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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. Item 3 Packet Page 7 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.) Item 3 Packet Page 8 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. Item 3 Packet Page 9 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. Item 3 Packet Page 10 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 Item 3 Packet Page 11 Page intentionally left blank. Item 3 Packet Page 12