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SECTION 4— RISK MANAGEMENT PLAN A complete list of all pre-identified risks that the Vendor does not control. Identified Risk 1: Park improvement cost escalation beyond projected budgets Staff has indicated that cost projections were updates prior to issuance of the RFP and budgets were adjusted accordingly. Still, as indicators of economic activity suggest more construction activity in the coming years,the city might expect costs to increase. LHB will assess estimated costs at the concept plan stage of every park's development using internal and, if necessary, external information sources. Internal review of cost projects will utilize historical data for similar Solution Strategy: construction projects and in-house staff with significant construction cost estimating experience. If necessary, especially for non-typical improvements and unique construction, LHB will contact two to three qualified contractors to review the work and understand the likely range of potential costs. Using that information, LHB will work with staff to assess costs and distribution of investments across the system to ensure alignment with funding mechanisms. We will also encourage the final design consultants to perform an independent assessment of the costs of implementation based on the final design/construction document drawings. Identified Risk 2: Failure to gain agreement on a solution for a new park in southwest Roseville In the Master Plan, no conclusion is reached on a specific or preferred direction for a park in this part of the community. However,the Master Plan and the city's Comprehensive Plan clearly indicate the need for a park in southwest Roseville and articulate policy aimed at the creation of suitable park resources for those residents. LHB intends to use the Master Plan (and the Comprehensive Plan) as a starting point for discussions—general and intensive—with residents in that part of the community. We recommend a Solution Strategy: neighborhood-based charrette (an intensive design workshop) as a method of directly engaging those residents in pursuit of a solution. The key, we believe, is to invest people in the process of finding a reasonable answer, and charging them with responsibility to assisting the city in defining appropriate solutions. While a charrette was not a part of the Master Plan engagement activities, it seems wholly appropriate that it be used for this specific park improvement. Details of a charrette will be determined with staff during the public engagement definition task(Task 2 in the Project Schedule). Identified Risk 3: Lack of performance by consultants selected for parks projects The goal of the city's renewal program is implementation of improvements to the community's parks and recreation system. The citizens of Roseville Solution/Strategy: benefit by having these improvements accomplished earlier in the process, and consultants selected to assist in the process of delivering the improvements need to be aligned with that direction.