HomeMy WebLinkAbout25B - AGMT - ZOO MASTER PLANREQUEST FOR
COUNCIL ACTION
CITY COUNCIL MEETING DATE:
APRIL 4, 2017
TITLE:
AGREEMENT WITH CLR DESIGN FOR THE
DEVELOPMENT OF A ZOO MASTER PLAN
{STRATEGIC PLAN NO. 2,2E)
CLERK OF COUNCIL USE ONLY:
APPROVED
❑ As Recommended
❑ As Amended
❑ Ordinance on 1 ®' Reading
❑ Ordinance on 2 16 Reading
❑ Implementing Resolution
Set Public Hearing For
CONTINUED TO
FILE NUMBER
RECOMMENDED ACTION
Authorize the City Manager and Clerk of the Council to execute an agreement with CLR Design
for the development of a Zoo Master Plan in an amount not -to- exceed $196,515, which includes
a 10% contingency, for a term of April 4, 2017 to December 31, 2017, subject to non - substantive
changes approved by the City Manager and City Attorney.
DISCUSSION
The Santa Ana Zoo's Zoo Master Plan is the document used to direct the development of the zoo
and its visitor services. The current master plan was adopted by the City Council in 1990. This
master plan called for the Zoo to focus on the animal life and culture of Central and South
America with an underlying theme of biomes and their relationship to water. Focusing on this
unique South American theme helped the Santa Ana Zoo to compliment rather than compete
with other local zoos. In 1998, the master plan was amended to include the current children's zoo
and the Crean Family Farm.
In the years since 1990, the zoo industry has changed dramatically and the Zoo's present master
plan is outdated. Instead of only presenting a broad menagerie of animals as was the practice in
the past, zoos today are focusing on saving endangered animals from extinction while teaching
visitors to conserve the animals and plants in their local communities and wildlands. Many of the
animals that were called out in the 1990 Zoo Master Plan are no longer kept in American zoos. In
the Zoo's last Association of Zoos and Aquariums (AZA) Accreditation Report, the commission
noted that the Zoo's facility master plan and strategic business plan are both out of date and
should be updated to reflect today's environment.
The purpose of this study is to address the needs and opportunities related to future
developments and improvements at the Santa Ana Zoo. The objective of the Master Plan is to
create a shared vision, an operational roadmap, and a viable business plan for developing and
promoting the Zoo as a vibrant conservation education center and valuable community resource
with an important and unique animal collection that meets both current and future standards as
measured by the community, AZA, and the United States Department of Agriculture.
2513-1
Agreement with CLR Design for the
Development of a Zoo Master Plan
April 4, 2017
Page 2
On November 21, 2016, Parks, Recreation and Community Services Agency issued a Request
for Proposal (RFP) for a Zoo Master Plan. The Agency received six proposals from interested
companies. An evaluation committee, which consisted of representatives from PRCSA -Zoo,
PRCSA- Administration, Public Works Agency and Planning and Building Agency, reviewed and
rated the proposals. The proposals were evaluated according to the criteria listed in the RFP,
which includes firm /team experience, understanding of need, relevant project experience,
schedule, and references. The results of the RFP evaluation were as follows
The City proposes to enter into an agreement with CLR Design for the Development of the Zoo
Master Plan.
STRATEGIC PLAN ALIGNMENT
Approval of this item allows the City to meet Goal #2 - Youth, Education, Recreation, Objective
#2 (Expand youth programming), Strategy E (Partner with outside agencies and secure funding
to rehabilitate zoo exhibits and expand the Santa Ana Zoo).
FISCAL IMPACT
Funds are available in the following account for the specified years:
Unit
PRCSA Zoo (no. 01113220 - 62300)
Park Improvements (no. 05113263- 62300)
Jeannie Jurado
Acting Executive Director
Parks, Recreation and Community Services
Agency
EXHIBITS: 1. Agreement— CLR Design
FY 16/17
$98,260
FY 17/18
$26,740
$71,515
APPROVED AS TO FUNDS AND ACCOUNTS:
r
Francisco Gutierrez A49
Executive Director
Finance and Management Services Agency
25B -2
Score (500 Max)
Ranking
CLR Design
467
1
MIG /Portico
459
2
PGAV Destinations
456
3
Torre Design Consortium LTD.
434
4
ELM Environments
417
5
Gensler
375
6
The City proposes to enter into an agreement with CLR Design for the Development of the Zoo
Master Plan.
STRATEGIC PLAN ALIGNMENT
Approval of this item allows the City to meet Goal #2 - Youth, Education, Recreation, Objective
#2 (Expand youth programming), Strategy E (Partner with outside agencies and secure funding
to rehabilitate zoo exhibits and expand the Santa Ana Zoo).
FISCAL IMPACT
Funds are available in the following account for the specified years:
Unit
PRCSA Zoo (no. 01113220 - 62300)
Park Improvements (no. 05113263- 62300)
Jeannie Jurado
Acting Executive Director
Parks, Recreation and Community Services
Agency
EXHIBITS: 1. Agreement— CLR Design
FY 16/17
$98,260
FY 17/18
$26,740
$71,515
APPROVED AS TO FUNDS AND ACCOUNTS:
r
Francisco Gutierrez A49
Executive Director
Finance and Management Services Agency
25B -2
CONSULTANT AGREEMENT
THIS AGREEMENT is made and entered into this _ day of April 2017 by and between
CLR Design (hereinafter "Consultant') and the City of Santa Ana, a charter city and
municipal corporation organized and existing under the Constitution and laws of the State
of California (hereinafter "City ").
RECITALS
A. The City desires to retain a consultant having special skill and knowledge in the
field of developing a Zoo Master Plan.
B. Consultant represents that Consultant is able and willing to provide such services
to the City.
C. In undertaking the performance of this Agreement, Consultant represents that it
is knowledgeable in its field and that any services performed by Consultant under
this Agreement will be performed in compliance with such standards as may
reasonably be expected from a professional consulting firm in the field.
NOW THEREFORE, in consideration of the mutual and respective promises, and subject
to the terms and conditions hereinafter set forth, the parties agree as follows:
SCOPE OF SERVICES
Consultant shall perform those Zoo Master Plan development services as set
forth in its Proposal to RFP No. 16 -131, attached hereto and incorporated herein as
Exhibit A to this Agreement.
2. COMPENSATION
a. City agrees to pay, and Consultant agrees to accept as total payment for
its services, the rates and charges identified in Exhibit B. The total sum
to be expended under this Agreement shall not exceed $196,515, which
includes a 10% contingency for additional City requested tasks, during
the term of this Agreement.
b. Payment by City shall be made within forty -five (45) days following receipt
of proper invoice evidencing work performed, subject to City accounting
procedures. Payment need not be made for work which fails to meet the
standards of performance set forth in the Recitals which may reasonably
be expected by City.
3. TERM
This Agreement shall commence on the date first written above and terminate on
December 31, 2017, unless terminated earlier in accordance with Section 15, below.
The Term of this Agreement may be extended upon a writing executed by the City
Manager and the City Attorney,
W E N
4. INDEPENDENT CONTRACTOR
Consultant shall, during the entire term of this Agreement, be construed to be an
independent contractor and not an employee of the City. This Agreement is not intended
nor shall it be construed to create an employer - employee relationship, a joint venture
relationship, or to allow the City to exercise discretion or control over the professional
manner in which Consultant performs the services which are the subject matter of this
Agreement; however, the services to be provided by Consultant shall be provided in a
manner consistent with all applicable standards and regulations governing such services.
Consultant shall pay all salaries and wages, employer's social security taxes,
unemployment insurance and similar taxes relating to employees and shall be
responsible for all applicable withholding taxes.
5. OWNERSHIP OF MATERIALS
This Agreement creates a non - exclusive and perpetual license for City to copy,
use, modify, reuse, or sublicense any and all copyrights, designs, and other intellectual
property embodied in plans, specifications, studies, drawings, estimates, and other
documents or works of authorship fixed in any tangible medium of expression, including
but not limited to, physical drawings or data magnetically or otherwise recorded on
computer diskettes, which are prepared or caused to be prepared by Consultant under
this Agreement ( "Documents & Data "). Consultant shall require all subcontractors to
agree in writing that City is granted a non - exclusive and perpetual license for any
Documents & Data the subcontractor prepares under this Agreement. Consultant
represents and warrants that Consultant has the legal right to license any and all
Documents & Data. Consultant makes no such representation and warranty in regard to
Documents & Data which were provided to Consultant by the City. City shall not be
limited in any way in its use of the Documents and Data at any time, provided that any
such use not within the purposes intended by this Agreement shall be at City's sole risk.
6. INSURANCE
Prior to undertaking performance of work under this Agreement, Consultant shall
maintain and shall require its subcontractors, if any, to obtain and maintain insurance as
described below:
a. Commercial General Liability Insurance. Consultant shall maintain
commercial general liability insurance naming the City, its officers,
employees, agents, volunteers and representatives as additional
insured(s) and shall include, but not be limited to protection against
claims arising from bodily and personal injury, including death resulting
therefrom and damage to property, resulting from any act or occurrence
arising out of Consultant's operations in the performance of this
Agreement, including, without limitation, acts involving vehicles. The
amounts of insurance shall be not less than the following: single limit
coverage applying to bodily and personal injury, including death resulting
therefrom, and property damage, in the total amount of $1,000,000 per
occurrence, with $2,000,000 in the aggregate. Consultant shall supply
City with a fully executed additional insured endorsement in substantially
the form attached hereto as Exhibit C upon execution of this Agreement.
b. Business automobile liability insurance, or equivalent form, with a
combined single limit of not less than $1,000,000 per occurrence. Such
insurance shall include coverage for owned, hired and non -owned
automobiles,
C. Worker's Compensation Insurance. In accordance with the provisions of
Section 3700 of the Labor Code, Consultant, if Consultant has any
employees, is required to be insured against liability for worker's
compensation or to undertake self - insurance. Prior to commencing the
performance of the work under this Agreement, Consultant agrees to
obtain and maintain any employer's liability insurance with limits not less
than $1,000,000 per accident.
d, If Consultant is or employs a licensed professional such as an architect or
engineer: Professional liability (errors and omissions) insurance, with a
combined single limit of not less than $1,000,000 per claim with
$2,000,000 in the aggregate.
e. The following requirements apply to the insurance to be provided by
Consultant pursuant to this section:
(i) Consultant shall maintain all insurance required above in
full force and effect for the entire period covered by this
Agreement.
(ii) Certificates of insurance shall be furnished to the City upon
execution of this Agreement and shall be approved by the
City.
(iii) Certificates and policies shall state that the policies shall
not be canceled or reduced in coverage or changed in any
other material aspect without thirty (30) days prior written
notice to the City.
If Consultant fails or refuses to produce or maintain the insurance
required by this section or fails or refuses to furnish the City with required
proof that insurance has been procured and is in force and paid for, the
City shall have the right, at the City's election, to forthwith terminate this
Agreement. Such termination shall not affect Consultant's right to be paid
for its time and materials expended prior to notification of termination.
Consultant waives the right to receive compensation and agrees to
indemnify the City for any work performed prior to approval of insurance
by the City.
7. INDEMNIFICATION
Consultant agrees to and shall indemnify and hold harmless the City, its officers,
agents, employees, consultants, special counsel, and representatives from liability: (1) for
personal injury, damages, just compensation, restitution, judicial or equitable relief arising
out of claims for personal injury, including death, and claims for property damage, which
may arise from the direct or indirect operations of the Consultant or its contractors,
ft t
subcontractors, agents, employees, or other persons acting on their behalf which relates
to the services described in section 1 of this Agreement; and (2) from any claim that
personal injury, damages, just compensation, restitution, judicial or equitable relief is due
by reason of the terms of or effects arising from this Agreement. This indemnity and hold
harmless agreement applies to all claims for damages, just compensation, restitution,
judicial or equitable relief suffered, or alleged to have been suffered, by reason of the
events referred to in this Section or by reason of the terms of, or effects, arising from this
Agreement. The Consultant further agrees to indemnify, hold harmless, and pay all costs
for the defense of the City, including fees and costs for special counsel to be selected by
the City, regarding any action by a third party challenging the validity of this Agreement,
or asserting that personal injury, damages, just compensation, restitution, judicial or
equitable relief due to personal or property rights arises by reason of the terms of, or
effects arising from this Agreement. City may make all reasonable decisions with respect
to its representation in any legal proceeding.
8. INTELLECTUAL PROPERTY INDEMNIFICATION
Consultant shall defend and indemnify the City, its officers, agents,
representatives, and employees against any and all liability, including costs, for
infringement of any United States' letters patent, trademark, or copyright infringement,
including costs, contained in the work product or documents provided by Consultant to
the City pursuant to this Agreement.
9. RECORDS
Consultant shall keep records and invoices in connection with the work to be
performed under this Agreement. Consultant shall maintain complete and accurate
records with respect to the costs incurred under this Agreement and any services,
expenditures, and disbursements charged to the City for a minimum period of three (3)
years, or for any longer period required by law, from the date of final payment to
Consultant under this Agreement. All such records and invoices shall be clearly
identifiable. Consultant shall allow a representative of the City to examine, audit, and
make transcripts or copies of such records and any other documents created pursuant to
this Agreement during regular business hours. Consultant shall allow inspection of all
work, data, documents, proceedings, and activities related to this Agreement for a period
of three (3) years from the date of final payment to Consultant under this Agreement.
10. CONFIDENTIALITY
If Consultant receives from the City information which due to the nature of such
information is reasonably understood to be confidential and /or proprietary, Consultant
agrees that it shall not use or disclose such information except in the performance of this
Agreement, and further agrees to exercise the same degree of care it uses to protect its
own information of like importance, but in no event less than reasonable care.
"Confidential Information" shall include all nonpublic information. Confidential information
includes not only written information, but also information transferred orally, visually,
electronically, or by other means. Confidential information disclosed to either party by
any subsidiary and /or agent of the other party is covered by this Agreement. The
foregoing obligations of non -use and nondisclosure shall not apply to any information
that (a) has been disclosed in publicly available sources; (b) is, through no fault of the
Consultant disclosed in a publicly available source; (c) is in rightful possession of the
Consultant without an obligation of confidentiality; (d) is required to be disclosed by
operation of law; or (e) is independently developed by the Consultant without reference
to information disclosed by the City.
11, CONFLICT OF INTEREST CLAUSE
Consultant covenants that it presently has no interests and shall not have
interests, direct or indirect, which would conflict in any manner with performance of
services specified under this Agreement.
12. NOTICE
Any notice, tender, demand, delivery, or other communication pursuant to this
Agreement shall be in writing and shall be deemed to be properly given if delivered in
person or mailed by first class or certified mail, postage prepaid, or sent by fax or other
telegraphic communication in the manner provided in this Section, to the following
persons:
To City: Clerk of the City Council
City of Santa Ana
20 Civic Center Plaza (M -30)
P.O. Box 1988
Santa Ana, CA 92702 -1988
Fax 714- 647 -6956
With courtesy copies to:
and
Executive Director -- Parks, Recreation & Community Services
City of Santa Ana
20 Civic Center Plaza (M -)
P.O. Box 1988
Santa Ana, California 92702
Fax 714- 647 -4221
City Attorney
City of Santa Ana
20 Civic Center Plaza (M -29)
P.O. Box 1988
Santa Ana, California 92702
Fax 714- 647 -6515
Consultant: CLR Design
3295 Laguna Canyon Road, Suite C
Laguna Beach, California 92651
A party may change its address by giving notice in writing to the other party.
Thereafter, any communication shall be addressed and transmitted to the new address.
If sent by mail, communication shall be effective or deemed to have been given three (3)
days after it has been deposited in the Unified States mail, duly registered or certified,
with postage prepaid, and addressed as set forth above. If sent by fax, communication
shall be effective or deemed to have been given twenty -four (24) hours after the time set
5'Bt
forth on the transmission report issued by the transmitting facsimile machine, addressed
as set forth above. For purposes of calculating these time frames, weekends, federal,
state, County or City holidays shall be excluded.
13. EXCLUSIVITY AND AMENDMENT
This Agreement represents the complete and exclusive statement between the
City and Consultant, and supersedes any and all other agreements, oral or written,
between the parties. In the event of a conflict between the terms of this Agreement and
any attachments hereto, the terms of this Agreement shall prevail, This Agreement may
not be modified except by written instrument signed by the City and by an authorized
representative of Consultant. The parties agree that any terms or conditions of any
purchase order or other instrument that are inconsistent with, or in addition to, the terms
and conditions hereof, shall not bind or obligate Consultant or the City. Each party to this
Agreement acknowledges that no representations, inducements, promises or
agreements, orally or otherwise, have been made by any party, or anyone acting on
behalf of any party, which are not embodied herein.
14. ASSIGNMENT
Inasmuch as this Agreement is intended to secure the specialized services of
Consultant, Consultant may not assign, transfer, delegate, or subcontract any interest
herein without the prior written consent of the City and any such assignment, transfer,
delegation or subcontract without the City's prior written consent shall be considered null
and void. Nothing in this Agreement shall be construed to limit the City's ability to have
any of the services which are the subject to this Agreement performed by City personnel
or by other consultants retained by City.
1s. TERMINATION
This Agreement may be terminated by the City upon thirty (30) days written
notice of termination. In such event, Consultant shall be entitled to receive and the City
shall pay Consultant compensation for all services performed by Consultant prior to
receipt of such notice of termination, subject to the following conditions:
a. As a condition of such payment, the Executive Director may require
Consultant to deliver to the City all work product completed as of such
date, and in such case such work product shall be the property of the City
unless prohibited by law, and Consultant consents to the City's use
thereof for such purposes as the City deems appropriate.
b. Payment need not be made for work which fails to meet the standard of
performance specified in the Recitals of this Agreement.
16. DISCRIMINATION
Consultant shall not discriminate because of race, color, creed, religion, sex,
marital status, sexual orientation, age, national origin, ancestry, or disability, as defined
and prohibited by applicable law, in the recruitment, selection, training, utilization,
promotion, termination or other employment related activities. Consultant affirms that it is
an equal opportunity employer and shall comply with all applicable federal, state and local
r -
laws and regulations
17. JURISDICTION • VENUE
This Agreement has been executed and delivered in the State of California and
the validity, interpretation, performance, and enforcement of any of the clauses of this
Agreement shall be determined and governed by the laws of the State of California. Both
parties further agree that Orange County, California, shall be the venue for any action or
proceeding that may be brought or arise out of, in connection with or by reason of this
Agreement.
Consultant shall, throughout the term of this Agreement, maintain all necessary
licenses, permits, approvals, waivers, and exemptions necessary for the provision of the
services hereunder and required by the laws and regulations of the United States, the
State of California, the City of Santa Ana and all other governmental agencies.
Consultant shall notify the City immediately and in writing of its inability to obtain or
maintain such permits, licenses, approvals, waivers, and exemptions. Said inability shall
be cause for termination of this Agreement.
19. MISCELLANEOUS PROVISIONS
a. Each undersigned represents and warrants that its signature hereinbelow
has the power, authority and right to bind their respective parties to each
of the terms of this Agreement, and shall indemnify City fully, including
reasonable costs and attorney's fees, for any injuries or damages to City
in the event that such authority or power is not, in fact, held by the
signatory or is withdrawn.
b. All Exhibits referenced herein and attached hereto shall be incorporated
as if fully set forth in the body of this Agreement.
(Signature Page Follows)
FF4 W J
IN WITNESS WHEREOF, the parties hereto have executed this Agreement the date and
year first above written.
ATTEST: CITY OF SANTA ANA
MARIA D. HUIZAR
Clerk of the Council
SONIA R. CARVALHO
City Attorney
r
By: c_ s
LISA STORCK
Assistant City Attorney
RECOMMENDED FOR APPROVAL:
JEANNIE JURADO, Acting Executive Director
Parks, Recreation & Community Services Agency
W
OFT �'
GERARDO MOUET
Acting City Manager
CONSULTANT
CLR Design
Tax ID#
EXHIBIT A
SCOPE OF SERVICES
I
2 o�bil1i
FEE SCHEDULE (OR) RATES AND CHARGES
a
250
February 24, 2017
Mr. Kent Yamaguchi
Zoo Director and Master Plan Project Manager
City of Santa Ana
Parks, Recreation & Community Services Agency
28 Civic Center Plaza, 2nd Floor
Santa Ana, [A927Ol
Dear Mr. Yamaguchi,
Thank you, and the Selection Committee, for taking the time yesterday to discuss the Master
Plan project scopeaDd the particulars of our proposal. Attached you will find our amended Fee
Proposal, per your request, as well as a list of Qualifications for the project.
Please let rn8 know if you have any questions nr require additional information. YVe are grateful
for this opportunity tn work with you and the SAZ team un another exciting project.
�
Sinuenely,��^
o
G —99 Leicester, ASLA
Principal
cc: Mr. Frank Arroyo, RFP Project Manager
,ozow mm-/v5 564,1151 833 x~^mm`tl^mLm/m`'mo vx'momvwoPm*wr
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FEE PROPOSAL
Revised Feb 24, 2017 CLR will carry -out the work described in our January 6, 2017 response to RFP NO: 16 -131
for a Lump Sum Professional Fee of One Hundred Sixty -One Thousand Three Hundred
Dollars ($161,300) as detailed in the Fee Breakdown chart below.
Reimbursable expenses are in addition to the Professional Fee and represent the cost of
travel (air /ground), long distance communication, reproduction (plotting, printing, digital
imaging), mailing, etc, and are estimated (not an upset limit) to be Seventeen Thousand
Three Hundred Fifty Dollars (517,350).
FEE BREAKDOWN
Arm Professional Fee 9i of Fee
CLR Design
$108,750 62.5%
Astute, Planning, ArchlrecrurV
Landscape Architecture
exhibit Gesian
Zoo Advisors
$40,050 25%
Strategic Business Plat rung
KPFF
$12,500 7.5%
Utility Infrastructure Planning
Total Pees $161,300 100%
CLR & Sub-consultant Expenses $7,450
Zoo Advisors Expenses $91900
Total Fees & Expenses $178,650
QUALIFICATIONS
Workplan Scope Modifications & Clarifications: CLR is currently working with the Santa
Ana Zoo on the Giant River Otter Project, providing Full Design Services. As part of that
effort under contract, we will provide site Inventory & analysis of the existing Amazon's
Edge exhibit area, as well as services for developing new concepts for this 1 -1.5 acre
zone within the heart of the campus. As part of this revised fee and scope proposal for
the Facilities Master Plan, we have made a slight reduction to work hours associated
with Tasks I - IV, as Cl will be providing analysis and design services under the Otter
Contract. Further, running both projects concurrently will allow for better coordination
of work products, and from a facilities and strategic planning standpoint, allow for
seamless integration of concepts at both the project and overall campus level.
2. On -Site Workshop Attendance:
CLR: (5) 2 -day workshops, 2 staff in attendance (See Proposed Schedule)*
ZA: (4) workshops /presentations including (2) 2- person trips and 12) 1- person trips
KPFF: Assuming attendance at (3) half -day workshops /site visits
* As part of this revised fee and scope proposal, we are proposing to piggyback Otter
and Master Plan workshops as much as feasible, to allow fora slight reduction in design
t L 51- ,M1A2s0 < 215 - 564.1154 -, 833 Chestnut street vu t< 1000 pi an ?Iphl9, Pe =3197
32?5 layuna canyon road, lute r I1 'It na beacn.cn 92651
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team travel time, and better work flow efficiency during workshops. For example, a
2-day workshop could include .5 days devoted to Giant Otter meetings, and 15 days
devoted to the Master Plan. Although it may riot be feasible to combine all 5 Master
Planning/Otter workshops, we feel it Is possible tojom 2 or 3 based on the anticipated
schedules for both projects. We have proposed a reduction to our fees and expenses
accordingly.
3. As requested during the 2!23/2017 phone meeting, we have removed CASp services
from this proposal. That said, as professional Landscape Architects and Architects, we
are trained (and required) to develop concepts that meet current Accessibility Code,
therefore, new projects including administration buildings, guest paths, visitor service
buildings, staff buildings, and other amenities, will be developed at a. conceptual level
with ADA /Accessibility as a requirement that must be met.
4, Breakdown of Revised Fees for Strategic Planning Process Phases (see pg 25 of
Qualifications Proposal):
Phase I Discovery: $17,850
Phase II Dreaming: $ 7,200
Phase III Reality: s 5,000
Phase IV Action: $10,000
Total $40,050
This revised proposal includes a 30% reduction in fees for Strategic Planning services,
however, all services, as detailed on pg 25 of our Qualifications Proposal, are still
included, with exception to the following:
• MaiketTrends Analysis omitted from Phase I
• Community Input Sessions omitted from process
If deemed necessary to the process, these services can be added back in as an additional
service.
5. High -level Project Budgets, or "Statement of Probable Costs" (as noted in the RFP) are
included in this proposal and will be provided by CLR. We /CLR are adept at providing
Project Budgets for Master Plans that will allow for clear definition of assumed costs
for each project, as well as an overall implementation/phasing approach. If however
services from a Quantity Surveyor;Professional Cost Estimator are desired, these
services can be provided as an additional service.
o. This proposal does not Include comprehensive interpretive Planning services, if these
services are desired, we would recommend making that selection with your team. We
have worked with many of the main firms involved in the Zoo and Aquarium World
throughout the US. Most are highly capable at this Master Planning level, however they
each have a slightly different approach and skill set, and wed like to work with Santa
Ana Zoo to select the firm that would fit best based on the specific services desired.
Upon request, these services can be submitted as an additional service.
It is assumed that the Zoo vAll provide a digital base plan of existing topographic
information forthe overall campus.Topographic survey services are not included in this
proposal.
2 F"iibiY5
EXHIBIT C
ADDITIONAL INSURED ENDORSEMENT
FOR COMMERCIAL GENERAL LIABILITY POLICY
Insurance Company
This endorsement modifies such insurance as is afforded by the provisions of Policy #
relating to the following:
1. The City of Santa Ana, 20 Civic Center Plaza, Santa Ana, California
92701; its officers, employees, agents, volunteers and representatives are named as
additional insureds ( "additional insureds ") with regard to liability and defense of suits
arising from the operations and uses performed by or on behalf of the named insured.
2. With respect to claims arising out of the operations and uses performed
by or on behalf of the named insured, such insurance as is afforded by this policy is
primary and is not additional to or contributing with any other insurance carried by or for
the benefit of the additional insureds.
3. This insurance applies separately to each insured against whom claim is
made or suit is brought except with respect to the company's limits of liability. The
inclusion of any person or organization as an insured shall not affect any right which such
person or organization would have as a claimant if not so included.
4. With respect to the additional insureds, this insurance shall not be
cancelled, or materially reduced in coverage or limits except after thirty (30) days written
notice has been given to the City of Santa Ana, 20 Civic Center Plaza, Santa Ana,
California 92701,
(Completion of the following, including countersignature, is required to make this
endorsement effective.)
Effective
Policy #_
Issued to
this endorsement form as a part of
Named Insured
2v561 G
Countersigned by
Authorized Representative
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IT H U1, i
f
Appendix
Resumes 33
CASp Scope and Fee Breakdown 43
4 Certifications 45
r - �
Digital Fide USB Flash Drive enclosed
Why Us?
Table of Contents
1
Statement of Qualifications
a/b
Cover Letter & Agreement
1
c
Firm &Team Experience
3
d
Understanding of Need
6
e
Relevant Project Experience
7
f
Schedule
17
g
References
19
2
Scope of Services
20
Facilities Master Planning
Strategic Master Planning
3
ree Proposal separate envelope enclosed
Appendix
Resumes 33
CASp Scope and Fee Breakdown 43
4 Certifications 45
r - �
Digital Fide USB Flash Drive enclosed
Tom=
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mark e, beauchamp, asla - gregory J. dyhtra, na - gmy h, lee, aia - jbn stufansson, mla
January 6, 2017
City of Santa Ana
Attn.: Kent Yamaguchi
Parks, Recreation & Community Services Agency
20 Civic Center Plaza, 2nd Floor
Santa Ana, CA 92701
Re: Proposal for the Santa Ana Zoo Master Plan (RFP NO: 16 -131)
Dear Mr. Yamaguchi,
We appreciate this opportunity to submit our proposal for the Santa Ana Zoo's Master Plan.
In collaboration with Zoo Advisors, we are poised to lead the Santa Ana Zoo, City and FOSAZ
members in this Master Planning effort. We fully understand that the task at hand is to listen,
bring fresh perspective, and to provide sound and innovative facility and business planning
services to create a comprehensive facility roadmap for future development, Ultimately, we want
to help the Santa Ana Zoo promote their role as a conservation education center and leaders in
the local community.
As a key player in the zoo planning and exhibit design industry for over 30 years, we understand
both the complexities of staff and animal needs as well as the importance of strategically meeting
the expectations of your visitors. It is our strength and job to facilitate a unique balanced vision
for the Santa Ana Zoo that will serve as a roadmap for growth and stability for the next 15-
20 years. As part of this effort, we will specifically look at the current land use and circulation
throughout the campus and bring our expertise to the table to challenge and provoke your team
into creating innovative yet achievable solutions. In order to accomplish the goals of the Master
Plan we feel it is imperative to consider the following strategies and trends during the planning
process:
• Guest and Operations Flow: Circulation Systems Hierarchy and Hubs
• Integrated Campus Ecology: Sustainable Solutions to Minimize Water and Energy Use
• Activity -Based Design: Dynamic, Wellness- focused Animal Habitats
• Passages: Weaving of Guest Flow and Animal Encounters
• Strategic Visit & Revenue Hubs: Easy, Comfortable and Fun Experiences
We have assembled a highly qualified team of consultants to provide the necessary research,
analysis and documentation as detailed and requested in the scope of services. In collaboration
with CLR, the local team of planners and engineers, including KPFF Engineering and Creative
Design Associates, will provide well balanced solutions for several zoo campus categories such as
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utility infrastructure planning and CASp analysis and Accessibility planning. KPJ, based out of Los
Angeles, will work hand in hand with CLR to develop budgets for key Master Plan concepts and
projects.
Throughout CLR's 30 -year legacy, we have provided exemplary service and evolutionary thinking
in habitat design for our national and International clients. We are now looking forward to the
next 30 years and thanks to the proximity of our Laguna Beach office and working knowledge of
the zoo from the Otter project, we are well- positioned to provide stronger communication and
professional services during this planning effort for the Santa Ana Zoo Master Plan.
CLR, an S Corp, concurs with all provisions of the City of Santa Ana Consultant Agreement. We
appreciate the opportunity to submit the enclosed proposal for this Inspiring project.
Sie
Gr er, ASLA, LEED GA Greg Dykstra, AIA, LEED AP BD +C
As Principal
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CLR DESIGN
Master Planning, Architecture, Landscape Architecture & Exhibit Design
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CLR Design (CLR) is an award- winning architectural and landscape architectural firm focused
on designing zoological, animal conservation and botanical spaces around the world
that inspire, educate, conserve and protect. With a solid theoretical and practical design
foundation, and over 30 years of focused experience, we remain at the forefront of key
innovations and trends that began with the advent of landscape immersion and now include
activity -based design for animals, adventure education, campus ecology, sustainable design
and revenue driven entry complexes.
CLR's LEED -CI Gold certified main office is located in Philadelphia, Pennsylvania with
23 highly qualified, full -time staff members. We also recently opened a satellite office in
Laguna Beach, CA with 4 additional full -time staff members. The cumulative expertise and
perspective of the principals and staff offers clients a unique, comprehensive approach to
multi- disciplinary projects.
CLR is proud of our long -term relationship with our clients. We have worked with many
Institutions and key decision makers for several decades. Following our master planning
services, for example, clients often often return for concept development, design and
construction administration services. CLR has a proven track record of providing quality
professional services, on time and within tight budget constraints.
Corporate Business Structure
CLR Design, Inc. was founded as a zoological design firm in 1984 and incorporated under
the laws of the Commonwealth of Pennsylvania in 1988. The firm is equally owned by three
individuals: Mark Beauchamp, Greg Dykstra, and J6n Stef6nsson. CLR Design, Inc. Is legally
located at 833 Chestnut Street, Suite 1000, Philadelphia, PA 19107.
Design Standards
CLR has been focused on Zoological Design and Planning for over 30 years and is familiar
with all aspects and AZA guidelines for animal facility design both in North America and
Internationally, Additionally we are a full- service architectural and landscape architectural
design firm familiar with governing codes and regulations as required of licensed design
professionals in these fields.
CLR Design will be the prime consultant and project administrator and will report directly
to the Santa Ana Zoo, and/or manager of the Planning and Design effort, and will meet with
City agencies to facilitate the planning process. CLR's team of sub consultants, providing
strategic planning, utility infrastructure and CASp assessment, and cost estimating, will
report directly to CLR.
Primary Point of Contact
Gregg Leicester, ASLA, LEED GA
Associate
CLR Design, Inc.
3295 Laguna Canyon Road, Suite C
Laguna Beach, CA 92677
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Zoo Advisors - Sample Ctlenl Economic
Impact Study
Zoo Advisors li Strategic & Business Planning
Zoo Advisors, LLC is a full- serviceplanning andconsulting firmwlth a laserfocuson advancing
the missions of zoo and aquariums, particularly AZA accredited Institutions. They do this by
providing a comprehensive suite of services connecting mission, margin, and impact. They
have over fifty years of collective experience in the Industry. David Walsh, ZA's Founder and
Principal, works collaboratively to offer visionary ideas for growth while helping to provide
the roadmap on how to get there.
The Zoo Advisors team has extensive experience In working with zoos of all sizes across the
country, They have helped develop innovative and ground breaking plans for more than
sixty AZA accredited institutions of all sizes. They regularly provide expert counsel to zoo
and aquarium leaders across the country,
Their services include:
• Strategic, Master, and Business Planning • New Venture Development
• Economic and Feasibility Research • Revenue Generation and Funding
• Organizational and Board Data Analysis and Integration
Development Education and Conservation
• Governance Evaluation Planning
Their team is adept at guiding diverse groups through these processes to gain consensus
and realize meaningful outcomes. One of Zoo Advisors' strengths is their ability to bring
together a diverse group of stakeholders, unite them behind a common vision, and develop
an actionable plan toachieve saccess. Their extensive expertise with assessing and analyzing
a broad array of data, inputs, and feedback and then identifying key and useful findings
demonstrates their ability to listen to many voices, yet come up with focused solutions that
work for everyone. In short, Zoo Advisors offers:
Decades of experience representing • Insider knowledge with an outsider
more than 60 zoo and related viewpoint
projects • Innovative and creative thinking
Expertise in multiple disciplines A commitment to conservation
• Hands -on operational experience
Im
Utility Infrastructure
For more than 50 years, KPFF Consulting Engineers has been providing structural and civil
engineering services to architects, government agencies, developers, and contractors for
projects with a wide range of functions. Established in 1960 in Seattle, KPFF now has offices
in Los Angeles, Irvine, Pasadena, Long Beach, San Diego, San Francisco, Sacramento, Seattle,
Tacoma, Lacey, Portland, Eugene, Boise, Chicago, Phoenix, St. Louis, and New York.
Cli CASp Accessibility Review
Creative Design Associates, Incorporated (CD /A) is a California -based design firm founded
in 2004 which offers professional services comprising architectural design, master planning,
accessibility code analysis, design /build, real estate development, consulting and technical
services. The CDA team has applied expertise covering a broad range of projects including
hospitality, mixed use, office, residential, and retail.
KPJ Consulting cost consulting
Founded in 2014, KPJ consulting is MBE /WBE certified. Jacqueline Chan, the President of
KPJ Consulting, has more than 19 years of experience In the construction Industry. She
has worked on a variety of project types, including zoos, higher education, government,
hospitals, laboratories, K -12 schools, hospitality, residential, and industrial facilities with
budgets ranging in value from less than $1 million to more than $200 million.
CtR I IAiUAeYa,io,i 2 "24 5
CLR DESIGN
FACILITIES MASTER PLANNING, ARCHITECTURE,
LANDSCAPE ARCHITECTURE, EXHIBIT DESIGN &
PROJECT MANAGEMENT
Greg Dykstra, AIA, LEED AP BD +C
Principal -tn- Charge
Gregg Leicester, ASLA, LEED GA
Associa telProJect Manager
Larry Dame
Exhibit Landscape Designer
John Collins
Architectural Designer & Illustrator
ZOO ADVISORS
STRATEGIC MASTER PLANNING
David Walsh
President & ChlefAdvisor
Kathy Wagner
SenlorAdvlsor
ZacharyWlnfeld
Director ofAnal ysls & Marketing
KPFF
CDIA
KPJ CONSULTING
UTILITY INFRASTRUCTURE
CASP ACCES5IBILITY REVIEW
COSTCONSULTING
Shared GanJU, PE
Glenn Dea, AIA, ADAC, CASp
Jacqueline Chan
Associate
Vice President
President, Senior Cost Manager
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2 y�ib1{ SAN[A ANA ZOO i MASIER PLAN
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The Santa Ana Zoo is at an exciting yet critical point in Its development. The Zoo has an aging
infrastructure and the last Master Plan was conducted almost three decades ago. In that time
the zoo world has evolved, with new cultural expectations, standards of animal husbandry and
modes of design. Ourgoal with thisstrategic and facilities masterpan Is to ensurethat Santa Ana
Zoo is best positioned to maximize these opportunities and not only meet the challenges, but
catapult itself tothe next level by becoming a regional destination, a leader in conservation, and
cementing Its place as a community asset for education and recreation.
Our approach to this process is guided by several core values. Our work will be:
• Innovative: big thinking and outside perspectives create truly visionary Ideas
• IniIUSIVa' our process listens to and respects all voices
• Sustainable; we appreciate the interdependence of human -built and natural
environments that contribute to a responsible and cost effective design response, as
well as the financial realities of what It will take to succeed strategically.
We understand' that the Zoo is not an island, but part of the community. The process we have
laid out recognizes that fact and will identify opportunities to link the Zoo both physically and
programmaticaIlywith the landscape that it shares with its neighbors. The CLR and Zoo Advisors
team Iles experience working collaboratively with a varletyof clients across many different types
of projects, ranging from single habitats to completely new majorfacilities. Additionally, we have
Intimate knowledge of Santa. Ana Zoo's operations due to the recently completed governance
study with Friends of Santa Ana Zoo, and the on -going Giant River Otter project.
Facilities Planning
Having prepared dozens of Master Plans for zoological institutions of all sizes, CLR appreciates
that each client is unique. It Is our strength and job to facilitate a balanced vision for the Santa
Ana Zoo that will serve as a roadmap for growth and stability for the next 10-20 years To
accomplish the goals of the Master Plan, we feel it is imperative to con side numerous strategies
and trends during the planning process Including Improved circulation and land use, long -range
utility Infrastructure planning, and most importantly, the development of a Master Plan vision
that will help steer animal collection priorities and conservation /education initiatives. We will
bring our experience to bear on the specific challenges of the Santa Ana Zoo. For example, if
the original grant deed's mandate that the zoo must maintain at least 50 monkeys at all times is
applicable, CLR has done some of the best and most Innovative, activity -based primate exhibits
in the world. With the right mix of design innovation, community involvement, and a shared
passion for animals, the Master Plan will be a sustainable and actionable blueprint for our three
clients: the animals, the zoo staff, and your visitors.
Strategic Planning
Many trends may Impact the Zoo's future: changing perceptions of zoos by the millennial
generation; increasing challenges of managing a diverse animal collection; rising costs for animal
care and exhibits; and added competition for leisure time. Somemay look at these as negatives.
Zoo Advisors looks at this evolution of zoos as an opportunity. We believe the future is bright
and bold for the industry: the last two years have seen close to $t billion being invested in new
exhibits; attendance is up at a majority of AZA facilities; and revenues have grown considerably
from a diverse range of sources.
Your new strategic master plan will energize the community and put the Zoo on a path towards
long -term growth and success. It's a plan that will align your experience, programs, and people
with your recreation, education, and conservation mission. Zoo Advisors has unrivaled and
demonstrated expertise in the strategic and operational challenges facing the Santa Ana Zoo as
It prepares for a great leap forward.
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Our Interdisciplinary team of architects, landscape architects, and exhibit designers brings
the necessary experience to successfully deliver this project. CLR's work is exclusively
zoo related, working with over 70 zoological Institutions throughout the world. We have
completed designs for numerous master planning projects varying in size and complexity
from 11 acres to over 1300 acres, from stand -alone zoos to complex park /site integration
master plans.
Every project is unique; every project has its own needs and goals. We approach each one
individually and find that looking at the needs of the animals, staff, and visitors - what we
call our three clients - reveals the majority of the critical Issues that face every project. For
animals, It's about activity and choice, and creating habitats that command the respect they
deserve. For the visitor we strive to provide interactive, educational and fun experiences to
inspire them to action on behalf of animals and ecosystems both locally and globally. We
pay careful attention to visitor services during the Master Planning process with an eye to
the need for easy, comfortable entry and circulation through exhibit zones. Visitor services
are a never ending priority, Our goal is to turn visitors into Zoo members and advocates for
the Zoos mission.
We are strong advocates for managing the Zoo's vision within the context of scope, budget,
time and quality and understand the need for balanced investment models that wisely
invest In exhibits, visitor services and campus infrastructure.
CLR Mosier Plans completed within the Last 5 Years
M
LOCATION
SITE
A DPA
International Crane Foundation
Baraboo,Wl
225 AC
Lemur Conservation Foundation
Myakl<a,FL
121 AC
Louisville Zoo
Louisville, KY
134 AC
John Ball Zoo & Park
Grand Rapids, MI
140 AC
Zoo Knxoviile
Knoxville,TN
92 AC
Denver Zoo
Denve,CO
80 AC
Utah's Hogle Zoo
Salt Lake City, UT
40 AC
Como Zoo
St.Paul,MN
14 AC
Fort Worth Zoo
Fort Worth,TX
64 AC
Mesker Park Zoo
Evansville, IN
90 AC
CLR Master Plans completed 2005 -2011
Cleveland Metroparks Zoo
Cleveland,OH
183 AC
Oregon Zoo
Portland,OR
64 AC
Omaha's Henry Doorly Zoo
Omaha, NE
112 AC
Philadelphia Zoo
Philadelphia, PA
42 AC
Patin Beach Zoo
West Palm Beach, FL
23 AC
Naples Zoo
Naples,FL
45 AC
Fresno Chaffee Zoo
Fresno,CA
39 AC
The Maryland Zoo in Baltimore
Baltimore, MD
135 AC
-- - ---- --
ZooAmerica Hershey, PA
11 AC
YEAR
GOV.
COMPLETE
FUNDING
2016
2016
2016
—
2015
2u1�
2014
2013
2013
2012
—
2012
2011
2011
2010
2009
2009
—
2008
2008
2006
_
2005
clP, I 1nNlunevv,zov ES-2b
SMh [A ANA 100 1 MASTER PI All ,J
ED
D E 5 1 G N
Master Plan
DENVER ZOO I DENVER, COLORADO
I
CLIENT The Denver Zoo is the most visited cultural institution in Colorado, serving over 2
Denver zoological society _ million people in 2012. The Zoo is also an Institution with a global reach, supporting
CLIENT REFERENCE conservation programs in over 60 countries In the past 20 years. In 2011, the Zoo
George pond decided to undertake a new master planning effort to better leverage the Zoo's
VP FOR CAMPUS MANAGEMENT physical campus to serve the growing local and global communities, and the
CAMPUSMANAGEMEN7
T. no. 337. tags following year approached CUR in 2012 to Join their effort.
PRmECTSIZE
CLR facilitated several workshops and brought institution - specific Ideas to the table
eo Acres
that ultimately formed the framework for the new master plan. starting outside
MASTER PLAN COMPLETION
the campus, the idea of "Frontage" creates Iconic architecture along the northern.
2015
edge of the Zoo to advertise the Zoo as a place for educational and special event
opportunities as well as seeing exotic animals. Inside the campus, the ideas of "How';
Master Planning
Master Planning
"Guest Experience Hubs" and "Clustered Uses" organize the circulation, amenities
_......_____... ...._..._._._...._..........
and support facilities to provide a safe and comfortable experience for both visitors
KEY PERSONNEL
and staff. "Zoo as a Classroom" includes a centralized education facility combined
Greg IPALINa,AIA,LEEDAPRD +{
PRINCIPAL IN CHARGE
with small satellite classrooms linked with unique animal experiences throughout
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Larry name
the campus. Existing small animal exhibits will be combined into larger areas, better
ExFRRITDES1GNER
meeting the health needs for specific animals, allowing for future flexibility in the
John Collins
animal collection, and providing more opportunities for engaging animal crossings
ARCHITECTURAL DESIGNER K
ILLUSTRATOR
with guests, "Campus Ecology", a concept that highlights natural processes, is woven
into the new master plan with a braided visitor path and campus reforestation.
f LR I IAtIUAftY G, 2017
2''OKU A4 9
Ed Master Plan 2030
p UTAH'S HOGLE ZOO I SALT LAKE CITY, UTAH
D E S I G N
CL1FNT
The comprehensive planning effort for Utah's Hogle Zoo Master Plan 2030
Utah Zoological society
commenced with an analysis of the existing zoo campus, with a special focus on
CLIENT REFERENCE
identifying the critical programmatic and operational needs,aswell as developable
Craig Dinsmore
land available. The initial planning process built on the strong framework of
EXECUTIVE DIRECTOR
exhibits and facilities that exists today as a result of steady project implementation
e01.582.1636
_.—__ .— __..____ ....... .......__,,_ „_
from 1999 through 2014. Those projects, which were part of the 7999 Master
PROJECTS0
Plan developed by CLR, Included the Entry Complex, Elephant Encounter, Asian
42 Acres
Highlands, Wildlife Theater, Oasis Plaza, Rocky Shores, the Maintenance and
MASTER PLANCOMPLETION
Operations Building, and African Savanna,
2013
_ .... ... _____.. __..._..____ ....... ..... ..„._..
The focus of the new Master Plan includes Increasing animal collection diversity,
an
SERVICES
IrYl pdCtfUl animal collection planning, improving conservation and education
Master Planning
- ._..-..- 11-1-1-1-1-1--l' --- ------ —
messaging, dynamic experiences for children, consolidated and expanded guest
Rev PERSONN Et
and staff pa rking zones, and improved guest services and Infrastructure to anticipate
Gregg Leicester, ASLA, LEER GA
attendance growth. Located in the foothills of the Wasatch mountain range, the
PROJECTMANAGER
John Collins
Zoo's challenging topography requires in depth site analysis to determine the best
ARCHITECTURAL DESIGNER&
options for development to Improve the visitor circulation system and maximize
ILLUSTRATOR
land use for animal habitats. Key animal attractions proposed include a Diversity
of Life & Education Complex, new Great Ape & Primate Forest Habitats, Lighthouse
Point Children's Zone, and several strategic facility upgrades.
O 0 1'J
WNIA ANA /00 I MAS I ER PLAN �I`
Ea
D E S I G N
Master Plan
OREGONZOO I PORTLAND,OREGON
CLIENT
The Comprehensive Capital Master Plan evolves the Oregon Zoo into a state -of-
Metro Regional Government
the -art campus with game changing exhibits and a very light water and energy
CLIENT REFERENCE
footprint. In tandem with rigorous attention to animal welfare, enrichment and
I<IM SMINI
visitor experience, pre - schematic designs for $125 million in bond - funded projects
PREVIOUS DIRECTOR
integrate a comprehensive sustainable water and energy infrastructure that
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The international crone Foundation
supports and adapts to emerging technologies.
T. 6013.356. 0462
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The Oregon Zoo aspires to become the most significant and inspiring conservation
PROJECT SIZE
and sustal nability educational tool in the metro area,demonstrating the successfEll
64 Acres
coexistence of humans, animals, and nature, and operating as a vital IInk to local
MASTER PLAN COMPLETION
and global species and habitat conservation and survival.
2011
The Asian elephant project opened in December, 2015. As the first of the bond-
DESIGN SERVICES
funded projects to break ground, the project includes a diverse and expansive
Master Planning
elephant habitat with a strong gateway presence on the east end of campus.This
phase also accomplished the greater part ofthe utility infrastructure loop,a service
KEY
loop connecting operations centers, and a new home for the train with enhanced,
Greg Dykstra, A1A, LEEDAP eD +c
PRINCIPAL N CHARGE
elevated views.
Gregg Leicester, ASLA, LEED GA
PROJECT MANAGER
John Calks
ARCHITECTURAL DESIGNER k
ILLUSTRATOR
10 CLR I JANUARY n, 2017
Ed Master Plan
OMAHA'S HENRY DOORLY ZOO I OMAHA, NEBRASKA
D E S I G N
CLIENT
CLR completed this master plan for the 112 -acre Henry Doorly Zoo establishing
Omaha Zoological Society
an inspiring roadmap for the future of the institution. The new master plan
_ -- ......_ -_
CLIENT REFERENCE
effort focuses on undeveloped areas of the campus, existing areas in need of
Dennis Pate
redevelopment, older exhibit zones, expansion for enhanced parking, as well as
exECUI VE DIRECTOR &CEO
a new entry complex that will make the visitor arrival experience easier and more
T. 402.738.2630
comfortable with new ticketin g, membership purchases and sho pping for gifts.
PNOIECTSIZE
112 Acres
MASTER PLAN COMPLETION
2011
RESIGN SERVICES
Master Planning
REY PERSONNEL
Greg Dykstra, AIA, LEER AP BD +C
PRINCIPAL IN CHANGE.
Gregg Leicester, ASLA, LEED GA
PROJECT MANAGER
John Collins
ARCHITECTURAL DESIGNER R
ILLUSTRATOR
New Initiatives will include a major African Grasslands experience, the Andean
mountain regions of South America, and the Asian forests and upper highlands.
These three exhibit zones will bring new state -of -the -art outdoor Immersive
experiences to the Henry Doorly Zoo. Event and revenue opportunities will be
enhanced through the expansion of the existing Garden of the Senses into the
new African Grasslands and will create a central event lawn with visitor amenities
and lodges for indoor events and sheltered picnics. Additionally, a new Aquarium
Conference Centerwill provide a wonderful enhancement to the existing aquarium
experience and satisfy another market demand for a creative one -of -a -kind rental
experience in the city of Omaha,
Education programs will grow throughout the Zoo with a dedicated Adventure
Education zone as well as a dispersed series of children's play areas located at
every exhibit zone.
2919:' 12
SArIL1 AAW, Z00 I MASTER PLAN I I
Master Plan
PALM BEACH ZOO I WEST PALM BEACH, FLORIDA
D E S I G N
CLIENT
The 2008 Palm Beach Zoo Master Plan represents a collaborative effort between
Zoological societyofthePalm
CLR Design, Sharpe Project Developments, Inc ., Schultz &Williams, Inc., and many
Beaches, Inc.
_____.._.-- __.- _...._._ ...... _._... __......
individuals from the Palm Beach Zoo executive staffand Board of Directors. In May
CLIENT REFERENCE
of 2008,the Palm Beach Zoo and theSouth Florida Science Museum commissioned
Dr.Terry Maple
CLR to prepare Master Plan documents for each institution, The primary objective
PREVIOUS DIRECTOR
of the Zoo Master Plan was to provide a comprehensive road map for future
Andrew Aiken
cuRRENTDIaECTOe
development, with a special focus on "greening "the overall Park and Zoo campus,
T. 591. 23.0987 and redefining how visitors arrive, circulate, and enter the Zoo
PROJECT SIZE
23 Acres
MASTER PLAN COMPLETION
2009
DESIGN SERVICES
Master Planning
KEY PERSONNEL
Greg Dykstra, AIA, LEED AP BD +C
ARCMI'GCI'URAL ADVISOR
Gregg Leicester, ASLA, LEED GA
PROJECT MANAGER
12 CLR I JANUARY d, 2.017
The Master Plan, focusing on a 10 -20 year implementation time line, addresses
over a dozen major exhibits and visitor amenities that affect all parts of the Zoo.
With the proposed relocation of all visitor parking to an adjacent parcel of park
land, the Master Plan proposes a major new entry complex, improvements to
existing circulation systems, and a dramatic increase in animal exhibit land use. In
addition, and in fulfillment of the Palm Beach Zoo's commitment to conservation
and education, initlal concepts were developed for a new wellness center, and
multiple show and keeper demonstration areas.
=' S1
Facility Master Plan
Ea FRESNO CHAFFEE ZOO I FRESNO, CALIFORNIA
D E 5 1 G N
CLIENT
CLR was commissioned by the Fresno Chaffee Zoo, and the City of Fresno, to
Fresno Chaffee Zoo Corporation
develop a Facility Master Plan for the 18 -acre Zoo and the surrounding 148 -acre
CLIENT aITERENCE
Roeding Park. The primary objective of this planning effort was to provide a
Lewis Greene
comprehensive road map for future development, with a special focus on "Measure
PREVIOUS DIRECTOR
Z" bond In acka g, and implementation, which included a 21-
Currentlyatthe
Columbus zoo and Aquarium
project p g g, phasing,
acre expansion to the Zoo.
T. 614.645.3415
Over the 8 month planning process, CLR developed new land use and circulation
PROJECT SIZE
models for Roeding Park and the Fresno Chaffee Zoo. This new organization
39 Acres
simplified vehicular and pedestrian Circulation systems, and proposed a new
parking hub and main entrance to the Zoo, which proved to be a key solution and
MASTER PLAN COMPLETION
driver of the spatial organization of the Master Plan. New paths, gardens, event
2008
venues, attractions, and other recreation concepts were developed for the par
DESIGN Planning
system. The Zoo Master Plan focused on redefining and refurbishing the existing
master Planning
Maste
----- ---- -�'"'----
18 -acre menagerie Zoo campus, as well as developing completely new ideas for
KEY PERSONNEL
the 21 -acre expansion site. New Initiatives at the existing Zoo campus include a
Prey Dykstra, AIA, LEEDAP sD +c
rand new entry village and parkin hub, diversity of life pavilions and education
g ty g g y p
PRINCIPAL. IN CHARGE
Gregg Leicester, ASLA, LEED GA
hub, children's zoo, sea lion habitat, Asian elephant and archipelago habitats
PRaecTMANAGER
expansion, and a new rainforest aviary pavilion.
John Collins
ARC611TECTURAL DESIGNER &
ILLUSTRATOR
2919-134
S,4hl[A ANA /i I EA AS I L[I H-Aill „
r Master Plan
CINCINNATI ZOO & BOTANICAL GARDEN ( CINCINNATI, OHIO
D E S I G N
CLIENT
The Cincinnati Zoo & Botanical Garden, a National Historic Landmark, is the second
Zoological Society of Cincinnati
oldest zoo in America. CLR completed a Master Plan for this unique 75 -acre site that
CLIENT REFERENCE
respects Its historical Integrity while utilizing Its diverse animal and plant collection
Gregg Hudson
to move it into the forefront of exhibit design and conservation efforts.
PREVIOUS DIRECTOR
accommodating and enriching its more than 1.2 million visitors each year.
Carreotlortbe
The Master Plan, allowing for a 10- 20year implementation schedule, addresses over
Dalian Zoo
PROJECTMANAGER
a dozen major exhibits and visitor amenities that affect all parts of the zoo, With the
T. 214.670.6742
--
proposed relocation of all visitor parking to a newly acquired 14-acre tract of land,
PROlECTSIZE
the Master Plan proposes a major new entry complex, improvements to existing
75 noes
circulation systems, and a dramatic increase in animal exhibit land use. in addition,
MASTER PLAN COMPLETION
and in fulfillment of the Cincinnati Zoo's commitment to conservation, initial
2.0.03 _ T
concepts were developed for a 100 -acre satellite Conservation and Breeding Center.
OESIaN SERVICES
In partnership with the vision and direction of the CLR designed Master Plan, the
Master Planning
Cincinnati Zoo & Botanical Garden is in a better position to fulfill its mission of
KEY PERSONNEL
creating adventure, conveying knowledge and conserving nature while graciously
Greg Dykstra, AIA, LEEDAP BID -C
accommodating and enriching its more than 1.2 million visitors each year.
ARCHITECTURAL ADVISOR
Gregg Leicester, ASLA, LEED GA
PROJECTMANAGER
John Collins
ARCHITECTURAL DESIGNER &
ILLUSTRATOR
I A CLR I JANUARY G, 2017 2t�-'t *435
Master Plan
ITOLEDO ZOOLOGICAL GARDENS I TOLEDO, OHIO
O E 5 1 G N
CLIENT
The Toledo Zoological Society
CLIENT REFERENCE
Rick Payees
DIRECTOR OF FACILITIES & PLANNING
T. 419.385.5721
PROJECT SIZE
61 Acres
MASTER PLAN COMPLETION
2003
DESIGN SERVICES
Master Planning
KEY PERSONNEL
Gregg Leicester, ASLA, LEER GA
PROJECTMANAGER
Larry Dame
EXHIBIT DESIGNER
John Collins
ARCHITECTURAL DESIGNER&
ILLUSTRATOR
CLR has worked with the Toledo Zoo on a continuing basis since the mid -1980 s
on a wide variety of programming, master planning and exhibit design projects.
The 1995 Toledo Zoo Master Plan entailed a major 30 acre expansion north of the
existing 31 acre "historic" zoo, CLR worked closely with strategic business planning
guidelines by developing a plan incorporating a totally new parking and visitor
service entry complex, a new pedestrian bridge over Anthony Wayne Trail, new sites
for off - exhibit animal conservation programs, new maintenance and support areas,
a new African savanna exhibit, and a new Arctic Encounter exhibit featuring polar
bears, seals, and wolves.
In 2003, CLR completed an update to the 1995 Master Plan. This current plan focuses
on aggressively improving the "historic "zoo exhibit attractions, site circulation, and
visitor service facilities, while still preserving the architectural integrity of the WPA
era buildings and gardens. A few of the major redevelopment concepts include a
new children's village, a new aquarium, a new education facility ,andanexpanded
pachyderm trail exhibit sequence.
This Master Plan develops a strong new direction for the Toledo Zoo with an
emphasis upon quality animal exhibits and an exciting family visitor experience.
SAW7A I11M7i 200 1 Iv1A5l EFi PLAN
fit
In recent years, Zoo Advisors has been engaged by many institutions to develop successful
plans. Recent clients for whom their team has completed relevant work include;
Rosamond Gifford Zoo
Led a comprehensive planning process that integrated strategic, master, and business
planning to create a roadmap of site enhancements designed to Implement a new strategic
vision.
Zoo Knoxville
Conducting business planning for the Zoo to accompany its ambitious master plan, with
a focus on revenue generation and guest services. Zoo Advisors also facilitated the Zoo's
current strategic plan and worked on the current master plan in collaboration with CLR.
Saint Louis Zoo
Conducting planning for the Zoo's multitude of business operatlons with the goal of
maximizing high - performing areas and finding opportunities for growth in others. Worked
on developing a bold master plan vision focusing on the five core areas of the Zoo.
Seneca Park Zoo
Worked cooperatively with teams from both the public and private sides of the Zoo's
operating team to create a bold new strategic plan in concert with a new master plan,
Chattanooga Zoo
In conjunction with aiding in the development of the Zoo's master plan, Zoo Advisors
conducted integrated strategic and business planning across the full suite of Zoo operations
to ensure maximum mission Impact, revenue generation, and guest satisfaction.
El Paso Zoo
Working with an integrated planning team with stakeholders from both the City of El Paso
and the El Paso Zoological Society, Zoo Advisors conducted a business planning process
concurrently with the development of a new master plan.
16 C L R J IA UARI'6, 2017
25f't�7
W
3
MAR 2017 APR 2017 MAY 2017
MASTER PLAN TASKS
8 I AegntrementI:
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MONTH
4 S 6
JUN 2017 JUL 2017 AUG 2017 SEP2017
TASK I:
Kick-off Meeting
INVEN EORYANALYSIS
E"Ie?,iTi
• Data Collection & Assimilation
IS N N N 0 p 0 0 R
• Data Organization &Analysis
0 6 6 61 N 6 g j
TASK R:
i
CONCEPTTESTING & DEVELOPMENT
• Trends Rewcrcb &'listing
11 6
• Preliminary Plan Development &Review
TASK ill;
MASTER PLAN DEVELOPMENT
F-
• Final Plan Completion
& 6 U® 0 U D H 0
• Implementation Analysis
A 0& 0 A D R R U
finl t MP Presentation'"
TASK IV:
STAKEHOLDER ENGAGEMENT
*Key Reviews * * I
Ongobtg Zoo Staff, Cityand FOSAZ Meetings
6 61 6 1111 6 111 ®1 61I 1 R 6 6 11 61..1 6 01 M 1119 11111111 A
STRATEGIC BUSINESS PLANNING
I
ZOO ADVISORS LLC
Fritts HV(see Strategic Planning Scope ofServices,P.24)
M RAMOS go SAM MASE1 OEM No Vi rM fa
MEETINGS
00iteWorksbops /Presentations
® 0 0 i 0
Interim Team Conference CallsAVeb Meetings
Q Q 0
€ ri -Site Workshop Format
Day 1; AM Santa Ana Zoo Staff A, Consultant Team Session
PM Flexible Work Session (issue Exploration /Consultant Team Meetings)
Day 2: AM Flexible Work Session (Idea Testing /Consultant Team Meetings)
PM Sat nta Ana Zoo Staff& Consultant Team Session (Summary, Wrap -up and Next
Steps)
CLR I IANIIARY 6, 2 0'17 Ib SAiNIA AfiA700 I MASTER PLAN F
As Indicated in the table below of our current workload, CLR is maintaining a stable group of
projects but is by no means at peak capacity. Therefore, we are able
to bring our most skilled
professionals, as mentioned In this proposal, and fully commit their
Involvement. Our two
offices, including a staff of 23 based in Philadelphia and 4 based in Laguna Beach, provide
additional in -house resources,
Gregg Leicester, based in Laguna Beach, will manage the project and support staff of
architects, landscape architects and exhibit designers working out
of both offices to provide
professional services,
CtB's Current Workload
CLIENT
PROJECTROLEANOPHASE TARGET COMPLETION
Arusha Interpretive Center
Sub - Consultant Role, working with local firm
2017
Audubon Zoo Lion Exhibit
Prime Consultant, Schematic to Design Development
2017
Cape May Zoo Small Primate Design
Prime Consultant, SD to CA services
2017
Como Zoo Seal & Sea Lion Exhibit
Prime Consultant, SO to DD. Anticipating CD /CA
2018
Dallas Zoo Hippo Outpost SD
Prime Consultant, SO only, Anticipating future work
2016
Port Worth Zoo African /Asian Predator
Prime Consultant
ongoing
Great Plains Zoo Bear Exhibit
Prime Consultant, SD to CA
on hold
Henry Doorly Zoo - Asia Project
Sub - Consultant to local, SO to CA services
2019
Henry Doorly Zoo- Conservation Academy
Sub - Consultant to local, SO to CA services
2017
Jacksonville Zoo Master Plan
Master Plan
2017
Knoxville Zoo Tiger Asian Trek
Prime Consultant, Master Plan to CA services
2018
Louisville Zoo Snow Leopard Exhibit
Prime Consultant, SO to CA services
2018
Maryland Elephant Project
Prime Consultant, SO to CA services
2019
Maryland Zoo Leopard Exhibit and Holding Building
Prime Consultant, SA to CA services
2017
Maryland Zoo - Lion /Giraffe Project
Prime Consultant, SD to CA services
2018
Northeastern Wisconsin Zoo Master Plan
Master Plan
2017
Oregon Zoo Polar Bear
Prime Consultant, SD to CA services
2019
Sacramento Zoo Blodiversity Center
Prime Consultant, SO to CA services
2019
Sacramento Zoo Master Plan
Master Plan
2017
San Francisco Zoo - Chimpanzee& Orangutan Passage Phase
Prime Consultant, SO to CA services
2017
Singapore Zoological Gardens Master Plan
Master Planning
2017
18 Cl R I JANUARY 6,2017 2 -`�9
FOR CLR:
MR. KYLE BURKS
Director /CEO
Sacramento Zoological Society
3930 West Land Park Drive
Sacramento, CA 99822 -1123
kburl<s @saczoo.org
916.808.5886
MR. DENNIS PATE
Executive Director /CEO
Omaha's Henry Doorly Zoo
3701 South 10th Street
Omaha,NE 68107 -2299
dpate @omahazoo.com
402.738.2030
MR. CRAIG DINSMORE
Executive Director
Utah's Hogle Zoo
2600 Sunnyside Avenue
Salt Lake City, UT 84108 -1454
cd i n s mo re@ hog lezoo.org
801,582.1636
MR. SATCH KRANTZ
Executive Director
Riverbanks Zoo & Garden
500 Wildlife Parkway
Columbia, SC 29210
sl(rantz@rive.rbanks.org
803. 779. 8717
'- 11
prP Augl�inenenls:
lg AeIOICnm5101' fG,iRic( II, o'ICenti i ili.l, %arosci Paz
FOR ZOO ADVISORS:
MR. LARRY SOREL
County Zoo Director
Seneca Park Zoo
2222 5t. Paul St.
Rochester, NY 14621
I Sorel @monr0ec0unty.g0v
585. 336. 2505
MS. JANET AGOSTINI
President + CEO
Friends of Rosamond Gifford Zoo
1 Conservation Place
Syracuse, NY 13204
jagostini@rosimondgiffoidzoo.org
315.438.8511
MS. USA NEW
President & CEO
Zoo Knoxville
2500 Knoxville Zoo Dr.
Knoxville,TN 37914
Inew @zooknoxvil I e,org
865.281.1355
MR, STEVE MARSHALL.
Director
El Paso Zoo
4001 E. Pai5ano Dr.
El Paso TX 79905
marshallrs@elpasotexas.gov
915. 212.0966
SkPIrA 11 PIA Zf) MMIIkPIAq
Workshop Facilitation
Anal)W,q Diagram,
Cincinnati Goo Maslor Plan
OVERVIEW
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Our master planning approach engages the Owner at each step of the design and
documentation process. It is an active and iterative process of exchanging ideas, concepts,
and trends across the team crafting the unique vision appropriate only to the Santa Aria
Zoo. We utilize Face to face workshops, web -based conference calls, meeting summaries and
follow -up, and targeted document review periods to realize the vision, During this process
our Interactive workshops provide the opportunity to engage all stakeholders In the vision
development, including Zoo senior management and staff, FOSAZ Members and City and
government officials.
WORKSHOPS & APPROACH
Our workshop format is designed to be flexible, but allow plenty of time for general review
and discussion. We want to achleve a balance between meeting with the Owner's team
to assess options, and having the time to make Immediate adjustments to concepts and
ideas for another review with the design team. Each workshop is documented by a report
summarizing the proceedings as a baseline forthe next steps. This will be critical in creating
a retrievable record of the evolution of the planning process so that each stakeholder and
design team member Is fully engaged. The CLR team has had considerable success with
an open and highly interactive workshop approach to planning, designing, and decision
making. We explore and Incorporate the points of view, observations, recommendations,
and expectations of staff Involved in the project's development. We have found that this
approach not only gives the client maximum Input and control of the final product, but also
forges an active constituency for the project. These active workshops enable us to test ideas
quickly to see if they are valid or not. The result is a Master Plan tailored to the client's needs
that Is thorough, creative, and achievable.
WORK PLAN & DELIVERABLES
Our work plan proposes a 4 -Task approach, Including a series of on -site workshops (see
schedule enclosed) to execute the proposed scope of work. The workshops are organized
sequentially to move from general topics and analysis, to very specific proposed site
concepts, and ultimately to discussions centered on phasing and implementation strategies.
TASK I - INVENTORY & ANALYSIS
Reviewthe current land use forthe Santa Ana Zoo in orderto determine topographic and site
data, and to document key issues and use patterns such as natural systems, site circulation,
access, parking, infrastructure, landscapes, exhibits, rides and other attractions and services.
Document these key patterns within a Site Analysis Report and make recommendations
for proposed site program priorities, The team will also review the available historical
documents to better understand the Zoo history, past projects, as well as any documents
defining current orfuture priorities,
20 CLR (JANOARY 6, 2011 {,
2141
Inventory Mapping:
• Access Roads and Visitor Parking
• Visitor Circulation Systems and Accessibility Review
• Visitor Amenities, Retail and Food
• Services Roads
Topographical analysis and slope
Vegetation, Gardens and Shade
• Existing Animal Exhibits and Support Facilities
Rides and Attractions
Infrastructure Review
Building Conditions
Analysis Diagrams:
Flow Enhancement Patterns
Experience Enhancements
Hub Development Opportunities
Exhibit Enhancement Opportunities
Back -of -House Support Needs
• Campus Ecology
Key Deliverables:
Meeting Minutes from Workshops,
Meeting Minutes from Interim Coordination Meetings and Web -based Conference
Calls (see schedule).
• Narrative consisting of site findings and workshop decisions, and preliminary vision
and goal statements.
Progress Master Plan Booklet consisting of inventory mapping, site analysis
diagrams and plans, and key facility priorities.
CASp Study and Recommendations.
TASK II - CONCEPTTESTING & DEVELOPMENT
We will begin to Identify key high - priority zones for detailed study and integration
into the Master Plan. We will also overlay the analysis with a filter of current trends and
innovations occurring at other national and international zoos, aquariums, and attraction -
based institutions. During and after the proposed workshops, CLR will prepare preliminary
drawings of these zones showing the integration of key design test concepts.
Anticipated focus topics include
Flow: Enhance Visitor Circulation and minimizing congestion
Experience: Significantly enhance visitor encounters and fun family
experiences
Hubs: Direct Visitor Circulation and Experiencesto flowthru Revenue
Hubs
• Training & Science: Activity -Based Habitat Design - Science Based
Campus Ecology: Multiple decade shift to smarter, lower energy use operations
Exisling Circulation Analysis,
Ornalra's HewyDoorly Zoo Atasler Plan
Early Concept Plan,
Fresno Chaffee Zoo Alasterplan
A 9 bit 1 S A r Ui (0" l00 I NIASIER Pt IN f
7lrarnatic Zones,
john Lull Zoo Master Plan
CLR facilitated workshop,
Oregon 'Loo Master Plan
Specific high - priority zones within the Master Plan organization, once identified, will consider
and Include;
Visitor and service Flow, solved at the campus level
Guest amenities including plazas, shade, comfort, and rest rooms
Visitor services including food & beverage and gift
• Animal habitats and land -use strategies
Thematic organization of zones and exhibits
Zoo operation facilities, shops, and back -of -house animal support and care
Campus Ecology and landscape systems to better manage water and energy
Parking expansion options
Proposed utility infrastructure upgrades
Botanical planning and landscape strategies
Key Deliverables;
Meeting Minutes Including workshop decisions and revised vision and goal
statements.
Meeting Minutes from Interim Coordination Meetings and Web -based Conference
Calls (see schedule).
Test concept diagrams, plans and narratives that propose new campus land uses,
flow /circulation patterns and transformative exhibit ideas.
Preliminary Campus and Exhibit Zones Organization Plan.
Preliminary Botanical Concepts and Landscape Zones,
Progress Master Plan booklet including text, exhibit concept narratives, diagrams,
plans, and Illustrative sketches. Preliminary theme and storyline statements and
look &feel images will be defined here.
TASK III — MASTER PLAN DEVELOPMENT
This task will focus on concept refinement, developing a series of Illustrative plans and
program narratives of the proposed Master Plan projects, and creating the final draft overall
Master Plan organization composite, CLR will also prepare order of magnitude budgets
for each project zone as well as implementation /phasing plans. The fully coordinated and
approved set of Master Plan deliverables will be assembled to summarize the 6 month
planning effort, and to serve as the roadmap for future development for the next 10 -20
years. All war]<will be coordinated with the concurrent Strategic Business Planning effort.
Key focus topics and tasks include:
Development and refinement of Comprehensive Site Plan including project zones,
exhibit concepts and major landscape elements.
Project prioritization, implementation approach and schedule /timelines.
Capital cost assessments for project zones.
Zoo Business Plan Integration.
Development of narratives, drawings; sketches and perspective renderings to
clearly illustrate the key project concepts.
2_A cLR I JAIiuARY6,2017 2W-143
Key Deliverables:
• Meeting Minutes including workshop decisions and the final Master Plan vision
statement(s).
• Meeting Minutes from Interim Coordination Meetings and Web -based Conference
Calls (see schedule).
• Executive Summary: 10 -12 pages including plans, graphic illustrations and
perspective renderings, narratives, schedule of implementation, and probable cost
summaries.
Master Plan Book Volume I: 25 -30 Pages (estimated) Summary of the Project Zones.
Additional support sketches, text, reaps and charts will be provided to further
define the project zones.
Master Plan Book Volume 11: The Appendix, binding of Master Plan Analysis Mapping
Workshop Reports and key Conceptual Framework illustrations and diagrams into
a single Volume.
PowerPoint summary of the Master Plan, including plans and Illustrations and
sketches.
Illustrative renderings for key select project zones that can be used for promotional
purposes (proposal assumes 3 total).
PDF's of all information noted above.
TASK IV- STAKEHOLDER ENGAGEMENT
This "Task" is proposed as an ongoing effort that would begin during the Concept
Development phase and would continue through the completion of the planning process
and acceptance of the Master Plan document. During our proposed workshops, CLR Is
prepared to meet with the Zoo's various stakeholders and constituencies (which may include
Zoo senior management and staff, FOSAZ and City officials) in order to facilitate Input and
engagement,
Key Deliverables:
Meeting Minutes from Workshops
Other graphics, charts and sketches developed during any Engagement meetings
will be scanned and included as part of the planning process,
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Banding Plans and Angrarn,
Oiahe Flogle 7oo Master Plan
Aeriat Peispecilve Illustration by John Colitns,
Cleveland Goo Master Plan
CLR facilitated piddic engagement
Z00 MAS IER PLAN
SCOPE OF SERVICES:
STRATEGIC PLANNING
Sample Client Mission and Goals
METHODOLOGY
Our master planning approach engages the Owner at each step of the design and
documentation process, It Is an active and iterative process of exchanging ideas, concepts,
and trends across the team crafting the unique vision appropriate only to the Santa Ana
Zoo. We utilizeface to face workshops, web -based conference calls, meeting summaries and
follow -up, and targeted document review periods to realize the vision. During this process
our interactive workshops provide the opportunity to engage all stakeholders In the vision
development, including Zoo senior management and staff, FOSAZ Members and City and
government officials.
An exciting and integrated strategic master plan sets the destination and clearly lays out
the path forward. The plan will guide the Zoo's direction and ensure future outcomes that
are measurable and realistic, Our approach is informed by our passion for zoos and our
commitnientto your success; we believe in a transparent process that respects all voices. Our
experience in bringing together all of the Zoo's stakeholders in a unified planning process
has produced exciting results for others, and the same can be achieved for you, as well, Our
role is to facilitate the planning process, bring innovative ideas to the table, and challenge
the Zoo's thinking in order to ensure that your team maximizes the unique resources and
opportunities available In managing and operating the Zoo.
Throughout our work, we will menage and facilitate a series of discussions and meetings
with various groups that comprise leadership and staff from the Zoo, as well as select
representation from FOSAZ. Our first step will be to identify two teams who will guide and
support the process. Although the final team composition will be determined with Zoo
leadership, our Initial recommendations are outlined here,
CORE STAFF PLANNING TEAM
A small leadership team, Including the Zoo Director and other senior Zoo staff; who would
work closely with Zoo Advisors to monitor the process and disseminate information, This
team would participate in the regular planning calls and follow up to help guide the process.
ADVISORY /PLANNING COMMITTEE
A group of 8 -12 diverse Individuals consisting of Zoo senior staff, FOSAZ representatives,
and city representatives will form the core group for all planning workshops,
One of the hallmarks of our work is inclusivity, To accomplish that, we have identified a
number of opportunities to gain input and participation from a range of stakeholders and
Zoo staff, and keep them abreast of the plan's progress through presentations at meetings
or other events. We will have multiple staff sessions at the beginning, middle, and end of
our process and can provide the same for volunteers. We also suggest regular updates with
key city officials and staff and FOSAZ board members. Exact make -up of the timing of input
sessions and participation will be directed by the Zoo Director.
STAKEHOLDERINPUT
By including all of the Zoo's stakeholders throughout the process — not Just "once and done"
—we ensure buy -in and consensus to the ultimate plan that gets delivered.
In the interests of tra nspa rency and ind usivity, we recommend including a robust community
inputcomponent into the process. Not only will this develop trust and generate excitement,
but it also has the potential to identify new supporters and even donors. We will use a series
of traditional and interactive tools to gain feedback, solicit ideas, and test concepts with a
broad group to ensure broad -based supportfor the ultimate plan.
14- Qft I JA PBJ A BY 6, 2917
2M-45
To gain community input, we suggest hosting one to two open sessions at the Zoo to hear
Ideas for the future of the Zoo, uncover potential challenges for development, and gain
feedback on direction and concepts. We recommend hosting one of these sessions after
preliminary concepts have been identified so the community has something concrete to
react to.
PROCESS PHASES
Our dynamic planning process includes four phases of work. In each phase we will have
discussions or meetings with the core planning team, host a series of on -site workshops
with the Advisory Committee, and provide regular process updates. Meetings with external
stakeholders may be conducted on -site, by phone, or at another location that is amenable
to them. After each workshop, ZA will provide summary findings and conclusions, including
next steps to be completed, ensuring that the process remains on track.
PHASE l: DISCOVERY: "WHERE ARE WE ?"
Internal and external stakeholder interviews
• Funding trend review
Volunteer and staff engagement
• Public input
Environmental Scan: market and demographic trends
• Market and demographic trends
Renchmarking
Organization and financial assessment
PHASE II: DREAMING: "WHERE CAN WE GO?"
Identification of opportunities: revenue, operations, program, and organization
• Community input session
PHASE. III: REALITY: "WHAT CAN WE DO?"
Staff and public input
Establishing priorities — program, exhibit, revenue
Begin budget analysis
PHASE IV: ACTION: "HOW DO WE GETTHERE ?"
Community input session
Organizational, operational, and financial plans
Phasing strategy recommendations
DETAILED PROCESS
PHASE I: DISCOVERY: "WHERE ARE WE?"
Assessment and Analysis
Through one -on -one discussions with the planning team and other Zoo staff, we will conduct
a comprehensive analysis of internal and external issues affecting the Zoo, specifically
addressing issues related to:
Internal
Operations & Finances
Visitor Profiles
Marketing /Communications
Organization
Education
• Conservation
External
Tourism & Economic Trends
Community & Conservation Partners
• Funding Sources
Competition
Industry and Attractions Trends
Regional Priorities
Projected Attendance Growth
sample Client Growth Projections
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26 C I R I MIN U RY 0, 2017
Conservation & sastainability Trends
To build consensus and get a complete understanding of all the issues facing the Zoo, we
will seek the input of stakeholders, who could include Zoo staff, key members, donors, and
potential prospects. Additional partners or allies may be identified. We will conduct one -
on -one interviews with all staff leadership. We will then conduct one -on -one interviews with
senior city staff as well as 'leadership members' of the Board. We see these interviews as
critical to the full engagement In the planning process and as an important step in building
bury -in to the plan, We would then meet with ten to twelve external leaders to understand
needs, perceptions, challenges and opportunities associated with the Zoo, its history and its
plans. We will interview these individuals to gather their ideas for future development and
begin to build consensus around future direction.
In this phase, we anticipate conducting an initial meeting with the planning committee
to 'dive deep' into where the Zoo is now. We would host an all staff meeting to get an
understanding of staff perspectives. We would also plan to talk with your volunteer base
through an open meeting to gather ideas and understand challenges and opportunities.
Additionally, we will review available visitor and member surveys to learn what Zoo guests
have to say about their experience.
To learn more about the environment in which the Zoo operates, we will analyze market
and demographic data and complete a regional competitive analysis.This work will look at
population and tourism trends and growth rates, market segmentation, and other economic
data. We will also look at competitive attraction pricing, attendance, geographic reach
and target markets. We will also conduct a summary benchmaiking study of comparable
zoological institutions. Benchmarking information will Include attendance, membership,
market saturation, operational cost, and size,
Because of the specific Importance of visitor services from both guest satisfication and
revenue generation standpoints, we will put a special focus on these areas during the
Discovery phase.
The information gleaned during this phase will enable usto assess the Zoo's current trajectory
and overall health, and conduct a S.W.O.T, analysis to inform the remainder of the project.
Key Deliverables:
Organizational Profile
Market & Demographic Profile
SWOT Analysis
Environmental Analysis
PHASE II: DREAMING: "WHERE CAN WE GOT'
At the outset of this phase, ZA will meet with the committee to review the findings of the
Discovery Phase. This comprehensive assessment of the current state of the Zoo sets the
foundation for the remaining steps of the process.
At this meeting, we will also confirm the Zoos vision that will fully articulate the institutional
direction of the Zoo, Re- commitment to the vision is a critical step in the planning process.
This statement reflects where the Institutions sees itself going and serves as the fu nda mental
building block upon which the integrated plan is developed,
The next step of this phase Is conducting a workshop where we take a'blue sky' approach
and gettothink big. it's an exciting and energizing part of the process and one thatwili push
the boundaries with innovative thinking and new ideas. ZA, along side of the design team,
w, �
will work with the Care Team to identify the ideal mix of Zoo leadership, City representatives, Knoxvi lie Zoo: Attendance, M a rketSi
FOSAZ, and staff to participate in this Dreaming workshop.
�n Meandnncr. s asletlstlral Area POpui
During this Dreaming workshop, there would be an option to engage a Blue Ribbon Panel
of three to four outside experts in "jump- starting" thinking and brainstorming with the
planning team. Participants could included a mix of both national and local experts and "big
thinkers "We recommend a mix ofthought leaders in education, conservation, sustainability,
attractions and tourism or economic development, depending on your vision and strategic
issues."-
The design team will concurrently be exploring improvements to the site and facility and
testing new concepts and ideas relative to what was learned in the Discovery phase. This
part of the design planning is a truly iterative process with a wide range of images and ideas
being shown, explored, put on the map, maybe being tossed aside and then going through
again until certain concepts and the framework of a facility plan that everyone can coalesce
around begins to emerge.
As the full designteam explores options, It will be important thatZA provides a business and
financial filter to ensure fiscal sustainability. 2004 2.005 2006 2602 4608
Informed by our visitor services research from Discovery,, during this phase ZAwould explore ZooKnoxvil le - MarketPeneirationAnalysis
a host of possible alternatives to increase revenues and bottom -line income for the Zoo
without significantly Increasing overhead expenses. New or expanded revenue initiatives,
which have successfully worked for many of ourzoological clients, could include:
Visitor experiences
Pricing strategies
Member related strategies
Food, retail, and rental strategies
• Education and conservation programs
From this work and discussions, we would create an opportunities thesis and matrix that
would begin to identify, rank and prioritize ideas based on factors such as mission fulfillment
and fit; capacity; Income potential; demand; and impact on Zoo staff.
Key Deliverable:
Opportunities Matrix
PHASE III: REALITY: "WHAT CAN WE GET DONE ?"
The work conducted in the previous phases now leads to the development of business
goals. Once again using the workshop model, the planning team will develop and prioritize
a list of preliminary goals. It Is assumed that the goals will include those specific areas of
Interest, Issues and opportunities identified to date and could include areas such as: regional
destination; animal care & management; financial stability, efficiency and effectiveness,
education, civic asset /economic impact, but will be expanded or modified based on the
outcomes of the prior planning workshops.
All improvement and enhancement ideas from the design team will be tested relative to the
opportunities and priorities Identified throughout the process and howthese improvements
can help the Zoo achieve its strategic goals. We would also test the concepts through a
community input session or by sharing the concepts online to gain public input into the
preliminary plan ideas presented and gain feedback as required or requested by the Zoo.
Key Deliverable:
Business Goals
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PHASE IV: ACTION "HOW DO WE GETTHEREY'
During this phase, the team will develop the Strategic Business Plan which Integrates the data collected
during the previous phases and links to the facility concept plan, In developing this document, ZA would:
Outline the business plan -of- action for the Zoo ( financial, private /public operational
and capital funding)
Confirm phasing and timing of identified projects
Summarize experience, retail, food /beverage, and program opportunities that
enhance visitor services and revenue opportunities
Develop projections and assumptions for attendance, operating revenues and
expenses, including admissions pricing structure
Identify cooperative funding (capital investment and operating) strategies forthe
public /private partnership,
The strategic business plan would include.
Market opportunities and programs
Revenue programs: earned (visitor per capita) and contributed (membership,
annual funds, sponsorship, etc.)
Alternative management (third -party vendors for food, gift, and concessions);
Attendance and operating projections
Pricing strategy based on the market profile and fit with the overall strategic
direction
Per capita visitor spending related to admissions, food, retail, rides, and experiences;
Marketing recommendations
Public /private partnership recommendations
Staffing plan /organizational recommendations
• Overhead operating expense allocations
Key Deliverables:
Implementation Plan
• Strategic Business Plan
Operations Plan
Attendance and Operational Projections
As needed, we would work with the design team to refine the fall ity m aster plan at this stage.
Utilizing site concept plans, the planning team would provide direction as to the phasing,
collection, and exhibit improvements. Phasing strategy will be linked to the business plan to
develop revenue and attendance projections.
The plan will also offer specific recommendations for continuing to develop a healthy and
effective public /private partnership between the City and Friends as a cooperative team:
The final step In the process would be to develop the implementation plan. Atthis stage, ZA
would provide a basic model template and facilitate a process with Zoo leadership, Board
and staff to identify the action steps and measures required to turn the plan Into reality,
POST -PLAN WORK
While our work and the final plan will Include marketing recommendations and summary
economic impacts, if more extensive work on these elements Is desired, it would take place
after the master planning process is complete.
Each of these elements is a project unto itself, requiring specific inputs, methology, and
research, This work would have a separate and additional fee beyond the strategic master
planning scope.
'oa , •
Economic Impact
The goal of an economic Impact study is to determine the extended "ripple' effects of an
institution, organization, or business on its economic environment. Zoo Advisors would
conduct this study in two phases:
PHASE 1: ORIENTATION
Purpose: To discuss and agree on client communications and products, and to gain a deeper
understanding of the goals and priorities of this specific analysis. Tasks would include the
following:
On -site meeting and conference calls with the client team and any related
stakeholders to discuss the project, goals and objectives, as well as factors upon
which to focus in the work program.
Collect previously completed reports, attendance (by type -like school groups) and
member statistics, CIS mapping information, and other data as it pertains to the
proposed analysis, including available tourism market figures, demographics, and
economic data.
Product: Fuller understanding of project goals, priority Issues, responsibilities, and any
potential Issues that should be addressed or avoided. Elements of the following work plan
could be refined or modified at this point to insure the best product.
PHASE 2: ECONOMIC AND FISCAL
Impact Study
Purpose: To provide an independent evaluation of the economic and fiscal impact of this
project. Assessment elements could include:
Direct Benefits and Costs - estimate direct employment, earnings, operational
spending, potential property tax and sales tax, and retail sales capture by the
development.
Multiplier Impacts - include an assessment of the multiplier impact of the proposed
development, focusing on the re- spending of direct economic activity in the local
economy, which will support additional jobs and wages.
Spending by out -of -town visitors to the zoo.
Product: An assessment of the range of fiscal and economic benefits and costs associated
with the proposed project.
MARKETING PLAN
If a full marketing planning project is desired after the strategic plan is completed, Zoo
Advisors would conduct the project as follows.
PHASE I: BACKGROUND
The purpose of Phase I Is to determine the exact status and trajectory of the Zoo's current
marketing Initiatives in order to set the stage for new strategies that support the strategic
plan's goals.
While a large portion of the background work from strategic planning would carry over, we
would conduct a narrower and more detailed assesment of current and historical marketing
plans and activities, as well as the competitive environment in which the Zoo operates.
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PHASE 2: MARKETING S.W.O.T. SITUATIONAL ANALYSIS
In this Phase I, we would re- approach our S.W.O.T. analysis from the strategic plan with a
specific eye towards marketing strategies.
We would conduct interviews with stakeholders inside and outside the Zoo, including
marketing staff,senior leadership, local rnarket experts, and community members to develop
a more refined picture of the environment in which the Zoo operates and competes.
PHASE 3: RECOMMENDATIONS AND PLANNING
During the final phase, we would hake specific recommendations to bolster weaknesses,
and address opportunities and threats Identified in Phase II.
Each recommendation would come with specific supporting evidence, creating a case for
how it will grow the Zoo's reach and impact In the market.
After presenting our recommendations in a mid - project meeting, we would work with
project leads to create a full marketing plan that details agreed-Upon strategies and their
budgetary implicatlonss, including a marketing calendar outilining deployment timing.
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3 0 CLR I JANUARY6,2017
PHASE 2: MARKETING S.W.O.T. SITUATIONAL ANALYSIS
In this Phase I, we would re- approach our S.W.O.T. analysis from the strategic plan with a
specific eye towards marketing strategies.
We would conduct interviews with stakeholders inside and outside the Zoo, including
marketing staff,senior leadership, local rnarket experts, and community members to develop
a more refined picture of the environment in which the Zoo operates and competes.
PHASE 3: RECOMMENDATIONS AND PLANNING
During the final phase, we would hake specific recommendations to bolster weaknesses,
and address opportunities and threats Identified in Phase II.
Each recommendation would come with specific supporting evidence, creating a case for
how it will grow the Zoo's reach and impact In the market.
After presenting our recommendations in a mid - project meeting, we would work with
project leads to create a full marketing plan that details agreed-Upon strategies and their
budgetary implicatlonss, including a marketing calendar outilining deployment timing.
206V_t1
(Lk I JANUARY 5, M17 2 Ibl} SAMiA A 14 A. 100 1 MA S E ER FLAN „�
Page
Appendix
Resumes
33
• CLR Design
• Zoo Advisors
Additional SubconSUltants
CASp Scope and Fee Breakdown
43
Certifications
45
Non- Collusion Affidavit
Non- Lobbying Certification
Non- Discrimination Certification
(Lk I JANUARY 5, M17 2 Ibl} SAMiA A 14 A. 100 1 MA S E ER FLAN „�
2 Wt 3
Gregory Dykstra, AIA, LEER AP BD +C
PRINCIPAL
Ra D E 5 1 G N
A Registered Architect, Greg has been working in zoo planning and design with
CLR for over twenty -five years. He has led numerous design teams on projects
or zoos
PROFESSIONAI EXPERIENCE SELECTED PROJECT EXPERIENCE
Prl ncipal and Project Director 2001- Present
ranging from innovative multi- species exhibits with rich storylines to large -
MASTER PLAN
scale entry complexes boasting both state -of- the -art active animal exhibits
AFRICAN GRASSLANDS
and visitor amenities, Greg, a LEED (Leadership In Energy and Environmental
CLR Design
Design) accredited professional, is particularly interested in helping zoos define
-
and implement "campus ecology" — the rebuilding and operating of zoos in a
_
sustainable way, a complement to the conservation and education mission
or zoos
PROFESSIONAI EXPERIENCE SELECTED PROJECT EXPERIENCE
Prl ncipal and Project Director 2001- Present
MASTER PLAN
MASTER PLAN
Architect 1496- Present
AFRICAN GRASSLANDS
ELEPHANTLANDS
CLR Design
Omaha's Henry Dearly Zoo
Oregon Zoo
Philadelphia, Pennsylvania
Omaha Nebraska
Portland, Oregon
EDUCATION
SEAL &SEA LION EXHIBIT
MASTER PLAN
ENTRY, GRIZZLY & OTTER EXHIBIT
TOYOTA ELEPHANT PASSAGE
Bachelor of Architecture,
THE BIRDHOUSE AT RIVERBANKS
ENTRANCE & PREDATOR RIDGE
Temple University
NDOKI FOREST
Denver Zoo
Bachelorof Science in Architecture,
Riverbanks Zoo
Denver, Colorado
University of Michigan
Columbia, South Carolina
MASTER PLAN
PRO €ESSIONAI. REGISTRATION
MASTER PLAN
Mesker Park Zoo
Colorado, District of Columbia, Florida, Illinols,
TIGERS OF THE FOREST REALM
Evansville, Indiana
Indiana, Louisiana, Maryland, Michigan,
MEIJER GRIZZLY BEAR EXHIBIT
Minnesota, Missouri, Nebraska, New Jersey,
JANDERNOA TREETOPS OUTPOST
GIANT PANDA EXHIBIT
New York North Carolina, Ohio, Pennsylvania,
John Ball Zoo
CANADIAN WILDERNESS
South Carolina, South Dakowjennessee,
Grand Rapids, Michigan
ELEPHANT FEASIBILITY STUDY
Texas, Utah, Wisconsin, Oregon, Ontario
TUNDRA TREK
------
UAE WORLD DESERT
Toronto 200
AFFILIATIONS
NORTH KENYA SAFARI
Toronto, Canach
The American Institute of Architects
M Ain Wildlife Park &Resort
Al Ain, Abu Dhabi, JAL
TRAILS OF AFRICA
Ontario Association of Architects
Birmingham Zoo
NCARB
THE NATIONAL ELEPHANT CENTER
Birmingham, Alabama
U.S. Green Bundling Council
Okeechobee, Florida
A STEP INTO AFRICA
Association of Zoos and Aquariums
TAKIN EXHIBIT
CRATER LODGE &AFRICAN EXHIBITS
World Association of Zoos and Aquariums
ASIA TRAIL - PHASE II
Seneca Park Zoo
-
Smithsonian National Zoological Park
Rochester, New York
HONORSANDfWARDS
Washington DC
2015 AZA Top Honors Exhibit Award -
AFRICAN RIFT VALLEY
Operating Eudgets Under $5 million
FACILITYMASTER PLAN
Cheyenne Mountain Zoo
Snow Monkeys
Fresno's Chaffee Zoo
Colorado Springs, Colorado
Great Plains Zoo
Fresno, California
2009 GAZA Baines Award for Outstanding
Achievement
MASTER PLAN
Tundra Trek
Dubai Zoo
Toronto Zoo
Dubai, UAE
2006 AZA Exhibit Award
Entrance & Preclator Ridge
Denver Zoo
2004 AZA Significant Achievement Award
African Rift Valley
Cheyenne Mountain Zoo
2002 AZA Significant Achievement Award
The Birdhouse at Riverbanks
Riverbanks Zoo & Garden
'} -1
SA�97A APIA ZOi
Gregg Leicester, ASLA, LEED GA
ASSOCIATE
D E 5 1 G N
Gregg Leicester, ASLA is a Registered Landscape Architect with 15 years of
professional experience in zoo planning and design. Gregg has assisted in
the design and management of a wide variety of projects ranging from small
animal exhibits to large campus master plans. He has worked closely with many
zoological institutions in developing comprehensive facility master plans that
provide sound development strategies for short -term and long -range projects.
PROFESSIONAL EXPERIENCE
SELECTED PROJECT EXPERIENCE
Project Manager 2004 - Present
MASTER PLAN
Landscape Architect 2001 Present
ELEPHANT LANDS
CI.R Design
Oregon Zoo
Philadelphia, Pennsylvania
Portland, Oregon
EDUCATION
UAE WORLD DESERT'
bachelor of Science- Landscape Architecture
NORTH KENYA SAFARI
Rutgers,The State University of New Jersey
OASISWORLDDESERTAMPHITHEATRE
CHILDREN'S DISCOVERY GARDEN
AFFILIATIONS
Al Ain Wildlife Park & Rosen
U.S, Green Coundi [.EEO Goren Associate
At Ain, Abu Dhabi, UAE
American Society of Landscape Architects
HAROLDC.SCHOT'T EDUCATION CENTER
Association of Zoos and Aquariums
MASTERPLAN
World Association of Zoos and Aquariums
Cincinnati Zoo& Botanical Garden
_._._...____._......_..-........._... .._..._...._...- ....�_.___..__.
Cincinnati, Ohio
AWARDS
2016 AZA Top donors Exhibit Award-
AFRICAN GRASSLANDS
Operating budgets Undei$5 million
CONSERVATION ACADEMY
Penguin Coast
Omaha's Henry Doorly Zoo
Maryland Zoo In Baltimore
Omaha, Nebraska
1009 AZA SIgnlficant Achievement Award
AFRICAI
Wotonf Grasslands Reserve
MASTER PLAN
North Carolina Zoo
Toledo Zoo
1997 ASLA Merit Award
Toledo, Ohio
Rutgers University
-------- ._..__.._.__
WATANI GRASSLANDS RESERVE
North Carolina Zoological Park
Asheboro, North Carolina
PENGUINS ROCK
Tennessee Aquarium
Chattanooga, Tennessee
MASTER PLAN
PROMENADE
Kansas City Zoo
Kansas City, Missouri
CtR ( JANUARY 6, 2017
ROCKYSHORES
AFRICAN SAVANNA.
MASTER PLAN
ELEPHANT ENCOUNTER
UTAH TRAIL
Utah's Hogle Zoo
Salt Lake City, Utah
MASTER PLAN
ANIMAL CARE COMPLEX
Palm Reach Zoo
West Palm Reach, Florida
TRAILS OF AFRICA
Birmingham Zoo
Birmingham, Alabama
FACILITIES MASTER PLAN
Fresno's Chaffee Zoo
Fresno, Californ la
MASTER PLAN
Dubai Zoo
Dubai, United Arab Emirates
AFRICAN PENGUIN
PRAIRIEDOG70WN
GIRAFFE FEEDING STATION
TRAIN PROJECT
AVIARY
ELEPHANT BARN RENOVATION
The Maryland Zoo In Baltimore
Baltimore, Maryland
FACILITIES MASTER PLAN
Cheetah Conservation Fund
Namibia, Africa
MUSEUM OF LIVING ART
Fort Worth Zoo
Fort Worth, Texas
Larry Dame
ASSOCIATE
PROFESSIONAL EXPERIENCE
Exhibit Designer
CLR Design
Philadelphia, Pennsylvania
ED D E S I G N
Larry Dame is an Exhibit Landscape Designer with over 30yeais experience in zoo
planning and design. As one of CLR's most experienced exhibit designers, Larry
assists in overall design development and production on most projects. lie never
Pots a line down on paper that has not proven to actually work.
SELECTED PROJECT EXPERIENCE
1987- present ELEPHANTLANDS
MASTER PLAN
Oregon Zoo
__..__........... Portland, Oregon
EDUCATION
Master of Landscape Architecture
University of Virginia
Bachelor of Science - Ai didecture
University of Virginia
AFFILIATIONS
Association of Zoos and Aquariums
World Association of Zoos and Aquariums
AWARDS
2016 AZA Top Honors Exhibit Award -
Operating Budgets Under $5 million
Penguin Coast
Maryland Zoo In Baltimore
2012 AZA 5ignifcant Achievement Award
African Elephant Crossing
Cleveland Metroparks Zoo
2011 AZA Exhibit Award
Museum of0ving Art
Fort Worth Zoo
2011 AZA Significant Achievement Award
Giants orthe Savanna
Dallas Zoo
2009 CAZA Saines Award for Outstanding
Achievement
Tundra Trek
Toronto Zoo
2002 AZA Significant Achievement Award
The Birdhouse at Riverbanks
Riverbanks Zoo & Garden
1995 AZA Exhibit Award
Northern Trail
Woodland Park Zoo
AFRICAN GRASSLANDS
MASTER PLAN
Omaha's Henry Doody Zoo
Omaha, Nebraska
AFRICA
Mesker Park Zoo
Evansville, Indiana
FACILITY MASTER PLAN
Fresno's Chaffee Zoo
Fresno, California
THE NATIONAL ELEPHANT CENTER
Okeechobee, Flodcla
LAE WORLD DESERT
NORTH KENYA SAFARI
At A]n Wlldllfe Park & Resort
At Ain, Abu Dhabi, UAE
MONSOON JUNGLE
CONGO MOUNTAIN
GIANTS OFTHE SAVANNA
Dallas Zoo
Dallas,Jexas
ASIATRAIL -PHASE It
Smithsonian National Zoological Park
Washington, DC
GORILLA FOREST
POLAR BEAR ODYSSEY
Como Park Zoo
Saint Paul, Minnesota
TRAILS OF AFRICA
Birmingham Zoo
Birmingham, Alabama
AVIARY
SNOW LEOPARD & SEA LION EXHIBITS
Toledo Zoological Gardens
Toledo, Ohio
2 96-lbb
TOYOTA ELEPHANT PASSAGE
PRIMATE PANORAMA
Denver Zoo
Denver, Colorado
TIGERS OF THE FOREST REALM
John gall Zoo
Grand Rapids, Michigan
AFRICAN ELEPHANT CROSSING
Cleveland Metroparks Zoo
Cleveland, Ohio
AFRICAN SAVANNA
ROCKYSHORES
Utah's Hogle Zoo
Salt Lake City, Utah
CANADIAN WILDERNESS
TUNDRATREK
Toronto Zoo
Toronto, ON, Canada
MASTER PLAN
TEXAS WILDI
MUSEUM OF LIVING ART
Fort Worth Zoo
Fort Worth, Texas
THE BIRDHOUSE AT RIVERBANKS
NDOKI FOREST
Riverbanks Zoo & Garden
Columbia, South Carolina
NORTHERN TRAIL
Woodland Park Zoo
Seattle, Washington
MASTER PLAN UPDATE
CHIMPANZEES OFTHE MAHALE MTN$.
RED APES OF THE RAINFOREST
Los Angeles Zoo
Los Angeles, California
A STEP INTO AFRICA
CRATER LODGE & AFRICAN EXHIBITS
GENESEETRAIL
ROCKY COASTS OF THE WORLD
Seneca Park Zoo
Rochester, New York
_CC l
S turd A ,1N A 1001 N1 A ST E R P LA N ,J ..l
John R. Collins
PROFESSIONAL EXPERIENCE
Architectural Designer
& Illustrator 2009 - Present
CLR Design
Philadelphia, Pennsylvania
EDUCATION
Bachelorof Archltective,
Pennsylvania State University
ACADEMIC EXPERIENCE
Visiting Critic 2008 -2009
Philadelphia University - Landscape Architecture
Philadelphia, Pennsylvania
Visiting Critic 1996,2007,2009
Temple University- Landscape Architecture
Philadelphia, Pennsylvania
Studio Instructor 2006
University of the Arts- Museum Design Dpt.
Philadelphia, Pennsylvania
HONORS AND AWARDS
2011
design Award
PA /DE ASLA Chapter -
Sunset Park, PA is Ocean City, MD
1998
Alumni AchievementAmard
Penn State College of Arts and Architecture
1997
First Place- National competition
Little Bighorn Indian Memorial
1992
Fist Place'Wee.rGarden"- National Competition
United States Botanic Garden
1966
First Place -State Competition, India
John Stewaidson Traveliing Fellowship
1986
Creative Achievement Award
Penn State College of Arts and Architecture
„} t CLP I JANUARY 0, 2017
D E S I G N
With 25 years of experience as a project manager and architectural designer, John
has been Integrally involved in projects ranging from performing arts centers,
campus master plans, museum additions to zoo exhibits and public artworks. In
addition to his work as an architectural designer, he specializes in hand -drawn
renderings which have proven a useful cool throughout CLR's design process, as
well as forfundraising tools for donors. His understanding of design, Construction
and materials are art invaluable resource that enables his drawings to introduce
a. sense of reality to projects that are in a very preliminary stage of development.
SELECTED PROJECT EXPERIENCE
MASTER PLAN
MONSOONJUNGLE
Denver Zoo
CONGO MOUNTAIN
Denver, Colorado
EDUCATION CENTER
MASTER PLAN
AFRICAN GRASSLANDS
Dallas Zoo
MASTER PLAN
Dallas,Texas
Omaha's Henry Doody Too
Omaha, Nebraska
AFRICAN SAVANNA
MASTER PLAN
ELEPHANT LANDS
ROCKY SHORES
MASTER PLAN
CONSERVATION RESOURCE CENTER
Oregon Zoo
THE BEASTRO
Portland, Oregon
Utah's Hogle Zoo
Salt Lalte City, Utah
TRAM SHELTER
MASTER PLAN
ENTRY &SNOW MONKEY EXHIBIT
Cleveland Metroparks Zoo
Great Plains lob
Cleveland, Ohio
Sioux Falls, South Dakota
GORILLA FOREST
MASTER PLAN
POLAR BEAR ODYSSEY
Fort Worth Zoo
Como Park Zoo
t=ort Worth,Toxas
Saint Paul, Minnesota
CONSERVATION GARDEN
TRAILS OF AFRICA
ENTRYVILLAGE
Birmingham Zoo
Palm Beach Zoo
Birmingham, Alabama
West palm Reach, Florida
MASTER PLAN
Dubai Zoo
Dubai,UAE
2.58 -t7
DAVID WALSH
President & Chief Advisor
Principal and Founder David Walsh is an expert at helping
institutions understand and link business and financial
strategies with enhaiced experiences and facilities,
His expertise was built through a successful career in
the nonprofit, corporate, and entrepreneurial worlds,
focusing on business management issues, finance,
organizational dynamics, and governance. Over the
course of a 25 -year career, David has assisted more than
65 clients - including 40 zoos - with the development of
strategic plans, marketing studies, financial planning,
feasibility analyses, and governance studies. For the
past decade, he served as an independent consultant
to provide his planning and management expertise to
nonprofits. In launching Zoo Advisors, David sought
to provide a direct and responsive relationship to his
clients. David lies conducted numerous workshops on
strategic visioning, mission development, and opportunity
identification for nonprofit boards, leadership teams,
entire staff groups and external stakeholders, He. has also
joined with design teams to link master planning with the
financial and business aspects of a project. Prior to his
work in the nonprofit arena, David launched a successful
Internet -based travel business, which he built front
an idea to a company serving thousands of r-ustomers
nationwide. He also operated a consulting company
that assisted corporate clients in managing the new
product and business development process - including
idea generation, market research, business planning,
and product rollout. His corporate experience includes
careers at DECO Energy, where he led the planning and
implementation of several new businesses, and at Verizon
Communications, where he identified emerging markets
and promoted communication services.
David would act as the chief consultant on this
project, overseeing at( strategic and business
planning aspects.
EDUCATION
Bachelor of Marketing
University of Scranton
296-9h
Current Projects and Completion pates
Bergen County Zoo
Governance and Strategic Planning // Apr. 2017
Chattanooga Zoo
Business Planning // May 2017
Henry Vitas Zoo
Strategic Planning // Feb, 2017
Knoxville Zoo
Business Planning /% Apr. 2017
Nantucket Aquarium
Feasibility Study // Apr, 2017
Red River Zoo
Strategic Master Planning // Feb. 2017
Saint Louis Zoo
Business Planning // Jan. 2017
Availability for Santa Ana: 75%
I : .-.-)t
KATHY WAGNER
Senior Advisor
Kathy Wagner apptios 30 years of leadership to her rote
as a consultant. Her services include strategic planning,
education and interpretive programming, organizational
development, meeting facilitation, fundrafsiang,
grant writing, and evaluation. As Vice President for
Conservation and Education at the Philadelphia Zoo,
Kathy led herteam in developing numerous award -
winning programs.
She served as Project Director /Principal Investigator
for three National Science roundation grants and was
the founder and leader of a four- museurn collaborative,
working with 13 different community partners. Kathy also
expanded the Zoo's international conservation program,
instituted a sustainabllity Initiative, and developed
the Zoo's first botanical collection plan. Her Zoo
experience also extended to the area of visitor services
and fundraising and development, where as interim
Vice President, she managed all individual, corporate,
capital, and major gifts functions. Kathy has consulted
with zoos, museurns, botanical gardens, interpretive
canters, and other non- profits throughout the country
and has served on community and professional boards,
including the Association of Zoos and Aquariums, Visitor
Studies Association, Schuylkill Center for Environmental
Education, AwbutyArboretum Association, New Jersey
Academy for Aquatic Sciences; Kathy was also founding
Chair of the Smithsonian Environmental Research Center
Advisory Board.
Kathy would act as a key strategic consultant on this
project, tending her expertise in mission focus and
conservation education.
EDUCATION
Master of Arts, Classical Languages
Vittonova University
38- CI.R I JAMUARY6,2017
2 "t!J9
Current Projects and Completion Dates
Rosamond Gifford Zoo
Interpretive Planning %/ Jan.2017
Availability for Santa Ana: 80%
ZACHARY WINFIELD
Director of Analysis & Marketing
Zachary Winfietd brings an expansive set of skulls to Zoo
Advisors gained through a multi - faceted career in the
zoo, consulting, and business worlds. He has extensive
experience conducint business analysis, membership
and guest services assessments, marketing strategy,
and fundraising programs for zoos, aquariums, and other
non- profit organizations.
Zach has special expertise in data analysis, reporting, and
strategies. lie focuses on guiding organizations through
the process of choosing and implementing systems
to integrate departments, remove sitos and maximize
resources. In addition, his anatytical background
complements and supports the strategic and business
planning initiatives for Zoo Advisors' clients. With a
deep and abiding love for data analysis, Zach is expert at
extracting meaningful and actionable information from
large datasets. lle has spearheaded the creation of Zoo
Advisors' proprietary dataset, which overlays more than
a decade of zoo industry performance and development
data with economic, demographic, and climatological
from a variety of other sources.
Zach found his niche as the Membership & Marketing
Director at Reid Park Zoological Society in Tucson, AZ,
where he oversaw the membership and marketing
operations, and shepherded the Zoo through an
organization -wide restructure of information systems, He
further developed his expertise as a consultant working
with zoos, aquariums, and other non - profits throughout
the United States,
Zachary Wautd act as the lead analyst, providing
advanced analytics in finances, industry trends, and
market data.
EDUCATION
Bachelor of English
Skidmore Catlege
2� -id b
Current Projects and Completion Dates
Akron Zoo
Economic Impact Study // Jan. 2017
Chattanooga Zoo
Business Planning // May 2017
Knoxville Zoo
Business Planning // Apr. 2017
Nantucket Aquarium
Feasibility Study // Apr. 2017
Saint l.ouis Zoo
Business Planning // Jan. 2017
Availability for Santa Ana: '70%
((1
tf,r1 IA dPoA NU I MASILR PI A!,] 7
lqjff
Sharad Ganju
As an Associate and Project Managerwith the Los Angeles office ofl KPFF, MY, Ganju
is responsible for client contact, establishment of fees and schedules, supervision of
Ass ocir1e
engineering and drafting personnel, project design and production, overall project
coordination and construction administration. He is experienced In development of
projects from the early feasibility planning stages, through design and permitting,
and through construction, Sharad joined KPFF in 2006. He has more than thirteen
EDUCATION
years of experience as a civil engineer.
Master of Science
-
CivilEngineeringRutgers
» Member of the core KPFF leadership team responsible for running the company's
State University of New Jersey
Los Angeles office and leading its expansion and growth strategy.
Co-lead the biggest group of LA office -20 +people, Responsible for employee
Bachelor of Civil Engineering,
salaries, bonuses, performance reviews, hiring /firing
Center for Environmental
Design, construction and management of urban Infill projects with combined
Planning &Technology
construction cost of $2.8 Billion
India
» Handpicked to lead a team of KPFF and sub - consultants on a major 140 -acre
$213 LA County project. Delivered record profit exceeding 25%+ beating industry
REGISTRATIONS
standard of 10 % -15%.
Professional Civil Engineer, CA
» Launched new market sector for LA office- Dept. of VA Contracts in CA and NV
region, Grew federal work market by 20 %,
AFFILIATIONS
» Write business proposals for new projects (average project budget $25M -F)
American Society of Civil
Engineers
» Lead new project pursuits and represent KPFF in Interviews, client /owner and
public entity presentations
» 100%+ expansion in new business on a yearly basis through client and owner
relationships
» Developed Influential relationships with property owners and lead architects;
grew repeat business
» Spearheaded the hiring program from entry level to experienced candidates
» 0% Employee Turnover in the group for more than 3 years
» Managed overall project coordination between clients, architects, consultants
and public agencies
» Led negotiations with City and County of Los Angeles'public works department
for permit approvals with 100% success rate
» Lead Civil Engineering Peer Reviewer for Department of Veteran Affairs' Projects in
Western US
» Part of the thinktank to further company's Initiative In RIM expertise/services and
utility Infrastructure modeling
» Grew project profitability by implementing detailed budgeting and cost control
strategies at all stages of project development
» staff
Lead and supervise a team of project managers, engineers and support sta
�y
JrtJ at1 I innuaavv.Zan
b29ig1+ 1 SANTA ANA 200 1 MASTER PLAN 41
2
Vice President of Creative Design Associates, based in City of Industry,
CA. Assisting clients regarding the Americans with Disabilities Act (ADA)
and California accessibllity standards, ADATransition Plan services, and
accessible design.
Since 2008, one of California's first Certified Access Specialists (CASp),
based on experience and testing criteria administered by the Division of
the State Architect.
Since 2014, on behalf of the International Sign Association, alternate
delegate to the ICC /ANSI Committee on Accessible and Usable Buildings
and Facilities, contributing to creation of the 2015 Edition of the ANSI
Al 17.1 Accessibility Standard.
Consultant technical assistance to attorneys and other clients to assist
in the resolution of lawsuits, complaints, and claims related to State and
Federal access laws,
PROFESSIONAL REGISTRATIONS
Licensed Architect, C -26299
State of California, 1996
Accessibility Inspector/ Plans Examiner, 1063102
International Code Council, 2010
Certified Access Specialist, CASp -023
State of California, Division of the State Architect (DSA), 2008
Certified Safety Assessment Program Evaluator, State of California
No, SAPV61774, Office of Emergency Services (Cal DES), 2006
No. 68862, Emergency Management Agency (Cal EMA), 2011; Cal OES,
2016
Historic Preservation Professional Background:
Fulfills the Secretary of the Interior's Professional Qualifications
Standards for Historic Preservation Professional (Architecture and
Historic Architecture) pursuant to the Code of Federal Regulations, 36
CFR Part 61, Appendix A.
Affiliations:
Member of the American Institute of Architects
Member of the National Association of ADA Coordinators
Founding Member of the Certified Access Specialist Institute
Member of ASTM Committee F08 on Sports Equipment and Facilities
C D/A 17528 Rowland Street 2nd Floor
Member of the Association for Preservation Technology International
CpEAIV5DRII�� City of Industry, CA91748
Specialties: Accessibility Consulting Services, Historic Preservation,
A55. CPT$ 626,913,8101
Architectural Design.
b29ig1+ 1 SANTA ANA 200 1 MASTER PLAN 41
2
KPJ Consulting
Jacqueline Chan I Senior Cost Manager
Pounded in 2014, KPJ consulting is MBE /WBE certified. Jacqueline, the President of
KPJ Consulting, has more than 19 years of experience In the construction industry. She
has worked on a variety of project types, including higher education, government,
hospitals, laboratories, K -12 schools, hospitality, residential, and industrial facilities
with budgets ranging in value frorn less than $1 million to more than $200 million.
In her role as a Senior Cost Manager for design teams, Jacqueline is especially skilled
providing accurate budgets at the early programming and conceptual phases of a
project when that accuracy is critical to a project ultimate success, She achieve that
through early advice during design phase and create functional solutions to meet
budget expectations. She also has a detailed knowledge with regards to mechanical,
electrical and plumbing Issues.
Zoo and Masterplanning Experience
Senlor Cost Estlmetor
2015
Vision Agua Caliente Spa & Hotel Masterplan, Palm Spring, CA
This project consists of two ground -up boutique hotel towers with about 150 roams in
Palm Spring. It has a 2 storey Spa & Fitness facilities include a banquet, bars,
conference facilities, restaurant, retail and below grade basement. Other amenities
Include an above grade parking and connecting to existing Casino facilities.
Jacqueline is the cost estimator during the masterplan phase.
2014 -2005
Los Angeles Zoos, Los Angeles, CA
Provided various cost estimating supports and change order analysis for Rain Forest of
the Americans and Los Angeles Zoo Elephants of Asia.
Jacqueline is the cost estimator during her employment at Cumming.
CSU San Jose Campus Athletic Masterplan, San Jose, CA
The project consists of a master plan with two design options to update athletic
facilities — tennis courts, golfing range, baseball stadium, track & soccer complex,
softball field, support facilities and amenities.
Jacqueline Is the cost estimator for the masterplan phase during her employment at
Cumming.
Autry Resource Center, Los Angeles, CA
The project consists of renovation and three significant additions to the building to
house additional gallery, art storage space and a central courtyard lobby inviting
guests into the museum.
Jacqueline is the cost estimator for the schematic phase during her employment at
Cumming.
Jacqueline Chan
4 C L R I J,1t1U411Y6 2 017 2 Wt 3
Years of Experience: 19
Education:
Master of Business Administration, Royal
Melbourne Institute of Technology
University
Grenoble School of Management,
Innovation Management
Bachelor of Science, Construction
Economics /Quantity Surveying, Royal
Melbourne Institute of Technology
University
Computer Skills
Electronic Takeoff —BIM, On- Screen
Takeoff
Certifications
MBE /W BE /CBE
County of Los Angeles
CBE program ID: 85500
MBE /WBE
CCA File No: 12585
DBE
CUCP File No: 42787
Language
English, Chinese.
Professional Affiliations:
• Member, American Society of
Professional Estimators
Member, Royal Institute of
Chartered Surveyors
• Board Member, The Association
for Strategic Planning
Item
Description
Fee
CASp Inspection
CBC / ADA of all visitor
$8,610
facilities, visitor amenities
and visitor circulation path.
CASp Study Report
Description of items not
$18,050
in compliance, location,
photo, code violation, cor-
rective action.
Mapping (optional)
Map of zoo identifying
$6,630
items not in compliance.
Project Management
$2,800
QA QC
$2,800
CASp - Architect Meetings
1$3,600
Total Fee: $35,860
Total Fee + Optional Mapping Services: $42,490
2619264 SANTA 01 A 2001 MA{ HHP[AN Al i
t 7 UWE I r t .�
Item _.. Fee _.
Project Management
QAQC
CASp Meetings
Facilities _ I Inspection +
Treetops_ Exhibit (Tamarin)
Primate Row
Jacl<LynchAviary _
SAZOO Rental Area {
Tropical Rainforest
Bald Eagle
Sloth /Saki Monkey Iguana -
Conservation Education Theater
Childrens Memorial Garden
Camel
Giant Anteater
Tierra De Las Pampas Grasslands Exhibit Area
Colors of the Amazon Aviary (Ibis /, Whister Ducks)
Amazon's Eduge (Screamers / Howlers)
Amazon Rental Area
Zoo Offices
North 40 (Exmoor Pony)
Playground
Exploration Outpost Interactive Corner
Fosez Office
Train Depot
Train Rental Area
Depot Plaza
Carousel
ITT / Canon Amhitheater
Crean Family Farm
Farm House
Carriage House
Pat John's Classroom
Rabbit & Duck
Goat / Sheep Yard __... -..
Education Station
Fowl Exhibit
Picnic Area
Main Entrance
'Amphitheater' Rental Area
Overflow Parking
Chestnut Avenue Parking I
First Aid
Restrooms (3) _!
Tickets
Grft Shops _(3)
Informationi
Telephones
Wagon Rentals
Refreshments (3)
Water Fountains (4)....
Path of Travel
Total Feel
44 CLR I JANUUY G, 2017
2 i ' -'`65
$2,800X
$z,800.0
$3,O00.0
ection +
arts + Mappin£
$1
RR'Repira l'III:
4. Certification,
APPENDIX
ATTACHMENT 3 -1c NON- COLLUSION AFFIDAVIT
CERTIFICATIONS
CITY OF SANTA ANA
REQUEST FOR PROPOSALS
FOR
SANTA ANA ZOO MASTER PLAN
RFP NO.: 16 -131
NON -C OLLUSION_AFFIDAWIT
(Title 23 United States Code Section 112 and
Public Contract Code Section 7106)
To the CITY OF SANTA ANA DEPARTMENT OF PUBLIC WORKS
In accordance with Title 23 United States Code Section 112 and Public Contract Code 7106 the BIDDER declares that the bid
is not made in the interest of, or on behalf of, any undisclosed person, partnership, company, association, organization, or
corporation; that the bid is genuine and not collusive or shun; that the BIDDER, has not directly or indirectly induced or
solicited any other BIDDER to put in a false or sham bid, and has not directly or indirectly colluded, conspired, connived or
agreed with any BIDDER or anyone else to put in a sham bid, or that anyone shall refrain from bidding; that the BIDDER has
not in any manner, directly or indirectly, sought by agreement, communication, or conference with anyone to fix the bid price
of the BIDDER or any BIDDER, or to fix any overhead, profit, or cost element of the bid price, or of that of any other
BIDDER, or to secure any advantage against the public body awarding the contract of anyone interested in the proposed
contract; that all statements contained in the bid are true; and, further, that the BIDDER has not, directly or indirectly,
submitted his or her bid price or any breakdown thereof, or the contents thereof, or divulged information or data relative
thereto, or paid, and will not pay, any fee to any corporation, partnership, company association, organization, bid depository,
or to any member or agent thereof to effectuate, a collusive or sham bid.
Note: The above Non- collusion Affidavit is part of the Proposal. Signing this Proposal on the signature portion
thereof shall als rsGtr nature o£ Non - collusion Affidavit. BIDDERS are cautioned that malting a false
certificalL ct the ce; J er t 1 ninal prosecution.
Signed
State of L
County of
Subscribed and sworn to (or affirmed) before me on this _ 5 day of januar , 2017, by Karen E. Marshall ,
proved to me on the basis of satisfactory evidence to be the person(s) who appeared before me.
, %il
Notary Public Signature
0oia TN0PwcNNRYLV r
NC9TARIAL SEAL.
I
Notary Public Seal AREN E. MARSHALL., Notary public
City of Phitamphia, Phila. County
COMMISA00 Cxpires April 27, 202
AS
SA?!llt Ail ',A PJO N5A5 rER PLK�PI -: 1
2���b��
46 CLR I JANUA2Y6,2011
- -01
AU
APPENDIX
ATTACHMENT 3 -2: NON - LOBBYING CERTIFICATION
CERTIFICATIONS
CITY OF SANTA ANA
REQUEST FOR PROPOSALS
FOR
SANTA ANA ZOO MASTER PLAN
RFP NO.: 16-131
The prospective participant certifies, by signing and submitting this bid or proposal, to the best of his or her knowledge and
belief, that:
No federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any
person for influencing or attempting to influence an officer or employee of any federal agency, a Member of
Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with
the awarding of any federal contract, the making of any federal grant, the making of any federal loan, the
entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or
modification of tiny federal contract, grant, loan, or cooperative agreement.
2. If any funds other than federal appropriated funds have been paid or will be paid to any person for
influencing or attempting to influence any officer or employee of any federal agency, a Member of Congress,
an officer or employee of Congress, or an employee of a Mernber of Congress in connection with this federal
contract, grant loan, loan or cooperative agreement, the undersigned shall complete and submit a "Disclosure
of Lobbying Activities ".
This certification is it material representation of fact upon which reliance was placed when this transaction was made or
entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by Section
1352, Title 31, U. S, Code. Any person who fails to file the required certification shall be subject to a civil penalty of not less
than $10,000 and not more than $100,000 for each such failure.
The prospective participant also agrees by submitting his or her bid or proposal that he or she shall require that the language of
this certification be 'included in all lower tier subcontracts, which exceed $100,000 and that all such sub recipients shall certify
and disclose accordingly.
Finn
Sign(
Title.
Date lanuary 5 2017
296 %b A A %F ZUO j MAST @R I A[I /i %
0
48 CLR I 1FlN OANY 6, 2017
2 "'69
APPENDIX
ATTACHMENT 3 -3: NON - DISCRIMINATION CERTIFICATION
CERTIFICATIONS
CITY OF SANTA ANA
REQUEST FOR PROPOSALS
FOR
SANTA ANA ZOO MASTER PLAN
RFP NO.: 16 -131
The undersigned consultant or corporate officer, during the performance of this contract, certifies as follows:
1. The Consultant shall not discriminate against any employee or applicant for employment because of race,
color, religion, sex, or national origin. The Consultant shall take affirmative action to ensure that applicants
are employed, and that employees are treated during employment without, regard to their race, color,
religion, sex, or national origin. Such action shall include, but not be limited to, the following:
employment, upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or termination;
rates of pay or other forms of compensation; and selection for training, including apprenticeship. The
Consultant agrees to post in conspicuous places, available to employees and applicants for employment,
notices to be provided setting forth the provisions of this nondiscrimination clause.
2. The Consultant shall, in all solicitations or advertisements for employees placed by or on behalf of the
Consultant, state that all qualified applicants will receive consideration for employment without regard to
race, color, religion, sex, or national origin.
3. The Consultant shall send to each labor union or representative of workers with which he /she has a
collective bargaining agreement or other contract or understanding, a notice to be provided advising the said
labor union or workers' representatives of the Consultant's commitments under this section, and shall post
copies of the notice in conspicuous places available to employees and applicants for employment.
4. The Consultant shall comply with all provisions of Executive Order 11246 of September 24, 1965, and of
the rules, regulations, and relevant orders of the Secretary of Labor.
5. The Consultant shall furnish all information and reports required by Executive Order 11246 of September
24, 1965, and by rules, regulations, and orders of the Secretary of Labor, or pursuant thereto, and will permit
access to his/her books, records, and accounts by the administering agency and the Secretary of Labor for
purposes of investigation, to ascertain compliance with such rules, regulations, and orders.
6. In the event of the Consultant's non - compliance with the nondiscrimination clauses of this contract or with
any of the said rules, regulations, or orders, the contract may be canceled, terminated, or suspended in whole
or in part and the Consultant may be declared ineligible for further Government contracts or federally
assisted construction contracts in accordance with procedures authorized in Execution Order 11246 of
September 24, 1965, and such other sanctions may be imposed and remedies invoked as provided in
Executive Order 11246 of September 24, 1965, or by rule, regulations, or order of the Secretary of Labor, or
as otherwise provided by law.
The Consultant shall include the portion of the sentence immediately preceding paragraph (1) and the
provisions of paragraphs (1) through (7) in every subcontract or purchase order unless exempted by rules,
2544 1;� 6 5ANTA ANA Z00 I MASTER PLAN 4
regulations, or orders of the Secretary of Labor issued pursuant to Section 204 of Executive Order 11246 of
September 24, 1965, so that such provisions will be binding upon each subcontract or purchase order as the
administering agency may direct as means of enforcing such provisions, including sanctions for
noncompliance; provided, however, that in the event the Consultant becomes involved in, or is threatened
with, litigation with a subconsultant or vendor as a result of such direction by the administering agency, the
Consultant may request that the United States enter into such litigation to protect the interests of the United
States.
8. Pursuant to California Labor Code Section 1735, as added by Chapter 643 Slats. 1939, and as amended,
No discrimination shall be made in the employment of persons upon public works because of race, religious
creed, color, national origin, ancestry, physical handicaps, mental condition, marital status, or sex of such
persons, except as pr 'de action 142 d any consultant of public works violating this Section is subject
to all the penalties e�J,for a latio the Chapter.
Signed:
Title:
Firm: CLR Design, Inc.
Date: January S, 2017
r
50 a_R I iao-:unrve.zon
2'-'Y 1
25B -72