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HomeMy WebLinkAboutExecutive Summary1 Executive Summary Iowa City Parks & Recreation Goal Statement Provide a high-quality level of leisure time opportunities, increase the number of people served, improve the quality of program delivery, and advocate the benefits of recreational involvement to the general public. Purpose of this Plan The Iowa City Parks, Recreation and Trails Master Plan is intended to help meet the needs of current and future residents by positioning Iowa City to build on the community’s unique parks and recreation assets and identify new opportunities. The citizen-driven plan establishes a clear direction to guide city staff, advisory committees, and elected officials in their efforts to enhance the community’s parks system, open space, trails, recreation facilities, programs, and services. History of Iowa City Parks and Recreation Department The history of public parks in Iowa City can be traced back to 1839, which shows both College Green Park and North Market Square Park as part of the original city plat. The early history of parks is unclear, but it is known that the original Park Board was established by code around 1905. It would seem that this timing might have had something to do with the acquisition of land in 1906 that became City Park, which remains today as the City’s most popular park, and one of its largest. Organized public recreation began in the early 1930’s. One of few facilities available at the time was a small privately owned and operated swimming pool in City Park known as the “Big Dipper.” Beginning in the latter part of 1932, students from the University of Iowa’s Physical Education Department conducted a part-time recreation program on Wednesday evenings and Saturday mornings at the American Legion’s gymnasium, located at the corner of College and Gilbert Streets. In June, 1934, a supervised Summer Playground program was introduced at Longfellow School. As community support grew, a Board of Recreation Works was formed, and in 1934 the Board employed the City’s first Recreation Director. Financial support came from the Iowa City Women’s Club and Community Chest funds. In July 1936, there was a fire in the American Legion Building and it was heavily damaged. After being renovated, the building’s name was changed to the Iowa City Community Building. Among other things, it became the local recreation center and included a gymnasium, rifle range, handball court, and a small restaurant. In June, 1944 the citizens of Iowa City voted to establish a Playground and Recreation Commission to be supported by public taxation. The Commission held its initial meeting in September, 1944 with H.S. Ivie serving as President, and noted historian Irving Weber as Vice-President. In 1947 voters approved a $50,000 bond issue, to go with $62,500 already saved, for the construction of a new swimming pool in City Park. The pool opened in June, 1949, and is still operating today. In 1952 a rather unique operation was established in City Park - children’s carnival rides, which included a train, Ferris wheel, carousel, and other rides. This was a privately owned operation of the Drollinger family who continued to operate the rides for 47 years, and covered three generations. They paid a 2 small percentage of their income to the City as rent for the property. When the Drollingers decided to retire from the business in 1999 the City purchased the rides in order to keep this tradition alive. This is believed to be the only city-owned park in the State to offer this type of attraction. In 1955, a second fire destroyed the Community Building, and the recreation offices were moved to the airport building for two years; programs were conducted at various buildings throughout the City. In 1956 a proposed bond issue to construct a new recreation center was defeated. That same year the recreation offices were moved to 130 Lafayette Street. Then in 1962 the citizens of Iowa City overwhelmingly passed a referendum to construct a new recreation center, now known as the Robert A. Lee Community Recreation Center, named in honor of Iowa City’s Superintendent of Recreation from 1951 to 1983. Total cost to construct and equip the new building was $715,000. In September, 1964, as the new Recreation Center neared completion, the City Council voted to abolish both the publicly elected Park Board and the Playground and Recreation Commission, and to merge the functions of these separate units into a single advisory body to be known as the Parks and Recreation Commission, which still exists today. The Park Board, however, did not go quietly, feeling the City Council did not have the authority to abolish a publicly elected board. They eventually took their case all the way to the State Supreme Court which upheld the legality of the City Council’s action. At the time of this merger, there were eight public parks in existence: Black Springs Circle, Brookland, City, College Green, Court Hill, Creekside, Happy Hollow, and North Market Square. The total parkland inventory amounted to 129 acres, 107 of which were in City Park. Today the City manages over 1,600 acres of parkland/open space, which includes 42 developed parks, with 31 playgrounds, 43 athletic fields, 45 park shelters, 75 community garden plots, over six miles of nature trails and miscellaneous other amenities such as tennis courts, basketball courts, bocce courts, horseshoe courts, dog park, disc golf, etc. The City’s trail system has grown to include over 50 miles of trails. Since 1997 three major regional parkland areas have been acquired: Peninsula Park, Waterworks Prairie Park, and Sand Lake Recreation Area. In 1972 the Parks and Recreation Department launched a new Farmers Market program, which initially consisted of 17 stalls and operated Saturday mornings. It now operates Wednesday evenings with 57 stalls and Saturday mornings with 112 stalls. In 2006, two indoor holiday markets were added to the program, which are very popular. Recognizing the need for programs to accommodate people with special needs, the Special Populations Involvement (SPI) program was established in 1974, initially funded with a one-year grant awarded by the Bureau of Education for the Handicapped. The SPI program became fully funded by the City, and has grown to a comprehensive recreation program serving over 500 people. This program is nationally recognized, having received the prestigious National Gold Medal Award in 1984 and again in 1992. As the years passed several major recreation facilities were constructed, and others renovated, to add to the City’s recreation offerings. The new facilities include: The Mercer Park Aquatic Center, a cooperative project with the Iowa City Community School District, which opened in 1988; a cooperative arrangement was entered into with the University of Iowa in 1996 for joint use of the Hawkeye Softball Complex; the Iowa City Kickers Soccer Park opened in 1997; the Scanlon Gymnasium was added to the Mercer Park Aquatic Center in 1999; the Riverside Festival Stage, home to Riverside Theatre’s Annual Shakespeare Festival, opened in 2000; the Iowa City Skate Park was completed in 2002; the Thornberry Off-Leash Dog Park, in cooperation with Johnson County DogPAC, opened in 2006; the Grant Wood 3 Community Gym, another cooperative project with the School District, also opened in 2006; the Peninsula Park Disc Golf Course was completed in 2007; and the City and University entered into an agreement in 2007 which will allow for a University Boathouse (with community use) to be constructed in Terrell Mill Park, scheduled to open in 2009. The number of recreation programs and activities offered has also grown over the years. From the meager beginnings of pond swimming, a marble tournament, and one playground program, the Department now offers over 1,000 activities annually. To enhance and expand upon the opportunities offered to the community, the Department also partners with a number of organizations. In addition to an arrangement with the School District for joint use of facilities, the Department has long-standing relationships with a number of “affiliates,” the largest of which are: Iowa City Boys Baseball, Iowa City Girls Softball, Babe Ruth Baseball, Iowa City Kickers Soccer Club, and the Iowa City Eels Swim Club. Parks and Recreation Department Overview Department Description Iowa City Parks and Recreation is a department of the City of Iowa City and receives funding authorized by the City Council through budget appropriations. Funding is also provided through fees charged for specific programs and services and through grant funds. Additionally, the Iowa City Parks and Recreation Foundation provides funds through donations and bequests that enhance department programs, services, and projects. Through these means, parks and recreation programs and services are provided and maintained for the citizens of Iowa City. Related Planning Efforts and Integration The City of Iowa City has undertaken several planning efforts in recent years that have helped inform the planning process for this Parks and Recreation Master Plan Update. These efforts include:  City of Iowa City Comprehensive Plan  Neighborhood Open Space Plan  Existing Trails Plan  Existing Park Plans  Existing Policy Manuals Methodology of this Planning Process This project has been guided by a project team, made up of city staff and the Park and Recreation Commission. This team provided input to the GreenPlay consulting team throughout the planning process. This collaborative effort creates a plan that fully utilizes the consultant’s expertise and incorporates the local knowledge and institutional history that only community members can provide. The project consisted of the following tasks: Needs Assessment and Public Involvement  Review of previous planning efforts and city historical information, and a recent statistically valid community interest and opinion survey.  Consideration of the profile of the community and demographics, including anticipated population growth. 4  Extensive community involvement effort including focus groups, meetings with key stakeholders, and community-wide public meetings.  Identification of alternative providers of recreation services to provide insight regarding the market opportunities in the area for potential new facilities and services.  Research of trends and statistics related to American lifestyles to help guide the efforts of programming staff. Level of Service Analysis  Interviews with staff to provide information about parks and recreation facilities and services, along with insight regarding the current practices and experiences of the City in serving its residents and visitors.  Analysis addressing recreation, parks, and related services. Inventory  Inventory of parks and facilities using existing mapping, staff interviews, and on-site visits to verify amenities and assess the condition of the facilities and surrounding areas. Assessment and Analysis  Review and assessment of relevant plans.  Organizational SWOT Analysis.  Measurement of the current delivery of service using the GRASP® Level of Service Analysis and allowing for a target level of service to be determined that is both feasible and aligned with the desires of citizens as expressed through the citizen survey. This analysis is also represented graphically in GRASP® Perspectives.  Exploration of finance and funding mechanisms to support development and sustainability of the system. Recommendations: Goals, Strategies, and Action Plan  Identification and categorization of recommendations into themes with goals, objectives, and an action plan for implementation.  Development of an action plan for capital improvements including cost, funding source potentials, and timeframe to support the implementation of the plan. Timeline for Completing the Master Plan Start-up August 2007 Needs Assessment and Public Involvement September 2007 - February 2008 Inventory and Assessment of Existing Facilities September 2007 - March 2008 Program and Services Inventory and SWOT Analysis September 2007 - March 2008 Findings Compilation Report April 2008 Guidelines, Standards and Recommendations May - June 2008 Financial Resources and Expenditure Analysis April - July 2008 Recommendations and Action Plans June - August 2008 Final Plan and Presentation October 2008 5 Community Profile and Demographic Information Service Area and Population The primary service area for this analysis is the City of Iowa City, Johnson County, and the State of Iowa. All estimated 2007 populations, as well as projected population and demographic breakdowns by population are taken from ESRI. The projected 2007 population for Iowa City is 66,177, for Johnson County is 124,240, and for Iowa is 3,030,140. Population Forecasts Although we can never know the future with certainty, it is helpful to make assumptions about it for economic reasons. 2000 populations are from the 2000 US Census. 2007 and 2012 projections were derived from ESRI Business Information Solutions. All three regions: Iowa City, Johnson County, and Iowa, are estimated to decrease in rate of growth over the next five years. Iowa City’s growth rate is projected to slow down by 1.5% over the next five years. Johnson County’s growth rate is anticipated to decrease by 3.8% and the State’s by 0.9%. Figure 1 illustrates estimated percent change in population for Iowa City, Johnson County, and Iowa for 2007-2012 as percent change in population from 2000- 2007. Table 1 contains estimated population increase for Iowa City, Johnson County, and Iowa. Figure 1: Percent change in population- Iowa City, Johnson County, Iowa 2000-2007, 2007-2012 Source: ESRI Business Information Solutions Table 1: Population projections and percent change- Iowa City, Johnson County, Iowa Iowa City % Change Johnson County % Change Iowa % Change 2000 62,220 111,006 2,926,324 2007 66,177 5.9% 124,240 10.6% 3,030,140 3.4% 2012 69,274 4.4% 133,403 6.8% 3,110,913 2.5% Community and Stakeholder Input A total of seven focus groups were held on September 18, 19, and 20 with a public forum on the 20th as well. Over 90 users of the City of Iowa’s parks and recreation amenities and programs and non-users participated. The following is a summary of key issues identified through the process. 5.9% 4.4% 10.6% 6.8% 3.4% 2.5% 0.0% 5.0% 10.0% 15.0% 2000-2007 2007-2012 Iowa City Johnson County Iowa 6 GENERAL Strengths  Staff- visionary, responsive  Facilities- well maintained, many different park types  Services and programs- lots of diversity, encompasses all ages  Support and Funding- good relationship with City Hall, capital funding is effective Opportunities for Improvement  Lack of certain types of facilities, trail connections, and river access  Public awareness- lack of information and education, need to promote Parks and Recreation as a quality of life issue  Poor maintenance of natural areas  Lack of staff- need more maintenance, programming, Foundation and PIO staff  Funding- lack of capital and operations and maintenance (O&M) funding  Programming- need to use natural resources, need to increase collaboration, need to identify core service  Planning- need to improve strategic planning and increase collaboration, both in neighborhoods and regionally ADDITIONAL PROGRAMS  Need programming for all ages below 26 and over 40  Need additional programming in the following areas: o Wellness and fitness, nature based, outdoor winter activities, outdoor water-based activities, drop-in unstructured activities IMPROVEMENTS TO EXISTING PARKS AND FACILITIES  Need to improve maintenance at parks and facilities  Recreation centers and pools: o Need overall facility upgrades, more space, increase air quality at Mercer Pool, safer entryways, additional leisure aquatic components IMPROVEMENTS TO SUPPORT SYSTEM  Funding-need to redo fee structure, need additional sources, need to involve friend’s groups  Need staffing increases to assist in maintenance, programming, marketing, grant writing  Need to improve/redo policies for alcohol use, safety, Neighborhood Open Space Ordinance, developer land dedication/fees-in-lieu  Need to improve transportation to increase access to programs and facilities  Need to increase collaborations with Senior Center, University, schools, and neighborhood associations 7 RATINGS 5=Excellent Average Rating Quality of current programs 4.1 Quality of existing facilities 3.4 Maintenance of facilities 3.6 Quality of customer service 4.0 Effectiveness of seeking feedback 3.3 UNDERSERVED PORTIONS OF IOWA CITY  Geographic: o SW- parks, SE- pool, NE-playground, far west, north and south future development, central/dense areas-parks  Demographic o Active seniors/baby boomers, people with disabilities, low income, those without transportation, 18-25 year olds NEW PARK AMENTITIES  Pedestrian Bridge at dog park  Trails- connector, rail corridor, multiuse  River access  Neighborhood parks  Additional dog parks  Basketball courts NEW FACILITIES  Outdoor leisure pool with lap swim  Recreation/aquatics center on west side of town  Municipal golf course  Splash pad/sprayground  Indoor soccer  Farmer’s Market facility  Multipurpose rental/meeting venue for large gatherings  BMX park/trails FINANCIAL  Issues to be considered o Park and Recreation services should be funded through a combination of taxes and fees o Should serve all citizen regardless of ability to pay o Most respondents are comfortable with current fees structure- could tolerate fee increases in some areas o Concern about tax increase-property or sales  How to support o Parks and Recreation foundation, grants, donations, partnerships, sponsorships, motel/hotel tax SENSITIVITIES  Increase in taxes, University relationship, school district relationship, Senior Center relationship, affordability, ADA accessibility, changing demographics, City Council support 8 Statistically-Valid Community Survey Findings The City of Iowa City conducted a Community Attitude and Interest Survey in January and February 2008 to establish priorities for the future improvement of parks and recreation facilities, programs and services within the community. The survey was designed to obtain statistically valid results from households throughout Iowa City. The survey was administered by a combination of mail and phone. Leisure Vision worked extensively with Iowa City officials in the development of the survey questionnaire. This work allowed the survey to be tailored to issues of strategic importance to effectively plan the future system. In January 2008, surveys were mailed to a random sample of 2,500 households throughout Iowa City. Approximately three days after the surveys were mailed, each household that received a survey also received an electronic voice message encouraging them to complete the survey. In addition, about two weeks after the surveys were mailed, Leisure Vision began contacting households by phone, either to encourage completion of the mailed survey or to administer the survey by phone. The goal was to obtain a total of at least 500 completed surveys. This goal was far exceeded, with a total of 676 surveys having been completed. The results of the random sample of 676 households have a 95% level of confidence with a precision of at least +/-3.8%. The complete executive summary, including graphs and charts, can be found in Appendix I of the Master Plan. KEY PARTNERS/STAKEHOLDERS Corporations/businesses, Chamber of Commerce, ICCCVB and Sports Authority, Service Organizations/Nonprofit Organizations, neighboring communities/governmental entities, other City Departments, University/Kirkwood College, support groups, neighborhood groups, City Council and Commissions, local associations KEY ISSUES/PRIORITIES Funding Long range strategic planning/vision Recognition of Parks and Recreation as quality of life Collaboration Celebrate successes Trails/bicycle transportation Vision and access for Riverfront Development Operational resources Age change in drinking establishments 9 Participation and Visitation  Of the 92% of respondent households who visited Iowa City parks over the past year, 92% rated the physical condition of all the parks as either excellent (26%) or good (66%). Additionally, 8% rated the conditions as fair, and less than 1% of respondents rated the parks as poor. Thirty-percent (30%) of respondent household members participated in recreation programs offered by the Iowa City Parks and Recreation Department during the past year.  Of the 30% of respondent household members that have participated in any recreation programs offered by the Iowa City Parks and Recreation Department during the past year, 68% have participated in at least 2 different programs. Additionally, 24% have participated in at least 4 different programs.  Of the 30% of respondent household members that have participated in recreation programs offered by the Iowa City Parks and Recreation Department during the past year, 90% of respondents rated the overall quality of programs as either excellent (27%) or good (63%). In addition, 8% rated the programs as fair, and only 1% rated them as poor.  Parks/Recreation program guide (65%) had the highest percentage of respondents indicate it as the way that they learn about Iowa City Parks and Recreation Department programs and activities. Other frequently menitoned ways respondents learn about programs and activities include: newspaper articles (50%) and from friends and neighbors (46%).  Iowa City Public Library (64%) is the organization used by the highest percentage of respondents for indoor and outdoor recreation and sports activities during the past year. Other frequently mentioned organizations include: Iowa City Parks and Recreation Department (54%), State of Iowa parks (47%), and County parks (46%). Usage by Age  Based on the sum of their top two choices, the organizations respondent household members ages 17 years and under use the most for sports and recreation programs and services include: Iowa City Parks and Recreation Department (15%), school district facilities (12%), and Iowa City Public library (11%).  Based on the sum of their top two choices, the organizations respondent household members ages 18 years and older use the most for sports and recreation programs and services include: Iowa City Public Library (33%) and Iowa City Parks and Recreation Department (32%).  “I do not know what is being offered” (21%) and “program times are not convenient (21%) have the highest percentage of respondents indicate them as the reasons preventing household members from using parks, recreation trails and sports facilities or programs of the Iowa City Parks and Recreation Department more often. Facilities  There are six facilities that over 60% of respondent households have a need for: walking and biking trails (79%), nature center and trails (68%), small neighborhood parks (68%), large community parks (66%), wildlife and natural areas (64%), and riverfront parks (62%).  There are three facilities that completely meet the needs of over 50% of respondent households: youth soccer fields (66%), youth baseball and softball fields (55%), and adult softball fields (51%)  Based on the sum of their top four choices, the parks and recreation facilities that are most 10 important to respondent households include: walking and biking trails (53%), small neighborhood parks (30%), wildlife and natural areas (26%), and nature center and trails (25%). It should also be noted that walking and biking trails had the highest percentage of respondents select it as their first choice as the most important facility Programs  There are three programs that over 45% or more of respondent households have a need for: Farmers’ Market (72%), adult fitness and wellness programs (50%), and special events (48%).  There is only one program that over 50% of respondents indicated completely meet the needs of their household: Farmers’ Market (54%).  Based on the sum of their top four choices, the recreation programs that are most important to respondent households include: Farmers’ Market (58%), adult fitness and wellness programs (29%), and special events (26%). It should also be noted that Farmers’ Market had the highest percentage of respondents select it as their first choice as the most important program  Based on the sum of their top four choices, the programs that respondents currently participate in most often at Iowa City Parks and Recreation Department facilities include: Farmers’ Market (57%) and special events (24%). It should also be noted that the Farmers’ Market had the highest percentage of respondents select it as their first choice as the program respondents currently participate in most often Indoor Space  Walking and jogging track (67%) had the highest percentage or respondents indicate it as the potential indoor programming space their household would use if the Iowa City Parks and Recreation Department developed new indoor programming spaces. Other frequently mentioned potential indoor programming spaces include: weight room/cardiovascular equipment area (43%), exercise facility for adults 50 years and older (39%), nature center (37%), and aerobics/fitness/dance class space (35%)  Based on the sum of their top four choices, the indoor spaces respondent household members would use most often include: walking and jogging track (59%), weight room/cardiovascular equipment area (29%) and exercise facility for adults 50 years and older (28%). It should also be noted that walking and jogging track had the highest percentage of respondents select it as their first choice as the indoor space respondent household members would use most often The Benefits of Parks, Trails, and Recreation Facilities  Respondents were asked to indicate their level of agreement with various benefits being provided by parks, trails, and recreation facilities. All 10 of the benefits have over 50% of respondents indicate that they either strongly agree or agree that those benefits are provided by parks, trails, and recreation facilities.  Based on the sum of their top three choices, the benefits most important to respondent households include: improve physical health and fitness (71%), preserve open space and the environment (49%), and make Iowa City a more desirable place to live (49%). It should also be noted that improve physical health and fitness had the highest percentage of respondents select it as their first choice as the benefit they feel is most important to their household 11 Support and Satisfaction  Respondents were asked to indicate how supportive they would be of various actions Iowa City could take to improve the parks, recreation, trails, and green space system. For all 12 actions, over 40% of respondents indicated being either very supportive or somewhat supportive of actions Iowa City could take to improve the parks, recreation, trails, and green space system. Based on the sum of their top four choices, the actions that respondents would be most willing to fund with their City tax dollars include: develop new walking and biking trails and connect existing trails (55%), use greenways to develop trails and recreational facilities (50%), and purchase land to preserve open space and green space (44%). It should also be noted that purchase land to preserve open space and green space had the highest percentage of respondents select it as their first choice as the action respondents would be most willing to fund with their City tax dollars  Seventy-six percent (76%) of respondents indicated that they are either very satisfied (28%) or somewhat satisfied (48%) with the overall value their household receives from the Iowa City Parks and Recreation Department. In addition, only 5% indicated that they were very dissatisfied (1%) or somewhat dissatisfied (4%). Additionally, 5% indicated don’t know and 14% indicated neutral Recommendations and Action Plans Action Steps:  Assign responsibility and time frame, and allocate resources necessary to complete each action identified in annual work plans. Acti Action Steps:  Inform all levels of staff of the direction of the Plan, allow for staff input, encourage buy-in, and encourage input from all staff members.  Provide cross-departmental staff teams/team members, as appropriate, with education development opportunities, necessary equipment, and supplies. Action Steps:  Establish service standards for all community services activities. Suggested criteria for service standards include: Strategy: Create standards for all community services activities and services. Strategy: Incorporate the action items of this plan into the City’s annual work plans to achieve the recommendations of this plan and to enhance effectiveness of staff effort. Strategy: Assure that all levels of staff are informed of and are set up to work together to implement the recommendations and strategies of the plan. 12  Programs: participation levels, revenue, instructors, customer satisfaction, cost per experience (or per hour, per class), customer retention  Instructors: experience, knowledge, friendliness, recruiting, rewarding, training, standards  Volunteers: experience, knowledge, friendliness, recruiting, rewarding, training, standards  Facilities: cleanliness, aesthetics, comfort  Staff: Experience, knowledge, friendliness, rewards, training, trends Action Steps:  Identify all major maintenance tasks including such things as: o Turf /Mowing o Plantings o Restrooms o Sidewalks and paths o Irrigation o Weed and insect control o Curb appeal o Playground and picnic equipment o Courts and fields o Litter control  Evaluate and develop a scoring system for each task to meet desired and consistent service levels.  Involve staff in the development of the standards and scoring system.  Conduct maintenance standards training for all staff.  Establish and monitor recordkeeping procedures to document the actual hours and materials costs for each maintenance operation.  Apply appropriate maintenance standards and define set up/tear down requirements for all special events, tournaments, or other activities that currently stress resources. Assure adequate staffing and funding to take on the task, prior to making a commitment. The Department has a strong reputation for being responsive to community desires within budget constraints. The citizen survey and public input sessions highlighted areas of additional programming desire including:  Opportunities to connect people to the natural environment  Additional learn-to-swim, water fitness and outdoor swimming  Outdoor leisure pool opportunity  Additional special events and family/community gathering opportunities  Expansion of art, dance and performing arts opportunities  Expansion of fitness and wellness programming Strategy: Seek ways to respond to identified programming priorities 13 Action Steps:  Evaluate the development of new programs based on community interests. It is very easy to focus on programs that have worked for a number of years, especially if they are still drawing enough interested participants to justify the program’s continuation. Starting new programs, based on community demand and/or trends, can be risky due to the inability to predict their success. If the program interest seems great, as with those identified in citizen survey, then the programs should be considered for expansion.  Establish criteria for the implementation of new programs (based on research and feedback). The Department should pursue program development around the priorities identified by the survey, using the following criteria:  Need: outgrowth of a current popular program, or enough demonstrated demand to successfully support a minimal start (one class for instance)  Budget: accounting for all costs and anticipated (conservative) revenues should meet cost recovery target established by Department within two seasons  Location: appropriate, available and within budget  Instructor: qualified, available and within budget  Materials and supplies: available and within budget  Marketing effort: adequate and timely opportunity to reach intended market, within budget (either existing marketing budget or as part of new program budget)  Develop program evaluation criteria for existing offerings and implement annually. Using historical participation levels to determine program popularity and participant feedback can be helpful in deciding if programs should be continued. Annually all current programs should be evaluated to determine if they should be continued, changed (market segment focus, time/day offered, etc.) or discontinued. A few simple questions should be asked about each program that include:  Is participation increasing or decreasing? If participation is increasing then it could clearly mean that the program should be continued. If participation is decreasing are there any steps to take to increase interest through marketing efforts, change the time/day the program is offered and change the format or instructor? If not, it may be time to discontinue the program.  Is there information contained in the participant feedback that can be used to improve the program?  Are cost recovery goals being met? If not, can fees be realistically increased?  Is there another provider of the program that is more suitable to offer it? If yes, the Department could provide referrals for its customers for the program it does not or is not willing or able to offer.  Is this program taking up facility space that could be used for expansion of more popular programs or new programs in demand by the community? The City should continue its leadership in this area by developing facilities and programming that are on the cutting edge in parks, recreation, and cultural arts. Continuing to diversify recreational opportunities will enable the department to attract revenues through fees and charges that will support the desires of residents. Strategy: Identify and develop programs related to new trends in parks, recreation, and cultural arts 14 Action Steps:  Focus on the enhancement of fitness and wellness components at recreation centers. Regularly update fitness equipment to stay current with fitness trends and public demand and seek opportunities to expand the size of the fitness facilities through renovation and new facility development.  Prepare for the fitness and wellness desires of the aging baby boomers. This group is also known as the group entering into the traditional “senior” age group of 55 and over, who do not identify with the term “senior.” This cohort is seeking a continued active lifestyle and is not likely to partake in traditional “senior” offerings.  Provide concurrent youth and adult programming as a way to increase participation. There are many successful youth programs offered by the Department for which adults are bringing and picking up children. The Department should offer more adult programming, such as fitness and wellness, concurrently with youth programming as a way to entice parents and guardians to stay and participate in programs. As a tax supported operation, it is important that efforts are made to reach underserved segments of the population. Action Steps:  Review the existing financial assistance program to maximize use. Seek assistance from other providers of low-income services to help promote the opportunity. Assure that use of the program is available in the most dignified manner possible.  Research transportation accessibility issues and work with other community groups and private entities (such as public transit or the school bus system) to develop options to address needs. Transportation for low-income families was identified in the focus group sessions as a significant barrier to participation. The facilities and programming offered should be thought of as a system. Some of the components in the system, due to their expense, should be available to serve the whole community (such as indoor swimming pools), and some should be available to serve local neighborhoods (such as after school programming). Action Steps:  Investigate ways that facilities and programs can be accessible to more people through connectivity of the trail system for pedestrian and bike use, better public transit, parking availability and general awareness of opportunities.  As growth continues in the west part of town, pursue an indoor multi-purpose recreation facility to serve that geographic sector. Strategy: Assure programming opportunities are reasonably available to all geographic sectors of the City. Strategy: Reach out to those with financial need. 15 The Department has an excellent reputation for responsiveness to the community. The opportunity exists to become more pro-active in this regard. Action Steps:  Implement a Standard Practice for Customer Program Feedback, Program Evaluation and Program Development. Customer feedback will help improve programming by being able to respond to customer needs in a timely matter. Information sought from participants should include:  Satisfaction levels and supporting reasoning  Suggestions for improvements to programs  Suggestions for new programs  Solicit youth input through future surveys and other opportunities. Soliciting youth feedback is a challenging proposition for parks and recreation entities. Working with other service providers may also provide important information and opportunities to attract this age group.  Create a “Mystery Shopper” program where secret shoppers evaluate services anonymously and results are tracked. Action Steps:  Seek volunteer effort to support expansion of programming into opportunities to connect people to nature. Many individuals and groups are interested in sharing their expertise and/or sweat equity with a goal of promoting stewardship of our natural resources.  Harness the energy of seniors and the retiring baby boomer generation as instructors and program leaders. Across the country, interest is being expressed in sharing expertise and hobbies.  Consider the addition of a volunteer coordinator in the department, or a shared volunteer coordinator in the City. A successful volunteer program must be well organized and advertised, with specific, rewarding, and recognized opportunities that allow individuals and groups to feel they are contributing to a larger goal.  Create a “Park Ambassador” program where residents living adjacent to parks are trained to inspect parks and then file a weekly report in exchange for a nominal fee or pass. Strategy: Expand Department volunteer opportunities. Strategy: Regularly solicit community input in program and facility planning efforts. 16 In the citizen survey, ‘not being aware of the department program offerings’ was one of the top reasons given for not participating. Action Steps:  Enhance the branding and identity of the Department. Providing a consistent look to department advertising in the brochure, on the web site, on flyers, maps, etc., will help the community become aware of what is available to them and of the breadth of the offerings.  Celebrate the accomplishments of the department in promotional materials. Focus groups and public meetings brought to light that many existing participants in department activities, programs and use of facilities are unaware of the variety and expanse of what is available. Most participants have a relatively narrow view of what is available and outcomes achieved based on their limited use of department offerings and facilities. It is a suggestion of the community that the department “toot its own horn,” in order to gain support for future endeavors.  Coordinate Department of marketing and communication opportunities with citywide efforts.  Create an annual marketing plan for the Parks and Recreation Department.  Update and expand website marketing efforts. The web site can serve as a one stop shop for everything in which the department is involved, including program offerings, facility information, trail and facility maps, opportunities through volunteerism and the Foundation, financial assistance, etc.  Develop an evaluation process for marketing media such as newspaper, seasonal brochures, website, direct mail, targeted e-mails, radio, and television advertising to continuously determine effectiveness of marketing dollars. Diversity in the department’s funding and revenue portfolio is as important in the public sector as in the private sector. The City has the ability to use these mechanisms to enhance the quality of life in Iowa City and expand recreation, park, open space, trails, programs, and services to the community. Action Steps:  Work with the City, residents and partners to establish additional revenue through a combination of the following sources to implement the recommendations of the Master Plan:  Potential redirection of existing City funds Strategy: Research potential traditional funding opportunities. Strategy: Effectively communicate Department offerings to public. 17  Alternative Funding options (see Section V)  Strategic partnerships  Fees and charges  Further investigation of support for an education campaign for a ballot initiative to pass a bond referendum for future capital improvements. Many departments within Iowa City have experienced challenging times in the recent past, with limited funding and staffing levels, and the Department should explore the best means of achieving its funding goals. Alternative funding methods may be instrumental to the operations of the City’s recreation programs and facilities on an ongoing basis. Allocating resources (assigning staff time, matching funds, etc.) to pursue alternative funding should be considered an investment in the future, with an outlined and expected positive rate of return. Action Steps:  Identify opportunities to increase community support and revenue opportunities such as grants, partnerships, sponsorships, volunteers and earned income (see Section V for Alternative Funding Resources).  Assign staff resources and/or investigate the possibility of utilizing volunteer efforts to apply for such funding.  Develop a “Wish List” to identify philanthropic opportunities that align with these needs. Once identified, aggressively apply for grant funding and Foundation assistance.  Expand and formalize a volunteer program to include standards, recruiting, training, retaining, and rewarding volunteers in all program areas.  Create new and formalize existing Sponsorships (see Sample Sponsorship Policy in Appendix III) with equity agreements that are reviewed annually.  Create an annual “Sponsorship Manual” listing all the opportunities for the year and distribute within the community in a menu format that creates a sense of urgency within the business community.  Work with Parks and Recreation Foundation to facilitate the receipt of grant funds and other fundraising activities.  Seek collaborations with developers for future development projects to include recommended parks and recreation facilities and standards It is suggested that the City employ a cost recovery policy that provides the foundation for setting fees and charges based on the organizational vision, mission, and values of the City, and who in the community benefits. This will help determine the cost recovery and subsidy level of each program and facility and serve as a tool to monitor these goals over time. Action Steps:  Clarify the Department’s Pricing Policy and Strategy. If a pricing policy exists, even loosely, it should be fine-tuned to provide expanded detail in guiding management decisions. If a written policy is not in existence, one should be created. Strategy: Review the Department’s cost recovery philosophy and policy and update as necessary. Strategy: Pursue alternative funding to implement the Master Plan 18  Refine Cost Tracking. Review direct and indirect costs assigned to specific programs and facilities in order to assure consistency in balancing costs with revenues. Assure that the accounting system is capable of providing information monthly, quarterly, and annually to inform management decisions.  Identify citywide participant categories. Participant category examples for use of facilities and programs include resident and non-resident, age, partners identified through various inter-governmental agreements, non-profit organizations, and private organizations, as well as many others.  Determine fee schedule and subsidy levels. Based on the Pyramid Methodology for resource allocation and cost recovery (see Appendix IV), for each program/activity and facility, determine the subsidy/cost recovery target level incorporating participant categories.  Partial Cost Fee: recovers something less than full cost. This partial cost fee could be set at a percentage of direct costs, all direct costs, all direct costs plus a percentage of indirect costs, or some combination.  Full Cost Fee: recovers the total cost of a service including all direct and all indirect costs.  Market Rate Fee: based on demand for a service or facility. Determine the market rate by identifying all providers of similar services (e.g., private sector providers, other municipalities, etc.) and setting the fee at the highest level the market will sustain.  Consider policy revisions to increase revenue generation potential.  Use discounted fees as a special promotion such as reduced fee hours during off peak times.  Reconsider the current alcohol policy to allow for limited and appropriate alcohol use to make rental opportunities more attractive. Action Steps:  Investigate partnerships with local medical and health organizations to increase fitness and health programming particularly for the aging population and youth population within the community.  Create new and formalize existing partnerships (see Sample Partnership Policy in Appendix V) with equity agreements that are reviewed annually.  Strengthen and expand Intergovernmental Agreements (IGAs) with schools for use of fields, gyms, and multipurpose spaces.  Explore the possibilities of revising and promoting adopt-a-park/trail programs to help with park maintenance, beautification, and civic pride.  Investigate, where appropriate, collaborations with entities suggested by the community during the public input process of this master planning effort  Large businesses and local businesses Strategy: Build partnerships within the community to take advantage of existing facilities, share new facilities, and provide additional programming and services to the community. 19  Chamber of Commerce, Visitors and Convention Bureau, ICCCBB Sports Authority for the promotion of sporting events  Iowa City Area Development Group (ICAD)  University of Iowa and Kirkwood College, public schools  Neighborhood Groups  Support Groups (dog park group, Friends of the Iowa River Scenic Trail (FIRST), sports groups, Project GREEN, Friends of Hickory Hill, Backyard Abundance, I- WATER, Johnson County Heritage Trust, Master Gardeners, Future Perfect  City Council, City Commissions, Public Art Commission, Planning and Zoning Commission, other City Departments  I-DOT, Johnson County, neighboring cities  Local associations of service providers: sports, martial arts, private/non-profits, UAY The existing Senior Center serves the traditional “senior population” in a limited facility, by today’s standards. As the baby boomer cohort moves into the 55 and over age group, its members will be looking for non-traditional and highly active physical and social opportunities. Action Steps:  Provide cross marketing between the existing senior and recreation programs in order to assure a comprehensive approach to serving the older adult population.  As new facility development opportunities present themselves seek ways to encourage participation by the older adult population through a comfortable setting with shared access to activity centers such as swimming pools, therapy pools and light weight fitness equipment. At this time, the University has intentions of community access with options of daily admission fees and annual fee for use of the pool, gym, and fitness facilities. The facility will provide the only indoor leisure pool in this part of the state. Fees are anticipated to be high in relation to fees at the existing recreation center, albeit for a higher service level offering. Community use times will be a second priority to all University uses and student needs. Action Steps:  Continue discussions with the University to maximize community use times.  Seek to maximize the use of both pools to the extent possible in a complementary fashion.  Upon opening of the facility, monitor and evaluate community use opportunity. Strategy: Explore a community access relationship with the University of Iowa at its new Student Wellness Facility currently under construction. Strategy: Pursue a dynamic and mutually beneficial relationship with the Senior Center. 20 Action Steps:  Strive to replace or renovate all components scoring below community expectations. See list below for specific components that scored below community expectations. Playgrounds should be prioritized for renovation/replacement. Park Component Neighborhood Score Comments City Park Playground 1 Upper playground City Park Playground 1 Upper playground City Park Playground 1 Upper playground Court Hill Park Basketball 1 Needs surface repair Court Hill Park Natural Area 1 Small and littered Court Hill Park Educational Experience 1 Sign in disrepair Creekside Park Basketball 1 Needs surface repair Creekside Park Playground 1 Older Creekside Park Water Access, General 1 Creek is hidden Happy Hollow Park Basketball 1 Needs surface repair Highland Park Playground 1 Older Mercer Park Playground 1 Swings and climber older Mercer Park Basketball 1 Needs surface repair North Market Square Park Basketball 1 Needs surface repair Peninsula Park Water Access, General 1 Visual access only to water Scott Park Open Water 1 Creek is hidden Sturgis Ferry Park Water Access, Developed 1 Access to water is steep unless via boat trailer Terrell Mill Park Shelter 1 Needs repair Terrell Mill Park Volleyball 1 Needs surface repair Tower Court Park Playground, Local 1 Older  Add comfort and convenience features to parks where missing, such as benches, drinking fountains, and restrooms. It is recommended that at least 7 out of the 14 listed comfort and convenience features listed in the park inventory data report be provided in each park. (Refer to park inventory data for a list of missing comfort and convenience features by park.)  Consider adding restrooms to more neighborhood parks to increase the length of stay for families at parks. Parks in locations that are not in proximity to other parks with restrooms include: Strategy: Improve existing parks to meet community standards 21 East Iowa City o Pheasant Hill Park o Court Hill Park West Iowa City o Benton Hill Park o Brookland Park or o Harlocke Hill Park  Continue to make the development of Sand Lake Recreation Area a priority.  Either upgrade all basketball courts to a playable level or remove some courts and concentrate efforts on a few that will get the most use overall. System wide, basketball courts are in conditions that are below community standards. The community survey reports that the small need for courts in the community are being largely unmet.  Continue to upgrade playgrounds as funding is available. The list of components in the first strategy of Goal 9 lists the playgrounds that are priorities for replacement.  Continue to work with the City to find construction techniques that increase maintenance efficiencies along the Downtown Pedestrian Mall.  Pursue plans to build out ballfields in Kicker’s Park. This is currently the best location for new ballfields in the City. Although the need for new fields is not eminent the City can expect to see increased demand in the next 5-7 years as the community grows.  Add more shelters to I.C. Kickers Park to increase the comfort of park users  Add loop walks to parks as funding is available and opportunities exist.  Continue to upgrade and improve small neighborhood parks. These facilities ranked highly for need among the community  Improve Creekside Park to address low levels of walkable service in that part of town. Improvements can include: o Upgrade the basketball court or replace with a component selected by residents o Upgrade or replace the playground o Improve security lighting Action Steps:  Work with the School District to provide adequate recreational amenities at schools that are the singular providers of recreation in a neighborhood. Priorities include: o Henry Longfellow Elementary School o Helen Lemme Elementary School o Irving Weber Elementary School o Shimek Elementary school  Work with other city departments to increase walkability throughout the community by adding sidewalks, pedestrian crossings, and bridging barriers.  Improve parks that lie in low service area (as shown in Perspective B, Appendix VI) to increase walkable recreational opportunities. Strategies outlined in Strategy 1.1 should be employed in park improvement. Strategy: Fill gaps in walkable service 22 Access to nature and natural areas ranked highly as a need in the community survey. The City has a great base of resources from which to respond to this need. As parks and properties are being developed a priority should be placed on natural areas enhancement and creation Action Steps:  Continue to maintain and enhance natural areas throughout the system.  Enhance natural drainages, waterways, and native areas in developed parks.  Work with friends groups to improve and maintain soft surface trails within parks.  Increase interpretive signage at natural areas throughout the system.  Work to maintain a diversity of natural areas within the system including prairie, woodland, riparian areas, and wetlands.  Ensure that maintenance staff is trained in natural areas management techniques.  Partner with the U.S. Army Corps of Engineers to create canoe access to the Iowa River.  Conduct a feasibility study for the construction of a nature center. Diversifying recreational opportunities in Iowa City’s existing parks by adding exciting new recreational facilities will ensure the creation of a system that will attract both new and old residents. Such facilities will continue to help make Iowa City unique in the region and will foster a positive image of the City for residents and non-residents alike. Action Steps:  Look for opportunities to add a “destination playground” to an existing park. Destination Playgrounds usually include special features such as a climbing wall, spray feature or adventure play. Often they involve special theming and opportunity to teach children and parent something of the local history, culture, or ecology of an area.  Look for opportunities to add a “boundless playground.” Boundless playgrounds are designed to be fully accessible to children with disabilities and represent a growing trend in parks and recreation. While built to serve the local community, both may potentially attract visitors from the region.  Look for opportunities to build spray grounds in parks. These can be added to existing parks or suggested as features of new park. They provide opportunities for water play without the staffing and maintenance needed for outdoor pools  Consider adding a climbing feature to the next playground renovation. Climbing walls would be an addition to the parks that could be a unique draw to Iowa City Parks. Strategy: Identify and develop facilities for new trends in parks and recreation Strategy: Continue to provide a high level of service of natural areas and environmental education 23 Action Steps:  Work with surrounding developments to bring utilities to Future Parks.  Plan and budget for park development based on development trends. Currently new development is concentrated in the western part of the community. Consider developing one of the future parks as the development continues.  Add park maintenance resources as additional park, trails, and facilities are added to the system as needed.  Review land dedication and impact fees for new development to ensure that the department is getting the needed resources to provide parks and recreation to new residents.  Work with interest groups to add new dog parks to serve the southern and central part of Iowa City. The high density of the central core of Iowa City may justify the need to add an additional dog park to aid with the high number of residents without yards or transportation. The southern part of Iowa City is another likely location for the addition of a new dog park to serve this area of the community. Action Steps:  Work with the University of Iowa to gain access to new recreation center facilities.  Conduct a feasibility study for the construction of an indoor recreation/aquatic facility on the west side of Iowa City that includes multi-purpose program space, gymnasiums, walking track, fitness, aquatics, cardio and weight rooms Strategy: Increase the level of service provided for indoor facilities Strategy: Add parks, trails, and facilities to respond to the growth needs of the community 24  If feasible, design and construct a new indoor recreation/aquatic center on the west side of Iowa City Action Steps:  Increase neighborhood connections to multi-use trails  Add small shelters along trails to provide shelter during extreme weather conditions and sudden weather changes.  Create rest stations along all multi-use trails and wide sidewalks to encourage recreational use  Track trail maintenance tasks, hours, and expenses to determine actual trail maintenance costs  Modify the trial maintenance budget to reflect actual trail maintenance costs. Trail maintenance efforts should be balanced between available budget and user expectations.  Work to improve trails within parks to make them safe and enjoyable  Increase walking opportunities in parks by adding loop trails as allowable Action Steps:  As a priority in park and facility construction, prioritize trail construction in capital improvement spending.  Continue to build proposed trails as funding allows. Priorities for trail construction include: o Connections between existing trails o Connections between trails that create large loops o Connections to parks and greenspace o Connections to schools and other public facilities o Neighborhood connections to the larger network  Pursue projects to add a bridge to cross the Iowa River bridging Peninsula Park and Crandic Park.  Pursue funding to create a pedestrian underpass across Highway 218 at Hunters Run Park. Recommendation Cost Estimates The following table includes recommended capital projects and additional items that significantly impact the annual operational and maintenance budgets and are above and beyond what is currently funded in the City's FY09-FY12 CIP Budget and the City's operating budget. All cost estimates are in 2008 figures. Funding sources listed are suggested methods of funding and can be enhanced with additional methods of funding. Overall staffing cost projections are included in the annual operational and maintenance cost estimates. Strategy: Increase trail connectivity and overall trail network Strategy: Increase the level of service offered by existing trails in parks and throughout community 25 Table 2: Cost Estimates and Funding Sources for 2009-2020 Recommended Priorities Recommendation 2009-2012 Priorities Capital Cost Estimate Capital Funding Sources Annual Operational & Maintenance Cost Estimate (incl. staffing) O/M Funding Sources Upgrade or replace playgrounds at Creekside, Highland, Mercer, and Tower court Parks (4 total) $240,000 CIP N/A N/A Add restrooms to one west side park $150,000 CIP $5,000 General Fund Add two small shelters to multi-use trails $30,000 CIP $2,000 General Fund Construct Planned Trail Projects $3,000,000 CIP, Partnerships, Grants $10,000/mile per year General Fund Create a renovation master plan for Creekside Park $10,000 General Fund N/A N/A Addition of one maintenance worker N/A N/A $38,000 General Fund Kickers Soccer Park improvements $890,500 CIP N/A N/A Butler Bridge Pedestrian Trail $550,000 CIP, Grants $1,000 General Fund City Park Trail lighting $240,000 CIP $2,500 General Fund Frauenholtz-Miller Park development $280,000 CIP, N.O.S. Fees $5,000 General Fund Hickory Hill Bridge $50,000 CIP N/A N/A Napoleon Softball Field renovation $180,000 CIP N/A N/A North Market Square Park redevelopment $280,000 CIP N/A N/A Outdoor ice rink $400,000 CIP $20,000 General Fund Pedestrian bridge- Peninsula/Rocky Shore $1,300,000 CIP $1,000 General Fund Peninsula Park development $300,000 CIP $2,500 General Fund Recreation center improvements $225,000 CIP N/A N/A Sand Lake Recreation Area $5,900,000 CIP, Grants, Donations $50,000 General Fund Waterworks Prairie Park Hospice Memorial $115,000 CIP, Donations $1,000 General Fund 26 Wetherby Park splashpad $200,000 CIP, CDBG, N.O.S., Grants, Donations $5,000 General Fund Total 2009-2012 CIP (in 2008 dollars) $11,340,500 Recommendation 2013-2016 Priorities Capital Cost Estimate Capital Funding Sources Annual Operational & Maintenance Cost Estimate (incl. staffing) O/M Funding Sources Replace upper playgrounds at City Park with a Destination/ Adventure Playground $750,000 CIP, Partnerships, Sponsorships, Grants $10,000 General Fund Construct Planned Trail Projects $8,000,000 CIP, Partnerships, Grants $10,000/mile per year General Fund Implement Creekside Park Master Plan $300,000 CIP N/A N/A Add restrooms to one east side park $150,000 CIP $5,000 General Fund Add two small shelters to multi-use trails $30,000 CIP, Grants $2,000 General Fund Addition of two maintenance workers N/A N/A $76,000 General Fund Sand Prairie development $260,000 CIP, Grants $5,000 General Fund Scott Park development $450,000 CIP $2,500 General Fund Total 2013-2016 CIP (in 2008 dollars) $9,940,000 Recommendation 2017-2020 Priorities Capital Cost Estimate Capital Funding Sources Annual Operational & Maintenance Cost Estimate (incl. staffing) O/M Funding Sources Construct Planned Trail Projects $10,000,000 CIP, Partnerships, Grants $10,000/mile per year General Fund Acquire and Construct New Park in West part of City unknown Dedication Fees, Bond, CIP unknown General Fund Construct additional large dog park in south- central part of City $75,000- $150,000 CIP, Partnerships, Grants $8,000 General Fund 27 Feasibility Study for Recreation/Aquatic Center on West side of community $70,000 General Fund N/A N/A Design and Construct a new Recreation / Aquatic Center on West side of City $15,000,000- $20,000,000 Bond $500,000 General Fund Total 2017-2020 CIP (in 2008 dollars) +/- $30,220,000 Total 12 Year CIP (in 2008 dollars) +/- $51,500,500