HomeMy WebLinkAboutAttachment B: Parks & Recreation Master Plan Goals, Strategies and RecommendationsATTACHMENT B
Parks and Recreation Master Plan Goals, Strategies and Recommendations
April 7, 2006
Vision: Strive for exceltence in our parks and recreation system to reflect and serve the
unique values and qualities of our community.
Goals:
1 Maintain and protect our parks and recreation facilities and programs.
2 Become economically sustainable.
3 Fill in the gaps in our parks and recreation system.
4 Reach out to a broader range of the community, especially under- represented
populations.
5 Be a community-wide leader in environmental sustainability.
6 Enhance our quality of life.
Maintain and protect our parks and recreatian faci6ties and programs.
Strategies:
lA Secure additional and stable funding for pazk maintenance to meet preferred
maintenance standazds and improve the appearance and function of parks and
recreation facilities.
Fiscally Constrained
o Ensure recreation facilities (centers, fields, etc.) are safe, accessible, amactive, and
functional.
o Continue to identify potential efficiencies and values in outsourcing work.
o Pursue a vaziety of funding sources for long-term operations and maintenance.
Action/ Vision
o With the availability of additional funding, improve maintenance levels in our pazks.
1 B Create priorities for park and recreation facility maintenance on the basis of need,
condition, usage, and type.
Fiscally-Constrained
o Monitor use of recreation facilities to help determine future needs.
o Complete an asset inventory of each pazk.
o Continue playground audits to create priority lists for R and R and improvements.
o Focus improvements on playgrounds and irrigation systems.
o Prepare recreation center management plans using the Asset Inventory and Capital
Replacement Database to quantify maintenance and capital replacement needs.
o Continue to monitor use and revenue potential at each recreation center.
o Reseazch using synthetic turf on playing fields to extend use, simplify maintenance, and
conserve water.
Action/ Vision
o Prepare management plans for all pazks, playgrounds, natural lands and undeveloped
pazks. Use the Asset Inventory and Capital Replacement Database to quantify
maintenance and capital replacement needs.
o Develop zones of caze around playgrounds and picnic azeas, etc. that would help
prioritize work plans and work load.
o Renovate satellite fields at East Boulder Community Pazk and Hazlow Platts Park.
1C Increase collaborative efforts to maintain and beautify parks.
Fiscally Constrained
o Work with the Boulder Reservoir Watershed Management Group to develop
comprehensive management plan guidelines.
o Utilize jail crew, volunteers and volunteer groups for park maintenance.
o Continue to collaborate with the Colorado Chautauqua Association and the Open Space
and Mountain Parks Department in developing priorities for the historic district of
Chautauqua Pazk.
Action/ Vision
o Restore the annual and perennial flower program using creative funding and collaborative
efforts.
2 Become economically sustainable.
Strategies:
2A Secure adequate and stable funding sources, leverage resources, and develop
long-term partnerships.
Fiscally Constrained
o Consider retaining rental income or a percentage of fees at each facility to fund
renovation and refixrbishment and capital projects.
o Evaluate the structure of development excise taxes, including exclusions for commercial
development.
o Explore the concept of implementing a special taxing district for Pazks and Recreation.
o Collaborate with other city departments and other agencies to find efficiencies and avoid
duplication of services.
o Enhance our working relationships with organizations and other departments that own or
lease the lands we maintain.
o Seek reimbursement from other departments, such as the libraries, transportation and
utilities, to reduce the costs to the department of maintaining their lands. Determine the
direct costs for maintaining these properties, and consider chazging other departments for
labor and materials.
o Consider changing the structure of how budgets aze allocated among city departments.
Convene a workgroup including other city departrnents and the BVSD to discuss
assigning maintenance and management responsibilities according to expertise.
o Clazify intergovernmental agreements (responsible parties and levels of service)
o To reduce duplication of efforts, coordinate with other city departments to determine
responsibilities for trees on all public property.
Action/ Vision
o Seek approval for a permanent sales tax for Pazks and Recreation.
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2B Restructure Recreation Activity Fund financing to incorporate the Core Services
Business Plan Model.
Fiscally Constrained
o Evaluate annually the attendance and cost recovery of each recreation program and
activity, and adjust offerings as needed.
Action/ Vision
o Preserve and enhance core recreation programs.
o Expand special district funding beyond downtown.
o Adopt a cost recovery policy based on Core Services Business Plan.
o Phase in increased General Fund support as necessary.
o Ensure the future sustainability of recreation programs and facilities.
2C Develop new enterprises and public-private partnerships to generate revenues and
leverage resources.
Fiscally Constrained
o Prepaze a pazking-use study to determine if fees could help fund enhancements to pazks
and playgrounds at Scott Carpenter, Eben Fine, and Chautauqua Parks. Ensure that
recommendations from the study aze not punitive to pazk users.
o Strengthen partnerships with clubs and other nonprofits to leverage resources for fields
and programs.
o Strengthen our partnership with BVSD and the University of Colorado to shaze the use of
playing fields, especially at Fairview High School. Find a short-term solution that allows
the department to make improvements at city facilities.
o Evaluate the lease agreement with BVSD for use and maintenance of the Scott Carpenter
baseball field.
o Re-evaluate the BVSD Joint-Use Agreement in 2006 to maximize efficiencies and
collaborative efforts. Deternvne both short-term and long-term solutions to gaps in
maintenance funding and to dividing rasponsibilities. Improve inspection of each
agency's work.
o Analyze BVSD Athletic Facilities Needs Assessment recommendations, including raising
the education excise taa~ (EET) rate and conducting regulaz meetings between city staff
and BVSD staff.
o Look for revenue-enhancing potential (including more efficient operation) to restore pool
hours and extend the outdoor pool season.
o Consider finding a major (possibly commercial) sponsor for the reservoir.
o Develop a business plan for key recreation facilities and special use azeas (such as dog
pazks).
o Evaluate the use of certificates of participation to finance capital improvements at
Flatirons Golf Course and the Boulder Reservoir.
o Use creative fundraising strategies for recreation programs and facilities. Work with the
city leadership to achieve a more creative "menu" of fundraising strategies.
Action/ Vision
o Collaborate on building multi-purpose fields (especially at Valmont City Park) to meet
common needs.
2D Invest in pazks and recreation facilities and programs that offer opportunities to
increase revenues.
Fiscally Constrained
o Upgrade the reservoir's aging docks, walkways, parking lots.
o Replace the reservoir's aging equipment including boats used for rentals.
Action! Vision
o Convert underused space into program space for populaz programs, especially at the Iris
Center, SBRC, and NBRC.
o Consider an expansion, refurbishment, or alternative recreation uses at SBRC to enhance
revenue potential.
o Consider permanent bleachers at Pleasant View's championship field.
2E Promote economic vitality for the city through revenue-generating activities and
attractive parks and recreation facilities.
Fiscally Constrained
o Work with user groups to host revenue-producing events and to encourage cooperation
rather than competition for fields and resources.
o Pursue special events that influence economic vitality and tourism
2F Attract more top quality competitive events.
Fiscal-y Constrained
o Work with the county to ensure continued legal access for special events on county roads.
o Enhance revenues by mazketing the golf course for more special events.
Fill in the gaps in our parks and recreation system.
Strategies:
3A Identify and obtain maintenance funding for undeveloped parks to complete
development of undeveloped or partially developed community, neighborhood
and pocket parks.
Fiscally Constrained
o Implement the process for creating priorities to determine the order of pazk development.
o Re-allocate .25-cent tax funds to allow some high-priority parks to be built in the near
future.
3B Create partnerships to accelerate development of undeveloped pazks, and include
Boulder residents in the process of planning and designing parks and recreation
facilities.
Fiscally Constrained
o Consider partnering with the Colorado Chautauqua Association to upgrade restrooms at
Chautauqua Pazk.
o Educate the community on how to create collaborative park development partnerships.
o Implement collaborative opportunity provisions to encourage community partnerships
beyond the current land-lease option
o Pursue collaborative opportunities for pocket pazk acquisition and development.
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o Put in place provisions to encourage community partnerships (beyond the current land-
lease option).
o Educate community members on successful partnerships and ways to partner with the
city.
3C Incorporate social, economic, and environmental sustainability impact filters into
planning and designing parks and recreation facilities.
3D Periodically evaluate existing parks to determine potential enhancements.
Fiscally Constrained
o Review and update Foothills Community Pazk Master Plan.
Action/ Vision
o Replace restrooms and picnic shelters at North Boulder Park and Martin Park.
o Enhance Scott Carpenter Pazk by upgrading the irrigalion system and replacing the sun
shelter, sidewaiks, and turf damaged by the 2002.drought.
o Develop new rest rooms for yeaz-round use at Hazlow Platts Community Park and Scott
Carpenter Pazk. Replace sidewalks at HarlAw Platts Community Pazk.
o When funding allows, review existing neighborhood parks to determine additional
elements that would help create great public gathering places.
o Address pazking problems at Spruce and Scott Carpenter pools.
o Identify future capital funds to impzoue concessions, entrances, and signage at Spruce
and Scott Carpenter pools.
o Explore significant improvements to Scott Carpenter pool, such as zero-depth entry and
spray amenities.
o Upgrade bike path water fountains on the Boulder Creek Path.
3E Identify a strategy and funding options for developing Valmont City Pazk.
Fiscally Constrained
o Review and update Foothills Community Pazk Master Plan.
Actiau/ Vision
o Anaiyze the feasibility of building only a portion of Airport Road to open up Valmont
Pazk sooner for development.
o Explore the feasibility of partnering with the BVSD to develop multipurpose spor[s fields
at Valmont Pazk using education excise taac funding.
o Consider opportunities for other land-lease recreation development projects at Valmont
Pazk using a rigorous screening process.
o Consider implementing smaller projects at Valmont Park, such as community gardens or
the dog pazk, and pursue Great Outdoors Colorado (GOCO) funding for them.
3F Periodicaily evaluate geographic distribution of ciry park land to ensure service
azea guidelines and their implementation benefit all residents as Boulder's
population grows and changes in density.
Fiscalty Constrained
o Continue to assess future needs for Area III lands.
o Continue to participate in the city planning process for the Transit Village to ensure that
park needs aze addressed.
o Assess the need for new pazks and recreation facilities as the city matures.
o Analyze additionalland acquisition for future pocket pazks and more urban plazas in
redeveloping neighborhoods.
o Prepare policies and criteria for accepting donated pazk land and for transferring or
selling sites that aze inappropriate for pazks and facilities.
Action/ Vision
o Ensure that funds aze available to respond to unanticipated opporiunities.
o Ensure pazk land is reserved before new development is proposed.
o Ensure appropriate pazk sizes to serve neighborhoods.
Reach out to a broader range of the community, especially under- represented
populations.
Strategies:
4A Provide additional opportunities for underserved populations, to include but not
be limited to older adults, low-income youth and families, persons with
disabilities, and non-English speaking residents by collaborating with other city
departments, BVSD, and community agencies.
Fiscally Constrained
o Maintain existing partnerships with community agencies serving at-risk youth, seniors,
and people with physical and mental disabilities.
o Reach out to the Spanish-speaking populaUOn by providing materials in Spanish and
more bilingual staff.
Action/ Vision
• Maintain quality programs at the four housing sites (Kalmia, Glen Willow,
Broadway/Iris-Hawthorne and Manhattan)
• Find more space to accommodate our growing numbers
• Create a middle school summer program
• Expose YSI participants to program areas not traditionally accessed by the Latino
population (i.e., golf, sailing, tennis)
• Bring more families to our centers by offering special days at reduced rates
• Find money for entry fees into races offered this summer (Bolder Boulder, Sunrise
Stampede)
• Find money for specialized equipment such as running shoes and swimsuits
• Fill the prograznming age gap of 5-6 yeaz olds
• Increase programming for our largest age group (I1-15 yr. olds)
• Create a job training program for teens (both documented and undocumented)- especially
for those non-college bound youth
. Make centers more desirable to our families (low income housing) by creating signage
and classes in Spanish
• Obtain money for more specialized classes for YSI participants such as photography,
mountain biking, skiing etc.
• Identify space for a teen center
• Outdoor basketball court at NBRC
4B Ensure equity in access to facilities, programs, and services by creating and
adhering to an Accessibility and Inclusion policy.
Fiscally Constrained
o Provide cleaz and consistent policies and fair fees at all recreation centers.
Action/ Vision
o Keep fees as low as possible to provide services to the broadest possible range of
residents and to maintain a competitive edge with other private and municipal recreation
centers.
o Ensure adequate public access to facilities (balance "special use" or rentals with public
access), especially at prime time.
o Ensure adequate general public swim hours and community access.
o Identify funds to create a comprehensive recreation scholarship program for qualified
residents in need of financial assistance.
o Provide a scholarship program or other types of assistance to improve access for low-
income residents.
4C Increase financial support of the Youth Services Initiative to ensure its long-term
sustainability.
o Provide recreation programs and activities for preteen and teens, assuring that all
residents have access to citywide services such as the Youth Services Initiative.
4D Adapt to community redevelopment and changing demographics, including aging
and non-English speaking populations, to ensure that pazks and recreation
facilities, programs, and services meet the social, economic, and environmental
needs of the community.
Fiscally Constrained
o Monitor disc golf partieipation rates at Harlow Platts.
o Review the Recreation Program Plan (currentiy being developed) annually to ensure the
plan aligns with our mission and the community's needs.
o Continue to work with the cycling community to pursue new opportunities and
partnerships.
Action/ Vision
o Conduct further studies of potential disc golf sites, including an analysis of costs and
environmental and wildlife impacts.
o Update the needs assessment in five yeazs to determine whether the need for disc golf
space has increased.
o Develop a comprehensive program, service and facility evaluation system that includes
assessing community needs through feedback such as community forums and surveys.
4E Maintain high-quality programs and services for people with disabilities.
Fiscally Constrained
o Develop New Foundation for EXPAND Fund raiser (SOlc3)
o Seek reimbursement from other agencies for inclusion services
o Do a needs assessment- seek grant opportunities for "Trends in Community TR"
Action/ Vision
o Develop a fully accessible formal playground at the reservoir.
o Offer programs with the BVSD (schools)
o Offer programs or services with rehabs/hospitals/VA seek insurance funding
o Build a Ropes Course at the Reservoir
o Obesity prograznming- leisure education: partner with wellness/fitness/sports
o Ice program at One Boulder Plaza
o Improve/ increase camp facilities and shelters ( within the licensing guidelines)
o Increase playground/pazk accessibility and accessible features
5 Be a community-wide leader in environmental sustainability.
Strategies:
SA Collaborate with other city departments and the community to improve or expand
multi-modal transportation (pedestrian, bicycle and transit) connections to pazk
and recreation facilities.
Action/ Vision
o Collaborate with other departments to "green" the city and enhance physical connections
by adding street trees, benches, and other elements that encourage pedestrian activity.
o Participate in a multi-department work group to discuss improving connections to pazks,
recreation facilities, and civic, historic, and cultural places with pedeshian and bike paths,
public transit, and other alternative modes.
SB Employ environmentally sustainable practices in landscape management,
including water-conservation efforts, low-water plant materials, integrated pest
management, and in equipment purchases, such as hybrid vehicles and electric
mowers.
Fiscally Constrained
o Continue to revise policies, design guidelines, and management plans to achieve greater
environmental sustaanability. Improve recycling azid reduce water use, energy
consumption, and reduce waste generation. Develop consistent practices for similar land
pazcels or types with other city departments such as OSMP, Greenways, and Public
Works.
o Establish conservation goals and a conservation practices program to achieve sustainable
conditions for soil, water, air, plants, animals and humans on a11 nahual park lands.
o Create imgation priorities for assets, and develop a water-allocation priority plan based
on stages of drought.
o Continue to explore the use of ditch water to reduce the use of municipal treated water.
o Continue to develop a landscape design philosophy that incorporates zones of low-water
use. Use fewer annuals in landscaping. Use `Plant SelecY list as guideline.
o Consider low-water turf alternatives or synthetic turf at appropriate locations.
o Continue to collaborate with the city's Water Conservation Office and the Center for
Resource Conservation to provide public education on conserving water on private
property
o Develop department IPM plans following the city's IPM policy.
o Manage lands for long-term ecological diversity and sustainability.
Action/ Vision
o Upgrade irrigation systems to use water more effectively and efficientiy.
SC Reduce the city's impact on greenhouse gas emissions by enhancing the city's
urban forest.
Fiscally Constrained
o Pursue new partnerships with private donors and organizations to plant additional trees in
city street rights-of-way.
Action/ Vision
o Develop an Urban Forest Management Plan for trees on public property.
o Add new trees to streets and parks.
SD Collaborate with the city's Facilities Asset Management (FANn Division to
develop high-performance pazk and recreation facilities by improving energy
efficiency and energy conservation, and using recycled or sustainably produced
building products.
Action/ Vision
o Achieve high performance building standazds for new projects.
SE Collaborate with other city departments to manage urban wildlife.
Fiscally Constrained
o Enhance environmental sustainabiliTy by integrating "best management practices" for
wildlife conservation and integrated pest management (IPM) with urban land use and
development.
o Develop a prairie dog mitigation strategy.
o Continue to be a partner in developing and implemenUng the Urban Wildlife
Management Plan.
o Collaborate with local and regional land-management agencies.
Action/ Vision
o Create land-use management and development policies and strategies within the
framework of the Urhan Wildlife Management Plan. Implement work plans that
incorporate city, state, and federal regulations.
6 Enhance our quality of life.
Strategies:
6A 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.
6B Communicate to the entire community the importance of recreation, fitness, and
play in a balanced life.
Fiscally Constrained
o Improve customer service through staff training, incentives, and accountability.
Action/ Vision
o Develop a comprehensive, coordinated signage program and consistent department
image.
o Explore developing a Boulder version of the Boston Freedom Trail through signage and
way-finding that links pazks, natural features, and historic and civic places. Use this trail
system as an educational opportunity and mazketing tool for the city.
o Develop a public information program for conservation practices that promotes health
and wellness of the natural environment as well as public safety.
o Serve as a"clearinghouse" for recreation programs provided by the department and other
agencies and organizations.
o Increase community outreach and mazketing efforts to enhance the departmenYs image
and appeal to a broader range of residents.
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