HomeMy WebLinkAbout02-05-2019 Item 9 - 2018 Annual Prgoress Report for 2020 P&R Strategic PlanDepartment Name: Parks and Recreation
Cost Center: 7001
For Agenda of: February 5, 2019
Placement: Consent
Estimated Time: N/A
FROM: Shelly Stanwyck, Parks and Recreation Director
Prepared By: Aleah Bergam, Administrative Analyst
SUBJECT: 2018 ANNUAL PROGRESS REPORT FOR THE 2020 PARKS AND
RECREATION STRATEGIC PLAN
RECOMMENDATION
Receive and file the 2018 Annual Progress Report for the 2020 Parks and Recreation Strategic
Plan. (Attachment A)
DISCUSSION
Background
On November 1, 2016, the City Council adopted the 2020 Parks and Recreation Strategic Plan.
The Plan outlines the 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 Department 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 & Recreation is a vibrant, thriving
department with effective leadership and practices which ensure a sustaina ble future.
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, 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 & 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.
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6. Maximize community resources and collaborations: Parks & Recreation increases its
programming and positive impact, shares resources, and meets needs through community
partnerships.
Second Annual Progress Report on the 2020 Parks and Recreation Strategic Plan
The second Annual Progress Report on the Department’s St rategic Plan is provided as
Attachment A and is intended to highlight major accomplishments at the objective level. The
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 2018
2018 was the second year of the Department’s strategic plan implementation and created the
opportunity to begin to show progress in accomplishing many of the plan’s objectives. In
addition to accomplishing objectives, 2018 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, and an additional subcommittee, Pioneering Technolo gies,
was created to take on additional objectives for Goal three. The seven Strategic Plan
subcommittee groups consisted of 31 full and part -time staff from various divisions throughout
the Department. Throughout the year, these subcommittee groups met o n 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
2018, staff members were tasked to join a different subcommittee in order to create new
subcommittee teams to foster greater collaboration amongst staff members as well as provide the
opportunity to utilize the st rengths and talents of a diverse team.
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A brief outline of the 2018 Annual Progress Report highlights is provided in the table below.
2018 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 in Design Phase
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 have
been sought. The next phase of the project will begin in Spring 2019 with outreach and
engagement of the neighborhood to develop a plan for the future park.
Looking Ahead to the 2019 Implementation of the 2020 Parks and Recreation Strategic
Plan
Staff will continue to work on Plan objectives and will return to both the Parks and Recreation
Commission and the City Council with annual progress reports on the Plan. In 2019 , 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 communit y; together crafting an exciting future
for Parks and Recreation. A sneak peak of coming attractions for 2019 include the following:
Previous Council or Advisory Body Action
On January 16, 2018 City Council received and filed the 2017 Annual Progress Report for 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 provide d in the first annual report.
On November 1, 2016, the City Council adopted the 2020 Parks and Recreation Strategic Plan.
The Parks and Recreation Commission agenda meetings have been full and Staff plans on
presenting the 2018 report when the opportunity presents itself.
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 2018 Annual Progress Report on the Department’s 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: 2018
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
Receiving and filing the 2018 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 reso urces and budget.
ALTERNATIVES
Do not receive and file the 2018 Annual Progress Report for the 2020 Parks and Recreation
Strategic Plan and direct staff to make revisions to the Report.
Attachments:
a - 2018 Annual Progress Report of the 2020 Parks and Recreation Strategic Plan
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2020 Parks & Recreation Strategic Plan
2018 Annual Progress Report
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2020 Parks and Recreation Strategic Plan
May 2018 Bi-Annual
Strategic Plan Summit where
staff shared accomplishments
and sought input on Strategic
Plan Goals.
YEAR 2!
This year we were able to measure
progress made towards our goals and
continue to develop creative ways to
accomplish them.
This plan provides guidance for
Department operations and
programming in support of the
Parks and Recreation mission
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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
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Maintain vigilant attention to continuous process improvements
Lead in modeling healthy work habits for the City of San Luis Obispo
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GOAL #1 DEPARTMENT IS WELL MANAGED, SMART & HEALTHY
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Community engagment and collaboration for
the Parks and Recreation Element and
Master Plan
FINANCES
STAFFING
FUTURE
- Onboarded 116 supplemental staff in 2018
- Provided outstanding services and programs
- 5 full time staff and 14 temp/supp staff promoted within the Department
• Consistent with adopted Fiscal Heath Response Plan, Department Reorganization cut spending
while maintaining high program standards
• $131,000 in operating reductions: eliminated SLO Teens Program, reduced Department’s Public
Counter hours, eliminated a vacant Administrative Assistant position, and consolidated Rec Sports
within Community Services.
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GOAL #1 DEPARTMENT IS WELL MANAGED, SMART & HEALTHY
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INCREASE COMMUNITY AWARENESS
of Parks & Recreation programs through social media, radio, MailChimp email
marketing, flyers in office and promoting at events.
POP UP EVENTS
Asking the public for their Bright Ideas!
PUBLIC WORKSHOP
September 2018 | Over 500 people attended the Public Workshop to share their thoughts
and ideas on what they want to see over the next 20 years from our Department
5,156
email subscribers
Event and program surveys
were sent out:
Event and Program
Happiness Score ratings:
High!
7 surveys sent
400 responses
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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
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GOAL #2 STAFF IS HIGH PERFORMING, PROFESSIONAL & PROVIDES EXCELLENT SERVICE
HEALTHY
Parks and Recreation works to create a culture with
“WOW”. Work-Out-Wednesdays, World-of-Wellness,
(healthy resources) and Working-on-Wellness
(Newsletter) are all in support of employee health.
• New this year: Step Challenge in Dec 2018 | Staff wore
FitBit’s or had a phone app count steps in a day to see
who could move the most in a month.COLLABORATIVE
SMART
Staff Appreciation Committee recognized 28
Parks & Recreation staff for their
outstanding work throughout the year with
Department hydroflasks and a “Shout-Out-
Board” to note individual accomplishments.
21 Hydroflasks given to awesome employees
28 Hats given to awesome employees
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Meghan Burger
was recognized as
Parks and Rec’s
Employee of the
Year
New trail kiosks at other Parks and Rec facilities to connect
our departments with Open Space (at Swim Center, Golf
Course, in front of main office)
New staff community garden built by staff for staff. Spring
2018.
During Staff shortages, staff members from the office
stepped in to help out at the Golf Course (Rangers cutting
trees, front desk staff helping with maintenance)
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VOLUNTEERS
TRAININGS
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8 staff participated in the California Professional Recreation Society (C.P.R.S.) Fall Forum with 3 staff
serving on the CPRS Board
50 staff became American Red Cross CPR/AED/First Aid certified
33 staff obtained professional certifications for lifeguard instructor training
2 staff obtained wilderness first aid training through National Outdoor Leadership School
Parks and Recreation continues to demonstrate a culture of
valuing human capital and expecting the best from all team
members.
In 2018, 22 Parks and Recreation staff participated in
trainings provided by the Centre for Organizational
Effectiveness (S.T.A.R.T., Supervisors Academy, Leadership
Lab and Disc Assessments)
GOAL #2 STAFF IS HIGH PERFORMING, PROFESSIONAL & PROVIDES EXCELLENT SERVICE
Special Events: 237
Garden Cleanups: 300
Senior Center: 40
Jack House Docents: 10
Skate Park: 5
Rangers: 957
1,549
50
8
19
22
33
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Maximize the Use of Existing Parks and Facilities
Programming is
directed
to diverse
users
goal 3
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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
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GOAL #3 PROGRAMMING IS DIRECTED TO DIVERSE USERS
Parks and Recreation provides high quality programs that are responsive to industry trends and
changing community needs. New programming in 2018 encouraged participation, built community
amongst all users, and strengthened the Department’s operational commitment to programs across
all age groups.
ALL EVENTSLISTED ONFACEBOOKMONTHLY
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PROGRAMMING FOR
ALL AGES
DOWNTOWN ATFARMERS MARKET
SOLD OUT!
2nd Annual Back to Pool Night
Music, water balloon toss, cannon ball
contest, shaved ice, BBQ
200 attendees
100 families camping
at Laguna Lake Park
Boo Bash Halloween costume
party at Meadow Park
Roughly 400-500 people in
attendance
150 scavenger hunt
participants
2018 SLO TRI
790 participants
New this year: Food Trucks!
2018 September Scramble
475 participants
Other Events:
Egg Hunt | 200 participants
Skate Events | 150+ participants
Bike Rodeo | 175 participants
Movies at the Mission | 250 participants
SLO Senior Center
40th Anniversary
BBQ Lunch
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SOCIAL MEDIA METRICS
800
New Followers in 1 year
Steady increase similar to 2017
2,849 Total Followers
Facebook
Instagram
Twitter
200 New Followers
1,176 Total Followers
Gobble Wobble
approximately 500
participants
September Scramble
over 500
participants
Highly Attended Events
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GOAL #3 PROGRAMMING IS DIRECTED TO DIVERSE USERS
700+ New Followers
2,769 Total Followers @sloparksandrec
2,000 Total Followers @pixonpeaks
2,695 Total Followers @sloskatepark
50%
Attendance increase
to 200 people
SLO TRI
790 participants
Boo Bash
400-500 participants
2nd BACK TO POOL NIGHT
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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
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GOAL #4 EXPAND PARKS AND FACILITIES
Investment in Capital Projects to Expand the Use of Parks & Facilities
Kikuyu Grass at Damon
Garcia Sports Field
Successfully grown on all fields and will be maintained through 2019
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Jack House
A Parks and Rec intern collected data about
ethics, standards and best practices for the
management, maintenance, and operations of
historic homes. A summary report will help
develop policies for the future management,
maintenance, and operation of the Jack House.
Replacement of Equipment
at Islay Park
Neighborhood meetings regarding new play
equipment have begun
Installed New
Stadium Nets
Identified Location for North Broad
Street Neighborhood Park
Broad St. Community Garden
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Public Art
mural at SLO
Swim Center
GOAL #4 EXPAND PARKS AND FACILITIES
Completed
summer 2018
SLO Box Art program 2018
ALL city-owned utility boxes have been painted by local artists with
26 painted in 2018
New Community Garden
Partnered with Kwianis Club SLO & One Cool
Earth to build a garden at the Laguna Lake
Golf Course
Hydration Stations
New hydration stations installed at the SLO
Swim Center, Ludwick Community Center and
at Damon Garcia Sports fields
In August 2018, Parks and Recreation staff held a
neighborhood pop-up event at Las Praderas Park.
The meeting with neighbors was a part of the com-
munity engagement process to share ideas about
how the City Parks and Recreation could be more
inclusive of the diverse wants and needs of the
community.
Las Praderas Park Meeting
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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
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Pilot Program
New Trailhead Improvements
GOAL #5 NURTURE OPEN SPACE
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Constructed New Parking Area & pedestrian bridge at Reservoir Canyon
Improved eroding entry and added fencing at Bishop Peak
City Council approved, 2 year pilot program to allow winter evening access, with permits, on the City owned trails
on Cerro San Luis November through March up until 8:30pm
NEW! Desktop ‘App’ where users
can get a permit
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VOLUNTEERS
500+
PAPER TRAIL
MAPS GIVEN
AWAY
PUBLIC EDUCATION
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Every Wednesday morning Volunteers meet Rangers
out at a designated location. Information can be found
on our website and social media sites.
Saturday Work Days: Once a month at various
locations
GOAL #5 NURTURE OPEN SPACE
1,020 hrs
NOT looking at a screen
Continued use of maps, kiosks and online presence to promote safe hiking. Multiple summer
camps and partnering with local schools to do talks and go on hikes with students
Local stores like Mountain Air and the SLO Chamber Visitor Center also hand out trail maps.
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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
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GOAL #6 MAXIMIZE COMMUNITY RESOURCES & COLLABORATIONS
Event volunteers from EIM classes
and greek lifeCompletion of Laguna Lake Golf Course
Community Garden (Donation from Kiwanis
Clubs and One Cool Earth)
Year 3!
A DAY OF
VOLUNTEERING
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STAKEHOLDERS
Updated agreement between Arts Obispo and the
Parks and Rec Department includes a clause that
Arts Obispo will produce one pop-up event with focus
on the arts and activation of parks.
They will also provide five volunteers for the City’s
Annual Triathlon .
Volunteer trail work days
and hikes
The Parks and Rec Dept partners with the Seahawks by providing them
access to the pool four times a day and once on Saturday.
The Seahawks host all their swim meets at the SLO Swim Center and
they host 5 to 7 meets a year. With each meet having an average of
200 athletes competing.
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COLLABORATION
A Cal Poly landscape architecture class
redesigned and envisioned Laguna Lake Park
to find better ways to utilize park space
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GOAL #6 MAXIMIZE COMMUNITY RESOURCES & COLLABORATIONS
Parks and Recreation partners with SLO
Downtown to provide the community with
special events.
Parks and Recreation has made a huge
effort to get community imput to determine
our 20 year plan for the department.
We have used pop up events, email, social
media, post cards and workshops to get
participation from over 500 local community
members.
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What’s Ahead in 2019?
Continued growth of the Parks and Rec
Department’s healthy and smart culture
Construction of new Park Amenities
with approved capital improvement projects
Continuing to educate, retain and
Recognize Staff for Outstanding Work
Activation of Parks through pop-up events,
workshops and community events
Continued community partnerships
Based on the Community Needs Assessment begin
to draft Parks and Recreation Master Plan and Element
Update
1
2
3
4
5
6
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