open Spaces (PROS) Plan – Kitsap County, WA
Parks, Recreation, Open Space, and Trails (PROST) Plan 2024 – Normandy Park, WA
Parks, Recreation, and Open Space (PROS) Plan – Chelan, WA
Parks, Recreation, and Open Space (PROS) Plan – Chelan County, WA
Master Park Plan – Quincy, WA
Education MS, Environmental Science Yale University
BA, Biology Middlebury College
Certificate in Geographic Information Systems (GIS) University of Washington
Licenses/Registrations LEED Accredited Professional
Critter Thompson
Community Engagement/Environmental Planning
With a background in environmental science and urban design and over 15 years
of experience integrating science with the built environment, Critter applies a keen
understanding of how human and natural systems interact to shape the places we
live and work. As a systems ecologist at Mithun and a leader in sustainable design,
Critter was involved in nationally recognized projects aimed at solving issues of
energy and climate, water use and waste reduction, local food production, social
equity, and ecosystem services. While a research consultant at the University of
Washington, Critter co-founded and was the research director of an effort to develop
visualization and analysis tools that promote more sustainable development of our
cities and regions. Once in Colorado, Critter was part of the team at PlaceMatters, a
non-profit organization dedicated to helping communities find creative local solutions
for thriving, equitable, and resilient places. As founder of Catamount Studio, Critter is
advancing this work to create healthy, resilient, people-focused, ecologically diverse,
and resource-efficient communities.
Project Experience
Greater Elizabeth Area Parks, Recreation, Open Space, and Trails Master Plan – Elizabeth, CO
Over the Colfax Clover and Colfax Viaduct Redesign – Denver, CO
Montrose County Comprehensive Plan, 2024 – Montrose County, CO
Manitou Springs Parks, Open Space and Trails Master Plan – Manitou Springs, CO
Multilingual Wayfinding, Lakewood Gulch – Denver, CO
Education Land Use and Real Estate Analysis – Denver, CO
Green Gulch Farm 100 Year Master Plan – Marin County, CA
Silver Plume Strategic Plan and Project Evaluation Strategy – Silver Plume, CO
Town of Estes Park 2045 Parks and Open Spaces Master Plan 16
Education MS, Ecological Design Conway School of Landscape Design
BA, Growth and Structure of Cities Haverford College
Licenses/Registrations Audubon Certified Community Naturalist
Sara “Smmo” Ozawa
Outreach Facilitation/GIS
For the last seven years, Smmo has worked in various capacities in community-
based development, including urban agriculture, affordable housing development,
long-range planning, and ecological park design. She believes plans should be
mechanisms to bolster civic education and inclusivity, develop deeper connections
between people and their landscapes, and spark such robust enthusiasm for the
plan’s outcomes that momentum for implementation is sustained long after the
planning process is complete.
With a background in community-based planning and ecological landscape design,
she focuses on developing creative strategies to integrate ecological systems and
neighborhood expertise into planning processes. You can expect her to become a
familiar face and embody a “good neighbor” ethos in every community she works
in. She grew up in the Denver suburbs and is grateful to be doing environmental and
community-oriented work in the landscapes that raised her.
Project Experience
Greater Elizabeth Area Parks, Recreation, Open Space, and Trails Master Plan – Elizabeth, CO
2024 Future Development Alignment Assessment – Red Cliff, CO
Everett Hall Field Master Plan – Hanover, MA
Water Resource Resiliency Plan – Whately, MA
Education MS, Graduate Degree Program of Ecology Colorado State University
BS, Department of Natural Resources Cornell University
Certifications Certified Ecologist, Ecological Society of America
Certified Master Soil Consultant
Claudia Browne CE
Open Space Restoration
Claudia has over 35 years of experience in conservation and restoration planning,
water resource management, and habitat assessments and maintenance. She strives
to increase the resiliency of natural and human systems to climate change and
other environmental stresses by integrating strategies for restoration and sustaining
ecological functions into all phases of projects. Claudia’s work across the
U.S. and Colorado includes conservation assessments, regional and park master
planning, adaptive management and restoration plan development, recreation impact
analysis, ecosystem services evaluation, policy analysis, and public education related
to environmental issues.
Project Experience
Lafayette Wildlife Management Plan – Lafayette, CO
Land-Based Carbon and Natural Climate Solutions – Boulder, CO
Denver Regional Conservation Assessment – Denver, CO
High Line Canal Benefit Cost Analysis – Denver, CO
Heron Pond / Carpio-Sanguinette Park Master Plan and Design – Denver, CO
National Park Service - Technical, Scientific, Planning and Design Expertise
South Platte Corridor Vision – Adams County, CO
City of Denver Ecological Restoration On-Call – Denver, CO
City of Austin Land Management and Climate Vulnerability Analysis – Austin, TX
Town of Estes Park 2045 Parks and Open Spaces Master Plan 17
Education PhD, Environmental, Population, and Organismic Biology University of Colorado
BS, Biological Sciences, Mathematics Minor Colorado State University
Certifications Certified Senior Ecologist
Certified Ecological Restoration Practitioner
Professional Wetland Scientist
Susan Sherrod, PhD, CERP, PWS
Resiliency Planning
Susan has 24 years of experience specializing in open space management
and ecosystem restoration planning and implementation. She has expertise
in wetland delineation and assessment, permitting, native plant community
mapping, T&E assessments, invasive species and integrated pest management,
habitat conservation, and revegetation planning and oversight. Susan translates
ecological principles into the management planning process to improve community
stewardship and connection to place. She is familiar with a broad range of Colorado
and Western ecosystems. Additionally, she is a university instructor in global change
ecology, biodiversity and conservation, ecosystems, urban ecology, and applications
to landscape architecture.
Project Experience
Lafayette Wildlife Management Plan – Lafayette, CO
Land-Based Carbon and Natural Climate Solutions – Boulder, CO
Denver Regional Conservation Assessment – Denver, CO
Longview Trail Wetland Mitigation – Fort Collins, CO
High Line Canal Benefit Cost Analysis – Denver, CO
Heron Pond / Carpio-Sanguinette Park Master Plan and Design – Denver, CO
Technical, Scientific, Planning and Design Expertise – National Park Service
City of Denver Ecological Restoration On-Call – Denver, CO
City of Austin Land Management and Climate Vulnerability Analysis – Austin, TX
Town of Estes Park 2045 Parks and Open Spaces Master Plan 18
Schedule and Availability
2025 2026
APR MAY JUN JUL AUG SEP OCT NOV DEC JAN
Phase 1: Panning Context, Goals, and Objectives
1.1 On-going Project Management & Support for all Phases
1.2 Context, Goals & Objectives
1.3 Meetings
Kick-Off Meeting
Team Coordination Meetings (Bi-Weekly)
Client Meetings (Bi-Weekly)
Phase 2: Existing Inventory Assessment
2.1 Inventory and Data Collection
2.2 Physical & Environmental Assessment
2.3 GIS Mapping & Analysis
2.4 Site Visits & Stakeholder Meetings
Site Visit (full day)
Interviews with Town Staff (1/2 day)
Phase 3: Community Engagement
3.1 Community Engagement Plan
3.2 Engagement Activities & Meetings/Workshops/Focus Groups
Public Meeting/Workshop #1
Focus Group Meeting #1
Community Outreach at Local Events
Survey, Social Media Content, Website & GIS Based Input Tools
3.3 Feedback Data Analysis & Engagement Matrix
Phase 4: Needs Analysis
4.1 Demographics & Trends Analysis (data review & benchmarking)
4.2 Equity & Accessibility
4.3 Gap Analysis
4.4 Opportunities for Sustainability/Reslient Design
4.5 Preliminary Master Plan Document
4.6 Meeting - Town Board Study Session-Prelim Master Plan
Phase 5: Vision & Planning
5.1 Vision Statement & Guiding Principals
5.2 Integration with Regional Plans
5.3 Project Prioritization and Capitol Improvements Plan
5.4 Final Master Plan Document
5.5 Meetings-Workshop/Focus Group/Town Board Study Session
Public Meeting/Workshop #2
Focus Group Meeting #2
Town Board Study Sessions - Draft Final Master Plan Presentation
Town Board Public Meeting - Final Presentation & Adoption
Availability Statement
SCJ’s team is fully committed to this project and will obligate staff as necessary to meet the timeline of this project. SCJ has
the capability to assign responsibilities effectively to staff members. This involves not only delegating tasks according to
each team member’s strengths and expertise but also maintaining clear communication throughout the process. By doing
so, we can better adhere to the project schedule, making certain that deadlines are met and milestones are achieved.
This not only enhances productivity but also fosters a collaborative environment where everyone is accountable and
motivated to contribute to the project’s success.
Town of Estes Park 2045 Parks and Open Spaces Master Plan 19
Exhibits
33 RFP –2045 Parks & Open Spaces Master Plan Development
IV. EXHIBITS
E XHIBIT 1
TOWN OF ESTES PARK
ACCEPTANCE OF CONDITIONS STATEMENT
No employee, elected or appointed official of the Town of Estes Park, or any such
person’s spouse or dependent child has an existing or pending, direct or indirect,
financial, ownership or personal interest in the proposing firm of this Request for Proposal,
except as follows:
I/we hereby agree to all instructions, terms and conditions, and specifications contained
herein. I/we acknowledge receipt of the following Addenda:
Proposing Firm:
Address:
Telephone No.
Submitted By:
Signature
Printed Name
Title
Date:
Attest:
Signature
Printed Name
SCJ Alliance
8730 Tallon Lane NE, Suite 200
Lacey, WA 98516
360.352.1465
Margaret Loperfido
Principal
January 31, 2025
Addendum No. 1
Pre-Proposal Meeting Follow-Up
Margaret Loperfido
Town of Estes Park 2045 Parks and Open Spaces Master Plan 20
34 RFP –2045 Parks & Open Spaces Master Plan Development
EXHIBIT 2
CONSULTANT’S PERSONNEL AND SUBCONSULTANT LISTING
Name Role
Margaret Loperfido Principal-in-Charge
Jena Biondolilo Project Manager
Patrick Sinnott
Chris Overdorf
Lauren Schubring
Jay Cordovado
Critter Thompson
Sara "Smmo" Ozawa
Claudia Browne
Susan Sherrod
Deputy Project Manager
Senior PROS/Trails Planner
Parks Planner
Graphics Design
Community Engagement/Environmental Planning
Outreach Facilitation/GIS
Open Space Restoration
Resiliency Planning
(SCJ Alliance)
(SCJ Alliance)
(SCJ Alliance)
(SCJ Alliance)
(SCJ Alliance)
(SCJ Alliance)
(Catamount Studio)
(Biohabitats)
(Biohabitats)
(Catamount Studio)
Town of Estes Park 2045 Parks and Open Spaces Master Plan 21
35 RFP 2045 Parks & Open Spaces Master Plan Development
E XHIBIT 3
TOWN OF ESTES PARK
REFERENCE AUTHORIZATION AND RELEASE FORM
To:
By:
(Proposer)
A Corporation
A Partnership whose address is
An Individual
Proposer hereby authorizes Town to perform such investigation of proposer as the Town
deems necessary to establish the qualifications, responsibility and financial ability of
proposer. By its signature hereon, proposer authorizes owner to obtain reference
information concerning proposer and releases the party providing such information
named above and the Town from any and all liability to proposer as a result of any such
reference information provided.
Proposer further waives any right to receive copies of reference information provided to
the Town. An executed copy of this Reference Authorization and Release Form may be
used with the same effectiveness as an original.
By:
Printed Name:
Title:
Date:
Town of Estes Park
SCJ Alliance
8730 Tallon Lane NE, Suite 200 Lacey, WA 98516
Margaret Loperfido
Principal
January 31, 2025
Town of Estes Park 2045 Parks and Open Spaces Master Plan 22
Experience and References
Kitsap County PROS Plan
Since 2023, SCJ has been leading the development of Kitsap
County’s Parks, Recreation, and Open Space (PROS) Plan 2024
update. This plan will guide the management and improvement
of over 13,000 acres of parkland, ensuring continued eligibility
for state funding. SCJ prioritized public input through surveys,
community meetings, and a staff visioning retreat. This process
helped identify the importance of ensuring everyone in the county
can access nature’s beauty. The resulting plan transforms the
parks department from a secondary service provider into a central
player, focusing on greenways that connect different recreational
elements. SCJ also recommended strategic land acquisitions and
divestitures to optimize staffing, leverage existing facilities, and
create a more focused workforce. Ultimately, the plan will enhance
park management, improve efficiency, and increase accessibility to
parks and recreation opportunities across Kitsap County.
Location: Kitsap County, WA
Dates: 2023 – Ongoing
Team: Chris Overdorf, Jay Cordovado
Relevance: Parks and open space planning, public engagement
Greater Elizabeth PROST Master Plan
SCJ is currently working with the Town of Elizabeth, the Elizabeth
Park and Recreations District, and the Elizabeth School District to
develop the first Parks, Recreation, Open Space, and Trails Master
Plan for the Greater Elizabeth area. This planning effort presents
unique challenges as consideration of both the needs of the Town
of Elizabeth and the Greater Parks and Recreation District, which
is a much larger area, is required. Additionally, the region is rapidly
growing, with the District’s population projected to nearly double
over the next decade. We developed a bespoke method for
analyzing the existing park system and understanding future needs
to address this unique consideration. This project also incorporates
a robust community engagement strategy, including outreach at
community festivals and events, interviews with more than a dozen
stakeholder groups, in-person community-wide workshops, a
customized Social Pinpoint website, and online surveys.
Check out our website here:
https://scj.mysocialpinpoint.com/GreaterElizabethPROST
Location: Elizabeth, CO
Dates: 2024 – Ongoing
Team: Jena Biondolilo, Lauren Schubring, Jay Cordovado, Smmo Ozawa, Critter Thompson
Relevance: Parks and open space planning, small Colorado community, public engagement
Town of Estes Park 2045 Parks and Open Spaces Master Plan 23
Quincy PROST Plan
Pursuing its first-ever comprehensive parks and recreation plan
and eligibility for state outdoor recreation funding, the City of
Quincy engaged SCJ to create a vision for the City’s system of
parks, recreation facilities, programs, and services and integrate
this process with a non-motorized trail plan, all while meeting the
needs of the community. SCJ reviewed the City’s goals, objectives,
and policies, assessing each park, trail, open space, and recreation
program as valid components that are meaningful and important
to the City’s desired quality of life. The result was a six and twenty-
year set of capital improvement program (CIP) projects, including
a detailed concept plan and rendering for a newly funded pump
track. The City Council approved the final plan and achieved Growth
Management Act (GMA) compliance and RCO certification.
Location: Quincy, WA
Dates: 2020 – 2024
Team: Chris Overdorf, Jay Cordovado
Relevance: Parks and open space planning, small community, public engagement
Butte-Silver Bow Parks Master Plan
SCJ recently completed the Butte-Silver Bow Parks Master Plan.
Using a holistic approach, the final plan defined visioning and design
criteria, updated population and community needs, evaluated
the existing facilities and trail systems to identify operations-
related and organizational needs, and made recommendations for
improvements to all aspects of the Butte-Silver Bow Parks system.
The plan includes high public outreach and collaboration with
the parks and recreation staff to establish a long-range vision and
garner community support. SCJ developed a list of possible capital
improvements based on our community outreach responses, level
of service, and needs assessment. We then prioritized them into
a final 6-year capital improvement program (CIP) and a long-term
20-year list of projects and investments. The plan recommended
climate-resilient design guidelines for the redevelopment of parks
and the design of new ones.
Location: Butte-Silver Bow County, MT
Dates: 2021 – 2023
Team: Chris Overdorf
Relevance: Parks and open space planning, public engagement
Town of Estes Park 2045 Parks and Open Spaces Master Plan 24
Metro Denver Regional Conservation
Assessment
Colorado’s rapid population growth, particularly in the Denver
metro area, has placed significant pressure on natural resources,
prompting the Metro Denver Nature Alliance (MDNA) to adopt
a comprehensive land-use planning approach. In collaboration
with The Nature Conservancy and Biohabitats, MDNA developed
a conservation framework to prioritize open space initiatives.
Biohabitats compiled spatial data to create geospatial planning
zones and, with input from a Technical Advisory Team, developed
a methodology assessing habitat quality and climate resiliency.
Connectivity models were used to engage a multi-jurisdictional
Leadership Team, whose feedback shaped a conservation
map identifying core areas, corridors, gaps, and restoration
opportunities. This map, integrated with recreation, social
vulnerability, and other considerations equips MDNA to plan
holistically and prioritize conservation actions that benefit both
people and natural landscapes.
Location: Denver, CO
Dates: 2022 – 2024
Team: Claudia Browne, Susan Sherrod
Relevance: Conservation planning
Lafayette Wildlife Plan
To address challenges from urban development, recreational
pressures, and habitat loss, the City of Lafayette partnered with
Biohabitats to create a Wildlife Management Plan aimed at
conserving wildlife, protecting native ecosystems, and balancing
ecological and human needs. The team assessed habitat quality,
wildlife connectivity, and ecological vulnerabilities through GIS
analysis, community outreach, and field studies. In collaboration
with the City and the Lafayette Open Space Advisory Committee,
a framework was developed to address threats to wildlife, special
species protections, invasive species management, and best
practices for mitigating wildlife-human conflicts. The plan includes
a monitoring and adaptive management strategy to track species
trends, guide future actions, and prioritize responses to climate
impacts, ensuring long-term protection of wildlife and native
habitats.
Location: Lafayette, CO
Dates: 2020 – 2023
Team: Claudia Browne, Susan Sherrod
Relevance: Climate adaptation and resilience, conservation planning
Town of Estes Park 2045 Parks and Open Spaces Master Plan 25
Over the Colfax Clover and Colfax
Viaduct Redesign
Many communities face infrastructure that calls for change but
struggles with implementation due to its size, complexity, and
cost. The Federal Boulevard and Colfax Avenue interchange, along
with the Colfax Viaduct in Denver, are prime examples of this, as
community members are eager for improvements.
Catamount Studio worked on the Over the Colfax Clover project
which aims to redesign this large cloverleaf intersection and the
adjacent viaduct near downtown Denver. Spanning 29 acres, the
interchange presents significant challenges for pedestrians and
cyclists due to high-speed traffic and unsafe crossings.
This multi-year initiative, funded by organizations including the
Denver Regional Council of Governments and Kaiser Permanente,
has united community members and experts to create short-
and long-term design solutions. The goal is to enhance safety,
accessibility, and connections between neighborhoods while
promoting health and equity for the future of Denver.
Location: Denver, CO
Dates: 2016 – 2023
Team: Critter Thompson
Relevance: Community engagement
Fish Hatchery Workforce Housing
SCJ is part of the consultant team working with the Estes Park
Housing Authority on the new workforce house development at the
Fish Hatchery site. The project includes land planning, entitlements,
and design for public improvements at the 20-acre site near the Fall
River entrance to Rocky Mountain National Park in Estes Park, CO.
In addition to housing, the plan will likely include a public park and
other communal spaces. SCJ is providing landscape architecture
services as well as assistance with the land planning and public
engagement. During this project we have become familiar with
the Town of Estes Park including the Fall River Trail and Fish
Hatchery site, and specific community concerns through the public
engagement process
Location: Estes Park, CO
Dates: 2024 – Ongoing
Team: Jena Biondolilo, Margaret Loperfido, Patrick Sinnott
Relevance: Located within the Town of Estes Park, community engagement
Town of Estes Park 2045 Parks and Open Spaces Master Plan 26
Town of Elizabeth
Alexandra Cramer, Planner/Project Manager
303.646.4166
acramer@townofelizabeth.org
Kitsap County Parks
Alex Wisniewski, Parks Director
360.337.5355
awisniewski@kitsap.gov
City of Quincy
Carl Worley, Public Works Director
509.787.3523
cworley@quincywashington.us
Butte-Silver Bow County
Bob Lazzari, Parks Director
406.497.6535
blazzari@bsb.mt.gov
City of Lafayette
Lexie Sierra-Martinez, Natural Resource Coordinator
303.661.1268
lexie.martinez@lafayetteco.gov
West Colfax BID
Dan Shah, Executive Director
303.623.3232
dshah@westcolfaxbid.org
References
Better Blocks community event in Quincy, Washington
Town of Estes Park 2045 Parks and Open Spaces Master Plan 27
Project Cost Proposal and Hourly Rate Fee Schedule
Project #:25-000023
Phase #Phase Title Team Hours Total Cost
SCJ Labor
PHASE 01 Planning Context, Goals & Objectives
Task 1.1 On-going Project Management & Support for all phases 54 $8,209.00
Task 1.2 Context, Goals & Objectives Foundation 52 $6,950.00
Task 1.3 Meetings (kick-off meeting and on-going bi-weekly meetings)122 $21,246.00
Phase Total:228 $36,405.00
PHASE 02 Existing Inventory Assessment
Task 2.1 Inventory & Data Collection 54 $8,542.00
Task 2.2 Physical & Environmental Assessment 34 $5,778.00
Task 2.3 GIS Mapping & Analysis 26 $4,178.00
Task 2.4 Site Visits & Stakeholder Collaboration 66 $11,198.00
Phase Total:180 $29,696.00
PHASE 03 Community Engagement
Task 3.1 Community Engagement Plan 20 $2,900.00
Task 3.2 Engagement Activities & Meetings/Workshops/Focus Groups 146 $19,030.00
Task 3.3 Feedback Data Analysis & Engagement Metrix 24 $3,096.00
Phase Total:190 $25,026.00
PHASE 04 Needs Analysis
Task 4.1 Demographics & Trends Analysis (data review & benchmarking)27 $4,019.00
Task 4.2 Equity & Accessibility 24 $2,970.00
Task 4.3 Gap Analysis 49 $6,871.00
Task 4.4 Opportunities for Sustainability/Reslient Design 60 $10,740.00
Task 4.5 Preliminary Master Plan Document 46 $5,790.00
Task 4.6 Meeting - Town Board Study Session-Prelim Master Plan 15 $2,570.00
Phase Total:221 $32,960.00
PHASE 05 Vision and Planning
Task 5.1 Vision Statement & Guiding Principals 21 $3,333.00
Task 5.2 Integration with Regional Plans 14 $1,680.00
Task 5.3 Project Prioritization and Capitol Improvements Plan 100 $13,570.00
Task 5.4 Final Master Plan Document 103 $14,403.00
Task 5.5 Meetings-Workshop/Focus Group/Town Board Study Session 55 $8,147.00
Phase Total:293 $41,133.00
Subtotal:$165,220.00
Subconsultants
Subconsultant Markup:$0.00
Subtotal:$0.00
Reimbursable Expenses
Phase 99 Reimbursable Expenses:
Copies, Printing, etc.$1,652.20
Mileage $1,400.00
Expenses Markup:$0.00
Subtotal:$3,052.20
Management Reserve Fund (MRF)
Phase 98 MRF $0.00
Total:$168,272.20
PHASE AND TASK SUMMARY TABLE
Estes Park Parks and Open Spaces Master Plan
Project #:25-000023
Phase #Phase Title Team Hours Total Cost
SCJ Labor
PHASE 01 Planning Context, Goals & Objectives
Task 1.1 On-going Project Management & Support for all phases 54 $8,209.00
Task 1.2 Context, Goals & Objectives Foundation 52 $6,950.00
Task 1.3 Meetings (kick-off meeting and on-going bi-weekly meetings)122 $21,246.00
Phase Total:228 $36,405.00
PHASE 02 Existing Inventory Assessment
Task 2.1 Inventory & Data Collection 54 $8,542.00
Task 2.2 Physical & Environmental Assessment 34 $5,778.00
Task 2.3 GIS Mapping & Analysis 26 $4,178.00
Task 2.4 Site Visits & Stakeholder Collaboration 66 $11,198.00
Phase Total:180 $29,696.00
PHASE 03 Community Engagement
Task 3.1 Community Engagement Plan 20 $2,900.00
Task 3.2 Engagement Activities & Meetings/Workshops/Focus Groups 146 $19,030.00
Task 3.3 Feedback Data Analysis & Engagement Metrix 24 $3,096.00
Phase Total:190 $25,026.00
PHASE 04 Needs Analysis
Task 4.1 Demographics & Trends Analysis (data review & benchmarking)27 $4,019.00
Task 4.2 Equity & Accessibility 24 $2,970.00
Task 4.3 Gap Analysis 49 $6,871.00
Task 4.4 Opportunities for Sustainability/Reslient Design 60 $10,740.00
Task 4.5 Preliminary Master Plan Document 46 $5,790.00
Task 4.6 Meeting - Town Board Study Session-Prelim Master Plan 15 $2,570.00
Phase Total:221 $32,960.00
PHASE 05 Vision and Planning
Task 5.1 Vision Statement & Guiding Principals 21 $3,333.00
Task 5.2 Integration with Regional Plans 14 $1,680.00
Task 5.3 Project Prioritization and Capitol Improvements Plan 100 $13,570.00
Task 5.4 Final Master Plan Document 103 $14,403.00
Task 5.5 Meetings-Workshop/Focus Group/Town Board Study Session 55 $8,147.00
Phase Total:293 $41,133.00
Subtotal:$165,220.00
Subconsultants
Subconsultant Markup:$0.00
Subtotal:$0.00
Reimbursable Expenses
Phase 99 Reimbursable Expenses:
Copies, Printing, etc.$1,652.20
Mileage $1,400.00
Expenses Markup:$0.00
Subtotal:$3,052.20
Management Reserve Fund (MRF)
Phase 98 MRF $0.00
Total:$168,272.20
PHASE AND TASK SUMMARY TABLE
Estes Park Parks and Open Spaces Master Plan
Project #:25-000023
Phase #Phase Title Team Hours Total Cost
SCJ Labor
PHASE 01 Planning Context, Goals & Objectives
Task 1.1 On-going Project Management & Support for all phases 54 $8,209.00
Task 1.2 Context, Goals & Objectives Foundation 52 $6,950.00
Task 1.3 Meetings (kick-off meeting and on-going bi-weekly meetings)122 $21,246.00
Phase Total:228 $36,405.00
PHASE 02 Existing Inventory Assessment
Task 2.1 Inventory & Data Collection 54 $8,542.00
Task 2.2 Physical & Environmental Assessment 34 $5,778.00
Task 2.3 GIS Mapping & Analysis 26 $4,178.00
Task 2.4 Site Visits & Stakeholder Collaboration 66 $11,198.00
Phase Total:180 $29,696.00
PHASE 03 Community Engagement
Task 3.1 Community Engagement Plan 20 $2,900.00
Task 3.2 Engagement Activities & Meetings/Workshops/Focus Groups 146 $19,030.00
Task 3.3 Feedback Data Analysis & Engagement Metrix 24 $3,096.00
Phase Total:190 $25,026.00
PHASE 04 Needs Analysis
Task 4.1 Demographics & Trends Analysis (data review & benchmarking)27 $4,019.00
Task 4.2 Equity & Accessibility 24 $2,970.00
Task 4.3 Gap Analysis 49 $6,871.00
Task 4.4 Opportunities for Sustainability/Reslient Design 60 $10,740.00
Task 4.5 Preliminary Master Plan Document 46 $5,790.00
Task 4.6 Meeting - Town Board Study Session-Prelim Master Plan 15 $2,570.00
Phase Total:221 $32,960.00
PHASE 05 Vision and Planning
Task 5.1 Vision Statement & Guiding Principals 21 $3,333.00
Task 5.2 Integration with Regional Plans 14 $1,680.00
Task 5.3 Project Prioritization and Capitol Improvements Plan 100 $13,570.00
Task 5.4 Final Master Plan Document 103 $14,403.00
Task 5.5 Meetings-Workshop/Focus Group/Town Board Study Session 55 $8,147.00
Phase Total:293 $41,133.00
Subtotal:$165,220.00
Subconsultants
Subconsultant Markup:$0.00
Subtotal:$0.00
Reimbursable Expenses
Phase 99 Reimbursable Expenses:
Copies, Printing, etc.$1,652.20
Mileage $1,400.00
Expenses Markup:$0.00
Subtotal:$3,052.20
Management Reserve Fund (MRF)
Phase 98 MRF $0.00
Total:$168,272.20
PHASE AND TASK SUMMARY TABLEEstes Park Parks and Open Spaces Master Plan
Firm Discipline Billing Rate
SCJ Principal $217
PM2 Project Manager $154
P4 Planner $155
PM1 Project Manager $147
Principal $247
L2 Landscape $100
Graphic Designer $100
Project Accountant $125
Firm Discipline Billing Rate
Catamount P4 Planner $150
P2 Planner $115
Biohabitats Senior Consultant $235
P4 Planner $165
Hourly Rates
Did you notice the pikas? There are 12 sprinkled throughout the proposal
Submitted To:
Brian Berg
Parks Division Supervisor
Town of Estes Park
170 MacGregor Ave
Estes Park, CO 80517
bberg@estes.org
Submitted By:
DHM Design
Eileen Kemp - Principal
ekemp@dhmdesign.com
720.763.3953
Submittal Date:
January 31, 2025
Response to Request for Proposal for
Town of Estes Park 2045 Parks & Open Spaces Master Plan
DHM DESIGN
LANDSCAPE ARCHITECTURE | LAND PLANNING | ECOLOGICAL PLANNING | URBAN DESIGN
Thank you for considering
DHM Design.
Our expertise in park design and planning embodies our commitment to blending natural beauty
with community vitality. Our approach, deeply rooted in sustainability and inclusivity, mirrors our
ability to respect historical values while introducing modern amenities tailored to diverse needs.
1
2
9
19
20
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28
Table of Contents
Cover Letter
Project Approach
Key Personnel & Firm Qualifications
Schedule & Availability
Exhibits
Experience & References
Project Cost Proposal & Hourly Rate Fee Schedule
Intentionally Left Blank
January 31, 2025
Town of Estes Park
Attn: Brian Berg, Parks Division Supervisor
170 MacGregor Ave
Estes Park, CO 80517
bberg@estes.org
RE: Request for Proposals - Services to Develop the Town’s 2045 Parks & Open Spaces Master Plan
Dear Mr. Berg and Members of the Selection Committee,
We are pleased to submit our proposal for the Town of Estes Park’s 2045 Parks & Open Spaces Master Plan. DHM Design brings almost 50
years of experience in landscape architecture and planning, with a strong focus on creating sustainable, community-centered recreational
spaces. Our team is excited about the opportunity to collaborate with the Town of Estes Park to develop a comprehensive and inclusive
parks and open spaces master plan that will serve the diverse needs of your community.
DHM Design has a robust portfolio of similar projects, demonstrating our ability to deliver high-quality, strategic, and sustainable parks
and open spaces master plans. We have successfully completed projects for communities similar in size to Estes Park across Colorado,
understanding the importance of collecting feedback from the local community to inform design solutions and recommendations. Our
long-standing work with municipalities at local, regional and federal levels has ingrained in us a deep sensitivity to balancing natural
resource protection with public recreation, a principle we bring to every project.
Our team’s synergy and extensive expertise are pivotal to the success of our projects. As the prime contract holder and landscape architect,
DHM brings expansive experience to the project working alongside clients, consultants and stakeholder groups. We provide in-depth,
detailed site analysis to develop a thorough understanding of existing conditions, document maintenance and management needs,
and deliver site-specific assessments for each park and open space element. Eileen Kemp with our Denver office will act as the Principal-
in-Charge and Primary Point-of-Contact for the Town of Estes Park 2045 Parks & Open Spaces Master Plan. She will be supported by
Project Manager Michaela Kaiser, Environmental Planner Melissa Belmar, and GIS Specialist Alena Gagnon. Our diverse team and depth of
experience gives us the capacity and ability to act as prime on this project with clear oversight and quality control.
We are proud to have a longstanding partnership with Axias for cost estimation, Celia Herrera for community engagement, and
Ballard*King for market analysis. Axias has over 12 years of experience providing cost estimating and facility assessment services for
parks and recreation projects. They deploy a thoughtful, structured, and disciplined approach to the establishment of budgets and
management of that budget during design. Our community engagement specialist Celia Herrera, has considerable experience working
with local communities throughout Colorado and uses a bi-lingual approach for inclusive public outreach. Ballard*King has over 30 years of
experience in the field of feasibility studies, strategic planning, and master plans for new and existing recreation projects. This collaboration
ensures that we bring comprehensive and well-rounded expertise to your project.
Our approach to developing the Parks and Open Spaces Master Plan for Estes Park will be deeply rooted in community engagement.
We will utilize our proven methods of outreach to ensure that all voices, especially those of marginalized and under-served populations,
are heard and incorporated into the planning process. The design team will work alongside the Town to identify stakeholders, design
engagement activities, and engage diverse demographic groups to create a plan that truly reflects the community’s needs and aspirations.
We recognize the importance of improving existing parks and open spaces and developing new areas to the success of the Town. DHM
Design is committed to delivering a Parks and Open Spaces Master Plan that will guide the Town of Estes Park towards a bright and
sustainable future.
We look forward to the opportunity to work with you and to contribute to the enhancement of Estes Parks’ parks and open spaces
throughout the next 20 years. Thank you for considering our proposal. Please do not hesitate to reach out if you have any questions or
require further information.
Sincerely,
DHM Design
Eileen Kemp PLA, ASLA, CLARB, Principal-in-Charge Michaela Kaiser, PLA, ASLA, CLARB, Project Manager
720.763.3953 | ekemp@dhmdesign.com mkaiser@dhmdesign.com
DHM DESIGN
LANDSCAPE ARCHITECTURE | LAND PLANNING | ECOLOGICAL PLANNING | URBAN DESIGN
DENVER CARBONDALE DURANGO BOZEMAN WWW.DHMDESIGN.COM
900 South Broadway, Suite 300 Denver, CO 80209
2 Town of Estes Park - 2045 Parks and Open Spaces Master Planning
Project Understanding
Our team understands that the Town of Estes Park (TOEP) is
seeking a multi-disciplinary team to complete a comprehensive
Parks & Open Spaces Master Plan. The plan will provide a
roadmap for the TOEP to improve existing spaces while
developing new areas for the next 20+ years and will build off of
the nine (9) existing master plans for a comprehensive document.
The following open spaces, parks, amenities, etc. that are to be
evaluated (based on Town provided data) and included as part of
the Parks and Open Spaces Master Plan include:
Physical conditions assessment (environmental analysis excluded):
Focus Areas:• Three (3) parks• Seven (7) pocket parks• Two (2) playgrounds• One (1) climbing rock• Seven (7) trails• 26 irrigation systems
Townwide:• 28 bronze sculptures, plus all bronze at the Women’s
Monument and Veterans Monument• 20 bronze benches• All wildlife trash receptacles• Offer suggestions relating to future growth needs such as
staffing, buildings, outdoor yard storage needed to execute
the future maintenance and expansion obligations.
Environmental analysis (physical conditions assessment excluded): • Nine (9) conservation easements• Scott Ponds Natural Area and the Fish Hatchery property• Downtown street trees and right-of-way trees within the
Town’s Street network• (Hwy 36/Elkhorn Ave, Morraine Ave, Riverside Dr.) using
already collected GIS information.
Recreation District areas are not included in the scope of this
master plan. The TOEP’s representatives on this project will be Parks
Division Supervisor Brian Berg and Project Manager Derek Pastor,
both of the Public Works Department. All progress meetings,
project review, field meetings, day-to-day work, and project-
related contact will be coordinated through the Parks Supervisor.
DHM Design’s team brings together a multidisciplinary group
with extensive experience in developing thorough and
actionable master plans for parks and open spaces. Our team
has extensive experience in integrating ecological insights,
stakeholder engagement, public feedback and spatial analysis
to craft plans that prioritize both environmental stewardship
and community goals. We understand the importance of
developing an implementation strategy that aligns community
needs and vision with both current challenges and future
opportunities and projected growth.
For Estes Park’s properties, we offer a tailored approach that
balances the protection of natural resources with enhancing
public access and recreation. Our landscape architects and
environmental planners bring deep expertise in regulatory
compliance and land-use planning, ensuring that all elements
of the master plan align with local, state, and federal guidelines.
Our ecologists specialize in habitat assessment, species
protection, and ecological restoration, providing science-driven
strategies to preserve biodiversity and natural ecosystems.
Additionally, our GIS specialists leverage advanced mapping
and spatial analysis tools to visualize current conditions, identify
opportunities, and guide decision-making with precision.
Together, our team is committed to creating a sound master plan
that reflects Estes Park’s unique environmental values and supports
its vision for resilient, well-managed parks and open spaces that
serve both the natural environment and the community.
Consultants include:
DHM Design• Project management – DHM Design will lead the 20-year
master plan and be the point of contact for this project and
will manage the consultant team, timeline and scheduling
throughout the duration of the contract.• Landscape architecture/design• Urban planning• Ecology• Recreational planning• Geographic Information Systems planning
Engineering• Per the preproposal meeting and RFP Q/A, an engineer is
not required for the scope of this project.
Celia• Developing a community engagement plan and timeline.• Identifying community needs and priorities.• Gathering input on specific projects or initiatives. • Building consensus and support for the master plan.• Final reporting on community engagement outcomes.
Axias • Cost Estimating
Ballard King• Will provide demographic and community analysis,
benchmarking, assist with geographic distribution
identifying underserved areas or gaps, assessing access for
diverse user groups, trend analysis, and offer suggestions
relating to demographic forecasts, shifting demographics
and future growth needs such as staffing needed to
execute the future maintenance and expansion obligations.
Twin Buttes
DHM Design | 3
Project Approach
We have completed similar projects of size and scope as outlined
in this RFP and understand the project phases to include:
PHASE 1: EXISTING INVENTORY ASSESSMENT
We believe in a collaborative approach, working hand in
hand with project stakeholders and the community. We will
begin the project with review of the existing master plans as
well as other related reference documents. After review of
Town provided documents, we will schedule a kickoff and
orientation meeting with the TOEP staff. Following the kick-off,
the team will begin initial gathering of information and physical
conditions assessment, environmental analysis, demographic
and community analysis, benchmarking and mapping/GIS
analysis for each of the open spaces, parks, amenities identified.
1.1 Conduct Inventory Assessment
A. Desktop Data Collection:
The team will review the nine (9) existing master plans. A
spreadsheet summary with key elements will be created
for future reference and a road map for the comprehensive
master plan document.
B. Desktop GIS Ecological Analysis will include:
1. Review of existing data sources including Estes Park Data,
Colorado Natural Heritage Program (CNHP) CODEX, US
Fish and Wildlife Service, Colorado Parks and Wildlife,
National Wetlands Inventory, and other data sources.
2. Conservation Suitability Analysis - A comprehensive
Geographic Information Systems (GIS) analysis will be
conducted to evaluate the conservation potential and
ecological value of the Town’s open space properties.
This analysis will focus on identifying high-quality habitat
for wildlife and plants, assessing existing development
impacts, and prioritizing areas for conservation
and management. Multiple GIS data layers will be
incorporated, scored, and analyzed to summarize
overlapping areas, allowing for a detailed assessment of
habitat values and potential environmental constraints.
The end result would include recommended priority
areas for conservation within the open space parcels.
3. Wildfire Risk Data Review and Mapping - DHM Design’s
Ecological Team will employ a data-driven approach using
state and federal wildfire risk datasets, including resources
from the Colorado State Forest Service (CSFS) and the U.S.
Forest Service (USFS). This analysis will incorporate spatial
data layers such as vegetation type, fuel density, historical
fire occurrence, and proximity to wildland-urban interface
(WUI) zones. We will use GIS to map and overlay these
datasets with the locations of open space properties,
identifying areas of high risk and potential vulnerability.
C. Parks & Trails Physical Conditions Assessment:
1. Per the RFP Q/A, issues will be identified at the aging
parks and then prioritized for repair. Condition of
amenities, equipment, infrastructure, maintenance
levels and safety issues will be assessed and identified
through visually apparent deficiencies and interviews
with town staff. The proposed assessment will not
identify conditions hidden by exterior finishes or within
any enclosed construction or equipment or utilities. A
structural engineer or other subject matter experts can
be added to the team if determined necessary through
initial site visits for specific deficiencies. A detailed
scope and fee proposal to be provided at that time. The
evaluation will include a site visit to each area identified.
a. Parks, pocket parks, playgrounds, climbing rock
1. Approximately 2 field days to complete the
visual assessment
b. Seven (7) trails
1. Approximately 2 field days to complete the
visual assessment
2. Accessibility review will be a cursory level evaluation
of each area. We will utilize the Parks provided ADA
Plan for the four parks and expand as needed at the
six pocket parks that are not currently included in the
Town provided Site Accessibility Evaluation. All other
accessibility review is excluded. Interior accessibility
compliance review is excluded and an architect can be
added to the team if determined necessary. A detailed
scope and fee proposal to be provided at that time.
3. The existence of an irrigation system will be indicated
for the evaluated parks and pocket parks. The irrigation
condition assessment will be limited to interviewing
park management and maintenance personnel for an
understanding of what’s working and what’s not, i.e.
capacity issues, coverage issues, etc. A summary will be
provided, with a list of future detailed assessments which
may be needed.
4. Usage patterns are proposed to be captured via
community surveys and questionnaires and interviews
with town staff. In addition to data provided from Visit
Estes Park and Events Departments.
a. Popularity of specific parks and amenities.
b. Peak usage times and frequency.
4 Town of Estes Park - 2045 Parks and Open Spaces Master Planning
D. Open Space Environmental Analysis
1. Ecological Site Assessment - Our team will conduct site
visits to assess the current condition of the open space
properties. These visits will provide an opportunity to
verify mapped data, document vegetative communities
and wildlife activity, and evaluate any observable
environmental stressors such as erosion, invasive species
presence, or evidence of habitat degradation. Data that
may be collected as part of this task include:
a. Vegetation and wildlife condition and health; unique
occurrences of species.
b. Soil quality and erosion issues.
c. List of noxious weeds (no formal noxious weed
survey mapping or reporting).
2. Water Resources:
a. Condition of ponds, rivers, or streams.
b. Stormwater management systems and flood risks.
3. Sustainability Practices of renewable energy
use or conservation efforts will be summarized
from existing master plans and town staff
interviews. Environmental trends research will
offer recommendations for green infrastructure
improvements, conservation and climate resilience.
E. Demographic and Community Analysis:
1. Per the RFP Q/A, the Town will help to identify and
coordinate meetings.
2. Demographics: Age distribution, population density, and
cultural diversity.
3. Equity in Access: Distribution of parks relative to
underserved neighborhoods. Identify any gaps in service
or lack of facilities in specific areas.
a. Town is to identify underserved neighborhoods.
b. Analysis of gaps associated with ESL, lack of
transportation, marginalized communities or similar
can be added to the scope, if desired. A detailed
scope and fee proposal to be provided at that time.
4. Community Input: Feedback on current satisfaction
levels with parks and open spaces. Identification of
unmet needs or desires.
a. Our team will conduct outreach efforts using a range
of engagement methods, including surveys, town
hall meetings, focus groups, and informal gatherings,
to gather input from community members
b. Online Survey Surveys and Questionnaires: Distribute
online, in print, or through social media to collect
input on preferences, needs, and satisfaction levels.
c. See Phase 2 Community Engagement
F. Benchmarking:
1. National or State Standards: Compare against
benchmarks like NRPA (National Recreation and Park
Association) guidelines.
a. Scope includes assessing benchmarks for a
maximum of (3) agencies.
2. Peer Communities: Identify how similar-sized towns
manage their parks and open spaces.
G. Mapping and GIS Analysis:
Through GIS mapping and overlay techniques, our team will
synthesize these datasets to create a visual and narrative
summary of ecological conditions. The master plan will
include detailed maps and descriptions of key physical
features, ecological features, identifying areas that support
critical habitats, rare species, or unique ecosystems. This
section will also address current and potential stressors, such
as habitat fragmentation, noxious weed encroachment, and
climate change impacts. By presenting a clear picture of
existing conditions, the analysis will serve as a cornerstone
for guiding conservation priorities, informing sustainable
management practices, and aligning long-term goals for
Estes Park’s parks and open spaces with regional ecological
initiatives. Data gaps will be identified and any areas that do
not have publicly available or Town provided GIS data will
not physically mapped as part of this project.
1. Parks Inventory maps will include:
a. Locations, sizes, and types of parks (e.g.,
neighborhood/pocket, community, regional).
b. Features and amenities (e.g., playgrounds, natural
climbing walls, trails, restrooms, picnic areas).
2. Open Space and Natural Areas maps will include:
a. Undeveloped or conserved areas.
b. Trails, greenways, wetlands, and wildlife habitats.
3. Park Locations map: Spatial distribution and proximity to
residential areas.
a. Identifying Connectivity: Trails, pathways, and
transportation links.
b. Highlighting Environmental Features: Green
corridors, flood zones, and natural barriers.
1.2 Detailed Written Report with graphics
A. Draft and final report to be provided per the outlined scope
and deliverables.
Phase 1 Deliverables
A. Compile existing conditions data collection, physical
conditions assessment, environmental analysis, demographic
and community analysis, benchmarking, and mapping and
GIS analysis into an 8.x5x11 report with 11x17 fold outs.
1. Delivered digitally
2. Assumes report will be provided in English only
3. Excludes 508 compliance
4. Draft submission and recommendations for the
next phase of planning for TOEP review. Final report
incorporating any TOEP review comments. We assume
comments will be delivered per the agreed upon
schedule and consolidated by TOEP staff.
5. 5. Assumes no topographic or utility surveys. Review of
Town provided as-built site plans only as available.
B. Meetings:
1. Project Kickoff Meeting, in person meeting with TOEP
and DHM.
2. Physical Conditions Assessment field observation are
anticipated to take (4) day x 2 ppl.
3. Physical Conditions Assessment town staff interviews
to take place virtually prior to the in-person field
observations. Anticipate 2-3 one-hour virtual meetings.
DHM Design | 5
4. Four (4) Progress meetings with TOEP and members of
the consultant team. Meetings are anticipated to occur
bi-weekly, for 1 hour, and occur online through MS teams
or another meeting platform.
5. No public meetings/open houses or focus groups/
workshops are anticipated during Phase 1.
6. No Town board meetings are anticipated during Phase 1.
C. TOEP Provided Items:
1. Project manager/Town point of contact
2. Access to all applicable Town records including GIS data
and existing plans, programs and other data.
PHASE 2: COMMUNITY ENGAGEMENT
Building on the initial inventory assessment, we will implement
a structured and inclusive community engagement process to
ensure that project decisions are informed by local knowledge
and priorities. Our team will conduct outreach efforts using a
range of engagement methods, including surveys, town hall
meetings, focus groups, and informal gatherings, to gather
input from community members. We will tailor our approach
to reflect the unique characteristics and needs of the area,
ensuring that engagement efforts are accessible, culturally
responsive, and representative of diverse perspectives.
2.1 Community Engagement Planning (including
stakeholder list)
A. The team will set goals for community engagement such as:
1. Developing a community engagement plan and timeline.
2. Identifying community needs and priorities.
3. Gathering input on specific projects or initiatives.
4. Building consensus and support for the master plan.
B. Our team will work with Town staff to identify
stakeholders. We anticipate any stakeholder outreach will
be liaised by the Town, Downtown Business Community
and Hospitality Industry.
1. Residents: Individuals and families who use the parks and
open spaces.
2. Local Organizations: Schools, climbing clubs, running and
biking clubs, environmental groups, and civic organizations.
3. Business Community: Local businesses and developers that
might benefit from or contribute to parks and open spaces.
4. Government and Agencies: Town officials, Estes Valley
Land Trust, Estes Valley Recreation & Park District (EVRPD),
planning departments, and regional organizations.
5. Underrepresented Groups: Ensure inclusion of voices
often left out, such as low-income families, seniors, or
people with disabilities.
2.2 & 2.3 Public Meetings/Open House and
Workshops/Focus Group Meetings:
We will design engagement activities with various avenues
for stakeholder participation . Our team will manage the
logistics of the Public Meeting/Open House and Focus Group
meetings including agenda, informational handouts, fliers
and notifications, Town provided room set up as necessary,
sign-in table and attendance, meeting notes and photo
documentation. Meeting room reservation fee by Town.
A. Public Meetings/Open Houses: We will host one (1) in-person
informational sessions to share project goals and gather
feedback during Phase 2. Our team will use interactive
elements like idea boards, mapping exercises, or polls.
B. Workshops/Focus Groups: We will host one (1) in-person focus
group session during Phase 2.
1. We will work with the Town to identify discussion topics
such as park design, accessibility, or sustainability.
2. Activities like visioning exercises or design charrettes to
generate ideas may be utilized.
3. If detailed topics are identified, small, diverse breakout
groups may explore detailed topics or unique needs.
2.4 Online Survey
Surveys and Questionnaires: Distribute online, in print, or
through social media to collect input on preferences, needs, and
satisfaction levels.
A. We assume (1) survey with 12 to 18 questions will be
completed as part of Phase 2. The survey will be used to gather
data information about demographics, preferences, and desired
conditions. We anticipate the survey will be hosted on the
Town website. Statistically valid survey data is not required.
B. Online/Website presence: Accessibility to current draft,
progress updates and online feedback capabilities.
1. We assume the Town will host and manage the website.
C. Tools and technologies to make engagement accessible and
interactive:
1. Digital platforms:
i. Online surveys (e.g., Google Forms, SurveyMonkey).
• We assume the use of SurveyMonkey.
ii. Interactive mapping tools for residents to mark areas
they use or want improved.
• We anticipate the use of collaborative
mapping tools such as Google My Maps or
OpenStreetMap to allow for collaborative map
comments and feedback.
iii. Virtual Town Halls for broader reach.
• Virtual town halls can be broadcast to create
additional opportunities for stakeholders to engage
with the project team and contribute to feedback.
2. Social Media: Use platforms like Facebook, Instagram, or
Twitter (X) for updates and feedback.
i. We assume updates via social media will be
distributed by the Town on their platforms.
3. GIS and Visual Tools: Share maps and visualizations to
make data more relatable.
i. We assume maps created during other phases of the
project will be utilized. Additional maps and visual
tools are excluded.
4. Mobile Apps: Apps that allow users to provide feedback
directly while visiting parks.
i. QR codes can be provided on fliers/handouts to
direct users to the website for public comment,
information and feedback.
2.5 Preliminary Data Reports: Collect and analyze input:
A. Data Compilation: Summarize quantitative data (e.g., survey
results, meeting attendance). Organize qualitative data (e.g.,
comments, suggestions, concerns).
B. Thematic Analysis: Identify recurring themes, such as demand
for certain amenities or concerns about maintenance.
C. Equity Analysis: Assess whether feedback represents the full
spectrum of the community.
D. Reports will be generated for (1) public meeting/open
house, (1) workshop/focus group, (1) online survey, and (1)
virtual town hall if utilized.
6 Town of Estes Park - 2045 Parks and Open Spaces Master Planning
2.6 Town Review: Deliverable review period.
2.7 Share Findings: Communicate back to the community
A. Transparency: Share findings and demonstrate how input is
being incorporated into the plan.
1. We assume the Town will share the reports through the
project website.
B. Updates: Provide regular progress reports through
newsletters, websites, or social media.
1. We assume the Town will manage and provide updates.
C. Final Presentation: Host a session to present the draft plan
and gather final feedback.
1. To be completed as part of Phase 4.
D. Adapt the process for accessibility:
1. Language Access Plan (LAP): Provide materials in multiple
languages (English, Spanish).
2. Translation to be provided by community engagement
provider, Celia Herrera . It is understood that the Town
is willing to help with some aspects of translation and
interpretation per the RFP Q/A.
E. Time and location: Schedule events at various times and
accessible locations to accommodate different schedules.
1. Locations and times to be identified by the Town.
F. ADA compliance: Ensure all engagement activities are
accessible to individuals with disabilities.
1. Activities will be accessible to all individuals.
Phase 2 Deliverables
A. Stakeholder list
B. Community engagement plan
C. One Public Meeting/Open House including meeting
materials and 8.5x11 report, delivered digitally for draft and
final. We anticipate the meeting duration to be 2 hours
with 30 minutes of set-up and 30 minutes of clean-up. If
documents are printed, they will be a minimum of 18x24.
In-person.
D. One Focus Group/Workshop meeting including meeting
materials and 8.5x11 report for draft and final, delivered
digitally. We anticipate the meeting duration to be 2 hours
with 30 minutes of set-up and 30 minutes of clean-up.
In-person.
E. One online survey through Survey Monkey and 8.5x11
summary report, delivered digitally.
F. Engagement material (posters/fliers/survey) to be bi-
lingual (English/Spanish). Reports are not anticipated to be
bi-lingual.
G. Additional Meetings:
1. Progress meetings are listed under Phase 3.
H. TOEP Provided Items:
1. Stakeholder outreach
2. Meeting location(s)
3. Survey hosted and managed on Town website
4. Virtual Town Hall
5. Project updates on website and social media
PHASE 3: NEEDS ANALYSIS
In tandem with Phase 2, we anticipate initiating and completing
Phase 3: Needs Analysis. The needs analysis will identify gaps in
the existing park and open space services, assess recreational
trends and community desires, and plan for future population
growth and demographic shifts.
3.1 Data Collection & Inventory
Data Collection: Gathers quantitative and qualitative data from
various sources:
A. Community Input: Feedback from public engagement
activities (e.g., surveys, meetings, focus groups). Resident
preferences for activities, facilities, and amenities.
1. a. Our team will utilize data from Phase 2: Community
Engagement.
B. Facility Usage Data: Park visitation rates, facility reservations,
and program participation.
1. We assume Visit Estes Park and Events Departments
information will be shared with the team for review.
C. Demographic Data: Current and projected population, age
distribution, income levels, and cultural diversity.
D. Industry Standards: Benchmarks like the National
Recreation and Park Association (NRPA) guidelines for park
acreage per capita or facility ratios.
1. Scope includes providing benchmarks for a maximum of
(3) agencies.
E. Assesses current inventory and accessibility (i.e. equitability
and inclusion):
F. Geographic Distribution: Evaluate the spatial location
of parks and open spaces using GIS mapping. Identify
underserved areas or gaps in accessibility.
G. Parks Quality and Suitability: Assess whether existing
parks meet the needs of diverse user groups (e.g., families,
seniors, youth, athletes).
H. Equity and Inclusion: Determine whether all residents
have equitable access to parks and programs, including
underserved or marginalized communities.
I. Facility Conditions: Identify outdated, underused, or
overburdened facilities.
1. Task will be completed as part of Phase 1: Existing
Inventory Assessment.
3.2 Identify Trends and Service Gaps
A. Trends Analysis:
1. Local Trends: Activities or programs in high demand,
such as pickleball (EVRPD), dog parks (EVRPD), pocket
parks, or nature trails.
2. Regional and National Trends: Emerging recreational
activities or sustainable design practices.
3. Health and Wellness: Increasing interest in fitness, mental
health benefits, and outdoor activities.
4. Environmental Trends: Interest in conservation, green
infrastructure, and climate resilience.
B. Gap Analysis:
1. Quantitative Gaps: Calculate deficiencies based on
standards (e.g., park acreage per 1,000 residents, miles of
trails, etc.).
2. Qualitative Gaps: Analyze feedback for missing amenities
(e.g., shade structures, splash pads).
3. Service Gaps: Identify unmet needs for specific groups,
such as seniors, teens, visitors, special needs, or low-
income families.
DHM Design | 7
3.3 Future Needs Projection and Community Priorities
A. Future Needs Projection:
1. Population Growth: Use demographic forecasts to
estimate future demand for parks and facilities.
2. Shifting Demographics: Address potential needs arising
from aging populations or increased diversity.
3. Development Patterns: Consider how land-use changes
or urban expansion might impact park planning.
4. Planning for Parks Division Growth.
B. Prioritization of Needs:
1. Maps and Graphics. Show gaps in service areas, park
distribution, and projected growth.
2. Community Input: Prioritize based on what residents
value most.
3. Cost and Feasibility: Weigh the financial and logistical
feasibility of addressing each need.
4. Impact: Focus on projects or improvements with the
greatest benefit to the community.
3.4 Report of Recommendations and Key Findings
A. Draft and final report to be provided per the outlined scope
and deliverables.
3.5 Town Review: Deliverable review period.
3.6 Town Board Presentation
Phase 3 Deliverables:
A. Conduct Needs Analysis in tandem with Phase 2.
B. Develop a Comprehensive report of results, metrics,
diversity of input for demographic and geographic areas,
and summary of priorities and recommendations which
will be included in the master plan. 8.5x11 report delivered
digitally.
1. Recommendations may include:
i. Upgrades or renovations to existing parks and
recreational facilities.
ii. New facility proposed locations and types of new
parks or amenities.
iii. Policy Changes to enhance park access, equity, and
sustainability.
2. 2. Assumes report will be provided in English only.
C. Excludes 508 compliance .
D. One (1) Preliminary Town Board Study Session meeting.
Town Board study sessions and public hearing are held on
the second and fourth Tuesday of each month, typically
between 5pm and 10pm. In-person.
E. Eight (8) Progress meetings with TOEP and members of
the consultant team. Meetings are anticipated to occur bi-
weekly, for 1 hour, and occur online through MS teams or
another meeting platform.
F. No public meetings/open houses or focus groups/
workshops are anticipated during Phase 1.
G. TOEP Provided Items:
1. Distribution of final Needs Analysis Report to the public
for community awareness.
PHASE 4: VISION AND PLANNING
During Phase 4, we will provide a strategic and inspiring
blueprint that guides the development, management and
sustainability of the parks and open spaces. We envision
a highly communicative and iterative design process that
incorporate stakeholder and community input and TOEP
review comments. DHM Design takes pride in our graphic
presentations and we will provide compelling and readable
drawings that clearly communicate the design intent. As a
team we will define goals, objectives and planning principles to
guide and inform the decision-making process.
4.1 Preliminary Draft Master Plan
A. Vision, Goals and Objectives to be included as outlined
under Phase 4 Deliverables.
B. Key projects and improvements will be prioritized
addressing immediate needs and identifying long-term
projects based on budget, land acquisition, or resource
availability. We will ensure that the parks and open
spaces are connected and integrated with the broader
community. Projects will initially be identified as follows:
• Maintenance and Repairs: Immediate upgrades or safety
fixes for existing facilities.
• New Developments: Creation of new parks and trails.
• Renovations and Expansions: Improvements to existing
parks or adding new features.
• Conservation Initiatives: Preservation of natural areas or
sustainability projects.
Criteria for evaluation of identified projects will include:
• Community impact and alignment with community
needs and vision
• Urgency, feasibility and readiness
• Equity and accessibility
• Environmental impact and sustainability
• Connectivity and Integration
• Project dependencies
• Estimated costs including design, construction,
permitting, and maintenance costs.
• Funding availability – Identified by the TOEP. Budgeting
to be determined by TOEP.
• Life-cycle costs
• O&M, Operational Readiness, Staffing, future Town space
and needs
C. Based on the prioritized list of projects a phasing plan
(immediate, short-term, medium-term, and long term) will
be provided in coordination with the TOEP for steady and
manageable progression. This approach ensures that high-
priority needs are met first while laying the groundwork for
future developments in a strategic, community-focused,
and financially sustainable way. A draft master plan will be
presented to the community.
D. Policy and Funding Recommendations will be provided in
coordination with the Town.
8 Town of Estes Park - 2045 Parks and Open Spaces Master Planning
4.2 & 4.3 Public Meeting/Workshop and Focus
Group Meeting
A. Stakeholder engagement will occur after projects and
priorities have been reviewed by the Town.
• Public meetings/Open House
• Focus Group sessions
• Once the plan is established, the Town will be able to
monitor and evaluate progress on the phasing plan,
adjusting based on lessons learned and the on-going
feedback loop from stakeholders.
4.4 Comment / Feedback as outlined in Phase 2,
Community Engagement.
4.5 Final Master Plan
4.6 Town Review: Deliverable review period.
4.7 Town Board Presentation
Supplemental Services to be determined during Phase 4:
Design criteria and a range of conceptual design alternatives for
high priority projects identified through Phase 1-3. Additional
A/E team members can be added for the desired scope of work.
A detailed scope and fee proposal to be provided after priority
locations have been identified.
• Opinion of Probable Construction Costs (OPCC) can be
provided for evaluation of design concepts.
• Any proposed designs will be within the Estes Park
Character for surroundings and sustainability.
• Compliance with Americans with Disabilities Act (ADA)
• Utility improvements
• Site design
• Topographic survey
• Town and the utility locates and providers coordination
• Permitting and meeting environmental criteria
• Scheduling and outlining tasks and milestones
Phase 4 Deliverables:
A. Vision and Planning:
i. Preliminary Draft Master Plan to include the following:
• Vision, goals, and objectives.
• Maps and visual aids.
• Policy and funding recommendations, in
coordination with the Town.
• Comment/Feedback period for community,
focus groups, Town staff, other identified
stakeholders, experts (planners,
environmentalists, engineers, etc.).
• Excludes 508 compliance .
ii. Finalized Master Plan to include the following:
• Updates/revisions from comment/feedback period.
• Finalized vision, goals, and objectives.
• Prioritization of projects including methods of
ranking system and cost- benefit analysis.
• Implementation plan with project description
and timelines.
• Budgets and Opinions of Probable Costs (OPC).
• Strategies for monitoring progress and
adapting over time.
• Excludes 508 compliance .
B. Community Engagement
i. One (1) In-person Public Meeting/Workshop.
ii. One (1) In-person Focus Group meeting.
C. Town Meetings
i. One (1) In-person meeting to establish vision, goals
and objectives
ii. One (1) In-person meeting to finalize the vision and
planning documents
iii. One (1) In-person Town Board Final Master Plan
presentation to the Town Board at a study session
D. Seven (7) Progress meetings with TOEP and members of
the consultant team. Meetings are anticipated to occur bi-
weekly, for 1 hour, and occur online through MS teams or
another meeting platform.
E. Supplemental Services
i. Provide a detailed scope and fee proposal for design
criteria and a range of conceptual design alternatives
for high priority projects identified through Phase
1-3. Plans suitable for bidding and construction.
FEE
We have identified a scope of work within the identified budget
of $150,000 and included a list of additional work we believe is
greater than the budgeted amount. We understand that the Town
will use this information to determine if the scope of work needs to
be modified or if additional funding needs to be allocated.
EXCLUSIONS
• Public meeting interpretation services.
• Public meeting printed material costs.
• Third party application or software costs associated with
community engagement tasks.
• Review of all maintained landscapes at Town-owned
buildings within the General Fund Operating Budget.
• Providing a noxious weed program for all Town-owned
land and easements.
• Review of the downtown annual floral program (annuals,
beds, and containers).
• Review of trees within the public road right-of-way outside
the Town’s Street network.
• Review of the snow removal program for trails and sidewalks.
• A structural engineer, irrigation consultant or other subject
matter experts not specifically listed within the proposal.
• Interior accessibility compliance review.
• Analysis of gaps associated with ESL, lack of transportation,
marginalized communities or similar.
• Code analysis.
• 508 compliance.
• Design criteria and a range of conceptual designs for high
priority projects identified through Phase 1-3 for parks,
pocket parks or trail amenities.
• Construction documents and specifications. Master Plan
graphics will not be suitable for bidding and construction.
• Site topographic survey and utility locates.
• Calculations necessary for BMPs and BMPs.
• Documents not provided by TOEP staff will not be obtained
at our own expense. Master Plan will utilize free publicly
available data and identify data gaps.
• Meeting room reservation fees.
• Hosting a website and managing content.
• 3D Graphics
DHM Design | 9
TOWN OF ESTES PARK
DHM DESIGN - PRIME CONSULTANT & LANDSCAPE ARCHITECTURE, ENVIRONMENTAL SERVICES
DHM Design will act as the Prime Consultant and Landscape Architect, coordinating the team milestones
and deliverables and communicating with the team and client. DHM will also lead and complete all Master
Plan deliverables.
Eileen Kemp, PLA, ASLA, CLARB - Principal-in-Charge | Primary Contact | Landscape Architect
Michaela Kaiser, PLA, ASLA, CLARB - Senior Associate | Project Manager | Landscape Architect
Melissa Belmar - Senior Environmental Planner | Senior Ecologist
Alena Gagnon - Senior Designer | GIS Specialist | FAA Licensed Drone Pilot
CELIA HERRERA - Public Engagement
Celia Herrera - Community Engagement Specialist
SUBCONTRACTED SERVICES
AXIAS - Cost Estimating
Matt Owens - Lead Cost Estimator
Our planning and design approach is robust, leading to actionable and prioritized solutions that
match your specific needs and objectives. DHM Design has the capacity to devote the time,
attention and qualified staff necessary to complete the Town of Estes Park’s 2045 Parks and Open
Spaces Master Plan. We are very confident in our ability to produce documents and deliverables in
a timely and efficient manner. We take pride in the development of projects that are within budget
and completed in a timely manner.
Should our team be chosen, we are committed to staffing this project with the key individuals
listed and ensuring their availability to meet project timelines. Our fee is based on applying our
hourly rates to each task. We would proceed by billing you for actual hours spent as the project
progresses based on the budgets set. We have allocated our time with the intent of efficiently
applying our specific skills. Eileen Kemp will carefully monitor the schedule and fees to ensure we
meet deadlines and do not exceed contract amounts. Staff and consultant budgets are reviewed
on a bimonthly basis with internal billing reports to ensure the design team remains within budget
and on schedule. Our invoices to you will include a description of work completed, following tasks
identified in the specific proposal. Our monthly bills will indicate percent complete for the major
tasks. We will coordinate with you to create a schedule that sets realistic deadlines and allow you to
track the progress of the project as it advances through to completion.
The proposed team will work on the project until completion. Should substitutions be necessary
due to unforeseen circumstances, recommendations will be sent to the Town for approval.
The DHM Design team is currently at
approximately 60% capacity with 10%
projected workload (Won, but not under
contract) and 30% available for new
work over the course of this project.
Key Personnel and Firm Qualifications
BALLARD*KING - Market Analysis
Darin Bar - President | Economic Consultant
Jenise Jenson - Senior Associate |
Programming Consultant
10 Town of Estes Park - 2045 Parks and Open Spaces Master Planning
We design places to balance human presence with nature, honoring the enduring spirit of the land.
Who We Are
As individuals we are impassioned
by the natural landscape. As a firm
we are its students, and its stewards.
We are vigorous users and lovers of
the outdoors, committed to both
environmental and cultural preservation.
Since our founding in Denver in 1975,
our employee-owned Corporation has
expanded with offices in Carbondale,
Durango, and Bozeman. Our roster
includes professionals in landscape
architecture, natural resource
management, land use planning,
graphic design, and visualization.
What We Do
We are designers, and we are
environmentalists. What we do is
both art and science. We seek balance
between human patterns and natural
systems. Our work restores landscapes
and enhances the human experience.
These conservation and design
principles translate to every project we
take on. Deliberately, our interventions
sit lightly on the land. Today, we plan
and design recreational spaces, National
Parks, residential communities, resorts
and hospitality, cultural landscapes, civic
spaces, tribal lands, legacy ranches, high-
end residences and land trusts. We are
especially proud that a considerable part
of our portfolio has been work for the
National Park Service. This connection
has instilled in us a deep sensitivity
to the necessary balance between
protecting nature and revealing how it
can be enjoyed.
How We Do It
Every one of our projects is a
collaborative interaction between the
client, an interdisciplinary team of DHM
professionals and, when appropriate,
expert outside consultants. We value
engagement with community and
stakeholders; and we are especially
resourceful at graphic presentation and
the facilitation of dialogue. We have
learned that communication and trust
lead to sustainable planning and design
solutions for healthy landscapes.
ABOUT DHM DESIGN
Moraine Park Campground | Rocky Mountain National Par, Estes Park, CO
DHM Design | 11
DHM Design
ABOUT
EDUCATION
B. of Landscape Architecture, University of
Maryland, 2000
REGISTRATIONS
Professional Landscape Architect:
CO (LA0001346)
ASLA | CLARB
AWARDS
CCASLA Merit Award For Design, Pikes Peak
Summit Complex, 2022
AREAS OF EXPERTISE
National, Federal, State Parks
Recreation Planning
Project Management
Visitor Use & Experience Planning
Submittal Compliance
Value Methodology
Resource Management
ORGANIZATIONS
Downtown Denver Leadership Member, 2019
RELEVANT PROJECTS
Boysen Reservoir Master Plan; Fremont County, WY
Black Hawk Open Space Master Plan; Black Hawk,
CO
Black Hawk Pocket Parks; Black Hawk, CO
Rehabilitation of Dickey Ridge Picnic Ground;
Shenandoah National Park, VA
Great Plains Park; Aurora, CO
Loveland Youth Sports Park; Loveland, CO
Bright Angel Trailhead Improvements; Grand
Canyon National Park, AZ
Hideaway Park Playground; Winter Park, CO
Oxon Cove Trail; Oxon Cove, MD
Thornton Park Amenities; Thornton, CO
Thornton Active Adult Center; Thornton, CO
EILEEN KEMP
Principal | Federal Projects Manager | PLA | ASLA | CLARB
Eileen is a leader in parks and recreational facility planning and
design with over 24 years of experience helping communities and
agencies develop effective and sustainable solutions. Her dedication
to responsible design and excellent client service has led to a wide
range of successful projects. Throughout the design process she is
always thinking about the visitor experience and how each project
fits within the overall fabric of the open space. Eileen believes that
with each type of project the end user, a child playing soccer, or
a family visiting Rocky Mountain National Park, entrusts us to
enhance our open spaces and conserve our nation’s treasures.
NOTABLE WORK
Parks, Open Space, Trails, and Campgrounds Master Plan | Winter
Park, CO
Eileen was the Principal-in-Charge for this project. DHM worked with the Town
of Winter Park to develop a parks, trails, campgrounds, and open space master
plan suited to a mountain town that is known for its seasonal recreational
activities and surrounding natural beauty. The plan required a comprehensive
assessment of the town’s existing outdoor recreation and open space facilities,
policies, codes, and standards, as well as their connections and relationships to
those administered by neighboring land managers such as Winter Park Resort,
the US Forest Service, and the Town of Fraser. The public engagement process
sought to involve broad representation of Town residents, stakeholders, advocacy
groups, and special use groups to develop a deep understanding of the full
spectrum of outdoor recreation priorities and experiences. The final plan included
a written report summarizing findings, discussions, and decisions with the Town
of Winter Park, including existing conditions, site analysis, proposed plans, graphic
renderings, GIS mapping, and public feedback documentation.
Bear Creek Lake Park Master Plan | Lakewood, CO
Bear Creek Lake Park is an important open space and recreational resource
for the City of Lakewood and its surrounding communities. DHM prepared an
updated park Master Plan with campground improvements and expansion,
conservation and enhancement of open space and wildlife habitat, enhanced
mixed-use trails to accommodate equestrians, hikers, and bicyclists, realigned
roadways to reduce traffic impacts, accommodated diverse water-based
recreation demands by programming conflicting uses at separate sites, and
constructed a visitor/education center for visitor orientation with easy access
by trails to other park destinations. DHM did similar updates in decades prior,
having developed the original recreation infrastructure plans for Bear Creek
Lake Park in 1998 and updating the visitor center plan in 2012.
Rocky Mountain National Park Work | Estes Park, CO
DHM has worked at Rocky Mountain National Park for many years, including
projects to restore facilities after the East Troublesome Fire, trails and open
space planning, visitor circulation, campgrounds, amphitheaters, horse facilities,
and comfort stations. The design ethic behind our work at Rocky Mountain
National Park is the protection and preservation of its enduring ecologic and
cultural value.
12 Town of Estes Park - 2045 Parks and Open Spaces Master Planning
DHM Design
ABOUT
EDUCATION
M. of Landscape Architecture II, University of
Pennsylvania, 2014
B. of Science Landscape Architecture
Colorado State University, 2012
Landscape Architecture Study Abroad
Lincoln University-Christchurch
New Zealand, 2011
REGISTRATIONS
Professional Landscape Architect:
CO (1288)
KS (901)
AWARDS
CCASLA Merit Award For Design, Pikes Peak
Summit Complex, 2022
AREAS OF EXPERTISE
Recreation Planning
Federal and State Parks
Project Management
Submittal Compliance
Cultural Landscapes
Master Planning
Construction Documentation
ORGANIZATIONS
Society of Outdoor Recreation Professionals (SORP)
MICHAELA KAISER
Senior Associate | Project Manager | PLA | ASLA | CLARB
Michaela has a deep appreciation of nature and the built environment
along with a commitment to resourcefulness. Her passion for land
stewardship and conservation began with her rural background and
drew her to the profession of Landscape Architecture. Michaela strives
to design creative, functional and engaging spaces for all and has
worked on projects ranging from the Pikes Peak Summit Complex to
Jamaica Bay Shoreline Restoration. As a Project Manager, Michaela
has extensive experience in designing and implementing master plans
for large open space parks and campgrounds. Flexible and adaptive,
Michaela effectively guides project decisions and ensures successful
outcomes for each client.
NOTABLE WORK
Bear Creek Lake Park Master Plan | Lakewood, CO
Michaela was the project manager for this project. Bear Creek Lake Park is an
important open space and recreational resource for the City of Lakewood and
its surrounding communities. DHM prepared an updated park Master Plan with
campground improvements and expansion, conservation and enhancement
of open space and wildlife habitat, enhanced mixed-use trails to accommodate
equestrians, hikers, and bicyclists, realigned roadways to reduce traffic impacts,
accommodated diverse water-based recreation demands by programming
conflicting uses at separate sites, and constructed a visitor/education center
for visitor orientation with easy access by trails to other park destinations. DHM
developed the original recreation infrastructure plans for Bear Creek Lake Park in
1998 and updating the visitor center plan in 2012.
Silverthorne Parks | Silverthorne, CO
Arctic Placer Park is a 1 acre neighborhood park with a small covered picnic area,
children’s play structure and informal trailhead access to the USFS lands. DHM
Design was selected as a consultant to create a master plan and final design
of Arctic Placer Park. DHM conducted several public outreach events, design
charrettes with local schools, and public meetings to gather valuable input.
Silverthorne hired DHM to develop plans for the redesign of several park facilities
through a comprehensive public process. DHM was responsible for creating
construction documents and a complete bid package for implementing the
proposed improvements. Michaela was the project manager for this project.
Pikes Peak Summit Complex | Pike National Forest, CO
Pikes Peak, “America’s Mountain,” is a beloved landmark, tourist destination,
and fragile ecosystem set at 14,115’. DHM Design developed numerous site
concepts mindful of pedestrian, vehicular and cog circulation, drainage basins,
grey water reuse, viewsheds and sight lines, cultural resources, delicate alpine
tundra, and permafrost. These environmental factors were balanced with the
needs of agencies; the City of Colorado Springs, Pikes Peak, the U.S. Forest Service,
the NPS, the U.S. Army Research Institute of Environmental Medicine, Colorado
Springs Utilities, Pikes Peak Cog Railway, and numerous advocacy groups. Most
importantly, the design kept the visitor experience of being on top of a fourteener
a once in a lifetime experience. Michaela was the project manager for this project.
DHM Design | 13
DHM Design
ABOUT
EDUCATION
M. of Science, Applied Ecology, Indiana
University, 2010
B. of Science, Biology, University of
Wisconsin, 2008
PROFESSIONAL MEMBERSHIPS/
CERTIFICATIONS
USFWS Yellow-billed Cuckoo Survey
Permit Holder
AREAS OF EXPERTISE
Environmental Permitting & Planning
Mitigation & Restoration Planning
National Environmental Policy Act (NEPA)
Environmental Compliance Monitoring
Threatened, Endangered and Sensitive
Species (T&E ) Surveys
Endangered Species Act Compliance
& Documentation
Biological Resource Investigations
Site Planning & Resource Avoidance
Migratory Bird Identification & Surveys
Open Space Planning & Management
Natural Resource Stewardship Planning
GIS Data Organization, Analysis, & Modeling
GIS Mapping
GPS Database Structure Organization &
Data Collection
*Work completed prior to joining DHM
MELISSA BELMAR
Senior Environmental Planner | Senior Ecologist
Melissa has worked on the conservation and management of natural
resources in the Western US for the entirety of her career. Her experience
includes conducting field investigations concerning wildlife and
plants, technical report writing and impact analyses for environmental
compliance, GIS data analysis and mapping, planning recreational
opportunities with natural resources in mind, and project management.
Melissa has worked for clients in the government, private, and non-
profit sectors, including a variety of federal and state land management
agencies. As an avid recreationist herself, Melissa is passionate about
exploring public lands while working to understand and conserve the
natural resources that depend on their existence.
NOTABLE WORK
Parks, Open Space, Trails, and Campgrounds Master Plan | Winter Park, CO
Melissa provided ecological services for this project. DHM worked with the
Town of Winter Park to develop a parks, trails, campgrounds, and open space
master plan. The plan requires a comprehensive assessment of the town’s
existing outdoor recreation and open space facilities, policies, codes, and
standards, as well as their connections and relationships to those administered
by neighboring land managers such as Winter Park Resort, the US Forest
Service, and the Town of Fraser. The final plan included a written report
summarizing findings, discussions, and decisions with the Town of Winter Park,
including existing conditions, site analysis, proposed plans, graphic renderings,
GIS mapping, and public feedback documentation.
Paint Mines Interpretive Park Master Plan Baseline Ecological
Assessment | El Paso County, CO
DHM was tasked by El Paso County to develop a comprehensive Master
Plan for the Paint Mines Interpretive Park. By incorporating input from the
community and stakeholders, the plan established realistic objectives for
future enhancements. Situated approximately 1.5 miles southeast of Calhan,
Colorado, Paint Mines Interpretive Park encompasses thirteen parcels of
rolling prairie land. These lands boast some of Colorado's most distinctive
and historically significant geological formations and subsequently create a
unique environment that hosts rare and sensitive plants and wildlife. DHM
Ecological staff were tasked with conducting a baseline ecological assessment
of the site and incorporating natural resource conservation and management
recommendations into the Master Plan. This included avoiding sensitive areas
used by wildlife and plants in order to preserve populations into the future.
Thumb Property Baseline Biological Report and Bat Surveys | Estes
Park, CO*
Conducted biological surveys at a Property in Estes Park, documenting all
plant species, migratory birds, raptor nests, noxious weeds, and vegetation
communities found within the Property. Also deployed a bat monitor near a
climbing area that documented bat calls. Analyzed bat calls using Kaleidoscope
software and identified bat species from the site. Successfully documented
two rare plants, one sensitive vegetation community, and four sensitive bat
species. Created a comprehensive report documenting all findings and provided
recommendations of how to avoid impacts to natural resources resulting from
visitation, rock climbing, and trail construction at the property.
14 Town of Estes Park - 2045 Parks and Open Spaces Master Planning
DHM Design
ALENA GAGNON
Senior Designer | GIS Specialist | FAA Licensed Drone Pilot
A valued member of DHM’s ecological and landscape design
team, Alena has a passion for open space design honed through
engagement with our communities. Her background in a close-
knit Vermont town and outdoor adventures in Colorado reflects
dedication to community and environment. From her leadership
as a Drone Pilot to her instrumental contributions in educational
campuses, affordable housing, and recreation projects, she
demonstrates an unwavering dedication to excellence. Her expertise
includes GIS certification and graphic communication, which brings
innovative spatial analysis, ecological sensitivity, and community
engagement expertise to our work.
NOTABLE WORK
Parks, Open Space, Trails, and Campgrounds Master Plan | Winter Park, CO
Alena provided GIS and graphics support for this project. DHM worked with
the Town of Winter Park to develop a parks, trails, campgrounds, and open
space master plan. The plan requires a comprehensive assessment of the town’s
existing outdoor recreation and open space facilities, policies, codes, and
standards, as well as their connections and relationships to those administered
by neighboring land managers such as Winter Park Resort, the US Forest Service,
and the Town of Fraser. The final plan included a written report summarizing
findings, discussions, and decisions with the Town of Winter Park, including
existing conditions, site analysis, proposed plans, graphic renderings, GIS
mapping, and public feedback documentation.
Ridgway State Park Trails Master Plan | Ridgway, CO
Alena provided GIS and graphic design to enhance project communications. Ridgway
State Park in Ouray County, Colorado, offers many recreational opportunities in its
three distinct areas – Pa-Co-Chu-Puk, Dallas Creek and Dutch Charlie. Due to the
popularity of the trails at the park, as well as technological and cultural changes, there
was a desire to improve and expand the trail options. The Trails Master Plan addressed
the future of trails at the park. The purpose of the document was to recommend
improvements and expansion of existing trails and trailheads to address the needs of
park visitors. Guidelines were provided for future trail construction and maintenance
of the trails at Ridgway State Park. Resources were included to assist the park and
CPW staff with planning and implementation efforts.
Paint Mines Interpretive Park Master Plan Baseline Ecological
Assessment | El Paso County, CO
DHM was tasked by El Paso County to develop a comprehensive Master
Plan for the Paint Mines Interpretive Park. By incorporating input from the
community and stakeholders, the plan established realistic objectives for
future enhancements. Paint Mines boasts some of Colorado’s most distinctive
and historically significant geological formations and subsequently create a
unique environment that hosts rare and sensitive plants and wildlife. DHM
Ecological staff were tasked with conducting a baseline ecological assessment
of the site and incorporating natural resource conservation and management
recommendations into the Master Plan. This included avoiding sensitive areas
used by wildlife and plants in order to preserve populations into the future.
ABOUT
EDUCATION
M. of Landscape Architecture, University of
Colorado Denver, 2021
B. of Arts, Adventure Education, Green
Mountain College, 2017
Architectural Studies, Middlebury
College, 2013
CERTIFICATIONS
GIS Certificate, CU Denver, 2021
FAA Licensed Drone Pilot
Wilderness First Aid/CPR Certification
Green Mountain Adventure Program Leader
USSA Level 100 Aerials
USASA Level 100 Snowboard Coach
AREAS OF EXPERTISE
ArcGIS Pro, ArcGIS Online, QGIS
Parks and Recreation Master Planning
Database Structure Organization and
Data Collection
Graphic Design
Drone Pilot
DHM Design | 15
CELIA HERRERA
Community Engagement Specialist
Celia Herrera is a dedicated community engagement specialist and
facilitator with 15 years of experience strengthening connections
between individuals and city organizations. She is driven by a
passion for fostering positive outcomes and uniting diverse groups
to create meaningful collaborations, ensuring participants see the
impact of their contributions.
Approach to Community and Stakeholder Engagement
Celia is an advocate for data-driven decision-making, adept at conducting
surveys, needs assessments, and impact evaluations to ensure that community
programs are responsive to challenges and opportunities. Her work is guided
by a belief in the importance of participatory and inclusive approaches to
community engagement. She firmly believes that meaningful participation
can only be achieved when the voices of all community members are
heard, respected and reflected in outcomes. Her commitment to listening,
learning, and facilitating productive dialogue has earned her trust among the
communities she serves. Celia’s approach to community engagement includes:
• Development of community engagement strategic plans and timelines
• Design and print materials for public outreach events
• Coordination and distribution of outreach materials
• Development of project websites, surveys, and other online resources to
facilitate information and survey tools
• Ongoing and final reporting for public outreach activities and outcomes
NOTABLE WORK
Westminster Municipal Courthouse | Westminster, CO
The City of Westminster is designing a replacement Municipal Courthouse. The
project goal is to design a courthouse that is safe, secure, and accessible for
visitors and staff.
Denver Public Library Renovation | Denver, CO
In November 2017, Denver voters approved measure 2E, which provides $69.3
million to renovate the Denver Central Library and 10 branch libraries as part of
the Elevate Denver Bond program.
National Western Center Triangle Project | Denver, CO
A 65-acre, triangle-shaped piece of land on the southeast side of the National
Western Center represents the future and final phases (3 through 8) of campus
construction, as outlined in the master plan. Redevelopment of this land would
involve the construction of new, public event venues and related assets to round
out the National Western Center’s offerings, and is expected to create a mix of
uses to support the center’s global mission, serve local neighborhoods, and
create jobs over the next 30 years and beyond.
ABOUT
AREAS OF EXPERTISE
Facilitation of community meetings and
events
Coordination of youth-centric civic
engagement Initiatives
Strategic development of community
partnerships
Creation of branded marketing and
communication materials
Materials distribution
Development and management of digital
engagement tools (web development,
surveys, analytics and reporting)
16 Town of Estes Park - 2045 Parks and Open Spaces Master Planning
MATT OWENS
Lead Cost Estimator | CEP
Matt is an experienced, thoughtful, and detail-oriented cost
and project management professional with more than 20
years of experience working across all sectors of the industry.
He has expertise in all trades, ranging from site work through
architectural and structural to mechanical and electrical trades.
His responsibilities for Axias include existing condition surveys,
quantity surveying, the preparation of construction cost estimates
from early conceptual sketches through to pre-bid highly detailed
cost estimates, change order analysis/ negotiations and commercial
management for ongoing projects. Matt’s experience includes
providing cost estimating services to the National Park Service, as
well as local parks, on more than 100 projects, from early-phase
concept estimates to construction documents.
NOTABLE WORK
• Bear Creek Lake Park Master Plan; Lakewood, CO
• Fort Benning Outdoor Recreation Master Plan; Columbus, GA
• NIST Campus Master Plan; Boulder, CO
• Department of State Potomac Hill Master Plan; Washington, DC
• University of Virginia Olympic Complex Master Plan; Charlottesville, VA
• University of Mary Washington Campus Master Plan; Fredericksburg, VA
• Hampden-Sydney College Student Housing Master Plan; Hampden Sydney, VA
• NPS National Mall & Memorial Parks; Lincoln Memorial Reflecting Pool Water
System Improvements
• NPS Lake Mead National Recreation Area; Katherine Landing Shoreline
Electrical and Plumbing Improvements
• NPS Lake Mead National Recreation Area; Shoreline Wells at
• Katherine Landing
• NPS Cape Cod National Seashore; Mill Creek Water Control Structure &
Drainage Improvements
• Mountain Recreation Community Building Renovations; Eagle County, CO
• Roundup River Ranch Depot Renovation; Gypsum, CO
• Eagle County School District Affordable Housing Construction; Edwards, CO
• Littleton Public Schools Career Exploration Center Renovation; Aurora, CO
• DC DGS Lamont Park Stormwater Improvements; Washington, DC
• Merriweather Post Pavilion and Symphony Woods; Columbia, MD
ABOUT
EDUCATION
B. of Science in Quantity Surveying,
University of Salford
CERTIFICATIONS
Certified Estimating Professional:
#52581, 2010
DHM Design | 17
DARIN BAR
President | Economics Consultant
Darin joined Ballard*King & Associates in 2007 after working with
municipal, collegiate and private recreation agencies. During
his time with B*K, Darin has completed master plans, feasibility
studies, and operational assessments and provided operational and
management solutions to numerous clients nationwide.
Darin’s passion for the parks and recreation industry has allowed
him to successfully serve agencies nationwide. Darin utilizes a
multi-layer approach when working on projects and believes in the
importance of listening to stake holders, agency administration
and staff members. A key part of his process is helping clients
utilize statistical data and public input to understand the difference
between needs and wants.
Prior to joining B*K, Darin worked in the municipal, private, and
university sectors, all within the parks and recreation industry.
This broad background of practical, in-field and operational
experience, combined with his experience as a consultant, helps
shape the approach Darin brings to each project. Darin has 25 years
of experience within the recreation industry and over 17 years of
experience with B*K.
He understands that each community and their goals are unique,
as is the process by which they attain these goals. The end result
is success and diversity in delivering parks and recreation services
and programs, with solutions that are tailored to each community
and agency. Darin’s client-focused approach, attention to detail,
and depth of knowledge give clients comprehensive insight to help
guide them through their projects.
NOTABLE WORK
• Recreation Campus Feasibility Study; Greeley, CO
• Broomfield Athletic Fields Needs Study; Broomfield, CO
• Commerce City Athletic Fields Study; Commerce City, CO
• Golden Recreation Center Expansion/Renovation; Golden, CO
• South Suburban Sports Complex; Littleton, CO
• Summit County Fieldhouse Study; Summit County, CO
• Basin Recreation Strategic Plan; Park City, UT
• Parks and Recreation Legacy Plan; Johnson County, KS
ABOUT
EDUCATION
Master of Arts in Public Administration,
State University of New York
Bachelor of Science in Parks, Recreation &
Tourism, University of Missouri
PROFESSIONAL AFFILIATIONS
National Intramural Recreational
Sports Association
New York State Parks & Recreation Society
Missouri Park & Recreation Association
18 Town of Estes Park - 2045 Parks and Open Spaces Master Planning
ABOUT
EDUCATION
Associate of Arts, Colorado
Mountain College
Certified Pool Operator, National
Swimming Pool Foundation
PROFESSIONAL AFFILIATIONS
Colorado Parks & Recreation Association
Missouri Parks & Recreation Association
National Recreation & Park Association
Athletic Business
ICE Sports Industry
JENISE JENSON
Senior Associate | Programming Consultant
Jenise began working with Ballard*King & Associates in 2015 and
brings over 30 years of experience in parks and recreation. During
her time with B*K, Jenise has utilized a robust recreation background
combined with data and analysis to guide clients through their
projects. Her involvement with projects includes feasibility studies,
operations plans, market analysis and master plans.
Jenise has experience with a variety of operational and leadership
models, from subsidized recreation to enterprise models to for
profit facilities. She has experience with operations, programming,
marketing and administrative practices for recreation facilities and
multi-facility departments. Jenise has helped lead the approval,
design, and renovation of projects in excess of $17 million, and
managed both indoor and outdoor facilities. One of Jenise’s strengths
is creativity and marketing, combined with the ability to create new,
interesting and successful revenue-generating programs.
Jenise has spoken and presented to Town/City Councils, Citizen
Advisory Boards, and recreation organizations, such as the National
Recreation and Parks Association, Athletic Business, Colorado
Parks and Recreation Association, U.S. Figure Skating, and the
Ice Sports Industry. She served as an Assistant Media Supervisor
for the 2002 Olympic Winter Games in short track speed skating
and figure skating, two of the highest profile events of the Games.
All of these varying roles have shaped her appreciation for the
challenges of successfully navigating within a variety of leadership
and organizations to reach common goals.
NOTABLE WORK
• Lake Arbor Community Center Master Plan; Arvada, CO
• City of Lamar Recreation Master Plan; Lamar, CO
• Erie PROST Strategic Plan Update; Erie, CO
• East Boulder Community Center Feasibility Study; Boulder County, CO
• Recreation Campus Feasibility Study; Greeley, CO
• Community Hockey Ice Arena Study; Farmington, MN
• Community Center Operations Plan + Feasibility Study; Upper Township, PA
Town of Estes Park
Develop 2045 Parks and Open Spaces Master Plan
January 31, 2025
PROJECT MANAGEMENT
Notice to Proceed (Anticipated)
Project Kick-Off Meeting
Bi-Weekly Progress Meetings (virtual, 1hr)
PHASE 1: EXISTING INVENTORY ASSESSMENT
1.1 Conduct Inventory Assessment
a. Desktop Data Collection
b. Physical Conditions Assessment
c. Environmental Analysis
d. Demographic and Community Analysis
e. Benchmarking
f. Mapping and GIS Analysis
1.2 Detailed Written Report with graphics
PHASE 2: COMMUNITY ENGAGEMENT
2.1 Community Engagement Planning (including stakeholder list)
2.2 Public Meeting / Open House
2.3 Workshops / Focus Groups
2.4 Online Survey (30 days)
2.5 Preliminary Data Reports
2.6 Town Review (2 weeks)
2.7 Share Findings
PHASE 3: NEEDS ANALYSIS
3.1 Data Collection & Inventory
3.2 Identify Trends and Service Gaps
3.3 Future Needs Projection, and Community Priorities
3.4 Report of Recommendations and Key Findings
3.5 Town Review (2 weeks)
3.6 Town Board Presentation
PHASE 4: VISION AND PLANNING
4.1 Preliminary Draft Master Plan
a. Vision, Goals, and Objectives
b. Ranked Conceptual Design and Proposed Improvements
c. Plan Graphics
d. Policy and Funding Recommendations
4.2 Public Meeting / Workshop
4.3 Focus Group Meeting
4.4 Comment / Feedback
4.5 Final Master Plan
a. Final Vision, Goals, and Objectives
b. Prioritization of Projects
c. Phased Implementation Plan with Project Descriptions and Timelines
d. Cost Estimates and Funding Strategies
e. Maintenance, Operations, Staffing Needs
f. Strategies for Monitoring Progress and Adapting to New Opportunities
4.6 Town Meeting and Review (2 weeks)
4.7 Final Master Plan Presentation for Approval by Town Board
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Schedule and Availability
This schedule is based on similar projects of scale and cost and timeframes for design developments and approvals. Our team has the availability to meet the proposed schedule.
20 Town of Estes Park - 2045 Parks and Open Spaces Master Planning
Exhibits
DHM Design | 21
34 RFP –2045 Parks & Open Spaces Master Plan Development
E XHIBIT 2
CONSULTANT’S PERSONNEL AND SUBCONSULTANT LISTING
Name Role
Eileen Kemp Principal, Landscape Architect
Michaela Kaiser Project Manager, Landscape Architect
Melissa Belmar Senior Environmental Planner, Senior Ecologist
Alena Gagnon GIS Specialist
Celia Herrera Community Engagement Specialist
Darin Bar
Lead Cost EstimatorMatt Owens
Jenise Jenson
Economics Consultant
Programming Consultant
22 Town of Estes Park - 2045 Parks and Open Spaces Master Planning
35 RFP 2045 Parks & Open Spaces Master Plan Development
E XHIBIT 3
TOWN OF ESTES PARK
REFERENCE AUTHORIZATION AND RELEASE FORM
To:
By:
(Proposer)
A Corporation
A Partnership whose address is
An Individual
Proposer hereby authorizes Town to perform such investigation of proposer as the Town
deems necessary to establish the qualifications, responsibility and financial ability of
proposer. By its signature hereon, proposer authorizes owner to obtain reference
information concerning proposer and releases the party providing such information
named above and the Town from any and all liability to proposer as a result of any such
reference information provided.
Proposer further waives any right to receive copies of reference information provided to
the Town. An executed copy of this Reference Authorization and Release Form may be
used with the same effectiveness as an original.
By:
Printed Name:
Title:
Date:
Town of Estes Park
DHM Design
900 S Broadway, Suite 300, Denver, CO 80209
DHM Design
Eileen Kemp
Principal, Landscape Architect
January 31, 2025
DHM Design | 23
CLIENT
City of Lakewood
Brad Chronowski
303.987.7000
BraChr@lakewood.org
PROJECT TEAM
DHM Design
Axias
PROJECT DATA
Campground Improvements
Enhancement of Open Space and
Wildlife Habitat
Equestrian and Hiking Trails
Diverse Water-Based Recreation
SERVICES
Landscape Architecture
Master Planning
Public Engagement
BEAR CREEK LAKE PARK MASTER PLAN
Lakewood, Colorado
Bear Creek Lake Park is an important open space and recreational resource for the
City of Lakewood and its surrounding communities. DHM prepared an updated
park Master Plan with campground improvements and expansion, conservation
and enhancement of open space and wildlife habitat, enhanced mixed-use trails to
accommodate equestrians, hikers, and bicyclists, realigned roadways to reduce traffic
impacts, accommodated diverse water-based recreation demands by programming
conflicting uses at separate sites, and constructed a visitor/education center for visitor
orientation with easy access by trails to other park destinations. DHM did similar
updates in decades prior, having developed the original recreation infrastructure plans
for Bear Creek Lake Park in 1998 and updating the visitor center plan in 2012. This
project demonstrates our team’s expertise in balancing diverse recreational needs with
the conservation of open space and wildlife habitat and our ability to create long-term
sustainable solutions for park enhancements.
Experience and References
DHM Design
24 Town of Estes Park - 2045 Parks and Open Spaces Master Planning
PARKS, OPEN SPACE, TRAILS, AND
CAMPGROUNDS MASTER PLAN
Winter Park, Colorado
DHM worked with the Town of Winter Park to develop a parks, trails, campgrounds,
and open space master plan suited to a mountain town that is known for its
seasonal recreational activities and surrounding natural beauty. The plan required a
comprehensive assessment of the town's existing outdoor recreation and open space
facilities, policies, codes, and standards, as well as their connections and relationships to
those administered by neighboring land managers such as Winter Park Resort, the US
Forest Service, and the Town of Fraser. The public engagement process sought to involve
broad representation of Town residents, stakeholders, advocacy groups, and special use
groups to develop a deep understanding of the full spectrum of outdoor recreation
priorities and experiences. The final plan included a written report summarizing findings,
discussions, and decisions with the Town of Winter Park, including existing conditions,
site analysis, proposed plans, graphic renderings, GIS mapping, and public feedback
documentation. Analysis and recommendations were provided for land use and
acquisition, outdoor recreation standards and typical details, improvements to existing
facilities, provision and distribution of community spaces, recreation use types provided
and needed, standards and requirements for new development, interconnection with
neighboring and regional facilities, and management and protection of natural resources.
Check out the project website at: publicinput.com/wpmasterplan
CLIENT
Town of Winter Park
James Shockey, Director of
Community Development
970-726-8081, ext. 206
jshockey@wpgov.com
PROJECT TEAM
DHM Design
JVA Incorporated
PROJECT DATA
Parks
Open Space
Campgrounds
Trails
SERVICES
Conceptual Design
Drone
GIS
Landscape Architecture
Master Planning
Public Facilitation
Recreation Planning
Site Inventory/Analysis
Visualization
EXISTING EXERCISE STATION
NEW PARKING LOOP
ALPINE TRAIL
RELOCATE EXISTING PAVILION
PLAYGROUND FOR 2 - 5 AGE GROUP
UNION PACIFIC RAILROAD
SHRUB BOARDER
PLAYGROUND SHADE STRUCTURE WITH PICNIC TABLES
PLAYGROUND FOR 6 - 12 AGE GROUP
MULTIPURPOSE FIELD/LAWN
PARK AND TRAIL KIOSK
STAIRS
ACCESSIBLE ROUTE
EXISTING BASKETBALL COURT
EXISTING RESTROOM
KINGS CROSSING ROAD
ALPINE LANE
2 NEW PICKLE BALL COURTS
EXISTING GAZEBO
ALPINE TRAIL
EXISTING TENNIS COURT
DHM Design
DHM Design | 25
CLIENT
City of Westminster
Dana Kester, Construction
Projects Specialist
303.658.2497
dkester@westminsterco.gov
PROJECT TEAM
DHM Design
Celia Herrera
PROJECT DATA
Courthouse
Gathering Areas
Site Furnishings
Sports Courts
Adjacent Playground
SERVICES
Landscape Architecture
Accessibility
Circulation & Parking
Site Design
Conceptual Design
Master Planning
Sustainability
Public Facilitation
WESTMINSTER MUNICIPAL COURTHOUSE
Westminster, Colorado
At the Westminster Municipal Courthouse site, DHM Design developed a
comprehensive concept plan emphasizing connectivity, functionality, and
sustainable integration with the surrounding landscape. The plan includes
pedestrian-friendly routes, multiple gateway entrances, and enhanced
connections to future trails and corridors. Key features include secure staff
parking, public parking, and traffic calming measures to improve circulation. A
new plaza and a future playground were integrated, along with the preservation
of mature trees and a detention pond for stormwater management. The design
balances the courthouse’s programming needs with community-focused
elements. Community engagement was essential to the development of this
project, demonstrating DHM Design and Celia Herrera’s experience in developing
plans that prioritize community input and creating recreational amenities such
as playgrounds that prioritize connectivity.
Future Municipal Courthouse
Future Municipal Courthouse Programming
Secure Staff Parking
North GatewayFuture Connection to Turnpike Trail Extension
South GatewayFuture Connection to Irving Street CorridorWest 76th Ave Pedestrian Route
East Gateway
Sally Port Access
Parking Lot Traffic Calming
Public Parking
Future Plaza
Detention Pond
Retention of Mature Trees
Retained Mid Block Crossing
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Main Entrance
Indoor Sally Port
Ex Pickleball Courts and Parking to Remain
Future Playground
West 76th Avenue
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Potential Community Reach Center
CONCEPT SITE MAP
Note: Locations of buildings, parking areas, plazas, program/play spaces, and vegetation are approximate and conceptual. The site concept plan and building program will continue to incorporate feedback from public engagement events throughout future design phases.
Ground Level
Second Level Courtrooms
Program Space
Circulation
Program
Areas
Court Marshal
Support
Program Areas
Circulation
Future Municipal Courthouse
Building Scale Section
Potential CRC Typ Home
DHM Design
REGIONAL EXPERIENCE
DHM has worked in Estes Park, including Rocky Mountain National Park, for
over a decade, focusing on preserving the natural beauty and improving visitor
experiences. The design ethic behind our work at Estes Park is the protection
and preservation of its enduring ecologic and cultural value. In this region, DHM
Design has produced a sustainable development model to remove inappropriate
construction, relocate key services, provide accessibility, enhance the visitor
experience and restore the environmental beauty of this “living showcase of the
grandeur of the Rocky Mountains”.
Melissa Belmar, DHM’s Senior Environmental Planner on this project, also has a
long standing history working in Estes Park. In 2021, Melissa conducted biological
surveys at Thumb Property in Estes park, documenting plant species, migratory
birds, raptor nests, noxious weeks, and vegetation communities found within the
site. Melissa created a comprehensive report documenting all findings and provided
recommendations of how to avoid impacts to natural resources resulting from
visitation, rock climbing, and trail construction on the property.
SERVICES
Landscape Architecture
Ecological Services
Project Management
Recreation Planning
Accessibility
Agency Coordination
Stakeholder Facilitation
Public Facilitation
Feasibility Study
Conceptual Design
Site Design
Master Planning
Construction Administration
Construction Documentation
Cost Estimating
Environmental Planning/Design
Thumb Property Baseline Biological Report
and Bat Surveys (Courtesy of Melissa Belmar)
DHM Design
Hidden Valley Restoration
26 Town of Estes Park - 2045 Parks and Open Spaces Master Planning
MOUNTAIN PARKS, RECREATION, OPEN SPACE AND TRAILS PLANNING
DHM Design specializes in leading the planning and development of Parks, Recreation,
Open Space, and Trails Plans, particularly for mountain and rural towns across the western
United States. With a proven track record we bring a holistic approach to creating
integrated outdoor spaces. Our ability to engage with communities helps us understand
their unique needs and aspirations. We conduct thorough site analyses and develop
strategic plans that include cost estimates, funding and implementation strategies, and
sustainable design principles. DHM Design’s expertise ensures that each project not
only respects and enhances the local natural and cultural landscapes but also provides
accessible, engaging, and resilient recreational spaces that serve both residents and
visitors, fostering a deep connection to the environment and local heritage. We often
build robust community outreach campaigns - both online and in person - to determine
exact programming needs and level of design for each project. What makes our firm
unique is our long-standing relationships with clients to help them realize the vision of
these multi-year plans. We often work with a community for a decade or more to make
these recreation ideas come to life.
SERVICES
Facility Assessments
Grant and Funding Research
Landscape Assessments
Master Planning
Public Facilitation
Site Analysis/Design
System-Wide Planning
Vision and Goals Setting
Design Guidelines Establishment
Implementation Strategies
Maintenance and Operation
GIS Mapping
Visualization
NOTABLE PROJECTS:
Ouray Park and Trails Master Plan; Ouray, CO
Mancos Parks and Trails Master Plan; Mancos, CO
Victor Parks and Recreation Master Plan; Victor, CO
Naturita Parks and Recreation Master Plan; Naturita, CO
Fruita Parks, Health, Recreation, Open Space, and Trails Master
Plan; Fruita, CO
Grand Junction Parks, Open Space, and Trails Master Plan; Grand
Junction, CO
Silverthorne Trails Master Plan; Silverthorne, CO
Winter Park Parks, Open Space, Trails, and Campgrounds Master
Plan; Winter Park, CO
Westcliffe Parks, Open Space, and Trails Master Plan; Westcliffe, CO
Delta Trails Master Plan; Delta, CO
Three Springs Parks, Recreation, Open Space, and Trails Master
Plan; Durango, CO
Bear Creek Lake Park Master Plan; Lakewood, CO
Paint Mines Interpretive Park Master Plan; El Paso County, CO
Elkhead Reservoir Master Plan; Craig, CO
Kendall Mountain Recreation Master Plan; Silverton, CO
Slate River Valley Trailhead Master Plan’; Crested Butte, CO
Georgetown Parks Master Plan; Georgetown, CO
Rangely Trails Master Plan; Rangely, CO
Town to Lakes Trail Master Plan; Archuleta County, CO
Parks, Open Space, and Trails Master Plan; Ignacio, CO
Athletic Park Master Plan; Ridgway, CO
DHM Design
DHM Design | 27
DHM Design
PUBLIC ENGAGEMENT PROCESS
Innovative Strategies
People are busy. Engagement activities are more effective if
they are done where the community members themselves
already gather. We tap into local community centers, active
summer/winter events, or other locally-focused forums to get
the word out about the project and ways to be involved.
Community Building
Event-based participation encourages attendance from all
walks of life, especially from families. We have brought s’mores
to a regional park gathering and invited neighborhood families
for an ice cream social to make the event fun and inclusive.
Inclusive Outreach Strategies
We understand the barriers that people of color and immigrant
and refugee communities experience in accessing City
government or participating in the public process. We work
diligently to design outreach and public engagement strategies
that takes into account our communities’ racial, cultural, and
socio-economic complexity.
Bring the Discussion Online
DHM has been working with communities through web-based
platforms for many years. Our firm is fully capable of hosting
virtual community meetings, allowing citizens to comment
from their homes in real time. We’ve used robust feedback
software, such as Bang the Table, Social Pinpoint, Playce, and
more, to make the process transparent, fun and inclusive.
Approach to Community and Stakeholder Engagement
Celia is an advocate for data-driven decision-making, adept
at conducting surveys, needs assessments, and impact
evaluations to ensure that community programs are responsive
to challenges and opportunities. Her work is guided by a belief
in the importance of participatory and inclusive approaches to
community engagement. She firmly believes that meaningful
participation can only be achieved when the voices of all
community members are heard, respected and reflected
in outcomes. Her commitment to listening, learning, and
facilitating productive dialogue has earned her trust among the
communities she serves.
Approach to Rural, Small Community Experience
Similar to designing community engagement programming
for underrepresented communities, community engagement
in rural communities requires tailoring strategies to the unique
characteristics and needs of these areas. Celia advocates for
leveraging local knowledge and resources, ensuring that
programs are not only relevant but also sustainable. Celia’s
approach involves outreach to understand the specific
concerns and aspirations of residents, using tools such as town
hall meetings, focus groups, and informal gatherings to foster
trust and open communication. By prioritizing accessibility and
cultural sensitivity, Celia ensures that community members feel
empowered to participate fully in the decision-making process
in ways that are meaningful, transparent, and balanced for
project requirements.
Most projects have highly engaged and informed individuals that care deeply and want their concerns to be understood as projects
move through the decision-making process. Our job is to listen and guide the conversations toward a balance of priorities that
achieve multiple goals.
DHM Design serves communities and the specific needs of their residents from a deep understanding of their perspectives,
expectations and measures of success. We have teamed with Celia Herrera, a dedicated community engagement specialist and
facilitator. She is driven by a passion for fostering positive outcomes and uniting diverse groups to create meaningful collaborations,
ensuring participants see the impact of their contributions.
Virtual OutreachIn-person Activities to Make Personal
Connections (Courtesy of Celia Herrera)
28 Town of Estes Park - 2045 Parks and Open Spaces Master Planning
Project Cost Proposal and Hourly Rate Fee Schedule
Client: Town of Estes Park
Project Title: Develop 2045 Parks and Open Spaces Master Plan
Prime: DHM Design Fee Proposal - Summary
Date:1/31/2025
Prepared By: DHM Design
Work Tasks Direct Labor Other Direct Costs Amount
PROJECT MANAGEMENT
Project Kick-Off Meeting 4,460.00$ 144.00$ 4,604.00$
Bi-Weekly Progress Meetings (virtual, 1hr)13,825.00$ 13,825.00$
PHASE 1: EXISTING INVENTORY ASSESSMENT
1.1 Conduct Inventory Assessment -$ -$
a. Desktop Data Collection 7,060.00$ 7,060.00$
b. Physical Conditions Assessment 13,660.00$ 1,886.00$ 15,546.00$
c. Environmental Analysis 4,750.00$ 4,750.00$
d. Demographic and Community Analysis 4,340.00$ 4,340.00$
e. Benchmarking 2,860.00$ 2,860.00$
f. Mapping and GIS Analysis 4,210.00$ 4,210.00$
1.2 Detailed Written Report with graphics 8,285.00$ 8,285.00$
PHASE 2: COMMUNITY ENGAGEMENT
2.1 Community Engagement Planning (including stakeholder list)2,820.00$ 2,820.00$
2.2 Public Meeting / Open House 3,420.00$ 432.00$ 3,852.00$
2.3 Workshops / Focus Groups 4,530.00$ 432.00$ 4,962.00$
2.4 Online Survey (30 days)1,930.00$ 1,930.00$
2.5 Preliminary Data Reports 1,780.00$ 1,780.00$
2.6 Town Review (2 weeks)-$ -$
2.7 Share Findings 2,080.00$ 2,080.00$
PHASE 3: NEEDS ANALYSIS
3.1 Data Collection & Inventory 3,100.00$ 3,100.00$
3.2 Identify Trends and Service Gaps 3,340.00$ 3,340.00$
3.3 Future Needs Projection, and Community Priorities 2,600.00$ 2,600.00$
3.4 Report of Recommendations and Key Findings 10,790.00$ 10,790.00$
3.5 Town Review (2 weeks)
3.6 Town Board Presentation 900.00$ 432.00$ 1,332.00$
PHASE 4: VISION AND PLANNING
4.1 Preliminary Draft Master Plan -$ 144.00$ 144.00$
a. Vision, Goals, and Objectives 1,310.00$ 1,310.00$
b. Ranked Conceptual Design and Proposed Improvements 1,570.00$ 1,570.00$
c. Plan Graphics 7,340.00$ 7,340.00$
d. Policy and Funding Recommendations 920.00$ 920.00$
4.2 Public Meeting / Workshop 3,120.00$ 432.00$ 3,552.00$
4.3 Focus Group Meeting 4,760.00$ 432.00$ 5,192.00$
4.4 Comment / Feedback 1,980.00$ 1,980.00$
4.5 Final Master Plan
a. Final Vision, Goals, and Objectives 1,410.00$ 1,410.00$
b. Prioritization of Projects 1,600.00$ 1,600.00$
c. Phased Implementation Plan with Project Descriptions and Timelines 5,200.00$ 5,200.00$
d. Cost Estimates and Funding Strategies 10,720.00$ 10,720.00$
e. Maintenance, Operations, Staffing Needs 300.00$ 300.00$
f. Strategies for Monitoring Progress and Adapting to New Opportunities 300.00$ 300.00$
4.6 Town Meeting and Review (2 weeks) 900.00$ 432.00$ 1,332.00$
4.7 Final Master Plan Presentation for Approval by Town Board 900.00$ 432.00$ 1,332.00$
Plotting and Materials 1,500.00$ 1,500.00$
Total Fee Proposal 149,768.00$
Signature:E. Kemp and M. Kaiser
Date:1/31/2025
1/31/2025 Fee Proposal - Summary Sheet 1 of 3
Client: Town of Estes Park
Project Title: Develop 2045 Parks and Open Spaces Master Plan
Prime: DHM Design Axias
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TOTAL DIRECT
LABOR
COST / TASK COMMENTS & NOTES
PROJECT MANAGEMENT
Project Kick-Off Meeting 6 8 2 2 6 4,460.00$ In-person
Bi-Weekly Progress Meetings (virtual, 1hr)8 38 5 10 4 10 6 13,825.00$ (19) virtual meetings
PHASE 1: EXISTING INVENTORY ASSESSMENT
1.1 Conduct Inventory Assessment
a. Desktop Data Collection 1 8 12 4 10 3 8 7,060.00$ Inventory of Parks, Open Spaces, and Natural Areas
b. Physical Conditions Assessment 8 32 32 20 13,660.00$ In-person field observation, and interviews. Note condition, usage, accessbility
c. Environmental Analysis 1 2 20 10 4,750.00$ Note ecosystem health, water resources, and sustainability practices
d. Demographic and Community Analysis 2 8 4 8 4,340.00$ Document demographics, equity, and identify unmet needs
e. Benchmarking 2 4 8 2,860.00$ Compare TOEP with national and regional guidelines, peer communities
f. Mapping and GIS Analysis 4 4 26 4,210.00$ Map spatial distribution, connectivity, natural resources
1.2 Detailed Written Report with graphics 1 12 24 4 4 3 7 8,285.00$ Draft and Final
PHASE 2: COMMUNITY ENGAGEMENT
2.1 Community Engagement Planning (including stakeholder list)2 12 4 2,820.00$ Identify goals, stakeholders, activies, and tools for engagement
2.2 Public Meeting / Open House 6 12 4 3,420.00$ In-person, accessbile location, language translation
2.3 Workshops / Focus Groups 6 18 4 4,530.00$ In-person, accessbile location, language translation
2.4 Online Survey (30 days)2 8 2 1,930.00$ Including participation metrics, comments, and influence
2.5 Preliminary Data Reports 2 8 1,780.00$
2.6 Town Review (2 weeks)
2.7 Share Findings 4 8 2,080.00$ Support and comprehensive report of results, draft and final
PHASE 3: NEEDS ANALYSIS
3.1 Data Collection & Inventory 2 4 2 8 3,100.00$ Including community input, accessibility, equity, facility conditions
3.2 Identify Trends and Service Gaps 1 2 4 2 8 3,340.00$ Gathered from community engagement
3.3 Future Needs Projection, and Community Priorities 1 2 2 8 2,600.00$ Per population or demographic shifts
3.4 Report of Recommendations and Key Findings 2 16 2 8 38 10,790.00$ With detailed graphics, summary of Community feedback
3.5 Town Review (2 weeks)
3.6 Town Board Presentation 6 900.00$ In-person, Preliminary Master Plan presentation to the Town Board at a Study Session
PHASE 4: VISION AND PLANNING
4.1 Preliminary Draft Master Plan 6 In-person meeting to occur prior to public meeting. One review prior to public engagement
a. Vision, Goals, and Objectives 2 4 2 1,310.00$ With Vision statement and 'SMART' goals
b. Ranked Conceptual Design and Proposed Improvements 2 4 2 2 1,570.00$ Informed by impact, equity, sustainability, feasibility, and cost
c. Plan Graphics 2 16 16 4 16 7,340.00$ To demonstrate connectivity and service areas, climate resilience
d. Policy and Funding Recommendations 2 4 920.00$
4.2 Public Meeting / Workshop 6 12 3,120.00$ In-person
4.3 Focus Group Meeting 6 12 8 4,760.00$ In-person
4.4 Comment / Feedback 1 2 8 1,980.00$ Per Phase 2 plan
4.5 Final Master Plan Draft and Final
a. Final Vision, Goals, and Objectives 1 6 2 1,410.00$
b. Prioritization of Projects 2 8 1,600.00$ Per methodology of ranking system and cost-benefit analysis
c. Phased Implementation Plan with Project Descriptions and Timelines 1 16 20 5,200.00$ Organize projects based on priority, feasibility, and available resources
d. Cost Estimates and Funding Strategies 6 4 60 10,720.00$
e. Maintenance, Operations, Staffing Needs 2 300.00$ Input from Town
f. Strategies for Monitoring Progress and Adapting to New Opportunities 2 300.00$ Input from Town
4.6 Town Meeting and Review (2 weeks) 6 900.00$ In-person
4.7 Final Master Plan Presentation for Approval by Town Board 6 900.00$ In-person, Final Master Plan presentation to the Town Board at a Study Session
DIRECT LABOR COST for each A/E 16,120.00$
Total Hours for All Work 42 258 110 67 62 126 18 28 87 104 143,070.00$
Cost
Estimating
Loaded
Hourly
Rate:
Town of Estes Park
Develop 2045 Parks and Open Spaces Master Plan
January 31, 2025
78,915.00$
Market
Analysis
Landscape Architecture
Ecological Planning
Public
Engagement
DHM Design Celia Herrera Ballard*King
24,275.00$ 24,660.00$
1/31/2025 Resource Hours Assigned Staff Worksheet - Direct Labor Sheet 2 of 3
DHM Design | 29
Ballard*King
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TRAVEL - # of trips for:Kick-Off Meeting 1 1
1.1 b. Physical Conditions Assessment 1 1 1 2 TOTAL OTHER
2.2 Public Meeting / Open House 1 1 DIRECT COMMENTS & NOTES
2.3 Workshops / Focus Groups 1 1 COST / TASK
3.6 Town Board Study Session 1 1
4.1 Preliminary Draft Master Plan 1 1
4.2 Public Meeting / Workshop 1 1
4.3 Focus Group Meeting 1 1
4.7 Town Review Meeting 1 1
4.8 Final Master Plan Presentation for Approval by Town Board 1 1
Reimbursable Expenses
Costs per day trips
POV (Privately Owned Vehicle): $100 $45 $0 $0
Per Diem ($22): $22 $45 $0 $0
TOTAL / TRIP / PERSON: $122 $90 $0 $0
Costs per overnight trips
POV (Privately Owned Vehicle): $100 $45 $0 $0
Lodging ($110): $110 $220 $0 $0
Per Diem ($80): $80 $45 $0 $0
TOTAL / TRIP / PERSON: $290 $310 $0 $0
Kick-Off Meeting 2 TRIPS $144 TRIPS $0 TRIPS $0 TRIPS $0 144.00$
1.1 b. Physical Conditions Assessment (9 hotel nights)5 TRIPS $1886 TRIPS $0 TRIPS $0 TRIPS $0 1,886.00$ DHM 2 ppl @ 4 field days, 1 person @ 1 field day
2.2 Public Meeting / Open House 1 TRIPS $122 1 TRIPS $310 TRIPS $0 TRIPS $0 432.00$
2.3 Workshops / Focus Groups 1 TRIPS $122 1 TRIPS $310 TRIPS $0 TRIPS $0 432.00$
3.6 Town Board Study Session 1 TRIPS $122 1 TRIPS $310 TRIPS $0 TRIPS $0 432.00$
4.1 Preliminary Draft Master Plan including 2 TRIPS $144 TRIPS $0 TRIPS $0 TRIPS $0 144.00$
4.2 Public Meeting / Workshop 1 TRIPS $122 1 TRIPS $310 TRIPS $0 TRIPS $0 432.00$
4.3 Focus Group Meeting 1 TRIPS $122 1 TRIPS $310 TRIPS $0 TRIPS $0 432.00$
4.7 Town Review Meeting 1 TRIPS $122 1 TRIPS $310 TRIPS $0 TRIPS $0 432.00$
4.8 Final Master Plan Presentation for Approval by Town Board 1 TRIPS $122 1 TRIPS $310 TRIPS $0 TRIPS $0 432.00$
Plotting and Materials: $1500.00 1,500.00$
REIMBURSABLE EXPENSES for each A/E 4,528.00$ 2,170.00$ -$ -$
Landscape Architecture
Ecological Planning Public Engagement Cost EstimatingMarket Analysis
Celia Herrera AxiasDHM Design
1/31/2025 Resource Hours Assigned Staff Worksheet - Other Direct Costs Sheet 3 of 3
30 Town of Estes Park - 2045 Parks and Open Spaces Master Planning
DHM Design | 31
900 South Broadway, Suite 300 Denver, CO 80209 p: 303.892.5566 f: 303.892.4984
FEE STRUCTURE
DHM Design Corporation
Effective January 1, 2025
Hourly Rates
Principal Landscape Architect/Planner
Associate Principal
Senior Associate
Associate
Senior Environmental Planner
Natural Resources Coordinator
Visualization/3D
Ecological Technician
Senior Designer
Designer
Graphic Designer
Clerical/Word Processing
Reimbursable Expenses
Xerox Copies
Color Copies
In-House Computer Plots
- Mylar
- Vellum
- Bond
Color Computer Plots
Mileage
Standardized Field Equipment
- GNSS Receiver, GPS, iPad
Specialized Field Equipment
- RTK Survey Grade Equipment, GNSS Receiver
iPad (Cellular Connection) & Drone
$185.00 - $220.00
$155.00 - $175.00
$150.00 - $165.00
$130.00 - $140.00
$155.00
$140.00
$135.00
$130.00
$115.00
$100.00 - $110.00
$100.00
$85.00
$0.12 / Copy
$1.50 / Copy
$3.50 / Square Foot
$2.30 / Square Foot
$0.45 / Square Foot
$2.80 / Square Foot
Published Federal Rate
$80.00 / Day
$120.00 / Day
All outside reimbursable expenses such as printing, copying, postage and deliveries are billed at our direct costs.
All sub-consultants will be billed at our direct cost plus a 4% administrative charge.
Bills are rendered and due payable monthly. Terms: Due and payable within 45 days upon receipt of statements. 1.5% per month interest
charged on all past due accounts.
Proposal price quotes shall remain in effect for a period of six months with renegotiation of hourly rates and reimbursable expenses at that
time.
DENVER CARBONDALE DURANGO BOZEMAN WWW.DHMDESIGN.COM