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HomeMy WebLinkAboutItem 06 - Annual Progress Report for the 2020 Parks & Recreation Strategic Plan Department Name: Parks and Recreation Cost Center: 7001 For Agenda of: February 2, 2021 Placement: Consent Estimated Time: N/A FROM: Greg Avakian, Parks and Recreation Director Prepared By: Aleah Bergam, Administrative Analyst SUBJECT: ANNUAL PROGRESS REPORT FOR THE 2020 PARKS AND RECREATION STRATEGIC PLAN RECOMMENDATION Receive and file the Annual Progress Report for the 2020 Parks and Recreation Strategic Plan. DISCUSSION Background On November 1, 2016, the City Council adopted the 2020 Parks and Recreation Strategic Plan (Strategic Plan). The Strategic Plan outlines the Parks and Recreation Department’s vision, goals, and objectives for four years (2017-2020) with a primary focus on operational and programmatic priorities. 2020 Parks and Recreation Strategic Plan Focus The Strategic Plan is organized into six goals with key objectives followed by actions. It provides guidance for Parks and Recreation operations and programming in support of the Parks and Recreation mission statement: inspiring happiness by creating community through People, Parks, Programs, and Open Space. The six goals are summarized below. 1. Department is well-managed, smart and healthy: Parks and Recreation is a vibrant, thriving department with effective leadership and practices which ensure a sustainable future. 2. Staff is high performing, professional and provides excellent service: Parks and Recreation demonstrates a culture of valuing human capital and expecting the best from all team members. Staff is hired for department compatibility, is set up for professional success in serving the public, contributing to the team, and pursuing advancement in municipal government careers. 3. Programming is directed to diverse users: Parks and Recreation provides high quality programs that are responsive to industry trends and changing community needs. Programming encourages participation and builds community amongst all users. 4. Expand parks and facilities: Parks and facilities are contemporary, desirable to use, and meet the needs of diverse users. 5. Nurture Open Space: The City’s open space is preserved and protected to ensure its health and wellness, as well as the community’s continued stewardship while continuing to grow the next generation of land stewards. Item 6 Packet Page 17 6. Maximize community resources and collaborations: Parks and Recreation increases its programming and positive impact, shares resources, and meets needs through community partnerships. Final Annual Progress Report on the 2020 Parks and Recreation Strategic Plan This is the final Annual Progress Report on the Strategic Plan (Attachment A) and is intended to highlight major accomplishments at the objective level for work completed during calendar year 2020. The progress report is in no way a recitation of all work completed throughout t he year but rather is focused on fully completed projects, tangible results, metric based activities, and often group and community activities that were visual in nature and expressive of the diverse work undertaken by all staff in the department. Staff will return to Council with a summary of the work completed throughout the past five years when Council is presented with the next Department Strategic Plan. The next five-year Strategic Plan will be influenced by the content of the new Parks and Recreation Master Plan (currently anticipated for Council consideration in Spring 2021) and will be presented after that Plan adoption (anticipated for late 2021). COVID-19 Impacts on the Strategic Plan Due to the COVID-19 pandemic and the March 2020 shelter in place directive, recreational programs and facilities were closed from March 2020 - June 2020. When the Emergency Operations Center (EOC) was implemented, management staff provided pivotal leadership roles within the logistics and operations branches. The restart of some recreational programming (many of the large group activities have not restarted) has been in accordance with current health orders and current County and State guidelines, which in all instances include significant additional safety procedures and protocols. Youth Services summer camp programming was deemed an essential service and was restructured and restarted at the end of June 2020,. The SLO Swim Center and Laguna Lake Golf Course reopened in July 2020 at limited capacity and with additional safety measures to mitigate COVID-19 risk and spread. Program capacity continues to be restricted due to social distancing requirements. In-person events have been cancelled for the foreseeable future, however staff responded creatively to continue to provide programming to the public. Examples include staff development of a Virtual Recreation page on the Department website offering virtual recreational opportunities and staff restructuring events to be virtual or scavenger hunt like in nature. Strategic Plan Subcommittees and Highlights of 2020 2020 was the final year of the Strategic Plan’s implementation and created the opportunity to accomplish many of the plan’s objectives. Staff began the year with focused work on their subcommittees (seven subcommittees with 32 full and supplemental staff), but in the Spring, due to COVID-19 impacts, work shifted, and staff began to focus on essential childcare programming and work developing new programming in response to the COVID-19 pandemic. A brief outline of the 2020 Annual Progress Report highlights is provided in the table below. 2020 Annual Progress Report Highlights: 2020 Parks and Recreation Strategic Plan (See Attachment A for the full report organized into each of the six goal areas.) Item 6 Packet Page 18 Upcoming Park and Facility Projects North Broad Street Neighborhood Park The North Broad Street Neighborhood Park was introduced in the 2018-19 Budget Supplement as a new project for a neighborhood park. In partnership with Public Works, design consultants were selected in Spring 2019, and Public Works and Parks and Recreation staff conducted outreach and engagement of the neighborhood to guide the design of the park. Current funds from the Parkland Fund (now known as Quimby Parkland-in-lieu Fund) have already been appropriated for park construction. Park concept design and environmental study have been completed with construction planned for August 2021 pending re-zoning approval (scheduled to go to Council on March 2, 2021). Item 6 Packet Page 19 Pickleball Courts at Mitchell Park In Winter 2020, staff submitted a Prop 68 Per Capita Grant application for Pickleball Courts at Mitchell Park and received award approval. The project is being brought forth to Council on February 2, 2021 for approval and fund appropriation. Design is planned for Spring 2021. Staff anticipate the Pickleball Courts activating the park and is currently assessing additional safety features at Mitchell Park (i.e. lighting). Once approved by Council, staff will conduct community input regarding design. Emerson Fitness Equipment Replacement In January 2021, Council approved a project to install a National Fitness Challenge Fitness Court to replace the fitness equipment at Emerson Park. Staff received $25,000 in grant funding and Council approval to appropriate Quimby Parkland-in-lieu funds to fund the project and will begin project planning with anticipated replacement by the end of calendar year 2021. Orcutt Area Specific Plan Park Development Orcutt Area Specific Plan incorporates four park areas within the development. Park areas include new trailhead park, linear park, community park, and pocket park, with recreational amenities such as community gardens, playground, picnic area, sport fields and courts. Staff will be initiating community workshops and prioritizing the projects for design with the current Orcutt Area Specific Plan Park fees. NOTE: Margarita Area Specific Plan Park Development During recent Parks and Recreation community workshops and the City Community Forum held on January 14, staff have received inquiries about the park plans for the Margarita area. The Margarita Area Specific Plan parks are currently not part of the next two -year CIP due to the developer not releasing the land to the City. Staff do not currently have an expected date, however, continue to work with Community Development and Public Works to be prepared. Looking Ahead to the next Parks and Recreation Strategic Plan With the expectation of the new Parks and Recreation Master Plan and Element adoption in late Spring 2021, staff will incorporate the newly adopted goals and themes to guide the next Department Strategic Plan. Staff will build the plan in-house through a lens of economic recovery and resiliency, and Diversity, Equity, and Inclusion, as well as incorporate any Major City Goals. Item 6 Packet Page 20 Previous Council or Advisory Body Action On November 1, 2016, the City Council adopted the 2020 Parks and Recreation Strategic Plan. Policy Context All activities undertaken as part of the 2020 Parks and Recreation Strategic Plan imp lementation are done in a manner that is consistent with all adopted City policies, ordinances and open space maintenance and/or natural preserve conservation plans. Public Engagement Public engagement was done surrounding the initial development and adoption of the 2020 Parks and Recreation Strategic Plan. No new public engagement has been done surrounding the development of the 2020 Annual Progress Report on the Strategic Plan. ENVIRONMENTAL REVIEW The California Environmental Quality Act does not apply to the recommended action in this report, because the action does not constitute a “Project” under CEQA Guidelines Sec. 15378. FISCAL IMPACT Budgeted: Yes Budget Year: 2020-21 Funding Identified: Item 6 Packet Page 21 Fiscal Analysis: Funding Sources Current FY Cost Annualized On-going Cost Total Project Cost General Fund N/A State Federal Fees Other: Total N/A Receiving and filing the 2020 Annual Progress Report does not result in a direct fiscal impact to the City. The completion of the annual goals and objectives listed in the report were completed in-house by Parks and Recreation staff and within available resources and budget. ALTERNATIVES Do not receive and file the 2020 Annual Progress Report for the 2020 Parks and Recreation Strategic Plan and direct staff to make revisions to the Report. Attachments: a - 2020 Strategic Plan Annual Progress Report Item 6 Packet Page 22 Final Strategic PlanAnnual Progress Report 2020 Item 6 Packet Page 23 Parks and Recreation 5 Year Strategic Plan Final Year! Page 2 Parks and Recreation staff showed resiliency in their ability to be nimble and pivot quickly in order to serve the community through providing recreational programming amidst challenging times. Although this year looked different than planned, staff made the best of the situation and worked together. This annual report will highlight the work completed this year related to COVID-19 pandemic response and how that work is interconnected with our original Strategic Plan program objectives. 2020 Overview • March 2020 - The State of California’s Stay at Home order lead to closure of recreational facilities and programs. • June 2020 - With childcare deemed essential, a modified Youth Services Summer Camp was offered to the public at three locations. • July 2020 - Laguna Lake Golf Course and SLO Swim Center reopen with COVID-19 safety modifications, such as capacity restrictions and procedures to ensure social distancing. • September 2020 - Contract Classes that are suitable for social distancing start (such as basketball and tennis clinics) and staff developed updated Youth Sports clinic programming. Thank Thank You!You! The Department’s Role within the City’s Emergency Operations Center (EOC) • Management staff attend daily EOC meetings • Department Head Greg Avakian leads the EOC Logistics Branch with Utilities Department Head • Management roles include leads in Open Space Branch and Care and Shelter Branch. The Department Develops New Programming • Assists with “Open SLO” downtown dining in Mission Plaza • Developed Park Ambassador program to encourage compliance with the State orders Item 6 Packet Page 24 Department is Well Managed, Smart & Healthy goal 1 Enhance Department Structure for Sustainable Success Build financial stability to ensure outstanding levels of service Optimize technology to facilitate effective work processes Page 3 Maintain vigilant attention to continuous process improvements Lead in modeling healthy work habits for the City of San Luis Obispo Item 6 Packet Page 25 GOAL #1 DEPARTMENT IS WELL MANAGED, SMART & HEALTHY Page 4 • Parks and Recreation Master Plan Expected to be Adopted by Council in Spring 2021 • In 2020, the Parks and Recreation Commission participated in an exercise where they identified specific recreation amenities and parks and facilities to prioritize in the near term, mid term and long term. • The draft plan is currently in process of development by the consultants and input by staff with an expectation for public input in winter. • PRC meetings were paused during initial shelter in place, emergency proclomation (non- essential advisory bodies were recommended to pause) and did not meet for 3 months. Meetings resumed in July. FINANCES SAFETY FUTURE Staff implemented many safety measures to ensure the health and safety of staff and users at all of the programs and facilities. All implemented safety measures to meet safety protocols for COVID-19, including health screenings utilizing QR codes on signs at entrances to facilities. The Parks and Recreation Department office is closed to the public, with the option for in-person by appointment only. Additional safety measures have been implemented such as plexi glass has been installed for when offices will reopen in the future and entrances and exits have been rerouted to limit contact. All facilities ensure staff wear masks and have access to hand sanitizer. Restrooms have been more frequently cleaned by contract janitorial staff. FY 2019-20 ended with a shortfall in revenue due to program closures, but savings in operating, mostly due to staff furloughs, offset the shortfall. The Department cut approximately $200,000 in the FY 2020-21 budget. Item 6 Packet Page 26 Sustain Supportive & Progressive Work Environment Staff is motivated & trained to provide outstanding service Maximize use of Volunteers Staff is High Performing, Professional & Provides Excellent Service goal 2 Page 5 Item 6 Packet Page 27 GOAL #2 STAFF IS HIGH PERFORMING, PROFESSIONAL & PROVIDES EXCELLENT SERVICE Page 6 Administrative Analyst, Aleah Bergam, was recognized as Parks and Recreation’s Employee of the Year! Nominated staff: Basile Inman, Sahvanna Ettestad, Shawn Tucker, and Park Ambassadors • Staff from every division acted as Trail Ambassadors and Park Ambassadors to help educate users on safe usage to minimize the spread of COVID-19. COLLABORATIVE SMART HEALTHY It was important for the community to stay active this year, so staff got creative and implemented new activities: • Virtual Rec Center - Activities on the website • Virtual Holiday Activities • New permitting for park use for local fitness studios during the closure called Fitness in the Parks • City’s Healthy and Smart Committee implemented a “Step Challenge” and in just 4 weeks, Parks and Recreation won the City wide challenge after walking the most steps • Virtual “SLO TRI” • Staff worked collaboratively to provide childcare to the community, and had staff from all divisions serve as safety monitors within childcare programming. • Management staff took on leading roles in the City-wide EOC Team: Branch Coordinators for Care and Shelter and Open Space, Operation Section Coordinator for Logistics and procurement support. Item 6 Packet Page 28 VOLUNTEERS TRAININGS Page 7 Safety Trainings: • 2 staff were certified for their American Red Cross Lifeguarding Instructor • 20 staff completed their recertification course for American Red Cross Lifeguarding, CPR/AED for Professional Rescuers, First Aid for Public Safety, Asthma, Blood Borne Pathogens and Emergency Oxygen • 17 staff were certified for their American Red Cross Adult and Pediatric First Aid, CPR, and AED • Recreation Coordinator, Shawn Tucker (SLO Swim Center) became an American Red Cross Instructor Trainer for CPR, First Aid, and AED • 2 staff participated in the Centre’s Regional Management Academy • 1 staff attended a Design and Analytic conference in San Jose • 2 staff attended a Lean/Six Sigma Training on process improvement • 2 staff attended diversity/inclusivity training from Liebert/Cassidy/Whitmore that was focused on Youth Services programming • 2 staff serve on the newly created DEI (Diversity, Equity, Inclusion) city-wide committee. The committee has conducted an internal audit on City processes and identified ways to improve and become a more diverse, equitable and inclusive organization. • 7 staff attended the annual California Parks and Recreation Society conference in Long Beach GOAL #2 STAFF IS HIGH PERFORMING, PROFESSIONAL & PROVIDES EXCELLENT SERVICE Volunteering for events looked very different this year due to a multitude of cancellations: Prior to the Shelter at Home directive in February 2020, a Cal Poly EIM class helped coordinate the new Mario Mash-up Event. The group assisted in the planning, promotion and implementation of the event. Winter 2020 - Two Cal Poly interns were hired to help plan the SLO TRI, after program closures and the cancellation of the TRI, the internships were suspended. Item 6 Packet Page 29 Maximize the Use of Existing Parks and Facilities Programming is Directed to Diverse Users goal 3 Page 8 Optimize and implement innovative programming in three priority areas: Golf, Aquatics and Racquet Sports Increase Community’s awareness of programs, services, events and needs Strengthen operational commitment to programming across all ages Item 6 Packet Page 30 GOAL #3 PROGRAMMING IS DIRECTED TO DIVERSE USERS Staff provided virtual alternatives to our traditional events in 2020. Staff wanted to involve families and our community by getting them exploring their own homes, backyards, local trails and parks! Virtual Activities included: • Rec Center - links to educational websites, etc. • Ranger activities • Egg Hunt • Junior Giants • Swim videos on social media • Reading videos on social media • Monster Skate Contest • Halloween Costume Contest • Ghoul Hunt through the park • Pumpkin Decorating Contest • SLO Food Bank Turkey Trot • SLO History educational posts on social media • Holiday Home Light Map • Virtual Tour of the Jack House and Gardens • Gingerbread Decorating Contest • SLO Skate Park Ugly Sweater social media contest • Holiday Hike • Scavenger Hunts Page 9 Traditional events were not a part of 2020, but we still had fun! Item 6 Packet Page 31 SOCIAL MEDIA METRICS 600+New Followers in 1 year 4,408Total Followers Facebook Instagram Twitter 200 New Followers 1,423Total Followers Page 10 GOAL #3 PROGRAMMING IS DIRECTED TO DIVERSE USERS 1,600+ New Followers 5,220+ Total Followers @sloparksandrec 1,899 Total Followers @pixonpeaks 2,612 Total Followers @sloskatepark Return of In-Person Programming Youth Services Summer Camp Due to COVID-19, paid advertising was suspended this year, since “events” were not in person. There was still an increase in growth, just not as large as last year. Instagram displayed the largest increase. Twitter remained consistent and steady. July 2020 - SLO Swim Center and Laguna Lake Golf Course reopen for public use September 2020 - Contract classes resume and staff developed new Youth Sports Clinics Youth Services Distanced Learning Childcare Item 6 Packet Page 32 Increase access to non-City turf facilities & increase the number of City turf facilities Maintain current facilities & infrastructure to optimal levels Pursue new neighborhood parks and maximize existing parks to provide amenities beyond Parks and Recreation existing resources Expand Parks & Facilities goal 4 Page 11 Item 6 Packet Page 33 GOAL #4 EXPAND PARKS AND FACILITIES Page 12 Islay Park Playground September 2020, Islay Park Playground replacement completed and reopened for Public Use Environmental Study completed for North Broad St. Neighborhood Park SLO Swim Center Bath House Roof Repair Project August-Sept 2020 Emerson Park Amenity Upgrades Prop 68 Per Capita Grant Application approved and contract awarded for Mitchell Park Pickleball Courts. Anticipated completion by December 2023 Mitchell Park Pickleball Courts Grant Application in progress for Emerson Park Amenity Upgrades Item 6 Packet Page 34 Page 13 GOAL #4 EXPAND PARKS AND FACILITIES SLO Public Art Program brought some smiles and color to a challenging year! Archway to Happiness at Marsh St. Parking Garage by Canned Pineapple Co. Neighborhood Greenway Project • Sequoia Wolfe: Morro Street ‘Bill Roalman’ Neighborhood Greenway • Mia Franco: Islay Neighborhood Greenway • Sally Lamas: King-Nipomo Neighborhood Greenway • Mika Timpano: Pismo Pedestrian Trail Wrapped Open SLO Barricades Badger Branding developed barricade wraps to beautify the downtown outdoor dining experience Maxine Lewis mural at Mission Plaza celebrating diversity in our community by artists Sharyn Chan, Katy McGrath, Lury Norris, Lori Willingham and photographer Renoda Campbell Item 6 Packet Page 35 Implement the adopted Open Space Maintenance Plan as well as the City adopted Conservation Plans Enhance the user experience with emphasis on education, conservation and collaboration Build an effective management structure reflective of the size and scope of the City’s open space Nurture Open Spacegoal 5 Page 14 Item 6 Packet Page 36 GOAL #5 NURTURE OPEN SPACE Page 15 Whale Rock Reservoir Miossi Open Space The Ranger Service team has been working diligently to prepare our newest open space for public access. They have installed three gate systems, repaired and improved roads and access points, and built about a mile of new trail. Rangers hope to turn this “closed space” into an Open Space soon with expected public use allowed in late winter. Trail Ambassadors During the initial first months of the Shelter at Home Ordinance, Rangers utilized volunteers to assist Parks and Recreation staff in educating the public about COVID-19 and the measures required to keep our community safe while allowing the trails to remain open. Rangers utilized five volunteers for a total of 69 hours. The volunteers worked at Cerro San Luis and Bishop Peak. The Ranger Service team was able to collaborate with the Utilities Department to accomplish shared goals. Rangers needed a place to fine tune their machine trail building technique so they would be well prepared to work in San Luis Obispo’s Natural Reserves and the Utilities Department needed to increase public access to Whale Rock Reservoir via a trail system. Leveraging the skill sets of both departments they designed and built 2.75 miles of trail, which is now open to the public and have a highly skilled mechanized trail building crew. This was a great opportunity to share knowledge and develop skills across departments, not to mention another great place to hike and bike. Item 6 Packet Page 37 Page 16 GOAL #5 NURTURE OPEN SPACE Pilot Program Extended City Council approved a 1-year extension to the pilot program allowing winter evening access on the City owned trails at Cerro San Luis from November 2020 through March 2021. Evening access requires a free reservation permit from 5:30 pm to 8:30 pm. Permits Issued from November 2019-March 2020 Bikers: 342 Hikers: 2,405 Total: 2,746 One Way Directional Trail Systems In March 2020, Cerro San Luis, Bishop Peak, and Johnson Ranch became one-way directional loop trails to limit users exposure to one another while enjoying the outdoors. Between those three open spaces, there are over seven miles of trails designated as one direction only. Item 6 Packet Page 38 goal 6 Maximize Community Resources & Collaborations Develop partnership opportunities with SLO County Parks Leverage community stakeholders for citizen-driven programming, funding, and problem-solving Expand partnerships with Cal Poly and Cuesta College to increase the City’s facility options and provide development opportunities for their students Page 17 Item 6 Packet Page 39 GOAL #6 MAXIMIZE COMMUNITY RESOURCES & COLLABORATIONS Page 18 COLLABORATION Open SLO Parks and Recreation partners with SLO Downtown to provide the community with special events. This year staff collaborated on the Open SLO program to provide downtown seating for shops and restaurants. Fitness in the Parks This year the department focused on helping local fitness studios to offer outdoor classes during the course of the COVID-19 restrictions on indoor activities. Staff coordinated with 13 business owners to schedule daily times to utilize the local parks for classes. A one-time permit fee and liability insurance were required. Typically, Parks and Recreation staff work with hundreds of Cal Poly volunteers throughout a year, but since events were canceled and students were out of the area, the department only worked with one Experience Industry Management (EIM) class on the February Mario Mashup event. Staff hope to get back to collaborating with the students next year! Ranger Work Days Community members love working alongside Rangers out on the trails, but this year was a challenge. Luckily, as the year progressed, Rangers could have small stakeholders help out on the trails, with masks of course! Item 6 Packet Page 40 What’s Ahead? Initial Planning of the Righetti Ranch housing developments Parks and Trail Head Begin Construction of the North Broad Street Park Completion and Adoption of the Master Plan and Element Update Planning for Vista Lago and DeVaul Playground Equipment Replacement Resume all Regular Programming and all Regular Facility Operations1 2 3 4 5 Item 6 Packet Page 41 BLANK PAGE This page is intended to be blank so that you can print double-sided. Item 6 Packet Page 42