HomeMy WebLinkAboutMaster Plan Goals & StrategiesAttachment A
Master Plan Goals and Strategies
2.9.06
The Parks and Recreation Department and the Pazks and Recreation Advisory Board created
Master Plan goals with the help of data and public involvement. The following six goals express
our ideals and will direct our efforts over the next 10 yeazs. They reflect our community's values
and conespond to the city council's goals related to community sustainability, economic vitality,
diversity, transportation, and the environment. The strategies for each goal indicate.steps the
department will take to accomplish the goals. Specific actions related to these strategies are
included in Chapter 4 for pazks and recreation facilities and programs, and in Chapter 6 for
funding. The performance measures [preliminary listed belowj suggest indicators the
department will use to assess accomplishments toward the goals.
Goal: Take care of what we have.
Strategies:
o Seek additional and more stable funding for pazk maintenance to meet higher
maintenance standazds, improve the appeazance and function of pazks, and support the
department's efforts to enhance revenue-producing facilities.
o Create priorities for pazk and recreation facility maintenance on the basis of need,
condition, usage, and type.
o Increase collaborative efforts to maintain and beautify parks.
o Conduct user evaluations of parks and recreation facilities to help determine priorities for
maintenance needs.
Potential Performance Measures:
o By 20??, increase pazk and recreation facility maintenance levels to meet prefened
standazds.
o On an annual basis, increase collaborative efforts involving volunteers, neighborhood
groups, and community, education, and business organizations, demonstrating increases
through volunteer hours and description of collaborative projects and their results.
o By 20??, increase investments in and returns from revenue-producing facilities.
Goal: Become more economically sustainable.
Strategies:
o Secure adequate and more stable funding sources and long-term collaborations to
eliminate the department's budget shortfall, lessen the effects of economic downtums,
and leverage resources.
o Continue to identify costs and efficiencies in facilities, programs, and services.
o Restructure Recreation Activity Fund financing to incorporate the Core Services Business
Plan Model.
o Evaluate the structure of development excise taxes, including exclusions for commercial
development.
o Seek approval for a permanent sales tax for Parks and Recreation.
o Invest in parks and recreation facilities and programs that offer opportunities to increase
revenues.
o Promote economic vitality for the city through revenue-generating activities and
attractive parks and recreation facilities.
o Develop new enterprises and public-private partnerships to generate revenues and
leverage resources.
o Evaluate the use of revenue bonds and/or certificates of participation to finance capital
improvements at Flatirons Golf Course and the Boulder Reservoir.
o Explore the concept of implementing a special taxing district for Pazks and Recreation.
Potential Performance Measures:
o On an annual basis, maintain City Council-approved Core Services Business Plan cost-
recovery rates.
o On an annual basis, evaluate the number and results of new fundraising and sponsorship
efforts.
o On an annual basis, quantify the economic impact of Parks and Recreation special events
to Boulder's economy.
o By 20??, increase development excise taxes by 25 percent.
o By 2008, develop business plans for the Boulder Reservoir and Flatirons Golf Course.
o By 2010, pursue the renewai of the .25 sales ta7i.
Goal: Fill in the gaps in our parks and recreation system.
Strategies:
o Identify and obtain maintenance funding for undeveloped pazks.
o Create partnerships to accelerate development of undeveloped pazks.
o Incorporate social, economic, and environmental sustainability impact filters into
planning and designing parks and recreation facilities.
o Include Boulder residents in the process of planning and designing pazks and recreation
facilities.
o Develop management plans for each pazk site.
o Complete development of undeveloped or partially developed neighborhood and pocket
pazks.
o Periodically evaluate exisring pazks to determine potential enhancements.
o Identify a strategy and funding options for developing Valmont City Pazk.
Potential Performance Measures:
o On an annual basis, reduce backlog of undeveloped pazks and facilities.
o On an annual basis, complete two new park-site management plans and update two
existing management plans.
Goal: Reach out to a broader range of the community.
Strategies:
o Increase public awazeness of pazks and recreation facilities and programs via community
outreach and other marketing efforts.
o Ensure equity in access to facilities, programs, and services by creating and adhering to a
Leiswe Equity policy.
o Collaborate with other city departments, BVSD, and community agencies to provide
additional opportunities for underserved populations, to include but not be limited to
older adults, low-come youth and families, persons with disabilities, and non-English
speaking residents.
o Identify funds to create a comprehensive recreation scholarship program for qualified
residents in need of financial assistance.
o Increase values associated with performance measurements for participants in the Youth
Services Initiative (YSI) program.
Performance Measures:
o On an annual basis, increase by ? percent the number of department staff who aze
bilingual.
o On an annual basis, maintain or increase by 5 percent the number of program
registrations.
o On an annual basis, maintain or increase by 5 percent the number of recreation center
passes and daily fees processed.
o On an annual basis, maintain or increase by 5 percent the number of visitors to outdoor
pools.
o On an annual basis, maintain or increase by ? percent the number of children and youth in
after-school recreation programs.
o On an annual basis, maintain or increase by ? percent the number of children and youth in
summer recreation programs.
o On an annual basis, maintain or increase by ? percent the number of older adults
registered for recreation programs and activities.
o On an annual basis, increase by ? percent the number of facility pass and punch cazds
sold to older adults.
o On an annual basis, increase by 10 percent the number of facility pass and punch cazds
distributed to low-income youth and families.
o On an annual basis, increase by ? percent the number of scholarships or other subsidies
provided to residents in need.
o On an annual basis, maintain or increase by 5 percent the number of EXPAND
participants.
o On an annual basis, maintain or increase by 10 percent the number of YSI participants.
o On a quarterly basis, increase YSI youths' involvement in their neighborhood by
completing a minimuxn of one community service project per site.
o On an annual basis, increase by 5 percent the YSI youths' self-evaluation scores by
encouraging active participation in the program.
o On an annual basis, increase by 10 percent YSI participants' enjoyment of arts and
recreation through participation in the program.
o On an annual basis, increase by 5 percent YSI participants' ability to make positive life
choices.
Goal: Protect our environment.
Strategies:
o Collaborate with other city departments and the community to improve or expand multi-
modal connections to pazk and recreation facilities.
o Employ sustainable practices in landscape management and equipment purchases.
o Reduce the city's impact on climate change (or greenhouse gas emissions) by enhancing
the city's urban forest.
o Collaborate with the city's Facilities Asset Management Division to develop high-
performance patk and recreation facilities by improving energy efficiency and energy
conservation, and using recycled or sustainably produced buiiding products.
o Assess the results of using sustainable landscaping approaches in pazks, including water-
conservation efforts, low-water plant materials, and integrated pest management.
o Collaborate with other city departments to manage urban wildlife.
Potential Performance Measures:
o By 200?, increase collaborations with other city departments to improve access and
linkages to parks and recreation facilities, such as trails or greenways built or enhanced
for alternative transportation, including walking and biking.
o By 2008, increase by 50 percent the number of recycling stations in city pazks and
outdoor recreation facilities.
o By 2009, install wildlife-proof trashcans in all city pazks west of Broadway.
o By 2011, increase by ? percent the number of alternate-fuel vehicles in the department's
fleet.
o By 2011, increase to 150 the number of trees planted each year.
o By 2011, increase by ? percent the purchase of zero-emissions small equipment such as
leaf blowers and weed whips.
o By 20??, fuel half of the departmenYs facility-energy use by nonpolluting sources such as
wind or solaz.
o By 2011, reduce by ? percent energy use in recreation facilities.
Goal: Enhance our quality of life.
Strategies:
o Adapt to changing demographics and community redevelopment to ensure that parks and
recreation facilities, programs, and services meet the social, economic, and environmental
needs of the community.
o Provide benefits to the community by promoting physical fitness and healthy habits,
especially to young people, older adults, low-income youth and families, persons with
disabilities, and non-English speaking residents.
o Communicate to the entire community the importance of recreation, fitness, and play in a
balanced life.
Potential Performance Measures:
o On a biannual basis, assess the satisfaction of pazks and recreation programs and services
patrons with the goal of achieving at least an 85 percent satisfaction response rate.
o By the last quarter of each year, produce a departrnent annual report summazizing
quality-of-life performance indicators.
Goal: Become a nationally recognized model for parks and recreation
facilities and programs. [suggested by City Council, 2.7.06]
Strategies:
o Restore the appeazance and function of developed parks and recreation facilities to higher
(pre-2001) standazds.
o Improve the use of assets and technology.
o Pursue new economic sustainability strategies through entrepreneutial efforts.
o Collaborating with the community, develop innovative pazks and recreation facilities.
o Align all pazks and recreation development plans to the community's vision for
participating in innovative programs and activities, preserving the environment, and
conserving energy, water,and other naturalresources.
Performance Measures: To be determined