HomeMy WebLinkAbout05.08.13 PRAB Study Session
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CITY OF BOULDER
PARKS AND RECREATION ADVISORY BOARD STUDY SESSION
STUDY SESSION DATE: May 8, 2013
SESSION TITLE: 2013 Master Plan Study Session-Draft Action Plan Discussion
PRESENTERS:
Kirk Kincannon, CPRP, Director, Parks and Recreation
Alice Guthrie, Recreation Superintendent
Jeff Dillon, Parks and Planning Superintendent
Abbie Poniatowski, Senior Business Manager
Jeff Haley, Planning Manager
Alison Rhodes, P&R Master Plan Project Manager
1. PURPOSE OF STUDY SESSION
The primary purpose of the study session is to provide input on the strategic actions
of the BPRD master plan. This includes
1. Review of the six strategies that have been identified through the community
process
2. Review of the policies and long-range goals for each of the six strategies
3. Discussion of the actions related to each of the goals outlined for each strategy
4. Discussion of critical actions required within the first year to begin
implementation of the master plan.
The process of developing the Master Plan is an important step in the department's
analysis of current conditions and identifying a vision of the future. The final
outcome of the Master Plan Update is important in that it identifies for the
department, City government, and community that BPRD has the need to recreate a
results-oriented and collaborative organization that is creative, innovative and
capable of measured risk taking. The organization must build a team framework of
support and trust in order to provide the park and recreation services the community
needs and the service levels the community expects.
More importantly, the Master Plan Update has clearly identified that in order for
BPRD to align with the priorities of the community under current fiscal
conditions, two notable changes will occur.
• A shift from BPRD directly delivering recreation programs to a role where BPRD
facilitates the delivery of high-priority recreation programs.
• A shift from BPRD developing new parks and facilities with existing funding to
BPRD prioritizing the ongoing operations and maintenance of existing parks and
facilities with existing funding.
11. NEXT STEPS
The master plan process has completed 15 months of community engagement,
research and analysis and is now in the strategic action plan phase. The final
direction for the department will be determined through a series of public hearings
that include:
• PRAB May 20, 2013: First Public Hearing
• City Council May 27,2013: Study Session
• PRAB June 24,2013: Second Public Hearing and Plan Recommendation
• Planning Board July 25,2013: Public Hearing and Plan Recommendation
• City Council August 27, 2013: Study Session Reserved
• City Council September 17, 2013: Public Hearing and Plan Acceptance
ATTACHMENTS
A. 2013 Master Plan Draft Actions
Attachme,-t A
PTA
Strategy #1: Community Health and Wellness
• All BPRD services will emphasize the important and unique mission of the Department to enhance the public health and wellness of the community.
• The Department will provide for Boulder citizen health and wellness through deliberate and thoughtful design of programs, facilities, parks, and services. ~
• The Department will serve as a facilitator, collaborator, and leader with local organizations in efforts to improve the community's health and wetlness.
• BPRD will use a lifecycle management approach in recreation program, and facility asset management to ensure service provision remains aligned with
community interests.
• Park and recreation services are available and accessible to all.
Long Range Goal Actions 2014 1015 ime 2037 2018 Resources/ Responsibilities Questions/Comments
14 Park and recreation services I. Conduct user satisfaction and use survey.
remain aligned with the public ii. Conduct annual review and evaluation of existing
interest in health and programs to ensure alignment with mission.
wellness. i. Review new programs for fit with department mission.
1-B Parks and facilities will be i. Partner with Transportation and Greenways to enhance
provided to meet and/or connectivity and safe routes to parks and schools,
exceed proximity standards. ii. Review population data to determine distribution by
age, gender, income and ethnicity.
iii. Partner with other agencies (e-g. BVSD) to ensure parks
and playground facilities are within A mile of residents.
1-C Analyze health impacts of i. Review Health Impact Assessment (HIA) best practices
department services. with service provider roundtable members and
together develop health measurements for Boulder.
Link to program objectives.
ii. Communicate annual data findings to community
members and partners.
1,0 Use data to evaluate services L Annually review research on best practices, local and
through a life-cycle approach, national trends.
ii. Develop and implement standardized measurement
and evaluation processes based on identified and
measurable program objectives.
iii- Enact a best practice that requires partners to record
and report information/data that is compatible with
BPRD evaluation frameworks.
1•E Leverage partnerships with i. Organize regular roundtable discussions with key
health providers and allied stakeholder agency/organizations to coordinate
agencies that contribute provision of services and activities.
essential components to the il. Identify key themes to focus roundtable.
overall health of Boulder iii. Implement pilot program collaborations, measure and
evaluate outcomes.
PRAS Study Session 5-8-13 S
Attachment A
Strategy #i2: Taking Care of What We Have 4 11
• BPRD shall ensure adequate resources are available to maintain and operate assets within community sustainability goals by implementing a life-cycle approach.
• An asset management system that tracks asset condition, critical systems maintenance, and repair and rehabilitation requirements will be implemented and used in making park
and facility investment decisions.
• The proposed development of any new park and facility assets shall be evaluated through a feasibility study that includes a needs assessment, user profile, projected
participation analysis, development funding method, lifecycle cost pro forma, and alternative development trade-off analysis.
BPRD shall seek and develop partnerships and opportunities to leverage maintenance and capital building funds.
I Long Range Goal Actions 2014 2015 Time 2017 2018 Resources/ Responsibilities Questitmsfcamrnettts 1 2016
2•A j Reduce maintenance backlog I. Develop Asset Management Program (AMP) and
and identify adequate funding implement a relational database fur built assets as well
to sustain a satisfactory as for urban forestry and natural resources.
Facility Condition Index (FCI). ii. Complete Facility Condition Index (FCI) assessment for
all assets.
iii. Adopt recommended park classifications and settings
to aid in resource allocation, with guidelines and Total
Cost of Facility Ownership (TCFO) for each-
iv. Develop maintenance and safety standards.
v. Develop Forest Management Plan and update urban
tree inventory
.
2-9 Develop an Asset Priority i. Conduct asset priority index assessment using best
Index (API) that emphasizes practices with external stakeholders and public
adequate funding for through annual "Park Report Card" process.
operation and maintenance of ii. Establish depreciation (sinking fund) account for
existing facilities over operations and maintenance of assets.
development of new facilities.
2-C Provide multi-functional, I. Conduct a follow up assessment on Sub-Area Plans to
flexible facilities that can determine if additional facilities are needed.
accommodate a variety of ii. Renovate appropriate current facilities for multi-
unforeseen needs and purpose use.
recreation use trends. iii. Create additional artificial turf rectangular fields
designed for multi-purpose use.
iv. Conduct site planning study for undeveloped acreage
at Valmont City Park to determine best multi-
functional use of space.
v Conduct long-range area study for the development of
Area III to meet future needs.
vi. Conduct Aquatics Feasibility Study.
vii. Conduct Athletics Fields Feasibility Study
viii. Conduct joint facility condition assessment of
recreation centers with Facilities & Asset Management
PRAB Study Session 5-8-13 2
Attachment A
2•D Appropriate data is collected, i. Develop CIP plan to meet LOS recommendations in
analyzed and roviinely used alignment with TCFO using best practices.
to make decisions regarding ii. Develop annual CIP and R&R evaluation process that
asset management and includes regular updates to FCI and API.
budget priorities. iii. Establish FCI target and provide depreciation fund to
allocate 2-5% of current replacement value (CRV) on
an annual basis to maintain desired FCI.
iv. Conduct economic impact study for regional/national
tournaments and events.
PRAB Study Session 5-8-13 3
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Attachment A
Strategy 94: Building Community and Relationships 1':;1 r 1 51 1, fW 1 1
• BPRO shall build community through partnerships that are mutually beneficial, mission focused, and grounded in BPRD guiding principles as demonstrated in parks, facilities, and
programs.
• Parks and recreation services shall be promoted and accessible to all community members.
• BPRD shall use inclusive and transparent community engagement practices that encourage participation by all community members.
Long Range Goal Actions 2014 2015 20 a 2017 2018 Resources/ Responsibilities Questions/Comments
4-A Create and implement a i Establish partnership standards and guidelines and
strategic framework for assign a staff member to manage overall process.
developing and managing ir. Identify partnership needs and actively seek out
community partnerships. partnerships to meet needs.
4-8 Ensure public engagement I. Conduct user satisfaction and use survey.
efforts include outreach to ii. Develop comprehensive list of community groups.
the full community. iii. Develop and Implement communication outreach plan.
iV. Evaluate outcomes of outreach efforts to ensure goals
are met.
4-C Develop relationships with i. Develop and implement outreach program for key
community leaders and stakeholders and groups.
organizations. ii. Establish regular outreach with similar agency leaders
such as OSMP, YMCA, CU, BVSD, etc. as well as
community leaders.
4-D Conduct regular community I. Develop community work groups to identify efficiencies
program analysis to identify and partnership opportunities
gaps or redundancies in ii. Determine programs for shifts in service delivery and
services in order to implement shifts.
coordinate program offerings iii. Evaluate outcomes and shift service provision
or service provision by the accordingly.
appropriate
agency/organization.
4-E Services are promoted and i. Develop an enhanced financial aid program.
accessible to all community ii. Explore opportunities to promote services to non-
members. English speakers.
PRAB Study Session 5-8-13
Attachment A
Strategy #5: Youth Engagement and Activity P-1 11 • BPRD shall enhance the hearth, safety, and overall development of Boulders youth through parks, facilities, and
services.
• BPRD shall support family activities that benefit youth and build a strong sense of community and place.
Long Range Goal Actions 2014 2035 120 a 2017 2018 Resources/ Responsibilities Questions/Comments
5-A Involve youth in civic i. Create joint working group consisting of department
process, including service leadership, PRAB and YOAB members.
learning and decision- ii. Identify new program opportunities and funding
making. requirements.
iii. Implement new programs as recommended and
evaluate outcomes.
5-8 Increase youth participation i. Evaluate existing service and participation levels.
in physical activity and nature ii. Create youth programming work group with
programs. department staff.
iii. Expand outreach to under-represented groups.
iv. Develop enhanced financial aid program.
v. Develop social media plan to encourage youth
engagement.
5-C Increase environmental i. Increase youth participation in department volunteer
awareness and conservation program.
ethics among Boulder youth. ii. Partner with agencies to expand environmental
awareness.
iii. Review the Statewide Comprehensive Outdoor
Recreation Plan (SCORP).
iv. Implement programming partnerships wrth OSMP,
Forest Service and other land management or
conservation agencies.
5-D Balance nature play and i. Adopt nature play design guidelines and standards.
developed areas in parks to
improve youth exposure to
the outdoors.
5-E Leverage partnerships with i. Coordinate with other providers to develop
agencies that serve youth to comprehensive plan that provides for the most efficient
increase participation in all use of resources and optimizes service delivery.
forms of recreation, sport, ii. Partner with youth recreation groups and create a
outdoor activities and play. Youth Sports Commission that reports to PRAB.
PRAB Study Session 5-8-13 8
Attachment A
Strategy #6: Organizational Readiness W 1
• BPRD will ensure the department workforce, structure, and culture is designed and prepared to respond to community needs.
• BPRD will develop a highly effective workforce that will positively impact the community's health and quality of life.
Long Range Goal Actions Time Resources/ Responsibilities Questions/Comments
2014 2015 2016 2017 2018
6-A BPRD's mission, vision and i. Adopt the revised mission, vision, and guiding
guiding principles are clearly principles.
articulated and supported by ii. Develop and implement a department communication
the community. plan.
6 8 Focus on overall workforce i. Identify professional competencies required for each
learning and development position and review bi-annually.
ii. Identify and develop a plan to eliminate competency
gaps in the workforce.
iii. (dorm positions to ensure standards and competencies
are similar at like levels to ensure skills transfer.
iv. Incorporate technical parks and recreation professional
competencies in employee evaluation system and
development plans
6-C Develop a results oriented, i. Develop an organization highly-skilled in cross-teaming.
collaborative, innovative ii. Conduct training in team management and mentorship.
organization. iii. Develop organization performance measures by
functional area (Balanced Scorecard Approach).
iv. Standardize data collection and analysis to achieve
consistent metrics throughout the department.
5-0 Strive for strategic alignment i. Host a regular roundtable with community service
with partnerships and like- providers.
minded organizations. ii. Evaluate all partnerships for alignment with BPRD
mission.
iii. Create a comprehensive shared database with
organizations that includes common goats and action
items to develop collaboration opportunities.
iv. Actively seek out partnerships to meet needs.
PRAB Study Session 5-8-93