HomeMy WebLinkAboutItem 03 - 2019 Annual Progress Report for the 2020 Parks & Recreation Strategic PlanDepartment Name: Parks and Recreation
Cost Center: 7001
For Agenda of: January 21, 2020
Placement: Consent
Estimated Time: N/A
FROM: Greg Avakian, Parks and Recreation Director
Prepared By: Aleah Bergam, Administrative Analyst
SUBJECT: 2019 ANNUAL PROGRESS REPORT FOR THE 2020 PARKS AND
RECREATION STRATEGIC PLAN
RECOMMENDATION
Receive and file the 2019 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.
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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.
6. Maximize community resources and collaborations: Parks and Recreation increases its
programming and positive impact, shares resources, and meets needs through community
partnerships.
Third Annual Progress Report on the 2020 Parks and Recreation Strategic Plan
The third Annual Progress Report on the Strategic Plan is provided as Attachment A and is
intended to highlight major accomplishments at the objective level. The Strategic Plan is in no
way a recitation of all work completed throughout the 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.
Strategic Plan Subcommittees and Highlights of 2019
2019 was the third year of the Strategic Plan’s implementation and created the opportunity to
continue to show progress in accomplishing many of the plan’s objectives. In addition to
accomplishing objectives, 2019 included the continual brainstorming and development of new
and innovative ideas and plans to accomplish the goals set forth in the Strategic Plan. Staff
continued to work collaboratively within their subcommittees to make progress towards each
goal objective, in addition to beginning to collaborate with other subcommittees on
accomplishing shared goals. The seven Strategic Plan subcommittee groups consisted of 32 full
and part-time staff from various divisions throughout the Parks and Recreation. Throughout the
year, these subcommittee groups met on a regular monthly basis to work towards accomplishing
objectives, as well as bi-annually at the Parks and Recreation Summit events to share
information about their progress, receive peer feedback and identify opportunities to align related
objectives and maximize positive results. At the end of 2019, subcommittee leads were tasked to
select different and new subcommittee members in order to create new subcommittee teams to
foster greater collaboration amongst staff members as well as provide the opportunity to utilize
the strengths and talents of a diverse team. A brief outline of the 2019 Annual Progress Report
highlights is provided in the table below.
2019 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.)
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Current Park and Facility Projects
North Broad Street Neighborhood Park
Public Comment was received in advance of the December 6, 2017 Parks and Recreation
Commission meeting regarding the exploration of a new park in the North Broad Street
neighborhood. Staff continues to work on this action item as part of Goal 4 Objectives. 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, Public Works and Parks and Recreation staff conducted outreach and
engagement of the neighborhood to guide the design of the park. Park concept design has been
completed with anticipated approval and construction in 2020.
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Pickleball Courts at French Park
As part of the French Park Improvement Project, the previous basketball court was converted
into three dedicated pickleball courts, and the unused sand volleyball court was converted into a
72’ x 40’ basketball area. The grand opening of the new pickleball courts at French park was in
September 2019.
Looking Ahead to the Final Year of Implementation of the 2020 Parks and Recreation
Strategic Plan
Staff will complete Strategic Plan objectives and will return to both the Parks and Recreation
Commission and the City Council with comprehensive progress completed on the Strategic Plan.
In 2020, staff will focus on core areas to help the Parks and Recreation Department maximize
limited available resources, provide an array of programming designed to meet the needs of
diverse park users, and better define our future relationship with the community; together
crafting an exciting future for Parks and Recreation. A sneak peak of coming attractions for 2020
include the following:
Previous Council or Advisory Body Action
On November 1, 2016, the City Council adopted the 2020 Parks and Recreation Strategic Plan.
On December 6, 2017 the Parks and Recreation Commission received a presentation on the 2017
Annual Progress of the 2020 Parks and Recreation Strategic Plan and concurred with the
information provided in the first annual report. On January 16, 2018 City Council received and
filed the 2017 Annual Progress Report for the 2020 Parks and Recreation Strategic Plan. On
February 5, 2019 City Council received and filed the Parks and Recreation Department’s
Strategic Plan 2018 Progress Report.
Policy Context
All activities undertaken as part of the 2020 Parks and Recreation Strategic Plan implementation
are done in a manner that is consistent with all adopted City policies, ordinances and open space
maintenance and/or natural preserve conservation plans.
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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 2019 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: 2019-20
Funding Identified:
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 2019 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 2019 Annual Progress Report for the 2020 Parks and Recreation
Strategic Plan and direct staff to make revisions to the Report.
Attachments:
a - COUNCIL READING FILE - 2019 Annual Progress Report of the 2020 Parks &
Recreation Strategic Plan
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