Parks and Recreation Advisory Board


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  AGENDA ITEM: 5.       
Meeting Date: 09/15/2020  
Requested by: Kristy Diaz-Trahan
Submitted By: Kristy Diaz-Trahan, Parks and Recreation

SUBJECT:
DISCUSSION AND POSSIBLE ACTION TO SCHEDULE STUDY SESSIONS RELATED TO THE MASTER PLAN PROJECT FOR THE DATES OF OCTOBER 20 AND DECEMBER 15, 2020, AND FEBRUARY 9, 2021
RECOMMENDATION:
Staff supports this request.
EXECUTIVE SUMMARY:
Parks and Recreation Master Plan, Phase II will require PRAB input and feedback. There is a need for additional meetings, specifically study sessions to discuss findings in order for the PROs Consulting to move on to the next task.
BACKGROUND OR DETAILED INFORMATION:
Touch point schedule for Phase II is as follows:
Date Meeting Type Topic
Sept. 15 PRAB Regular Meeting Review upcoming schedule
Oct. 20* PRAB Study Session Summary of Community Needs; Park/Facility Assessments; Park Classification; Level of Service Standards; Equity Mapping Framework of concept plans including
Nov. 17 PRAB Regular Meeting
(action to be taken)
Framework of concept plans including aerial images
Nov. 23 – Dec. 9 Community Input Concept plans posted to “Discuss” on Town of Oro Valley web page for community comment
Dec. 15* PRAB Study Session Connectivity Analysis; Concept Plans; CIP
TBD Council Meeting Park Classification; Level of Service Standards; Equity Mapping; Connectivity Analysis; Concepts; CIP
Jan. 19 PRAB Regular Meeting
(action to be taken)
Program Assessment; Partnership Assessment; Program/Service Classification; Funding Strategies and Pricing Model
Feb. 9* PRAB Special Session
(action to be taken)
Draft Master Plan review and recommendation
Feb. 17 Town Council
Regular Meeting
Recommendation for Adoption
Mar. 3 Town Council
Regular Meeting
Adoption of Master Plan
Phase II tasks will include the following:
  • Park Classifications and Level of Service Standards – review, confirm, modify or add to existing park classifications, and preferred facility standards for all park sites. Classification considers size, population served, length of stay and amenity types. Level of Service Standards will incorporate the information gathered through inventory and community input to measure the level of service currently being provided. The PROs team will analyze how this information reconciles and will include relevant alternative recreation facilities and potential partners (schools for example) to provide an analysis of duplication of services and to identify opportunities for collaborative efforts.
  • Connectivity Analysis – the Consulting Team will participate in discussions with the Town regarding potential trail connections, collectively brainstorm options to improve connectivity, and explore the feasibility of meeting unmet needs as defined by Phase I.
  • Geographical Analysis /Equity Mapping – identify service area analysis for specific facilities and programs to include mapping by classification and major amenities by facility standards and applied to population density and geographic area.
  • Prioritized Facility and Program Priority Rankings – synthesize the findings from community engagement, standards, demographics, trends etc. The priority listing will be compared against gaps or surplus in recreation services, parks, facilities and amenities which will provide guidance for future Capital Improvement Plan. A set of prioritized recommendations for maintenance and renovations of existing facilities will also be developed.
  • Recreation Programming Assessment – identify how well existing programs and events align with community needs. Will include the creation of a dynamic recreation program plan that results in increase registration, drives customer retention and loyalty, improves customer satisfaction and increases revenue
  • Resource and Funding Analysis (Pricing Policy/Cost Recovery) – this analysis will look at the budget, pricing policy, user fees, current and other revenue generating opportunities, grants, opportunities, and the revenue forecast. A recommendation for updating the Departments current fee philosophy and pricing model will be included.
  • Partnership Review – identify and expand partnerships/volunteer support for facilities and services and review and suggest new rules/regulations related to parks. Specifically, identify opportunities for Town/school partnerships and Town/business partnerships to include programs, land, and facility improvements and future development.
  • Capital Improvement Plan (CIP) – develop a three-tier plan that will assist in balancing priorities and associated expenditure.
    1. Critical Alternative – plan for prioritize spending within existing budget targets and focuses on deferred maintenance and lifecycle replacement. The intent of this tier is to make the most of existing resources with the goal of maintain high quality services.
    2. Sustainable Alternative – describes the extra services or capital improvement that should be undertaken when additional funding is available. This includes strategically enhancing and renovation existing parks and facilities to better meet the needs of the residents but will require additional operational and/or capital funding.
    3. Visionary Alternative – represents the complete set of services and facilities desired by the community. It is fiscally unconstrained but can help provide policy guidance by illustrating the ultimate goals for the parks and recreation system by and providing a long-range look to address future needs and deficiencies.
  • Funding and Revenue Strategies for CIP – funding strategies will be reviewed for recommendation and will include: fees for service; endowments; sponsorships; partnerships; dedicated funding sources; development agreements; earned income options; land or facility leases; grants.
  • Conceptual Site Plans – based on results from Phase I community engagement, conceptual site plans for Naranja Park, Riverfront Park, James D. Kriegh Park, the Community Center and Steam Pump Ranch will be developed and will include estimated capital and operational costs.
  • Develop Vision, Mission, Goals/Objectives – the existing vision and mission will be affirmed and/or redeveloped. Action strategies will be identified and will be outlined in a strategy matrix with priorities, timelines, measurement, and teams within the Town or external partners to focus on.
FISCAL IMPACT:
N/A
SUGGESTED MOTION:
I MOVE TO (approve/deny) the addition of three Study Sessions dated October 20 and December 15, 2020 and February 9, 2021 as presented.

    

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