HomeMy WebLinkAbout11-01-2016 Item 09 Adoption of 2020 Parks and Recreation Strategic Plan Meeting Date: 11/1/2016
FROM: Shelly Stanwyck, Parks and Recreation Director
Prepared By: 2020 Parks and Recreation Steering Team
SUBJECT: ADOPTION OF 2020 PARKS AND RECREATION STRATEGIC PLAN
RECOMMENDATION
As recommended by the Parks and Recreation Commission (PRC) adopt the 2020 Parks and
Recreation Department’s Strategic Plan.
DISCUSSION
Background
It is a City of San Luis Obispo best practice for its Departments to have strategic plans. In recent
years, several departments have either created a plan or updated existing plans. In Fall of 2015,
the Parks and Recreation Department, in consultation with strategic planning professional, Dale
Magee of Catalyst Consulting, embarked on the creation of its first strategic plan.
The priority and focus for Parks and Recreation is summarized in its mission statement. The City
of San Luis Obispo Parks and Recreation Department inspires happiness by creating community
through People, Parks, Programs, and Open Space. How this can best be accomplished over the
next four years is now articulated in the vision and strategic elements of the proposed 2020 Parks
and Recreation Strategic Plan.
How the 2020 Parks and Recreation Strategic Plan was Developed
In order to accomplish this ambitious objective, a department Strategic Plan Steering team and
consultant model was used. The 2020 Parks and Recreation Strategic Plan Steering team is
comprised of: 1) Parks and Recreation Director, Shelly Stanwyck, 2) Recreation and Public Art
Manager, Melissa Mudgett, Recreation Supervisor – 3) Ranger Service, Doug Carscaden,
Recreation Supervisor – 4) Aquatics, Facilities, and Golf Maintenance, Devin Hyfield, and 5)
Administrative Analyst, Lindsey Stephenson. This team spent 11 months working closely with
consultant Dale Magee. Data and information was gathered, evaluated, analyzed, and prioritized.
Through a facilitated process the Parks and Recreation Department has assessed the department’s
organizational structure, identified a vision for the future, including themes, goals, objectives,
tasks, and preliminary identification of future resource needs.
In developing this plan, an array of input was gathered from September to November 2015 from
internal and external stakeholders. More than 10 affinity groups and sixty individuals
participated. Staff from all levels of Parks and Recreation as well as other City departments
(Administration, Natural Resources, Community Promotions, Public Works, Engineering,
Building Maintenance, and Parks Maintenance) were included.
Multiple public meetings were held including with the Parks and Recreation Commission.
Additionally, at monthly department meetings staff engagement exercises were undertaken as
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was research and review of current trends in recreation. The outcome of this effort is the Park
and Recreation Department’s first Strategic Plan - a vision for staff and the community to
achieve by 2020.
As Council will observe in reading this draft Plan it is realistic, relevant, and flexible with a
focus on operational and programmatic priorities and goals, and will serve as an effective road
map for the Department’s future.
Public Engagement Process
In conducting the public outreach and engagement for the Strategic Plan, staff has been
following the process outlined in the City’s adopted Public Engagement and Notification “PEN”
Manual. The outreach strategy for public input is collaborative in nature. The interactive process,
summarized below, has been used to encourage public input through a variety of ways ranging
from research undertaken by staff to facilitated stakeholder meetings which used a variety of
activities from visioning exercises to SWOT (Strengths, Weaknesses, Opportunities, and
Threats) analyses. The Parks and Recreation Commission reviewed and provide input on the
draft 2020 Parks and Recreation Strategic Plan at its September 7th meeting. The Commission
unanimously is recommending to Council its adoption.
2020 Parks and Recreation Strategic Plan Highlights
The draft 2020 Parks and Recreation Strategic Plan is presented in a sections which include: an
overview; description of the process used in developing the plan; goals and objectives;
discussion of implementation and timing; next steps; and acknowledgements.
The guiding core of the Plan is its goals, objectives and key actions. There are six goals, 21
objectives and 64 key implementation actions. The goals and objectives have been identified as
the best way to meet the future needs and expectations of the community using the plan as a
roadmap. Because the profession of parks and recreation is dynamic, and because the City’s
General Plan Parks and Recreation Element is in need of an update, the plan is designed to be
flexible in order to meet emerging community needs and/or respond to fiscal or other changes.
The six goals and their objectives are as follows.
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GOALS OBJECTIVES
1. DEPARTMENT IS WELL-MANAGED,
SMART, AND HEALTHY
Parks & Recreation is a vibrant,
thriving department with effective
leadership and practices which
ensure a sustainable future.
1.1. Enhance Department structure for
sustainable success.
1.2. Build financial stability to ensure
outstanding levels of service.
1.3. Optimize technology to facilitate
effective work processes.
1.4. Maintain vigilant attention to continuous
process improvements.
1.5. Lead in modeling healthy work habits for
the City of San Luis Obispo.
2. STAFF IS HIGH PERFORMING,
PROFESSIONAL, AND PROVIDES
EXCELLENT SERVICE
Parks & Recreation demonstrates a
culture of valuing human capital
and expecting the best from all
team members. Staff is hired for
department compatibility, and is
set up for professional success in
serving the public, contributing to
the team, and pursuing
advancement in municipal
government careers.
2.1. Sustain a supportive and progressive
work environment.
2.2. Staff is motivated and trained to provide
outstanding service.
2.3. Maximize the use of volunteers.
3. PROGRAMMING IS DIRECTED TO
DIVERSE USERS
Parks & Recreation provides high
quality programs that are
responsive to industry trends and
changing community needs.
Programming encourages
participation and builds
community amongst all users.
3.1. Maximize the use of existing Parks and
Facilities.
3.2. Optimize and implement innovative
programming in three priority areas:
Golf, Aquatics, and Racquet Sports.
3.3. Strengthen operational commitment to
programming across all age groups.
3.4. Increase Community’s awareness of
programs, services, events, and
Department needs.
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GOALS OBJECTIVES
4. EXPAND PARKS AND FACILITIES
Parks and Facilities are
contemporary, desirable to use, and
meet the needs of diverse users.
4.1. Increase access to non-City turf facilities,
and increase the number of City turf
facilities.
4.2. Maintain current facilities and
infrastructure to optimal levels.
4.3. Maximize the potential of new
developments’ neighborhood parks to
provide amenities beyond Park &
Recreation’s existing resources.
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.
5.1. Implement the adopted Open Space
Maintenance Plan as well as all City-
adopted Conservation Plans.
5.2. Enhance the user experience with
emphasis on Education, Conservation,
and Collaboration.
5.3. Build an effective management structure
reflective of the size and scope of the
City’s open space.
6. MAXIMIZE COMMUNITY
RESOURCES AND
COLLABORATIONS
Parks & Recreation increases its
programming and positive impact,
shares resources, and meets needs
through community partnerships.
6.1. Expand partnerships with Cal Poly and
Cuesta College to increase the City’s
facility options and provide development
opportunities for their students.
6.2. Develop partnerships with SLO County
Parks Department.
6.3. Leverage Community Stakeholders for
citizen-driven programming, funding,
and problem-solving.
FISCAL IMPACT
The adoption of the 2020 Parks and Recreation Strategic Plan does not have a fiscal impact. It
will however, provide priorities and guidance for future funding requests presented by the
Department to Council.
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ENVIRONMENTAL
The 2020 Parks and Recreation Strategic Plan is not a project under CEQA as defined in PRC
21065 and Guidelines 15378(a). It was therefore not subject to environmental review.
Next Steps
Upon approval by Council, staff will begin the crucial and immediate steps needed to accomplish
the plan. Staff will return to the PRC and the Council with regular progress reports on the Plan’s
implementation.
Alternatives
1. Revised language. Council could during its deliberation identify modifications to the
proposed plan. The plan as presented has incorporated all public and staff input and represents
staff’s and the Consultant’s best professional recommendations on this topic.
2. Rejection. Council could choose to not adopt the proposed plan. The strategic plan aligns
with the SLO HAS1 in that it promotes clarity of purpose, includes strategies for finances and
technology and provides focus on actions to bring about top quality results. Given the extensive
public engagement, study, and analysis by the Steering Team and Consultant this is not
recommended.
Attachments:
a - Parks and Recreation Committee Minutes - 09.07.16
b - 2020 Parks and Recreation Strategic Plan
1 SLO HAS is SLO healthy and smart, and is the City staff’s commitment to be our best, to give our best to the community and
each other.
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Minutes
PARKS AND RECREATION COMMISSION
7 September, 2016
Regular Meeting of the Advisory Body Committee Commission
CALL TO ORDER
A Regular Meeting of the Parks and Recreation Commission was called to order on the 7th day of
September, 2016 at 5:30 p.m. in the City Council Chambers located at 990 Palm Street, San Luis Obispo,
California, by Chair Whitener.
ROLL CALL
Present: Commissioners Greg Avakian, Susan Olson, Keri Schwab, Douglas Single, Rodney Thurman,
Vice Chair Susan Updegrove and Chair Jeff Whitener
Absent: None
Staff: Parks and Recreation Director Shelly Stanwyck, Recreation Manager Melissa Mudgett,
Recreation Supervisors Doug Carscaden (Ranger), Devin Hyfield (Facilities) and Rich Ogden
(Sports), Associate Planner Rebecca Gershow, Consultant Dale Magee
PUBLIC COMMENT ON ITEMS NOT ON THE AGENDA
Steve Davis, SLO resident, supports the sharing of the resources of public tennis court facilities at French
Park Tennis courts.
Bob Goldman, SLO resident, stated he is in support of multi-striping of tennis courts and that the
Commission should continue to support the sharing of resources.
Anita Smith, SLO resident, shared that she was unaware of the pending multi-striping of French Park
tennis courts for pickleball and provided to the Commission a petition from tennis players in opposition.
She is asking the Commission to reconsider its previous decision to restripe the tennis courts and keep the
Joanna Santiarse Memorial tennis court for tennis use only.
Bobbi Binder, SLO resident and president of SLO Pickleball Club, thanked the Commissioners for their
previous decision for sharing of current facilities. She asked the Commission when a dedicated,
tournament size, pickleball court might be considered. She added that the SLO Pickleball Ball could
work with the Parks and Recreation Department for fund-raising opportunities.
Bill Brown, Arroyo Grande resident and a professional tennis player said that public parks are the heart
and soul of tennis. He asked the Commission to not consider Sinsheimer Tennis Court for shared used
and expressed concerns about taking public tennis courts out of commission.
John Stocksdale, Shell Beach resident and SLO Pickleball Club Board Member, thanked the Commission
for its previous decision on sharing courts.
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Peggy Koteen, SLO resident and tennis player, asked the Commission to reconsider its decision restripe
the French Park tennis court. She expressed that survey data used was incomplete and not expressive of
the actual court use by tennis players at this location.
Jean Hyduchak, SLO resident and ambassador for USPA, reiterated that pickleball has been working with
the City for the past 2 years for shared court resources. She shared information about other pickleball
clubs and programming county-wide and added that the sport is gaining popularity.
Craig Levin, SLO resident and both a tennis and pickleball player, asked the Commission to support
dedicated pickleball court facilities. He asked the Commission to consider converting one tennis court for
pickleball at Sinshiemer.
Vicente Del Rio, SLO resident, asked the Commission to consider all sports and provide dedicated
facilities. He does not prefer sharing facilities with pickleball because pickleball is a loud sport.
Sallie Brooks-Schulke, SLO resident, shared use means six hours a week but not use at the same time.
Gary Zanini, SLO resident, said an unofficial survey noted an average of 11-15 tennis players weekly and
there are approximately 125 pickleball that could play weekly if allowed shared use.
Frank Collie, SLO resident, voiced opposition for multi-court striping at French Park. He added that the
court location is special because it is a solitary, fenced court which is great for individual instruction
without disruption to others. He asked the Commission to consider pickleball multi-use on the various
volleyball courts or the School District’s old Jr. High tennis courts.
John Hyduchack, SLO resident, acknowledged that shared use on tennis courts is not ideal but it is great
compromise for both sports with limited resources.
Scott Cleere, SLO resident and tennis player, supports the future lighting capital project at Sinsheimer
tennis courts in 2018-19. He also recommended considering pickleball courts at Emerson Park.
Chair Whitener reiterated that the Commission cannot take action or discuss items not on the agenda. He
added that the Commission’s intent was to support shared use of public facilities not to convert existing
tennis courts. He urged the public to share their concerns for more pickleball and tennis facilities to the
City Council.
Director Stanwyck reminded the Commission and the public present in the audience about the City’s 2-
year Financial Process, the numerous opportunities for public input, and encouraged all the participate.
PRESENTATIONS, INTRODUCTIONS, APPOINTMENTS
Presentation of Leadership SLO (Class 24) Water Wise Demonstration Garden by Rebecca Gershow and
Andy Greensfelder. Each leadership class has a legacy project intended to enhance a service or provide a
community benefit. The demonstration garden is proposed on city property on the lawn area outside of
the SLO Little Theater. The proposed plan will use drought tolerant plantings, educational signage, and
have a meandering path around the public art piece “BeeBee Works His Magic” which is a memorial to
Bill Beeson and his community support of the arts.
Commission Comments followed:
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Commissioner’s Single and Commissioner Avakian asked about additional garden seating or use of
proposed boulders for seating.
Commissioner Thurman asked about funding. Mr. Greensfelder responded that all funding is the
responsibility of the Leadership SLO class. A significant amount of demolition was provided by the
California Conversation Corp volunteers.
Commissioner Olson asked about garden lighting. Mrs. Gershow responded that the public art piece has
lighting.
By consensus, the Parks and Recreation Commission was in support of the Leadership SLO
demonstration garden design and location as presented.
CONSENT AGENDA AND CONSIDERATION OF MINUTES
ACTION: APPROVE THE MEETING MINUTES OF AUGUST 3, 2016 AS AMENDED BY
COMMITTEE MEMBER SINGLE, SECOND BY VICE CHAIR UPDEGROVE.
1. Consideration of Minutes
CARRIED 7:0:0:0 to approve the minutes of the Parks and Recreation Advisory Body for the
meeting of 08/03/2016.
AYES: AVAKIAN, OLSON, SCHWAB, SINGLE, THURMAN, UPDEGROVE, WHITENER
NOES:
ABSTAIN:
ABSENT:
PUBLIC HEARINGS AND BUSINESS ITEMS
2. Selection of Wes Conner Awardee for 2016
Director Stanwyck explained the selection criteria for the Commission and read the list of
previous award recipients and nominees for consideration.
ACTION: THE COMMITTEE BY CONSENSUS voted to approve Herb Fillaponi as the
recipient of the 2016 Wes Conner Award.
Motion passed 7:0:0:0 on the following roll call vote:
AYES: AVAKIAN, OLSON, SCHWAB, SINGLE, THURMAN, UPDEGROVE, WHITENER
NOES:
ABSTAIN:
ABSENT:
3. Selection of Date and Approval of Route for Annual Park Tour
Director Stanwyck recommended the Commission consider a park tour date and locations to
visit. The Commission considered a Friday in October and potential park tour routes to include
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Santa Rosa Park, Laguna Lake Golf Course, Meadow Park, French Park, Sinsheimer Park and
the Jack House.
ACTION: THE COMMITTEE BY CONSENSUS voted to approve Friday, October 14th for
the 2016 Annual Parks Tour to include the above route.
Motion passed 7:0:0:0 on the following roll call vote:
AYES: AVAKIAN, OLSON, SCHWAB, SINGLE, THURMAN, UPDEGROVE, WHITENER
NOES:
ABSTAIN:
ABSENT:
4. Review and Recommend to City Council Adoption of the 2020 Parks and Recreation
Department Strategic Plan
ACTION: RECEIVE INFORMATION, PROVIDE FEEDBACK AND RECOMMEND
COUNCIL ADOPTION
Staff shared an update about the Department’s Strategic Planning process which began October
2015 when the Parks and Recreation Department, in consultation with strategic planning
professional, Dale Magee of Catalyst Consulting, embarked on the creation of its first strategic
plan. Director Stanwyck noted that it is a City of San Luis Obispo best practice for its
Departments to have strategic plans. The priority and focus for Parks and Recreation is
summarized in its mission statement. The City of San Luis Obispo Parks and Recreation
Department inspires happiness by creating community through People, Parks, Programs, and
Open Space. How this can best be accomplished over the next four years is now articulated in
the vision and strategic elements of the proposed 2020 Parks and Recreation Strategic Plan.
The extensive public engagement process in seeking input for the strategic plan was
summarized. The goals and objectives of the Strategic Plan to meet the future needs and
expectations of the community using the plan as a roadmap were presented. The Commission’s
recommendation is scheduled to be considered by Council in November. Upon appr oval by
Council, staff will begin the crucial and immediate steps needed to accomplish the plan . Staff
will return to the Commission and Council with progress reports on the Plan.
Commission Comments followed.
Commissioners Olson and Single asked about a financial component to the plan. Director
Stanwyck responded that the plan is a vision document and intended to guide staff in setting
goals consistent with the vision and the financial commitment to meet these objectives.
Commissioner Olson asked about the “Maximize This!” committee as referenced in the plan.
Consultant Dale Magee responded that it is an internal group that looks at ongoing process
improvements to ensure the most efficient processes are employed.
Commissioner Schwab asked for clarification on what ‘Manage risk associated with recreation
facilities” meant. Director Stanwyck responded that this objective is a result of the City being a
self-insured city and this objective gives license to staff to take a proactive approach identifying
and limiting the city’s exposure to risk. Commissioner Schwab asked about the City’s
volunteer program. Director Stanwyck shared that the City has significant training for
volunteers in various City programs. She added that an AmeriCorp volunteer will be working
with the City for the next year to help in developing the city-wide volunteer program.
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Commissioner Thurman was in support of the Parks and Recreation Department modeling
healthy work habits and work-life balance for the City. He continued that he was also in
support for greater interactivity with the City’s website and optimization of social media.
Chair Whitener asked about implementation of the plan. Director Stanwyck said the plan will
be driven by priorities as defined by City Council and the City’s Financial planning process.
Chair Whitener asked the Commission to strongly consider advocating for new recreational
public facilities.
Public Comments:
None
ACTION: RECOMMEND THAT THE CITY COUNCIL ADOPT THE PARKS AND
RECREATION DEPARTMENT’S STRATEGIC PLAN AS MOTIONED BY COMMITTEE
MEMBER UPDEGROVE, SECOND BY COMMITTEE MEMBER SINGLE.
Motion passed 7:0:0:0 on the following roll call vote:
AYES: AVAKIAN, OLSON, SCHWAB, SINGLE, THURMAN, UPDEGROVE, WHITENER
NOES:
ABSTAIN:
ABSENT:
COMMITTEE COMMUNICATIONS
Director’s Report
Director Stanwyck provided a brief overview of current Parks and Recreation programming.
Box Art Jury recommendation of new designs – Advisory Body Reviews in Sept/October
We are at capacity for all after school youth programs. There are wait lists for every
school!
We are currently hiring teachers and lifeguards.
The Family Overnight Camp Out in Laguna Lake Park was a success with over 75
people!
The Skate Park Ramp n’ Roll on 8/20 was a fun & educational event promoting safety.
A reminder for Volunteer Appreciation Dinner on 9/22 at Jack House.
The first ever September Scramble Kid Adventure obstacle course at the Golf Course on
9/24
The Bike Rodeo will be at Hawthorne Elementary School on 10/1
Rangers are working on completing the M Loop trail
Commission Communications
LIAISON REPORTS
Adult and Senior Programming: Commissioner Single said adult softball fall started last
week and are playing 71teams this fall, Mondays to Thursday. Pickleball plays at
Meadow Park on Mon/Wed/Fri from 9am-11:30, French Park on Tues/Thursday 9am-
11:30 and Ludwick Community Center on Wednesdays 12-2pm. Boomer Softball is
provided on a drop-in basis on Tuesdays at Santa Rosa at 11am.
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Bicycle Advisory Committee: Commissioner Olson said the BAC does not meet until
September. No Report.
City Facilities (Damon Garcia, Golf, Pool & Joint Use Facilities): Commissioner
Avakian said that Damon Garcia field is already in poor condition with only one month
in use. The Rugby tournament was held this last weekend and AYSO soccer has begun
its season. The City/County library will be undergoing construction. Fields will begin to
close for annual maintenance September to March starting with Sinsheimer fields. Golf
Course rounds were up in August. Children’s attendance at golf course increased with
kids play free Saturdays. Cuesta classes are held on Fridays, and the teen golf group on
Wednesdays. “First Tee” program begins in September. Night Golf is back starting
September 16th.
Jack House Committee: Vice Chair Updegrove reported that the Jack House Committee
is working on a strategic plan. Art-after-Dark is the 1st Friday of the month and will be
continuing throughout this year.
Tree Committee: Commissioner Thurman shared that the tree committee meeting was
inundated with tree removal requests.
Youth Sports: Commissioner Schwab said there was no YSA meeting. No Report.
ADJOURNMENT
The meeting was adjourned at 8:06 p.m. The next Regular meeting of the Parks and Recreation
Commission is scheduled for 05, October, 2016 at 5:30 p.m., in the City Council Chambers, 990 Palm
Street, San Luis Obispo, California.
APPROVED BY THE PARKS AND RECREATION COMMISSION: 10/05/2016
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2020 Parks and Recreation
Strategic Plan
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Inspiring HAPPINESS
by creating
COMMUNITY
through PEOPLE,
PARKS,
PROGRAMS, and
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2020 Parks & Recreation Strategic Plan
TABLE OF CONTENTS
INTRODCUTORY REMARKS FROM PARKS AND RECREATION .... Error! Bookmark
not defined.
DEPARTMENT OVERVIEW................................................................................. 3
PLANNING PROCESS & PLAN DEVELOPMENT ................................................... 4
ASSESSMENT & FINDINGS ................................................................................ 6
SUMMARY OF GOALS AND OBJECTIVES ........................................................... 6
IMPLEMENTATION & ACCOUNTABILITY ........................................................... 8
TIMELINE ............................................................... Error! Bookmark not defined.
NEXT STEPS ........................................................... Error! Bookmark not defined.
THE PLAN: VISION 2020 GOALS, OBJECTIVES & KEY ACTIONS ........................... 9
ACKNOWLEDGEMENTS .................................................................................. 27
APPENDICES .......................................................... Error! Bookmark not defined.
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2020 Parks & Recreation Strategic Plan
INTRODUCTORY REMARKS FROM PARKS AND RECREATION
Dear Reader -
This document marks the beginning of an exciting time for the City of San Luis Obispo’s Parks
and Recreation Department. We are pleased to introduce the Department’s inaugural
Strategic Plan which outlines its vision, goals, and objectives for the next five years, 2016
through 2020.
The Department’s leadership team and staff, along with the community and other City
departments, has crafted an operational road map. This “big picture” plan builds on the
successes of current programs and staff as well as includes new strategies to make Parks and
Recreation’s service to our community even better.
This plan is both a guiding document that declares the Department’s commitments, as well as
an evolving document that will be reviewed annually for progress and relevancy. It highlights
the goals and the objectives to get us to “Mission Accomplished”
You are encouraged to review the plan’s goals and objectives, and as always we invite your
comments and suggestions. As you will find, Parks and Recreation continues to creatively
provide programs and service to the community in addition to being a healthy and smart
workplace for exceptional staff.
We look forward to continuing to inspire happiness and creating community through our staff,
programs, and parks and open spaces. We look forward to reporting annually on our progress.
Please visit us at www.slocity.org for more information about Parks and Recreation.
With Excitement and Gratitude,
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DEPARTMENT OVERVIEW
In 2016, Parks and Recreation is one of 10 of the City of San Luis Obispo’s Departments. The
current operating program budget for the department for fiscal year 2016-17 is approximately
$3.8 million. The department projects $1.65 million in 2016-17 revenues associated with its use
and programming fees.
The Parks and Recreation Department serves residents in San Luis Obispo, neighboring
community members, and many visitors. The Department has 18 full time permanent
employees, 17 full time limited benefit employees, and on average 100 to 150 part-time
employees providing diverse services from community garden management to skate park
ambassadorship to lifeguarding to refereeing Futsal.
The Department is comprised of multiple divisions including: Administration, Adult and Youth
Sports, Aquatics, Community Services and Special Events, Facilities, Golf Programming and
Maintenance, Public Art, Ranger Service, and Youth Services.
The Department is responsible for managing an array of facilities including: the Damon Garcia
Sports Fields, Laguna Lake Golf Course, Library Community Room, Ludwick Community Center,
Sinsheimer Stadium and Tennis Courts, SLO Public Art Program, SLO Swim Center, and SLO Skate
Park. Department staff provide before and after school enrichment activities at the City’s five
elementary schools and Laguna Middle School. Department staff produce multiple summer
camps including the Junior Ranger Camp and City Workers In Training. For 37 years the
Department has produced the SLO Triathlon with over 1200 participants annually. Other
special events include a diversity of inclusive activities from mindful children’s parades to movies
in the Mission to fun runs to contract classes to even a family campout. During the 2015-17
Financial Plan Period Ranger Services has partnered with Administration’s Natural Resources to
continue to protect the City’s opens spaces through enhanced maintenance and patrol
activities in support of Council’s major city goal of the same. Significant progress has been
made with the adoption of the City’s first Open Space Maintenance Plan in 2015, hiring of
additional Ranger staff, and focused maintenance projects.
The Department maintains numerous partnerships and collaborates with a wide variety of
groups and volunteers to meet the community’s recreational needs. The Department works
closely with its Public Works Partners in Building Maintenance, Engineering and Parks
Maintenance. Many community collaborations are long standing (such as the Joint Use
Agreement with the School District) and focus on Adult and Youth Sports, Open Space
Maintenance, as well as Senior Services and Community Events.
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STRATEGIC PLANNING PROCESS & PLAN DEVELOPMENT
This Strategic Plan is the end product of a year-long process in which the Parks & Recreation
Department not only sought out what it should be doing over the next five years, but also analyzed
why is should be doing it.
The plan identifies goals, objectives and key actions that have been determined to best
meet the future recreational needs and expectations of the community. This plan is a
roadmap to designing an organization and programs that meet the Department’s mission in
the best way possible. Employees of all levels and a variety of stakeholders were engaged
to create this plan and will continue to be involved to ensure success.
While the plan is intended to provide direction and accountability to the Department, it is
also dynamic enough to meet emerging needs, respond to fiscal or other constraints , and
maximize new opportunities that meet the wishes of our users.
The strategic planning process began in September 2015 with the creation of the Strategic
Plan Steering Team that included. Shelly Stanwyck, Department Director; Melissa
Mudgett, Recreation Manager; Lindsey Stephenson, Analyst; Doug Carscaden, Ranger
Supervisor; Devin Hyfield, Recreation Supervisor.
The Steering Team was charged with overseeing the planning and plan development
processes. The Steering Team met one to three times per month through August 2016,
assessing and refining the plan through seven drafts. In between sessions, the members
reviewed progress with staff and other stakeholders, and integrated that input and insight into
the working draft.
Project
Management
•Stakeholder input
•Data Analysis
•Synthesis of
Information
Prioritization
•Options
•Final Goals
•Key Actions
Writing the Final
Plan
•Drafting
•Editing and Refining
•Presenting to
Stakeholders
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STAKEHOLDER INPUT
The Steering Team focused on designing a stakeholder input process that would give direction
and insight into the final strategic plan. Existing community assessments and reports, local and
national trends, City Council’s Major City Goals, and diverse programming experience where all
relied upon in developing the plan.
This strategic plan is rooted in input received from both internal and external
stakeholders. Between September and November 2015 the Steering Team facilitated a
process that gathered input from a variety of stakeholders , including more than ten
affinity groups and sixty individuals.
A series of community and staff meetings and focus groups were held to learn from
participants’ experiences in recreation at large and the Department specifically, and to glean
insights that would lead to creating the best Parks & Recreation future for the communit y.
The input sessions included a variety of activities including visioning exercises, SWOT
(Strengths – Weaknesses – Opportunities – Threats) analyses, examination of emerging trends,
and prioritizing options.
The public engagement process followed the City’s adopted process.
Once the initial Goals, Objectives and Key Action Items were identified, Parks & Recreation
staff convened in March 2016 for review and feedback. From that input the Plan was further
revised alongside staff engagement. Following this staff review and further polishing of the
plan, the Plan’s Goals, Objectives and Key Action Items were presented to City Manager Katie
Lichtig for her direction and refinement. By August 2016 this realistically ambitious,
innovative and well-supported Strategic Plan was complete and being presented for final
public input and review.
INFORM•Outreach to Stakeholders
•Advisory Body Review: PRC
& Jack House
•Monthly Staff Meetings
•City Council Meeting:
November 1, 2016
CONSULT•City Website
•Email Communications
•City Master Plan & Council
MCGs
•Facilitated Community and
staff meetings and focus
groups: October 7, 8 and 15th
COLLABORATE•Bimonthly meetings and
communications
•Open House Opportunities:
August 30, Sept 1 and 6
•Drafting and revising the goals
and objectives of the plan
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ASSESSMENT & FINDINGS
The community and employee input process yielded invaluable, exciting, original, and
realistic information that ultimately lead to the direction and priorities in this plan .
More than 500 comments were collected regarding impressions about the Department,
programming, internal operations, emerging trends, opportunities, innovations, critical
issues, areas for improvement, and inspiring visionary ideas. A variety of common themes
and suggested pursuits emerged.
From the comments and conversations the Steering Team learned that the Department is
positively supported, has earned a solid reputation in the community, and is seen as largely
meeting the community’s needs. It enjoys positive relationships and partnerships with a
variety of public and private organizations. It is also viewed as valuing staff as it greatest
asset, is resilient to change, receptive to innovation, and committed to service
improvements and maximizing limited facilities.
The input also highlighted areas that could be created, improved, maximized, and/or
prioritized. These areas are in addition to the needed update of the City’s Parks and
Recreation Element of the General Plan. These findings were separated into three broad
thematic areas:
Parks,
Facilities,
and Open
Space
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SUMMARY COMMENTS BY THEMATIC AREA
Below is a summary of inputs received in a table format and a graphic representation of
visioning undertaken at various workshops. From these findings, the direction provided from
Stakeholders, an analysis of current conditions, and considering the Department’s place in
serving the City as a community, strategic priorities were determined. Six main Goals then
evolved, with supporting Objectives and Key Actions determined for each of those.
Programs
•Comprehensive
Recreation Center is
needed
•Collaborate more with
other providers
•Web marketing could
be more
contemporary
•Increase partnership
with private entities
•Collaborate
specifically with Cal
Poly
•Attract youth;
especially teens
•Focus on
intergenerational
programming
•Senior Services
•Educational programs
•Enhance racquet
sport offerings &
facilities (tennis and
pickleball)
Parks, Facilities and
Open Space
•Enhance current
parks, facilities and
open spaces
•Rec Center –
comprehensive facility
is needed
•Multi-use parks
facilities are
supported
•Safety is important to
users and they don’t
always feel safe in the
City’s parks
•Ranger
services/ranger
station is needed
•Enhanced trails
•Bike park
•Water park
•Golf increases
Internal Operations
•More staff and more
permanent staff
•Better benefits for
staff
•Increased
opportunities for
promotion of staff.
•Technology -stay
current
•Fiscal stability and
increased funding
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ORGANIZATION OF PLAN
This strategic plan utilizes the following planning conventions
Goals. These are specific strategic focal areas that best lead the Department in the
desired direction to meet its mission over the next five years. These were derived from
Stakeholder input, situational analysis, and leadership experience.
Objectives. Specific, measurable items that are needed to meet each of the goals.
These can be accomplished in varying timeframes and will be assessed and updated
annually. Objectives are statements of the general means by which the Department will
work to meet the Goals.
Key Implementation Items. Crucial, immediate steps needed to accomplish the
Objectives to reach the Goals. These are designed to produce measurable results.
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SUMMARY OF GOALS AND OBJECTIVES
The Strategic Plan includes six Goals, 21 Objectives and 64 Key Implementation Actions. Each
goal is defined more specifically in this report including objectives and key implementation
actions.
GOALS OBJECTIVES
1. DEPARTMENT IS WELL-MANAGED, SMART,
AND HEALTHY
Parks & Recreation is a vibrant, thriving
department with effective leadership and
practices which ensure a sustainable future.
1.1. Enhance Department structure for
sustainable success.
1.2. Build financial stability to ensure
outstanding levels of service.
1.3. Optimize technology to facilitate
effective work processes.
1.4. Maintain vigilant attention to continuous
process improvements.
1.5. Lead in modeling healthy work habits for
the City of San Luis Obispo.
2. STAFF IS HIGH PERFORMING, PROFESSIONAL,
AND PROVIDES EXCELLENT SERVICE
Parks & Recreation demonstrates a culture of
valuing human capital and expecting the best
from all team members. Staff is hired for
department compatibility, and is set up for
professional success in serving the public,
contributing to the team, and pursuing
advancement in municipal government
careers.
2.1. Sustain a supportive and progressive
work environment.
2.2. Staff is motivated and trained to provide
outstanding service.
2.3. Maximize the use of volunteers.
3. PROGRAMMING IS DIRECTED TO DIVERSE
USERS
Parks & Recreation provides high quality
programs that are responsive to industry
trends and changing community needs.
Programming encourages participation and
builds community amongst all users.
3.1. Maximize the use of existing Parks and
Facilities.
3.2. Optimize and implement innovative
programming in three priority areas:
Golf, Aquatics, and Racquet Sports.
3.3. Strengthen operational commitment to
programming across all age groups.
3.4. Increase Community’s awareness of
programs, services, events, and
Department needs.
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GOALS OBJECTIVES
4. EXPAND PARKS AND FACILITIES
Parks and Facilities are contemporary,
desirable to use, and meet the needs of diverse
users.
4.1. Increase access to non-City turf facilities,
and increase the number of City turf
facilities.
4.2. Maintain current facilities and
infrastructure to optimal levels.
4.3. Maximize the potential of new
developments’ neighborhood parks to
provide amenities beyond Park &
Recreation’s existing resources.
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.
5.1. Implement the adopted Open Space
Maintenance Plan as well as all City-
adopted Conservation Plans.
5.2. Enhance the user experience with
emphasis on Education, Conservation,
and Collaboration.
5.3. Build an effective management structure
reflective of the size and scope of the
City’s open space.
6. MAXIMIZE COMMUNITY RESOURCES AND
COLLABORATIONS
Parks & Recreation increases its programming
and positive impact, shares resources, and
meets needs through community partnerships.
6.1. Expand partnerships with Cal Poly and
Cuesta College to increase the City’s
facility options and provide development
opportunities for their students.
6.2. Develop partnerships with SLO County
Parks Department.
6.3. Leverage Community Stakeholders for
citizen-driven programming, funding,
and problem-solving.
.
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IMPLEMENTATION & ACCOUNTABILITY
As execution is frequently where strategic planning fails, the Steering Team invested more
than two months in critical assessment of each Goal’s activities, assigned individual leads to
each Goal and Objective, determined additional support needed to complete each activity, and
plotted a realistic timeline for completion of each activity.
The Department’s management team is committed to the successful implementation and
execution of the Strategic Plan. The Director is responsible for the overall implementation and
success of the Plan’s activities. Department leadership and each Goal leader will work together to
ensure resources and effective approaches are in place as the plan moves forward.
Goal Groups are expected to set milestones for each activity and track progress regularly.
The Department’s analyst will track overall progress on the plan using an internal tracking tool
that contains detailed information about each Goal, and includes status, accomplishments,
issues, and progress to completion.
The Management Team will review progress at least monthly. It is expected that some
strategies will be accelerated, delayed, or possibly canceled dependent on variables.
The plan will be reviewed at least annually with key actions being replaced as completed, and
Objectives and Goals assessed for relevancy and reprioritized as necessary. Community input,
Council direction and other factors will be considered during the review.
An annual strategic planning report will detail the outcome of each goal area. This process
ensures reliability of the Strategic Plan as a tool that can be used for annual operating
budget development, Capital Improvement Project (CIP) development, and equipment and
personnel planning.
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THE PLAN: VISION 2020 GOALS, OBJECTIVES & KEY ACTIONS
GOAL #1
Department is well-managed, smart, and healthy.
Parks & Recreation is a vibrant, thriving department with
effective leadership and practices which ensure
a successful future.
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GOAL #1 Department is well-managed, smart, and healthy.
1.1. Key Actions Enhance Department structure for
sustainable success.
1.1.1 Identify the ideal Department management structure for the long term.
Identify current and future services; identify support needs, eliminate unnecessary or
redundant programs and practices.
Design the best structure; consider reorganization.
May include community manager, special projects, or other manager-level positions.
1.1.2 Enhance the commitment to Older Adult programming and identify the staffing structure
that best serves this population.
Continue to partner with the Senior Center board of directors and work with the golfers at
Laguna Lake Golf Course to further develop active senior programming.
Seek funding for staffing that is responsive to needs, such as a dedicated specialist in
senior programming.
1.1.3 Streamline P&R hiring practices in coordination with the citywide MOTION project.
1.1.4 Partner with HR to complete part time staffing classification, salary surveys and retention.
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1.2 Build financial stability to ensure outstanding levels of
service.
1.2.1 Commit to proactive, long term projections for CIP and operational needs.
1.2.2 Update fee structure and application.
Evaluate fees paid by for-profit organizations (youth clubs, etc.).
Analyze implementation of a non-resident fee structure.
1.2.3 Research feasibility of and seek alternate funding sources, such as grants, foundations,
sponsorships.
1.2.4 Manage risk associated with recreational facilities to ensure public safety, and reduce
Workers’ Compensation and liability claims costs.
Enhance communication with support departments which are responsible for Risk
management (City Attorney, HR, Public Works).
Continue staff training with insurance provider regarding risk management.
Directly coordinate responses to the public regarding recreational issues (programming,
maintenance, risk).
Annually review claims for trends and respond accordingly.
1.3 Optimize technology to facilitate work processes.
1.3.1 Advocate for increased interactivity of the City’s website.
1.3.2 Continue Social Media excellence by maximizing the use of current and upcoming social
media platforms (FB, Instagram, etc.).
1.3.3 Employ modern intra-staff and public communications in response to changing
communication habits of customers and other stakeholders. Includes texting capabilities, apps.
1.3.4 Ensure staff’s access to needed technology, including hardware (may need additional PCs,
tablets, etc.), software (updated, useful, P&R specific), and training.
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1.4 Maintain vigilant attention to continuous process
improvements.
1.4.1 Examine current practices for relevance, proper resources, innovative efficiencies, and most
effective way to meet mission.
1.4.2 Institute a staffing “trigger points” formulation.
If X happens, Y number of staff is added – both management and line staff (trigger points
to be determined).
1.4.3 Institutionalize annual Customer Survey.
1.4.4 Update P&R Element and Masterplan.
1.5 Lead in modeling healthy work habits for the City of San
Luis Obispo
1.5.1 Focus on Employee Health.
Promote physical health activities, such as moving during the day, food choices/awareness.
Utilize flex schedules.
Good work habits are assumed. “You don’t have to be here to prove that you’re a hard
worker.”
Create Wellness Committee and Wellness Officer (a rotating position).
Explore incentives / rewards / accommodations for alternative transportation users.
1.5.2 Remodel P&R office building so physical space is conducive for healthy, creative and
productive work.
Standing desks, clean, good storage, etc.
1.5.3 Embody the SLO HAS culture throughout the Department.
Follow and keep current division Operations manuals.
Effective and efficient processes. Eliminate roadblocks. Encourage questioning; be open to
change for the better.
Meetings: use staff time wisely; don’t have one if it’s not needed; use alternative locations.
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GOAL #2
Staff is high performing, professional, and provides excellent
service.
Parks & Recreation demonstrates a culture of
valuing human capital and expecting the best from all team
members. Staff is hired for department compatibility, and is set
up for success in serving the public, contributing to the team,
and pursuing advancement in municipal government careers.
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GOAL #2 Staff is high performing, professional, and provides
excellent service.
2.1 Sustain a supportive and progressive work environment.
2.1.1 Implement enhanced non-monetary benefits for Staff.
Explore possibilities and options.
Advocate for development of on-site day care for City Staff proximate to work sites.
2.1.2 Conduct Staff Satisfaction survey annually.
2.1.3 Launch Staff Appreciation Committee.
2.1.4 Launch Department Innovation Committee.
2.1.5 Continue to pursue competitive wages for all part time employees.
2.2 Staff is motivated and trained to provide outstanding
service.
2.2.1 Provide Department-wide training on a regular basis.
Training during Rec All Staff meetings.
Speakers at All Staff; have a focus topic.
2.2.2 Promote opportunities to gain knowledge and skills needed as a Parks & Recreation
professional.
Exposure to all aspects of the Department.
Job Shadowing / Visit other Divisions.
Self-directed learning and growth (e.g. volunteer for special assignments/projects; allow
flexible schedule to accommodate learning).
2.2.3 Promote staff involvement in broader Department operations.
Create standing committee’s w/ representative from each Division.
Create a Facilities Services/Facility Design Committee.
Provide training on City-wide issues/topics.
2.2.4 Utilize results from annual Customer Satisfaction survey for continuous improvement.
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2.3 Maximize the use of volunteers.
2.3.1 Enhance coordination of volunteers Department-wide, with each Division identifying its
own needs.
2.3.2 Make it easier to volunteer and stay motivated.
Develop Incentive/Reward system.
Increase appreciation events.
Create and maintain proper database.
Create “Volunteer” button on homepage.
2.3.3 Engage younger volunteers, “U40” (40 and under)
Facilitate U40 volunteerism.
Provide opportunities for families to volunteer together.
Provide intergenerational volunteer opportunities.
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GOAL #3
Programming is directed to diverse users.
Parks & Recreation provides high quality programs that are
responsive to industry trends and changing community needs.
Programming encourages participation and builds community
amongst all users.
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GOAL #3 Programming is directed to diverse users.
3.1 Maximize the use of existing parks and facilities.
3.1.1 Complete comprehensive Community Needs assessment to further inform current and
future facilities needs and options.
3.1.2 Develop Use Plan for facilities that are underutilized or outdated. Anticipated focus will
include:
Recast the Ludwick Center: Commit to making it a recreation center with a youth focus.
Emerson Park: Enhance the usable space.
Meadow Park: Study the re-purposing of the softball field to turf facilities.
3.2 Optimize and implement innovative programming in three
priority areas: Golf, Aquatics, and Racquet Sports.
3.2.1 Laguna Lake Golf Course: Continue to add programming and creative uses of the course.
3.2.2 Aquatics: Develop new programming, in response to School District’s construction of its
own pool.
3.2.3 Racquet Sports: Respond to growing popularity of tennis and pickleball.
3.2.4 Form “Maximize This!” work groups for each priority area.
All levels of the Department are involved in optimizing each area.
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3.3 Strengthen operational commitment to programming
across all ages.
3.3.1 Every division integrates programming and facilities for varied age groups.
3.3.2 Develop programs to increase participation in targeted populations:
Adults, 18 -55 year olds
Millennials and Gen Z
Young Families
3.3.3 Attract new users and fill service gaps.
Free weekly classes in a park
WiFi at parks / facilities
Family activities and childcare
Create “Pop Up” Class program
3.3.4 Evaluate and adjust the current programming framework to meet the needs of the diverse
and growing senior population.
Assess the relevance of the Sr. Center / complete a needs assessment.
Collaborate with senior service providers. Connect P&R users to sr. services, active seniors,
Sr. Center programming. Explore use of alternative transportation for seniors.
Offer activities compatible with users’ activity levels.
3.4 Increase Community’s awareness of programs, services,
events and needs.
3.4.1 Use technology to enhance marketing, customer service and user experience.
WiFi in Parks
Increase Social Media efforts
Marketing – active, flexible, nimble, “in the moment,” daily info, multi-outlets
3.4.2 Seek donations from the Community for program materials and supplies (e.g. paper goods,
refreshments, art supplies).
Create a managed list of supplies needed by the various programs. Post on website,
newsletters, and social media.
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GOAL #4
Expand Parks and Facilities.
Parks and Facilities are contemporary, desirable
to use, and meet the needs of diverse users.
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GOAL #4 Expand Parks and Facilities.
4.1 Increase access to non-City turf facilities and increase the
number of City turf facilities.
4.1.1 Pursue additional facilities that are lighted.
4.1.2 Plan for additional Sports Fields for purchase and development.
Identify property; negotiate for acquisition.
Expand Damon Garcia through purchase of surrounding properties.
4.1.3 Explore ways to convert existing fields to year-round artificial turf.
Research cost, health issues.
Convert Emerson.
Identify other appropriate locations.
4.1.4 Use other entities’ existing facilities. Build creative partnerships such as:
Corp Yard
Churches
Co-operate with Cal Poly
Cuesta Park (co-use with the County)
Hotel properties (i.e. Madonna Inn)
4.2 Maintain current facilities and infrastructure to optimal
levels.
4.2.1 Identify priorities and ensure funding.
4.2.2 Address needs of aging and high-use facilities.
Mitchell Park: revitalize it.
Meadow Park: develop a priority list for capital projects; include the public and Public
Works in the planning.
Emerson Park: explore intensification.
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4.3 Maximize the potential of new developments’ neighborhood parks
to provide amenities beyond Parks and Recreation’s existing resources.
4.3.1 Insert Parks & Recreation more actively into the planning process for new neighborhood
parks (i.e. those not managed by the Department).
Provide expertise, strategic thinking, management recommendations, and advocacy for
unmet needs, such as dog parks, pump tracks, pickle ball courts, community gardens.
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GOAL #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.
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GOAL #5 Nurture Open Space.
5.1 Implement the adopted Open Space Maintenance Plan as
well as all City adopted Conservation Plans.
5.1.1 Support Natural Resources’ acquisition of more open space, with emphasis on appropriate
funding for effective infrastructure, maintenance.
5.2 Enhance the user experience with emphasis on education,
conservation and collaboration.
5.2.1 Provide an array of nature-based activities for diverse users.
Such as trails, age-specific hikes, Jr. Ranger camps, flora and fauna identification hikes,
Ranger-led activities, conservation education.
5.2.2 Understand and adapt to appropriate levels of passive recreation on trails.
5.2.3 Build a dedicated Ranger Station.
Assess needs and feasibility. May be best in one central location or two (north/south).
Explore the use of an existing facility that may be vacated by another City department
Seek a co-located partnership with another agency or organization.
Leverage opportunities to refurbish existing buildings at Johnson Ranch and/or Ahearn
Ranch or other properties. Use creative acquisition terms to facilitate this.
5.2.4 Environmental Education Center
Explore options for creative opportunities. Co-use facilities, house at Ranger Station, etc.
Hold classes, programs, etc.
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5.3 Build an effective management structure reflective of the
size and scope of the City’s open space.
5.3.1 Commit to appropriate staffing, resources (tools, fleet), and amenities for current
properties.
5.3.2 Institute ratio of at least 1 FT field-staff level position per 1000 acres, increasing that based
on intensity of property and use demands.
5.3.3 Create an enhanced Department structure as Ranger staffing increases.
Evaluate the addition of Open Space Superintendent.
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GOAL #6
Maximize community resources and
collaborations.
Parks & Recreation increases its programming
and positive impact, shares resources, and
meets needs through community
partnerships.
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GOAL #6 Maximize community resources and collaborations.
6.1 Expand partnerships with Cal Poly and Cuesta College to increase
the City’s facility options and provide development opportunities for
their students.
6.1.1 Pursue shared fields at Cal Poly.
6.1.2 Pursue shared tennis courts at Cuesta.
6.1.3 Conduct concentrated recruitment effort for volunteers from the student populations.
6.1.4 Focus on NRM and Recreation Departments for service-learning opportunities.
Rangeland management, field projects, evidence-based, research-based planning.
Leverage “Learn By Doing” – help Cal Poly meet its motto.
Utilize student expertise, academics, research projects.
6.2 Develop partnership opportunities with SLO County Parks.
6.2.1 Explore partnership opportunities, such as Cuesta Park.
6.1 Leverage community stakeholders for citizen-driven
programming, funding, and problem-solving.
6.3.1 Maximize volunteers from existing groups to assist Park & Recreation’s efforts .
CCCMB, Jack house, PRC, Arts in Public Places, Sr. Center, YMCA, School District.
6.3.2 Continue to provide staff support to Community Partnerships.
6.3.3 Define our future relationship with users.
Encourage users to creatively problem-solve with us.
Invite Stakeholders to spearhead rational, pragmatic new endeavors.
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ACKNOWLEDGEMENTS
With great appreciation we thank the more than 60 individuals for gave their time and input
in helping to create Parks & Recreation’s 2016 – 2020 Strategic Plan. We give special thanks
to the following for their contributions in crafting an exciting future for the Parks & Recreation
Department:
Dale Magee, Catalyst Consulting
The 2015-2016 Parks & Recreation Commission
San Luis Obispo City Council for their continued support of Parks & Recreation
Katie Lichtig, City Manager
City Departments
Parks & Recreation Users and Volunteers
Parks & Recreation Staff
And most importantly, the citizens of San Luis Obispo who allow our programs to enrich
their lives and in turn make the community better
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2020 Parks and Recreation
Strategic Plan
November 1, 2016
Parks and
Recreation
The City of San Luis Obispo
Parks and Recreation
Department inspires
happiness by creating
community through People,
Parks, Programs, and Open
Space.
Mission Statement
Background
Consultant/Staff Team Model.
11 -months of data gathering,
evaluating, analyzing, and prioritizing.
Assessed department structure,
identified a vision for the future with
themes, goals, objectives, tasks, and
future resource needs.
Lots of public engagement,
coordination with Natural Resources,
PW, and P&R staff.
How the 2020 Vision
was Developed
INFORM
•Outreach to
Stakeholders
•Advisory Body
Review: PRC &
Jack House
•Monthly Staff
Meetings
•City Council
Meeting: November
1, 2016
CONSULT
•City Website
•Email
Communications
•City Master Plan &
Council MCGs
•Facilitated
Community and
staff meetings and
focus groups:
October 7, 8 and 15th
COLLABORATE
•Bimonthly meetings
and communications
•Open House
Opportunities:
August 30, Sept 1
and 6
•Drafting and
revising the goals
and objectives of the
plan
Public Engagement Process
Strategic
Plan
Highlights
•Foundation for the Plan are
existing City policies,
ordinances, and plans.
•@ the Core of the Plan
Goals
Objectives
Key actions
•Designed to be flexible to meet
emerging community needs
and/or respond to fiscal or other
challenges.
2020 Vision Highlights
Strategic
Plan
Highlights
Six Goals of the Plan
1.Department is well-managed,
smart, and healthy.
2.Staff is high performing,
professional, and provide
excellent service.
3.Programs are directed to diverse
users.
4.Expand parks and facilities.
5.Nurture open space.
6.Maximize community resources
and collaboration.
2020 Vision Highlights
GOAL #1
Department is Well-Managed,
Smart and Healthy
Parks and Recreation is a
vibrant Department with
effective leadership and
practices which ensure a
sustainable future
GOAL #1
Department is Well-Managed, Smart
and Healthy
Enhance Department
Structure for Sustainable
Success AND Build
Financial Stability to
ensure outstanding levels
of service
Optimize technology to
facilitate effective work
processes
Maintain vigilant
attention to continuous
improvements
Lead in modeling healthy
work habits for the City
of San Luis Obispo
GOAL #2
Staff is High Performing,
Professional, and Provides
Excellent Service
Demonstrates a culture of valuing
human capital and expecting the
best from all team members. Staff
is hired for compatibility and is set-
up for professional success in
serving the public, contributing to
the team & pursuing advancement
in municipal government
GOAL #2
Staff is High Performing, Professional,
and Provides Excellent Service
Sustain a supportive &
progressive Work Environment
Staff is motivated and trained to
provide outstanding service
Maximize the use of volunteers
GOAL #3
Programming is Directed to
Diverse Users
Provide high quality
programs that are responsive
to industry trends and
changing community needs.
Programming encourages
participation and builds
community amongst all users.
GOAL #3
Programming is Directed to Diverse Users
Maximize the use of
existing parks and
facilities
Optimize and implement
innovative programming
in three priority areas:
Golf, Aquatics and
Racquet Sports
Strengthen operational
commitment to
programming across all
age groups
Increase Community’s
awareness of programs,
services, events and
Department needs
GOAL #4
Expand Parks and Facilities
Parks and Facilities
are contemporary,
desirable to use, and
meet the needs of
diverse users
GOAL #4
Expand Parks and Facilities
Increase access to non-City turf facilities, and increase the
number of City turf facilities
Maintain current facilities and infrastructure to optimal
levels.
Maximize the potential of new developments’ neighborhood
parks to provide amenities beyond Parks and Recreations’
existing resources
GOAL #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.
GOAL #5
Nurture Open Space
Implement the adopted Open Space Maintenance
Plan as well as the City’s adopted Conservation Plans
Enhance the users 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
GOAL #6
Maximize Community Resources
and Collaborations
Parks & Recreation increases
programming and positive
impact, shares resources, and
meets needs through
community partnerships
GOAL #6
Maximize Community Resources
and Collaborations
Expand Partnerships with Cal Poly and Cuesta College to increase
the City’s facility options and provide development opportunities for
their students.
Development partnership with SLO County Parks Department.
Leverage Community Stakeholders for citizen-driven programming,
funding and problem-solving.
Two different topics
that the public has
recently provided input
about.
Questions Arising From Public Input
1.This is adopted City Policy with
$900,000 designated for the park in the
2016-17 budget approval by Council.
2.A new park in this neighborhood is also
included in the City’s General Plan.
3.The neighborhood has identified this as
a desired additional strategic item.
4.Staff agrees that this could easily be
added as a task.
A New Park in the North Broad
Street Neighborhood
Amend Section 4.3 to read:
4.3 Pursue new neighborhood parks
and maximize existing parks to provide
amenities beyond Parks and
Recreation’s existing resources.
4.3.1 Insert Parks and Recreation more actively into the
planning process for new neighborhood parks.
4.3.2 Pursue a new park located in the
North Broad Street Neighborhood.
Section 4 -Expand Parks and
Facilities
How does this Strategic Plan
coordinate with existing City
Open Space policies?
Open Space Ordinance
Conservation and Open
Space Element
Conservation Plans
Proceedings of the Natural
Resources Roundtable
Next Steps
1.Council adoption of the
Strategic Plan in November
2016.
2.Staff will then begin to
implement the Plan.
3.Regular progress reports on
the Plan –with an annual
summary report.
What Does the
Future Hold?
As recommended by
the Parks and
Recreation
Commission Adopt the
Parks and Recreation
Department’s 2020
Strategic Plan as
amended.
Questions & Recommendation