Loading...
HomeMy WebLinkAbout2023-01-24 Work Session CITY COUNCIL WORK SESSION City Council Chambers, 33 East Broadway Avenue Meridian, Idaho Tuesday, January 24, 2023 at 4:30 PM Minutes ROLL CALL ATTENDANCE PRESENT Councilman Joe Borton Councilwoman Liz Strader Councilman Brad Hoaglun Councilman John Overton Councilwoman Jessica Perreault Councilman Luke Cavener Mayor Robert E. Simison ADOPTION OF AGENDA Adopted CONSENT AGENDA \[Action Item\] Approved Motion to approve made by Councilman Hoaglun, Seconded by Councilman Borton. Voting Yea: Councilman Borton, Councilwoman Strader, Councilman Hoaglun, Councilman Overton, Councilwoman Perreault, Councilman Cavener 1. Approve Minutes of the January 10, 2023 City Council Work Session 2. Approve Minutes of the January 17, 2023 City Council Regular Meeting 3. Final Order for Skybreak Subdivision No. 1 (MFP-2022-0002) by Conger Group, generally located south of Lake Hazel Rd., east of S. Eagle Rd., and north of Columbia Rd. 4. Public Art Easement Agreement between the City of Meridian and the Western Ada Recreation District for 213 E. Franklin Rd. 5. Approval of Task Order 10549.b to Keller Associates, Inc. for the Well 10B Water Treatment Facility – Design project for the Not-To-Exceed amount of $255,700.00 6. Approval of Purchase Order #23-0188 to ACHD for the Interagency Cooperative Development Agreement for the Lake Hazel Roadway – Locust Grove to Eagle Improvement project for the Not-To-Exceed amount of $540,673.51 ITEMS MOVED FROM THE CONSENT AGENDA \[Action Item\] ACTION ITEMS 7. Public Hearing for Proposed 2023 Lakeview Golf Course Fee Schedule of the Meridian Parks and Recreation Department Continued to February 7, 2023 Motion to continue to February 7, 2023 made by Councilman Cavener, Seconded by Councilwoman Strader. Voting Yea: Councilman Borton, Councilwoman Strader, Councilman Hoaglun, Councilman Overton, Councilwoman Perreault, Councilman Cavener 8. Resolution 22-2367: A Resolution Adopting the 2023 Lakeview Golf Course Fee Schedule of the Meridian Parks and Recreation Department; Authorizing the Meridian Parks and Recreation Department to Collect Such Fees; and Providing an Effective Date Vacated Motion to vacate made by Councilman Hoaglun, Seconded by Councilman Cavener. Voting Yea: Councilman Borton, Councilwoman Strader, Councilman Hoaglun, Councilman Overton, Councilwoman Perreault, Councilman Cavener DEPARTMENT / COMMISSION REPORTS \[Action Item\] 9. Parks and Recreation Department: Meridian Parks & Recreation Master Plan Update 10. Community Development: Ada County Highway District Integrated Five-Year Work Plan Priorities EXECUTIVE SESSION 11. Per Idaho Code 74-206(1)(d): To consider records that are exempt from disclosure as provided in chapter 1, title 74, and Idaho Code 74-206 (1)(f): To communicate with legal counsel for the public agency to discuss the legal ramifications of and legal options for pending litigation, or controversies not yet being litigated but imminently likely to be litigated Motion to enter executive session made by Councilman Hoaglun, Seconded by Councilman Borton. Voting Yea: Councilman Borton, Councilwoman Strader, Councilman Hoaglun, Councilman Overton, Councilwoman Perreault, Councilman Cavener Into executive session: 6:02 p.m. Out of executive session: 6:48 p.m. ADJOURNMENT 6:48 p.m. E IDIAN 'aAHO AGENDA ITEM ITEM TOPIC: Approve Minutes of the January 10, 2023 City Council Work Session Meridian City Council Work Session January 10,2023 Page 37 of 37 Simison: I have a motion and a second to approve Ordinance No. 23-2008. Is there any discussion? If not, Clerk will call the roll. Roll Call: Hoaglun, yea; Borton, yea; Cavener, yea; Perreault, yea; Strader, yea; Overton, yea. Simison: All ayes. Motion carries and the item — the ordinance is approved. MOTION CARRIED: ALLAYES. Hoaglun: Mr. Mayor? Simison: Councilman Hoaglun. Hoaglun: I move we adjourn. Simison: Motion to adjourn. All in favor signify by saying aye. The ayes have it. We are adjourned. MOTION CARRIED: ALLAYES. MEETING ADJOURNED AT 6:25 P.M. (AUDIO RECORDING ON FILE OF THESE PROCEEDINGS) MAYOR ROBERT E. SIMISON 1-24-2023 ATTEST: CHRIS JOHNSON - CITY CLERK -24-2023 E IDIAN 'aAHO AGENDA ITEM ITEM TOPIC: Approve Minutes of the January 17, 2023 City Council Regular Meeting Meridian City Council January 17,2023 Page 19 of 19 MOTION CARRIED: FIVE AYES. ONE ABSENT. Hoaglun: Well, Mr. Mayor? Simison: Councilman Hoaglun. Hoaglun: And good discussion on this project and I think some good questions and overall, you know, nearly 2,000 square feet increase in commercial use of the facility. We also have about -- almost an over 40 percent increase in -- in parking stalls. Yes, I think Councilman Cavener is correct, you know, whenever you have a popular restaurant there is definitely conflict there. It -- it happens and it's something that we probably should take a look at when we -- we look at our uses and how much parking we require, but that's -- that's on us. So, I think overall this is a good change for -- for that location and I think it's going to be successful with what they are planning to do on it that way. So, Mr. Mayor, I would move that we approve H-2022-0083, after considering all staff, applicant, and public testimony, as presented in the staff report modifying provision 5.1.H for the hearing date of January 17th, 2023. Cavener: Second. Simison: I have a motion and a second to approve Item H-2022-0083. Is there discussion? If not, Clerk will call the roll. Roll Call: Hoaglun, yea; Borton, yea; Cavener, yea; Perreault, absent; Strader, yea; Overton, yea. Simison: All ayes. Motion carries and the item is agreed to. Congratulations and have a good night. MOTION CARRIED: FIVE AYES. ONE ABSENT. FUTURE MEETING TOPICS Simison: Council, anything under future meeting topics? Or a motion to adjourn. Hoaglun: Move to adjourn. Simison: I have a motion to adjourn. All in favor signify by saying aye. Opposed nay? The ayes have it. We are adjourned. MOTION CARRIED: FIVE AYES. ONE ABSENT. MEETING ADJOURNED AT P.M. (AUDIO RECORDING ON FILE OF THESE PROCEEDINGS) _1 /_24 /_2023 MAYOR ROBERT E. SIMISON DATE APPROVED ATTEST: CHRIS JOHNSON - CITY CLERK E IDIAN 'aAHO AGENDA ITEM ITEM TOPIC: Final Order for Skybreak Subdivision No. 1 (MFP-2022-0002) by Conger Group, generally located south of Lake Hazel Rd., east of S. Eagle Rd., and north of Columbia Rd. BEFORE THE MERIDIAN CITY COUNCIL HEARING DATE: JANUARY 10, 2023 ORDER APPROVAL DATE: JANUARY 24, 2023 IN THE MATTER OF THE ) REQUEST FOR FINAL PLAT ) CONSISTING OF 56 BUILDING ) CASE NO. MFP-2022-0002 LOTS AND 16 COMMON LOTS ON ) 11.967 ACRES OF LAND IN THE R- ) ORDER OF CONDITIONAL 8 AND R-15 ZONING DISTRICTS ) APPROVAL OF FINAL PLAT FOR SKYBREAK SUBDIVISION ) NO. 1. ) BY: CONGER GROUP ) APPLICANT ) This matter coming before the City Council on January 10, 2023 for final plat approval pursuant to Unified Development Code (UDC) 11-6B-3 and the Council finding that the Administrative Review is complete by the Planning and Development Services Divisions of the Community Development Department, to the Mayor and Council, and the Council having considered the requirements of the preliminary plat, the Council takes the following action: IT IS HEREBY ORDERED THAT: 1. The Final Plat of"PLAT SHOWING SKYBREAK SUBDIVISION NO. 1, LOCATED IN THE SOUTH 1/4 OF THE NW '/4 OF SECTION 4, TOWNSHIP 2N., RANGE IE., CITY OF MERIDIAN, ADA COUNTY, IDAHO, 2022, HANDWRITTEN DATE: 11/30/22, by JEFF BEAGLEY, PLS, SHEET 1 OF 7," ORDER OF CONDITIONAL APPROVAL OF FINAL PLAT FOR(SKYBREAK SUBDIVISION NO. 1 MFP-2022-0002) Page 1 of 3 is conditionally approved subject to those conditions of Staff as set forth in the staff report to the Mayor and City Council from the Planning and Development Services divisions of the Community Development Department dated January 10, 2023, a true and correct copy of which is attached hereto marked"Exhibit A" and by this reference incorporated herein, and the response letter from Laren Bailey, a true and correct copy of which is attached hereto marked"Exhibit B" and by this reference incorporated herein. 2. The final plat upon which there is contained the certification and signature of the City Clerk and the City Engineer verifying that the plat meets the City's requirements shall be signed only at such time as: 2.1 The plat dimensions are approved by the City Engineer; and 2.2 The City Engineer has verified that all off-site improvements are completed and/or the appropriate letter of credit or cash surety has been issued guaranteeing the completion of off-site and required on-site improvements. NOTICE OF FINAL ACTION AND RIGHT TO REGULATORY TAKINGS ANALYSIS The Applicant is hereby notified that pursuant to Idaho Code § 67-8003, the Owner may request a regulatory taking analysis. Such request must be in writing, and must be filed with the City Clerk not more than twenty-eight (28) days after the final decision concerning the matter at issue. A request for a regulatory takings analysis will toll the time period within which a Petition for Judicial Review may be filed. ORDER OF CONDITIONAL APPROVAL OF FINAL PLAT FOR(SKYBREAK SUBDIVISION NO. 1 MFP-2022-0002) Page 2 of 3 Please take notice that this is a final action of the governing body of the City of Meridian,pursuant to Idaho Code § 67-6521. An affected person being a person who has an interest in real property which may be adversely affected by this decision may, within twenty- eight(28) days after the date of this decision and order, seek a judicial review pursuant to Idaho Code§ 67-52. By action of the City Council at its regular meeting held on the 24th day of January , 2023. By: Robert E. Simison 1-24-2023 Mayor, City of Meridian Attest: Chris Johnson 1-24-2023 City Clerk Copy served upon the Applicant,Planning and Development Services Divisions of the Community Development Department and City Attorney. By: Dated: 1-24-2023 ORDER OF CONDITIONAL APPROVAL OF FINAL PLAT FOR(SKYBREAK SUBDIVISION NO. I MFP-2022-0002) Page 3 of 3 EXHIBIT A STAFF REPORT E COMMUNITY N -- COMMUNITY DEVELOPMENT DEPARTMENT HEARING 1/10/2022 Legend ® PO DATE: 9 'R ® �4 ElLocation ® R4 TO: Mayor&City Council �R5 FROM: Stacy Hersh,Associate Planner R 40 R-8 208-884-5533 RUTR-8 R-8 R=2D SUBJECT: MFP-2022-0002 R-4 Skybreak No. 1 LOCATION: Generally located between E. Lake Hazel Road and E. Columbia Road,East side of RUT S. Eagle Road,in the South'/4 of the NW I RSW 1/4 of Section 4, Township 2N.,Range 1E. Id l a OR Rl M1 R1 I. PROJECT DESCRIPTION Modification to the final plat for Skybreak Subdivision No. 1 to remove the lot line between Lots 31 and 32,Block 3 creating a single larger 31,734 square foot lot R. II. APPLICANT INFORMATION A. Applicant/Representative: Laren Bailey, Conger Group—4824 W. Fairview Avenue,Boise ID 83706 B. Owner: Conger Group—4824 W. Fairview Avenue,Boise ID 83706 C. Representative: Same as Applicant III. STAFF ANALYSIS The proposed final plat modification is to consolidate Lots 31 and 32,Block 3 to create a single lot to accommodate a+/-4,000 square foot home for a future home buyer. Because the plat has received Council approval and has yet to record, staff has informed the applicant that a final plat modification is the preferred option to consolidate the lots rather than achieving the same result through a property boundary adjustment and vacation application after the plat records. The Applicant has discussed the revisions with the Ada County Surveyor to determine the most efficient way to revise the plat resulting in minimal changes. To satisfy the County requirements,the Page 1 Applicant is proposing to divide a common lot into two lots to minimize the amount of lot re- numbering that would be required. The Applicant is proposing to divide Common Lot 34,Block 3 into two lots(Lot 33 and 34,Block 3) so the total number of lots on the plat remains the same thereby resulting in a decrease in the number of buildable lots and increase in the number of common lots. The revised plat now has 82 residential lots and 22 common lots respectively. The proposed modifications to the lot configurations comply with the dimensional standards of the R-15 zoning district. Because the number of building lots has not increased and the amount of common open space has not decreased, Staff recommends approval of the proposed modification. Compliance with the previous conditions of approval is required. IV. DECISION A. Staff: Staff recommends approval of the proposed final plat modification with the conditions of approval in Section VI of this report. Page 2 V. EXHIBITS A. Preliminary Plat(dated: 6/16/2021) 661'0 0 ww r— ssEnwixrraurims xKr,noEx w --�-- �� � � Page 3 B. Approved Final Plat(date: 1 l/19/2021) SKYBREAK SUBDIVISION NO.1 LOCATED IN THE 5112 OF THE N W114 OFSEMON 4,T.1 N.,A.I E.,B.M., CITY OF MERIDIAN AAA OMWTY,IDAHO R• :•^" 2021 L r I � oFrse I .9 A AVE. EMhIETf,ID 83817 (30.4)348,9I04 ..a, ��....e�.�..,...�,.oW�..�...,.�� a,......o�..�..��,.... ..a...P„ ,.�.�. /` ✓T���7�FAX(m)5988185 WW4 MWW7WL9OV4 Page 4 C. Proposed Final Plat(dated: 10/11/2022) 5KYORM SuaDWSZON NO.1 LOCATED IN THE St/2 OF THE NW/14 OF SECTION 4,T 2 N�,R.I E.,9.M., a.s.� CtTY OF MPAIIM N,AOA COUNTY,IDAHO �`•-""" B 2022 � .e R xxa r.rr IV NA wxrrtrnvr..rr —_ .—_..—...—.•ter.•—�..—._. ._.— .Tr.r-..�,. x r•e nr..�.e a.'�. �> I � by�a•allr wnaixe w.xnA w ' " _.,,z.r."..,— a. WE s """wi�.cc aim."mM:.wee'4w w.�,."'wuw"` mr...,..-.,.w�.�s..��+...k.w..,.�,g,.•a.. ®. '".• •.•� ," _ srt.artrza•rrew sme`f+na w,roearnr TON ----- 20.305.WASMIN 517YE. LMME3T,ID 0 &76t7..,.,.e�.......w�.�,,.......,.,.,,.,.,.�. (2M)39"104 FAX(")39"105 .,. .Fo..,��.xF,�a� .o.,.....�.o..U."�.. s,w,e....,.x. w. LJ«/S .ryY--LSGL, !1�!.IC�mvw.sawroonasctx7 Page 5 D. Emergency Access Exhibit ki'� M M --- ---- -- ® _ - -- 0 3 o cz.o ti o � IC,17 st . 77, 1yyi s 777, ®— — - - - N - cz.1 Page 6 L I Vim SKYRREAK SUIRDWISIGN Z,7 M.- VI. CITY/AGENCY COMMENTS & CONDITIONS A. Planning Division Site Specific Conditions: 1. Applicant shall comply with all previous conditions of approval associated with this development(LL-2020-0127,Development Agreement Inst. #2021-119175;FP-2021-0056). Page 7 EXHIBIT B From: Laren Bailev To: Stacy Hersh;Bill Parsons;Bill Narv;Charlene Wav;Joy Hall;Kurt Starman;Chris Johnson Subject: RE:Skybreak Subdivision No.1 MFP-2022-0002 Date: Wednesday,December 28,2022 7:58:05 AM External Sender-Please use caution with links or attachments. Stacy, The report looks good to us. Thank you for your help. From: Stacy Hersh <shersh@meridiancity.org> Sent: Tuesday, December 27, 2022 10:07 AM To: Bill Parsons <bparsons@meridiancity.org>; Bill Nary <bnary@meridiancity.org>; Charlene Way <cway@meridiancity.org>; Joy Hall <jhall@meridiancity.org>; Kurt Starman <kstarman@meridiancity.org>; Chris Johnson <cjoh nson @ merid ia n city.org>; Laren Bailey <laren@congergroup.com> Subject: Skybreak Subdivision No. 1 MFP-2022-0002 Importance: High Good Morning All, Attached is the staff report for the final plat modification for Skybreak Subdivision No. 1 (MFP-2022- 0002).This item is scheduled to be on the consent agenda at the City Council work session on 1/10/2023. The meeting will be held at City Hall, 33 E. Broadway Avenue, beginning at 4:30 pm. Please call or e-mail with any questions. If you are not in agreement with the provisions in the staff report, please submit a written response to the staff report to the City Clerk's office (comment@ meridiancity.org) and me as soon as possible and the item will be placed on the regular meeting agenda at a subsequent meeting for discussion. Best regards, Stacy Hersh I Associate Planner City of Meridian I Community Development Department 33 E. Broadway Ave., Meridian, Idaho 83642 Phone: (208)-489-0576, Fax: (208)-887-1297 Built for Business, Designed for Living All e-mail messages sent to or received by City of Meridian e-mail accounts are subject to the Idaho law, in regards to both release and retention,and may be released upon request,unless exempt from disclosure by law. E IDIAN 'aAHO AGENDA ITEM ITEM TOPIC: Public Art Easement Agreement between the City of Meridian and the Western Ada Recreation District for 213 E. Franklin Rd. ADA COUNTY RECORDER Trent Tripple 2023-004914 BOISE IDAHO Pgs=13 NIKOLA OLSON 01/26/2023 08:24 AM RECORDING REQUESTED BY AND CITY OF MERIDIAN, IDAHO NO FEE WHEN RECORDED RETURN TO: City Clerk City of Meridian 33 E.Broadway Avenue Meridian,ID 83642 PUBLIC ART EASEMENT AGREEMENT: 213 E. Franklin Road,Meridian,Idaho This PUBLIC ART EASEMENT AGREEMENT ("Agreement") is made on this 24th day of January , 2023 , ("Effective Date"),by and between the City of Meridian, a municipal corporation organized under the laws of the State of Idaho ("City"), and Western Ada Recreation District, a recreation district organized under the laws of the state of Idaho ("Grantor"). (City and Grantor may hereinafter be collectively referred to as "Parties.") WHEREAS,the Parties desire that public art murals will be incorporated into the Meridian community, and to that end, City will dedicate funds and contract with Sector Seventeen LLC, a limited liability company organized under the laws of the state of Idaho ("Artist") for the design, installation, and/or maintenance of a public art mural at , in Meridian, Idaho, Ada County parcel no. S 1118223084("Property"); specifically, on the northeast-facing exterior wall of the building located thereon; WHEREAS, Grantor owns the Property, and has agreed to make it available to the City for the installation of a mural ("Mural")by Artist, as generally depicted in the Task Order For Mural Installation between City and Artist, executed on December 6, 2022 and attached hereto as Exhibit A ("December 6, 2022 Task Order"); NOW, THEREFORE,for good and valuable consideration, the receipt and sufficiency of which is hereby acknowledged and agreed, and in consideration of the mutual promises and covenants herein contained, the Parties agree as follows: 1. GRANT OF EASEMENT. Grantor conveys, grants and warrants to the City, its successors and assigns, an easement for the purpose of installing, maintaining, and exhibiting the Mural on and in the Property. Following Final Acceptance of the Mural as defined in the December 6, 2022 Task Order, the Mural shall be the property of City. 2. TERM. This Agreement, and the easement granted hereunder, shall be effective until 11:59 p.m. on September 30, 2032 unless extended by mutual agreement of the Parties. 3. RECORDATION. City shall record this Agreement in the land records of Ada County Idaho, and shall submit proof of such recording to Grantor. For recording purposes, the legal description of the Property is: PAR#3084 @ E SIDE GOVT LOT I SEC 18 3N IE PAR A R/S 8737 #223082-C#223060-C See Exhibit B. PUBLIC ART EASEMENT AGREEMENT:213 E.FRANKLIN ROAD,MERIDIAN,IDAHO PAGE 1 4. TERMINATION. a. Termination by Grantor. This Agreement, and the easement granted hereunder, may be terminated by Grantor, at any time, upon thirty (30) days' written notice to City and receipt of the City's written consent to terminate, upon Grantor's showing of any of the following: (1) That the property is to be sold and the buyer requires removal of the easement as a condition of the purchase and sale; or (2) That the property is to be refinanced and the lender requires removal of the easement as a condition of the refinancing; or (3) That the property is to be substantially remodeled or altered in a way that precludes continued maintenance of the Mural; (4) That Grantor's circumstances have materially changed and the continued existence of the easement or maintenance of the Mural substantially impedes Grantor's reasonable use and enjoyment of the Property. City shall not unreasonably withhold consent to termination upon Grantor's satisfactory demonstration of any of the foregoing conditions of termination. Grantor expressly agrees and warrants that if Grantor terminates this Agreement, Grantor shall be responsible for removing the Mural and restoring the Property to its prior condition, at Grantor's sole expense. Such removal and restoration shall occur within thirty (30) days of the termination of the easement, unless this period is extended in writing by the City. b. Termination by City. This Agreement, and the easement granted hereunder, may be terminated by City, at any time, upon thirty (30) days' written notice to Grantor, if City determines that Grantor has failed to substantially perform Grantor's obligations under this Agreement, or if City determines that the continued existence of the easement or maintenance of the Artwork is no longer desired or if City is unable to maintain the Artwork due to non-appropriation of funds. City expressly agrees and warrants that if City terminates this Agreement, City shall be responsible for removing or painting over the Mural and restoring the Property to its prior condition, at City's sole election and expense. Grantor shall allow City access to Property necessary to complete such removal or restoration. Such removal or restoration, if City so elects, shall occur within thirty (30) days of the termination of the easement, unless this period is extended in writing by Grantor. c. Expiration of Term. Upon expiration of the term of this Agreement, as set forth herein or as mutually extended by the Parties by written amendment as set forth herein, City expressly agrees and warrants that City shall be responsible for removing or painting over the Mural within thirty (30) days of the expiration of the easement, unless this period is extended in writing by the Grantor. 5. MAINTENANCE AND REPAIR OF MURAL. During the term of this Agreement, as set forth herein or as mutually extended by the Parties by written amendment as set forth herein, City shall have the sole right and responsibility to determine the need for, and to execute, all necessary maintenance and repair of the Mural and shall not interfere with the normal operations of Property or inhibit the public access to and use of Property's services. City may determine, in its sole discretion, that the Mural is damaged beyond feasible repair, and may remove or paint over the Mural, with thirty (30) days' notice to Grantor. Grantor shall notify City if Grantor perceives a need to maintain or repair the Mural. PUBLIC ART EASEMENT AGREEMENT:213 E.FRANKLIN ROAD,MERIDIAN,IDAHO PAGE 2 6. RIGHT OF ENTRY. City or City's contractor shall have the right to enter the Property during normal business hours, and at all other times with advance approval of the Grantor, for any and all of the purposes described in this Agreement. City shall provide Grantor at least forty-eight (48) hours' prior notice of such entry and receive written approval by Property Owner. 7. BINDING EFFECT. The easement granted in this agreement shall run with the land and shall be binding upon, and inure to the benefit, of the Grantor and the City, and their respective representatives successors or assigns, and/or any person or entity acquiring any right, title, or interest in the Property. 8. CONTRACTUAL RELATIONSHIPS;ASSIGNMENT. This Agreement does not designate either Party as the agent or representative of the other for any purpose whatsoever. The Parties are not granted any express or implied right or authority to assume or create any obligation or responsibility on behalf of the other or to bind the other in any manner whatsoever. Neither Party shall assign this agreement without the prior written consent of the other. 9. NOTICE. Any and all notice required to be provided by the Parties hereto, unless otherwise stated in this Agreement, shall be in writing and shall be deemed communicated upon mailing by United States Mail, addressed as follows: Grantor: City: Western Ada Recreation District City of Meridian Attn: Board Chair Attn: City Clerk P.O. Box 566 33 E. Broadway Avenue Meridian ID 83680 Meridian ID 83642 Either Party may change its address for the purpose of this section by delivering to the other Party written notification of such change, establishing a new address for noticing purposes, in accordance with the requirements of this section. 10. NON-APPROPRIATION. Grantor acknowledges that City is a governmental entity, and the validity of this Agreement is based upon the availability of public funding under the authority of its statutory mandate. 11. APPLICABLE LAW. This Agreement shall be governed by and construed in accordance with the statutes and constitution of the State of Idaho, including, without limitation, Article VIII, Section 3, of the Idaho Constitution. 12.FORCE MAJEURE. Neither Party will be liable for failure to perform any duty under this Agreement where such failure is due to unforeseeable causes beyond such Party's control. Such causes may include,but shall not be restricted to, acts of God or nature, fire, flood, epidemic, strike, crime, natural disaster, or any order of any court or state or federal agency. 13. AMENDMENTS. No modification or amendment of the provisions of this agreement shall be effective unless in writing and signed by authorized representatives of the parties. 14. TIME IS OF THE ESSENCE. The Parties acknowledge and agree that time is strictly of the essence with respect to each and every term, condition, and provision hereof, and that the failure to timely perform any of the obligations hereunder shall constitute a breach and default hereunder by the Party so failing to perform. PUBLIC ART EASEMENT AGREEMENT:213 E.FRANKLIN ROAD,MERIDIAN,IDAHO PAGE 3 15. BINDING UPON SUCCESSORS. Except as otherwise specifically provided herein, this Agreement shall be binding upon any and all owners of the Property, any and all subsequent owners thereof, and each and every other person acquiring an interest in the Property. Nothing herein shall, or shall be construed to, in any way prevent the sale or alienation of the Property, or any portion thereof, except that any sale or alienation shall occur subject to the provisions of this Agreement, and any successive owner or owners shall be both benefited and bound by the conditions and restrictions herein expressed. 16. SEVERABILITY. If any provision of this Agreement is held invalid by a court of competent jurisdiction, such provision shall be deemed to be excised herefrom and the invalidity thereof shall not affect any other provision or provisions contained herein. 17. ATTORNEY FEES. Should any litigation be commenced between the parties hereto concerning this Agreement, the prevailing party shall be entitled, in addition to any other relief as may be granted, to court costs and reasonable attorney fees as determined by such court. This provision shall be deemed to be a separate contract between the Parties and shall survive, inter alia, any default, termination, or forfeiture of this Agreement. 18. FINAL AGREEMENT. This Agreement sets forth all promises, inducements, agreements, conditions, and understandings between City and Grantor relative to the subject matter hereof, and there are no promises, agreements, conditions, or understandings, either oral or written, express or implied, between City and Grantor, other than as are stated herein. Except as otherwise specifically provided herein, no subsequent alteration, amendment, change, or addition to this Agreement shall be binding upon the Parties unless set forth in writing and duly executed by both Parties or their successors in interest. 19. NON-WAIVER. Failure of either Party to promptly enforce the strict performance of any term of this Agreement shall not constitute a waiver or relinquishment of any Party's right to thereafter enforce such term, and any right or remedy hereunder may be asserted at any time after either party becomes entitled to the benefit thereof, notwithstanding delay in enforcement. All rights and remedies herein enumerated shall be cumulative and none shall exclude any other right or remedy allowed by law. Likewise, the exercise of any remedy provided for herein or allowed by law shall not be to the exclusion of any other remedy. 20. COMPLIANCE WITH LAWS. Throughout the course of this Agreement, the Parties shall comply with all applicable laws, ordinances, and codes of Federal, State, and local governments. This Agreement shall be governed by and construed and enforced in accordance with the laws of the State of Idaho, and the ordinances of the City of Meridian. 21. ADVICE OF ATTORNEY. Each party warrants and represents that in executing this Agreement, it has received independent legal advice from its attorney or the opportunity to seek such advice. 22. APPROVAL REQUIRED. This Agreement shall not become effective or binding until approved by the City Council of the City of Meridian. IN WITNESS WHEREOF,the parties hereto have executed this Agreement on the Effective Date written above. PUBLIC ART EASEMENT AGREEMENT:213 E.FRANKLIN ROAD,MERIDIAN,IDAHO PAGE 4 GRANTOR: STATE OF IDAHO ) _-- ) ss: County of C C ) CA �Publi,m EBY CERTIFY that on this 1 day of Sha n Wardle, Chair 2025 before the undersigned,a Notary Western Ada Recreation District the State of Idaho,personally appeared SHAWIN WARDLE,proven to me to be the person who executed the said •••r••s«�•• instrument,and acknowledged to me that he executed the same. ••• �► xj;�i�+•� IN WITNESS WHEREOF,I have hereunto set my hand and •�Cj�, y p�.��.yS, affixed my official seal,the day and year in this certificate first i�'V,'!S Q►i,�,o ab ve written. 00 U;# OMN x` �•; 1��1S.SGL Notary Public for Idaho +•',�1��*OFVDV• Residing at V �iI ►'�f t/�'1 i I (�1 Idaho My Commission Expires: CITY OF MERIDIAN: „r s IDIpaN� BY: Attest: Robert E. Simis ayor 1-24-2023 Chris Johnso City Cler -2023 STATE OF IDAHO ) : ss County of Ada ) I HEREBY CERTIFY that on this 24th day of January 2023 before the undersigned, personally appeared ROBERT E. SIMISON and CHRIS JOHNSON,known or identified to me to be the Mayor and City Clerk, respectively, of the City of Meridian, who executed the instrument on behalf of the City of Meridian,and CHARLENE WAY acknowledged to me that the City of Meridian executed the same. IN WITNESS WHEREOF,I have hereunto set my hand and COMMISSION No. 67390 affixed my official seal the day and year in this certificate first NOTARY PUBLIC above written STATE OF IDAHO Notary Public for Idaho Residing at Meridian Idaho My Commission Expires: 3-28-2028 PUBLIC ART EASEMENT AGREEMENT:213 E.FRANKLIN ROAD,MERIDIAN,IDAHO PAGE 5 EXHIBIT A TASK ORDER WITH ARTIST FOR INSTALLATION OF MURAL PUBLIC ART EASEMENT AGREEMENT:213 E.FRANKLIN ROAD,MERIDIAN,IDAHO PAGE 6 TASK ORDER FOR MURAL INSTALLATION This TASK ORDER FOR MURAL INSTALLATION ("Task Order") is made this 6th day of December , 2022 ("Effective Date"),by and between the City of Meridian, a municipal corporation organized under the laws of the State of Idaho ("City"), Solomon Hawk Sahlein, on behalf of Sector Seventeen LLC, a limited liability company organized under the laws of the state of Idaho ("Artist"). WHEREAS, Artist and City have entered into a Master Agreement for Professional Services: Mural Design, Installation, and Maintenance ("Master Agreement"), which establishes terms and conditions under which City may invite Artist to provide services including consultations, design, installation, maintenance, and repair of murals,pursuant to separate project task order(s) setting forth specific conditions, compensation amount, and scope of work; and WHEREAS, City and West Ada Recreation District ("Owner") have entered into a Memorandum of Agreement for Design and Installation of Mural,by which Agreement Owner has agreed to allow City to install a public art mural at 213 E. Franklin Road, in Meridian, Idaho, Ada County parcel no. S 1118223084 ("Property"); specifically, on the northeast-facing exterior wall of the building located at Property; WHEREAS, Artist has created a mural design that will establish a sense of place and local identity in Meridian, and will beautify public space, and Owner wishes to invite Artist to install the mural, as designed, on the northeast-facing exterior wall of the building located at Property, pursuant to the Memorandum of Agreement for Design and Installation of Mural entered into by Owner and City; WHEREAS, a design review panel consisting of representatives from the Meridian Arts Commission, Owner's governing board, and City staff met to review Artist's initial and provisional designs and recommend the final design; WHEREAS, Owner has approved Artist's mural design and would like to move forward with installation; WHEREAS, on November 10, 2022, the Meridian Arts Commission reviewed Artist's mural design, recommended to the Meridian City Council that Artist's proposal be commissioned for full design and installation, and by approval of this agreement, Meridian City Council accepts such recommendation; NOW, THEREFORE, for good and valuable consideration, the receipt and sufficiency of which is hereby acknowledged and agreed, and in consideration of the mutual promises and covenants herein contained, the Parties agree as follows: L SCOPE OF SERVICES. Artist shall install, on the south-facing exterior wall of the building located at Property, a large-scale,painted mural installation as depicted in Exhibit A hereto ("Mural"). Artwork installation shall comply in all respects with this agreement, with any and all applicable established industry standards, engineering standards, and with all established policies and ordinances of the City of Meridian. PROFESSIONAL SERVICES TASK ORDER-MURAL INSTALLATION PAGE I II. COMPENSATION. A. Total amount. The total payment to Artist for services rendered under this Agreement shall be eight thousand, five hundred dollars ($8,500.00). This amount shall constitute full compensation for any and all services, travel, transportation, materials, fabrication, shipping, equipment, contingency, commission, artist fee, and costs of work to be performed or furnished by Artist under this Task Order. B. Method of payment. Artist shall provide to City invoices for services and deliverables provided pursuant to the payment schedule set forth herein, which City shall pay within thirty(30) days of receipt. City shall not withhold any federal or state income taxes or Social Security tax from any payment made by City to Artist under the terms and conditions of this Task Order. Payment of all taxes and other assessments on such sums shall be the sole responsibility of Artist. C. Payment schedule. Artist shall be paid pursuant to the following benchmarks: 1. City Approval of Detailed Timeline: $2,500.00 shall be due to Artist within thirty(30) days of the Arts and Culture Coordinator's approval of Artist's detailed timeline for installation of the Mural, describing the estimated date of completion of each phase of the installation process. 2. Installation of Artwork: $5,000.00 shall be due to Artist within thirty(30) days of upon Installation of Artwork, which shall be defined as: a. Complete installation of the completed Mural, as confirmed by City and Owner; and b. Final inspection and written approval of the installation of the Mural by City and Owner. 1. Final Completion: $1,000.00 shall be due to Artist within thirty(30) days of upon Final Completion, which shall be defined as: a. Artist's submission to City of a recommended maintenance plan for the Mural; and b. Execution of a mutually agreed-upon acceptance agreement, to be prepared by the City Attorney's Office, to include affirmation of Artist's indemnification of City and express waiver of Artist's right, title, or interest in the Mural. III.TIME OF PERFORMANCE. A. Timeline. In the provision of services and deliverables under this Task Order, Artist shall meet the following deadlines: 1. By 5:00 p.m. by January 6, 2023: Artist shall deliver to City a detailed timeline for installation of the Mural. 2. By 5:00 p.m. by May 5, 2023: Artist shall deliver to City a completely installed Mural, as defined herein and as approved in writing by City and Owner; 3. By 5:00 p.m.by May 26, 2023: Artist shall deliver to City: a. Written recommended maintenance plan for the Mural; and b. Signed acceptance agreement. PROFESSIONAL SERVICES TASK ORDER-MURAL INSTALLATION PAGE 2 B. Time of the essence. The Parties acknowledge that services provided under this Task Order shall be performed in a timely manner. The Parties acknowledge and agree that time is strictly of the essence with respect to this Task Order, and that the failure to timely perform any of the obligations hereunder shall constitute a breach of, and a default under, this Task Order by the party so failing to perform. IV.GENERAL PROVISIONS. A. Master Agreement applies. All provisions of the Master Agreement apply and are incorporated by reference and made a part of hereof as if set forth in their entirety herein. B. Owner's and City's designated representatives. Stakeholders have vested in the following representatives the authority to provide to Artist input and approval under this Agreement. Any Stakeholder may change its authorized representative and/or address for the purpose of this paragraph by giving written notice of such change to Artist and to City. 1. Owner: Shaun Wardle, Chair West Ada Recreation District shaunwardle@yahoo.com 2. City: Cassandra Schiffer, Arts and Culture Coordinator City of Meridian cschiffer@meridiancity.org 208-489-0399 C. City Council approval required. The validity of this Task Order shall be expressly conditioned upon City Council action approving same. Execution of this Task Order by the persons referenced below prior to such ratification or approval shall not be construed as proof of validity in the absence of Meridian City Council approval. IN WITNESS WHEREOF, the parties hereto have executed this Task Order on the Effective Date first written above. ARTIST: Solomon Hawk Sahlein, on behalf of Sector Seventeen LLC CITY OF MERIDIAN: /� CNi SEA IAN4� Attest:L i, Robert E. Simi n ayor 12-6-2022 Chris Jo son, Cht`y�erk 12-6-2022 PROFESSIONAL SERVICES TASK ORDER-MURAL INSTALLATION PAGE 3 EXHIBIT A MURAL DESIGN CONCEPT • • �.■..:�.:: oilr - r■■■ Y■■ Y■M.. Ilnwxl¢■■l!....eppe■■.. p�■■���■��I IN ■M■■■ ■■ i ■_ -4 1 . _ PROFESSIONAL SERVICES TASK ORDER—MURAL INSTALLATION PAGE 5 EXHIBIT B LEGAL DESCRIPTION PUBLIC ART EASEMENT AGREEMENT:213 E.FRANKLIN ROAD,MERIDIAN,IDAHO PAGE 11 TEALETS LAND 187 E. 50th Street •Garden City, Idaho 83714 SURVEYING (208) 385-0636 Fax(208)385-0696 Project No.: 3365 Date:January 21, 2010 DESCRIPTION OF PARCEL A FOR WESTERN ADA RECREATION DISTRICT A parcel of land, as sh wn on the Record of Survey No..�q on file under Instrument No._(1 oQ 21 Sal in the Office of the Recorder for Ada County, Idaho, lying in the Northwest 1/4 of Section 18, T.3N., R.1E., B.M., Meridian, Ada County, Idaho, and more particularly described as follows: COMMENCING at the North 1/4 corner of said Section 18, marked by a brass cap; thence along the North line of said Section 18 South 89°20'05"West 1309.06 feet to the Northeast corner of Government Lot 1 of said Northwest 1/4 of Section 18 as shown on Record of Survey No. 2017 on file under Instrument No.9168335 in the Office of the Recorder for Ada County, Idaho;thence along the East line of said Government Lot 1 South 00040'03"West 414.24 feet to the POINT OF BEGINNING marked by an iron pin; thence continuing South 00040'03"West 247.34 feet to a point, marked by an iron pin;thence North 52017'11"West 450.67 feet to a point, marked by an iron pin;thence North 00°40'03"East 11.43 feet to a point, marked by an iron pin; thence North 87014'16"East 173.69 feet to a point of curve, marked by an iron pin; thence along the arc of a curve to the left 55.71 feet,said curve having a radius of 66.00 feet, a central angle of 48021'47",and a long chord bearing North 63003'22"East 54.07 feet to a point, marked by an iron pin; thence North 38052'29"East 44.52 feet to a point, marked by an iron pin;thence South 51°07'31"East 19.67 feet to a point, marked by an iron pin;thence South 38052'29"West 16.49 feet to a point, marked by an iron pin;thence South 51°52'37" East 133.04 feet to the POINT OF BEGINNING. Said Parcel Contains 1.31 Acres, more or less. r7, n, v�J�'a'V,•,.r^''.N �M PUBLIC ART EASEMENT AGREEMENT:213 E.FRANKLIN ROAD,MERIDIAN,IDAHO PAGE 12 FRANKLIN RD. 7 RECORD OF SURVE'(.2 NORTH 114 C.R- C.P.&F,#98117248 ME COROT I, E. C.1.1 F. .'N6,986 INSTRUMENT NO, 12 1 7 GOY.L- 201005'W 2,101.71' 9 aP '73 2.W 450 1:3. 107�64' 5 47,44• STY BOUNDARY A DJ LJ S T ME N T 13 18 W 0 6�, S 00�40�03�Al '0�0.5, '- N 86-03-42" E PROPE N 89- E� F V lb'Y 340,86" ECORD OF R*" 1 83,00. LPARM-B FOR N 47'12'3S)"E on ERN AIDA VVE S T w ; I � orq T RECREATION MS -11- 1-ZIC < A PORTION OF THE NW 1/4, 9-TION 18, �'O-C 1�, `L3 02 HACI Z< "n I N 89`31'22'E 622.00- ol T3N., RJE., B.M., z z :x MERIDIAN, ADA COUNTY, IDAHO -1-4 z W -4�:(133�ID DERTIFICATE OF OWNERS N 87 14,16 E Ln WE,THE ISIOJERSIG ED 90 HEREBY CERTIFY THAT WE ARE THIS 111111 OF THE PROPERTIES SHOWN PARCEL A �N N (1) ON HIS MCORD OF SURVEY AND THAT THIS PROPERTY L445 ADJUSTMENf 15 ACCEPTABL5, P OE 3 A I73.P7' 43 57,167 Sq Ft 1.91 Ac �PARC of CITY or emoKil h WESTERN ADA PECR�.ATION DISTRICT NORTH 1/16 COR. C.P,&F.#98117249 POOL I AMAY DE Vigo MAYOR PRESIDENT ATTEST: ;1Z. S+ t-1 17 �,I 5F HOLMAN Il CIT(CL6K, 14 ACKNOWLEDGMENT L STATE OF IDAHO ATTE NTI 0 N 6 CENTER 1/4 CDR. SS 1.2 PARCEL 5 CP.&F.#107143500 COUNTY OF ADA) 819 447 Sq.Ft. 14 I.THE RELORD1 G OF THIS RECORD OF SURVEY DOES NOT ENABLE THE OPT HIS 1LI DAY OF 20.-L0—BEFORE ME,THE OWNERS OF THE PARCELS T�CONVEY OWNERSHIP EASED SOLELY ON ;E3.81 AG. 0 100SIGHED,A NOTARY PUBLIC IN AMD FOR SAID STATE,PERSONALLY APPEARED TAMMY DE WEERD THIS AP.A WRITTEN CONVEYANCE MUST ACCOMPANY SUCH CHANGE IN 0 7 AN I J YCES HDLAAN KNOWN OR IDENTIFIED TO ME TO 89 THE MAYOR AND CITY CLERK, OWNERSHIP.THIS RECORD OF SURVEY DOES NOT SERVE AS A LEGAL R50SNE,CTIVSLY,01 THS CITY Or MERIDIAN,THE MUNICIPAL CORPORATION THAT 111111TIS)TNT:SAID DESCRIPTION FOP,THE PROPERTY SHOWN ON THIS MAP. IN ST R UMENT,AND ACKNOWLEDGED TO ME THAT SUCH MUNICIPAL CORPORATION EXECUTED rH:SAME. 2, 05ALEY-S LA140 SURVEYING ASSUMES NO LIABILITY FOR THE IN WITNESS WHEREOF,I HAVE SET MY HAND AND SEAL THE DAY AND YEAR IN THIS CERTIFICATE PRESENT OR FUTURE COMPLIANCE OR NONCOMPLIANCE WITH WITH THE ABOVE WRITTEN. TEN. CITY OF MERIDIAN PLANNING AND�ZONING ORDINANCE:RESTRICTIONS AS IT PERTAINS TO BUILDING PERMIT'S AND THE ISSUANCE THEREOF. 4TIl I 5;7W w RESIDING AT BUSE,IDAHI MY colkAls,fol'i EXPIRK 3 LEGEND f 51 REFERENCE SURVEYS g 13 7 WEST 1/841CO BOUNDARY LINE I.111111 IF SURVEY I'll,8652 INSTR.Na.1091 0965 0 C.P.aF.#09KH258 2 RECORD or 0 5 A Or OF IDAHO)SS SECTION LINE B C RVEY Na.7077 INSTR N� 105148 95 0 RECORD IF SURVEY N1.2017 IINSTR.NO,9165335 CENTER LINE 0 4,PLAT OF NO PARK SUB No,I BOOK 65 PAGG 6652 07) COUNTY OF ADA 5 20�1 PARK SUB.N�.2 BOCK 66 PACE 6959 ON Tills -'w�i PLAT OF Hot DAY ----------------- 0,HIND P IOF 20-fk—BEFORE ME,THE ORIGINAL PARCEL LINE 6�PLAT 2 ARK SUB N..3 BOOK 78 PAGE 8191(BASIS OF BEARING *P�t6TE—.UNDERSIGNSO.A OFOTAki PUBLIC IN PERSONALLY APPEARED YiALT MORROW ADJUSTED PROPERTY LINE y I K IOTVIN WZ IDEN NFIED TO Mr.TO BE THE PRESIDENT OF THE WESTERN ADA RECREATION DISTRICT AND T IA f HE EXECUTED THE INSTRUMENT OR THE:PERSON WHO EXECUTED THE INSI RummT ON BEHALF lSi POUND BRASS CAP OF THE SAID CORPORATION,AND ACKNOWLEDGED TO ME THAT SUCH CORPORATION EXF.C(I fro THE SAMS� 611 FOUND ALUMINUM CAP -F LINE TABLE LENGTH N WITNESS WHEREOF,I HAVE SET MY HAND AND SEAL.THE DAY AND YEAR IN H-16 CERTIFICATE 0 FOUND 5/8"IRON PIN --6WE- BEARING GTH ABOVE WRITTICN, 44 52, vo 0 SET 5/8*X 30*IRON PIN W/C'Af --[73 51�07-31-E 19�7. CI CALCULATED POINT(NOT SET) ()T AR FOR IOAHO 4, r eA 16.49. (DI NG .61SE.GMT (266v Ho DATA OF RECORD .....EX4ZESO EXISTING PENCE LINE CURVE TABLE ( ,�®°t DO CONCRETEOP 4; TA 0 50 100 200 �7AFFLlj OFL II-El BEARING I CHORD f- 71 CROSS ACCESS EASEMENT 5571' 1 N 63'03'22'E 1 540 SCALE IN F�ST �=7=� EXISTING BUILDING AD�k COU T S CE NY RECORDER'S 100 FATE OFFOAHO Ss COUNTY 0 ADA •------------- !JR.,(�ERTIJHAJyTIIS NSTRU11t-�T WA-bl�1511 AT THE REQUEST F �1, ---MO INUTES PAST-1--0 IT Y OFFICE AND WAS DULY R51,0011 UNDER CERTIF1,CATE OF SURVEYOR S 89'31'22" W 6,22,00' sSiAT-1 i 'T oc,eym.,I HIS -2rim 5F_-_,- R ;, �T VM 1,PATRICK A.rEALEY,00 HEREBY C1111IFY THAT I AM A PROFESSIONAL LAND SURVEYOR,LICENSED A'THE OFIDAHO.1IID THAT fliii�pr!opE:RTY LINE.ADJIISTMUNT,AS DESCRIBED IN THE C5RTIFIC IS r E D WAS DRAVIN FROM AN ACTUAL SURVEY MADE ON THE GROUND UP411IR 'Y 0 OWNERS AN ATTACHED PLAT, U, MY DIRECT -Y REPRESENTS THE POINTS PLATTED THEREON;AND,is IN 501UTY 2 'A SUP RYISION AND ACCURALEt CONFORMITY WITH THE STATE OF IDA 10 COUS R51LATIINI;TO PLATS AND SURVEYS AND THE rQRfGR PERPETUATION AND FILING ACT,IDAHO COOS. NOTES 1.ZONING FOR PROPERTY DEVELOPMENT STANDARDS IS C-G, LAND S1J11VEY1IIli TEALEYIS 2.THESE PARCELS MAY NOT BE DIVIDED UNLESS PLATTED AND LONGER A BUILDABLE PARCEL PURSUANT TO THIS RECORD OF SURVEY. 187 EAST 50th STREET GARDEN CITY,ID.A371,4 PATRICK A.TEALEY,PT-s. 774� APPROVED BY THE CITY OF MERIDIAN,THE ORIGINAL PARCELS ARE NO 206_385_0 69 "'y 3.ALL.BUILDINGS ARE ACCURATELY DEPICTED, 'J" DATE; RECORDING INDEX NO. 311-18-4-0-0-00-0000 FEB., 2010 3365 E IDIAN 'aAHO AGENDA ITEM ITEM TOPIC: Approval of Task Order 10549.b to Keller Associates, Inc. for the Well 10B Water Treatment Facility— Design project for the Not-To-Exceed amount of$255,700.00 C� fIEN .D L4,, MEMO TO CITY COUNCIL Request to Include Topic on the City Council Agenda From: Keith Watts Meeting Date: 1/24/2023 Presenter: N/A Estimated Time: N/A Topic: Approval of Task Order 10549.b to Keller Associates, Inc. for the Well 10B Water Treatment Facility— Design project for the Not-To-Exceed amount of $255,700.00. Recommended Council Action: Approval of Task Order #10549.b and authorize the Procurement Manager to sign task order and issue and sign the corresponding purchase order. Background: TASK ORDER NO. 10549.b Pursuant to the MASTER AGREEMENT FOR PROFESSIONAL SERVICES BETWEEN CITY OF MERIDIAN (CITY) AND KELLER ASSOCIATES, INC. (ENGINEER) This Task Order is made this 301" day of December, 2022 and entered into by and between the City of Meridian, a municipal corporation organized under the laws of the State of Idaho, hereinafter referred to as "City", and accepted by Keller Associates, Inc., hereinafter referred to as "Engineer" pursuant to the mutual promises, covenant and conditions contained in the Master Agreement (Category 1 d) between the above- mentioned parties dated October 1 , 2020. The Project Name for this Task Order is as follows: WELL 10B WATER TREATMENT FACILITY - DESIGN AND BIDDING SUPPORT PROJECT UNDERSTANDING-SUMMARY The Consultant's scope of work has been developed based on the following project description. As the project moves forward, some of the information may change or be refined, and additional information will become known, resulting in the possible need to change, refine, or supplement the scope of work. City has an existing water production well (Well 10B) located at the intersection of Jericho Way and E. Willowbrook Drive. The City desires to construct a new water treatment facility at this location to provide treatment for iron and manganese. A pilot test of treatment media has been performed by an independent contractor with a recommendation to provide a GreensandPlus media filter for treatment at Well 10B. Upon review of the backwash volumes during a site evaluation by Keller, it was determined to utilize MangOx Sand to reduce backwash volumes. This project will include engineering support for the pre-construction procurement of the filter equipment, pre-design, design and bidding support for the new Well 10B Water Treatment Facility. Task Order 10549.b Well 10B Water Treatment Facility—Design and Bidding Support Page 1 of 10 Keller Associates, Inc. SCOPE OF WORK Task 1 — Project Management 1 .1 General Project Management. Provide general project administration services including contract administration, project accounting, scheduling, and internal project administration. Deliverables • Monthly Progress Invoices Task 2 — Water Treatment Equipment Procurement Package 2.1 Procurement Package Development. The Engineer will prepare technical specifications to solicit proposals for water treatment equipment for the Well 10B Water Treatment Facility through a competitive solicitaion process. The Engineer will prepare draft performance specifications for the preferred equipment and review it with the City in a Workshop Meeting. It is anticipated that the specifications will include: a. Range of expected well water quality. b. Results of Well 10B Pilot Test. C. Well flow rate and pressure information. d. Equipment performance requirements for removal of iron and manganese. e. Requirements for identifying and defining treatment system operational and maintenance costs. f. Limitations on backwash flow. g. Requirements for a treatment performance guarantee. h. Penalties for not meeting treatment guarantee. i. Requirements for submittals, training, startup, and operation and maintenance manuals. j. Asset Management requirements including equipment tagging and naming. 2.2 Procurement Documents Workshop Meeting. Meet with City Staff to review procurement technical specifications. Incorporate City comments into a final specification for use in procuring equipment bids. Owner Responsibilities: • Provide water quality data for Well 10B. • Provide existing well composite drawing and pumping plant diagram (if available). • Review and provide one set of consolidated comments on the Draft Procurement Technical Task Order 10549.b Well 10B Water Treatment Facility—Design and Bidding Support Page 2 of 10 Keller Associates, Inc. Specifications. • Provide space for Workshop Meeting. • Provide list of asset management tags to be used. Assumptions: • MangOx filter media will be the basis of design for this treatment system to reduce backwash flows. • Equipment will need to treat 2,250 gallons per minute of flow to match the existing pump at Well 10B. • The pump will not be replaced as a part of this project. Deliverables: • Draft and Final Procurement Technical Specifications. • Recommended Evaluation Criteria Task 3 — Water Treatment Equipment Procurement Support 3.1 Solicitation Support. Engineer will participate with City in a Pre-Proposal Meeting. The Engineer will assist the City during the procurement process for the water treatment equipment by responding to technical questions from prospective proposers. The Engineer will serve as a member of the City's Evaluation Team and shall evaluate all proposals received. Engineer will have input on the evaluation criteria to be included in the Request for Proposals. All evaluations will be conducted using the City's electronic procurement software, Bonfire. It is anticipated that the technical information to evaluate will include: a. Bidder's qualifications. b. General product information. c. Layout drawings. d. Product performance information, including backwash flow rates. e. Treatment system operational and maintenance costs. f. Example project installations. g. References. Deliverables • Answers to technical questions from vendors during the solicitation period. • Attend solicitation review meeting • Engineers ranking of proposals through the City's Bonfire portal. Task Order 10549.b Well 10B Water Treatment Facility—Design and Bidding Support Page 3 of 10 Keller Associates, Inc. Task 4 — Predesign Services 4.1 Survey and Mapping. The Engineer will provide topographical survey and prepare base mapping for the design of the well treatment facility at the existing Well 10B Site. The following items are included in the Engineer's Scope of Work: a. Research and Utility Request — Research available land monuments, plats, records of survey, right-of- ways, and recorded easements on the project site. Contact utility companies prior to survey via Dig- Line to request field locations of utilities and available utility mapping. Utilities will be shown to the extent they are visible in the field or located by the utility or City. b. Survey Control — Establish survey control at the site using the NAD 1983 translated to the Ada County GIS system for the horizontal coordinate system and the NAVD 1988 vertical coordinate system. Right-of-ways (ROWS) will be established and shown on the base map using Ada County GIS data. Any land monuments will be located and shown where found from visual observations during the field survey. Well lot lines will be developed from field measurements and recorded plat information. c. Topographic Survey — Complete topographic survey at site. Topographic survey will include observable features including building corners, sidewalks, fences, edge of roadways, power poles, utility boxes, property pins, and structures. Existing utilities shall be included to the extent that they are visibly marked by the City and Dig-line. d. Base Mapping — Prepare topographic mapping in Civil 3D at 1" = 20' scale, 22"x34". Topographic features will be depicted using Engineer's standard symbols. Topographic features will be shown on the design plans to the extent they are field located by the City/Dig-line. Base Map will include features identified during topographic survey. 4.2 Geotechnical Evaluation. Engineer will provide a geotechnical investigation of the existing site for use in footing/foundation. It is anticipated that the geotechnical investigation will include no more than two borings on-site to evaluate the structures below the proposed treatment building. 4.3 Preliminary Engineering Report. Prepare a preliminary engineering report (PER) for the proposed treatment facility in compliance with Idaho Department of Environmental Quality (IDEQ) rules IDAPA 58.01 .08. The PER document will include a 30% drawing set composed of a Title Sheet, Site Plan, Utility Plan, Concept Floor Plan, Building Elevations, Mechanical Plan, Mechanical Sections and Process and Instrumentation Diagram. The PER will incorporate the equipment selected in Task 3 and will include the project design criteria, preliminary list of assets in accordance with City standard Asset Management, and operation and maintenance considerations. Task Order 10549.b Well 10B Water Treatment Facility—Design and Bidding Support Page 4 of 10 Keller Associates, Inc. 4.4 30% Opinion of Probable Cost. Engineer will develop a 30% opinion of probable cost for inclusion in the PER. 4.5 Preliminary Design Workshop Meeting. Engineer will participate with Owner in a workshop meeting to review the preliminary drawings and PER. Comments from Owner will be incorporated into an updated document. 4.6 DEQ Submittal. Engineer will submit PER document to DEQ for review. Engineer will coordinate with Owner and DEQ to address comments from DEQ. 4.7 Well Assessment. Coordinate with Owner to develop a well assessment plan including the following services: a. Develop documents for Owner's use in obtaining quotes for pump and motor removal, pump inspection, motor delivery to electrical shop (Hopper Electric), motor return to well site, and reinstallation of well pump/motor. Support City Project Manager in coordination with selected Contractor by answering questions regarding the proposed documents. Engineer will provide onsite observation during pump/motor removal and pump/motor reinstallation. b. Develop documents for Owner's use in obtaining quotes for a video inspection inside the well casing and screens. It is anticipated that documents will include an initial videoing and an optional secondary videoing after recommending cleanings are complete (if necessary). Engineer will provide a review of video footage from inside the casing/screen. c. Develop documents for Owner's use in obtaining quotes for well cleaning after initial video inside well casing/screen. Support City Project Manager in coordination with selected Contractor by answering questions regarding proposed documents. It is anticipated that documents will include performance specifications for well cleaning and reference to available videos inside well casing/screen. Documents will include requirements for inspection and disinfection of all items to be inserted into the well and Bac-T testing once complete to verify the well is ready to resume operation. d. Develop a technical memorandum documenting the findings of the above tasks a through c. Task Order 10549.b Well 10B Water Treatment Facility—Design and Bidding Support Page 5 of 10 Keller Associates, Inc. Owner Responsibilities: • Provide pump curve and pump setting information. • Provide current City standards for water facility equipment including SCADA, PLC, Electrical, Asset Management, etc. • Coordinate with neighbors as required. • Review and provide one set of consolidated comments on the Draft PER. - Provide space for Workshop Meeting. • Provide access to the site for survey. Assumptions: • The existing well building will not be modified as a part of this project. The new treatment structure will be free standing and not attached to the existing building. • New facility will not have a separate electrical room. • Chlorine storage will be included in new treatment building. • New building will require fire sprinkler system. • Standby power generator is not included in project. • Stormwater is anticipated to be disposed of through existing permeable pavers. Project is not anticipated to increase the impervious area at the site. • Engineer's scope of services does not include field work (other than observation during removal and reinstallation) associated with Well Condition Assessment. All condition assessment work will be contracted outside of this agreement and directly between Owner and third parties for the services described above. • Engineer's review of video inspections is intended to supplement the review done by third-party contractor. Engineer will incorporate documented deficiencies from third-party in well condition technical memorandum. Deliverables: • Base mapping PDF with 0.5' contour intervals of the project site including existing utilities identified by City/Dig-line. • Geotechnical Report. • Draft and Final PER. • Well condition assessment TM Task 5 — Final Design 5.1 Water Treatment Equipment Submittal Review. Engineer will review submittals from selected water treatment equipment provider. 5.2 Design Documents. The Engineer will prepare civil, architectural, structural, mechanical, and electrical plans and specifications for the construction of the new treatment facility for iron and manganese removal at Well 10B. The facilities included in the design will be as described in the PER from Task 4. Engineer's tasks include preparation of submittal package for DEQ review in accordance with IDAPA 58.01 .08. Design elements will include the following: Task Order 10549.b Well 10B Water Treatment Facility—Design and Bidding Support Page 6 of 10 Keller Associates, Inc. a. Civil plans including site plan with surface repair, utility plan for water, electrical, and connection to sewer for backwash waste (profile included only for sewer line), and site grading to tie into existing grades. b. Architectural and structural plans and sections including code analysis; building floor plan; building wall sections; foundation, wall, and roof design. c. Mechanical plans to include layout of new filter equipment with sections showing supply, backwash and distribution into existing water system. Plans will include backwash equalization storage, heating and ventilation, and required plumbing plans. d. Electrical and controls for the new building will include lighting, communication and power/controls plan for required treatment equipment from procurement package in Task 2. Controls scope does not include filter panel design or well panel design. 5.3 Opinion of Probable Cost. Engineer will provide an update to the Opinion of Probable Cost with 60% and 90% Deliverables. 5.4 60% Design Workshop Meeting_ Meet with City Staff to review procurement technical specifications. Incorporate City comments into a final specification for use in procuring equipment bids. 5.5 90% Design Workshop Meeting. Meet with City Staff to review procurement technical specifications. Incorporate City comments into a final specification for use in procuring equipment bids. 5.6 DEQ Submittal. Engineer will submit Final Drawings and Specifications to DEQ for review. Engineer will coordinate with Owner and DEQ to address comments from DEQ. Owner Responsibilities: • Provide contract documents for construction project. • Review and provide one set of consolidated comments on each deliverable. • Provide Engineer access to City's ConDoc program for submittal reviews. • Provide space for Workshop Meeting. Assumptions: • Four submittals have been included in Engineer's scope of work for treatment equipment. Engineer will provide review comments on water treatment equipment submittals using the City's ConDoc program. • Engineer will not be preparing front end contract documents for construction project. Technical specifications are only specifications included in Engineer's scope of work. • Building is anticipated to be a CMU building with limited architectural features. Exterior is planned to be a mix of smooth and split face CMU. Budget does not include installation of stucco or siding on the building exterior. Task Order 10549.b Well 10B Water Treatment Facility—Design and Bidding Support Page 7 of 10 Keller Associates, Inc. • Hard copies indicated below will be for drawings only. Specifications will be provided in electronic format. • A single round of comments from DEQ is expected and included for budgeting purposes. Deliverables: • Three (3) 11"x17" hard copies and one electronic copy of 60% submittal package. • Three (3) 11"xl 7" hard copies and one electronic copy of 90% submittal package. • One (1) 22"x34" hard copy of 100% design drawing and electronic copy of specifications. Task 6 — Permitting Support 6.1 City of Meridian Building Permit. The Engineer will submit the online building permit application. Engineer will provide full size individual PDFs of each drawing for inclusion in the building permit submittal. Engineer will meet with the Building Department to discuss their review of the plans, if necessary. Comments from building department will be integrated into the plans and resubmitted for review and approval. 6.2 Pre-Application Meeting with City Planning and Zoning Division. Engineer will participate in a Pre-Application Meeting with City Planning and Zoning Division to discuss the project and anticipated challenges. Owner Responsibilities: • Provide comments on Building Permit submittal. • Provide meeting site for Pre-Application Meeting. Assumptions: • No comments from the Building Department will require modifications to the base design. Deliverables: • Online submittal of the Certificate of Zoning Compliance Application including applicable checklists and associated items required by the checklists. • Online submittal of the Building Department Application including applicable checklists and associated items required on the checklists. • PDFs of each individual drawing sheet in 22"x34" for permit submittal. Task Order 10549.b Well 10B Water Treatment Facility—Design and Bidding Support Page 8 of 10 Keller Associates, Inc. Task 7 — Bidding Assistance 7.1 Bid Support. The Engineer will assist the City during the bid process for the construction of the new water treatment facility by responding to technical questions from prospective bidders for use in addenda. Engineer will attend a pre-bid meeting held by Owner. 7.2 Conformed Documents. Engineer will develop a conformed set of drawings to include addenda items issued during the bidding period. Assumptions: • Up to three addenda are included in the scope of work. • Where possible, questions will be answered without reissuing drawings. Deliverables: • Written responses to technical questions. • Electronic copy of full size (22"x34") Conformed Documents. TIME OF COMPLETION and COMPENSATION SCHEDULE COMPENSATION AND COMPLETION SCHEDULE Task Description Estimated Completion Date Compensation 1 Project Management and Meetings • Ongoing $17,200 2 Water Treatment Equipment ■ 120 days from NTP Procurement Package $18,200 3 Water Treatment Equipment • 45 days during solicitation $8,200 Procurement Support process 4 Predesign ■ 90 days from NTP $55,800 5 Final Design ■ 150 days after approved layout submittal from procurement $118,200 package 6 Permitting Support • 60 days $14,800 7 Bidding Assistance • 45 days after permit approval $23,300 TASK ORDER TOTAL: $255,700.00 The Not-To-Exceed amount to complete all services listed above for this Task Order is (two hundred fifty-five thousand seven hundred) ($255,700.00). No compensation will be paid over the Not-to-Exceed amount without prior written approval by the City in the form of a Change Order. No travel or expenses will be reimbursed through this agreement. All costs must be incorporated in the individual tasks within the Compensation and Completion Schedule above. Task Order 10549.b Well 10B Water Treatment Facility—Design and Bidding Support Page 9 of 10 Keller Associates, Inc. CITY OF MERIDIAN KELLER ASSOCIATES, INC. 3. ltally 023.01.10 signed by Larry S.Rupp BY: BY: Date: 16:35:9-07 00' KEITH WATTS, Procurement Manager LARRY RUPP, President Dated: 1-24-2023 Dated: Approved by City Council 1-24-2023 City Project Manager: Jared Hale Task Order 10549.b Well 10B Water Treatment Facility—Design and Bidding Support Page 10 of 10 Keller Associates, Inc. E IDIAN 'aAHO AGENDA ITEM ITEM TOPIC: Approval of Purchase Order#23-0188 to ACHD for the Interagency Cooperative Development Agreement for the Lake Hazel Roadway— Locust Grove to Eagle Improvement project for the Not-To-Exceed amount of$540,673.51 C� fIEN .D L4,, MEMO TO CITY COUNCIL Request to Include Topic on the City Council Agenda From: Keith Watts, Procurement Meeting Date: January 17, 2023 Presenter: Consent Estimated Time: Consent Topic: Approval of PO #23-0188 to ACHD for the Interagency Cooperative Development Agreement for the Lake Hazel Roadway- Locust Grove to Eagle Improvement project for the Not-To-Exceed amount of$540,673.51 Recommended Council Action: Approval of PO #23-0188. Background: The Interagency Cooperative Development Agreement was approved by Council 8/10/2021. Mayor Robert E. Simison E IDIAN ��� City Council Members �► Treg Bemt Joe Borton Public Works I D A H O Luke Cavener Brad Hoaglun Department Jessica Perreault �LizSlrader TO: Mayor Robert E. Simison Members of the City Council FROM: Brent A. Blake—Engineering Project Manager DATE: February 8, 2023 SUBJECT: CONSTRUCTION COSTS OF SEWERIWATER IMPROVEMENTS, FIBER OPTIC CONDUIT,AND MULTI-USE PATHWAYS WITHIN THE LAKE HAZEL,LOCUST GROVE TO EAGLE ROAD WIDENING PROJECT. REQUESTED COUNCIL DATE: February 14, 2023 I. RECOMMENDED ACTION A. Move to: 1. Approve the City of Meridians "Reimbursable Project Costs" amounts as indicated in section IV, below. II. DEPARTMENT CONTACT PERSONS Brent Blake—Engineering Project Manager 208-489-0340 Kyle Radek—Assistant City Engineer 208-489-0343 Warren Stewart, City Engineer 208-489-0350 Laurelei McVey, Public Works Director 208-985-1259 111. DESCRIPTION A. Background On August 18, 2021 the City entered into a cooperative development agreement with Brighton Development and the Ada County Highway District (ACHD). The agreement depicts Brighton as the party to design, bid, and construct the project described below. The City and ACHD agreed to reimburse Brighton for specific items listed in the agreement(see attached). B. Proposed Project Brighton Development plans to reconstruct and widen Lake Hazel Road from approximately one quarter mile east of Locust Grove Road to approximately one-quarter mile west of Eagle Road to five lanes, with 10-foot wide concrete multi-use pathways on Page 1 of 2 I both sides of the road, new and relocated City water line along Lake Hazel Road, street lighting on that portion abutting City Fire Parcel and City Park Parcel, and two-inch(2") conduit for future City fiber optics. Brighton Development also plans to construct Recreation Avenue from its intersection with Lake Hazel to the southern boundary of City Fire Parcel, with 10-foot wide concrete multi-use pathway on the west side of the road, street lighting, City water main, City sewer main, and two-inch (2") conduit for future City fiber optics. IV. IMPACT A. Strategic Impact: This project is aligned with the Public Works objective of being opportunistic in planning for growth and infrastructure needs. B. Fiscal Impact The City of Meridian "Reimbursable Project Costs" is $540,673.51 and will be funded from the accounts shown below. Project Funding ---------------------------.------------------------------------------------------ ._....._ . Fiscal Year 2023 Account Code/Codes Water Main Extensions 60-3490-96140 $52,05144 ---- ----- ------- . _FiberConduitforI T _____ _____ 01-1519-94600 __-__ _$32,97249. Fire Department 55-2217-11266 $252,744.75 _ --------------------- ---- Park Dept Items. - - - .$54,812.94 Park Dept._Admin Fee $148,091.89 -------------------------------- Total Funding $540,673.51 V. TIME CONSTRAINTS Brighton Development plans to start construction on this project in February 2023. City Council approval of this construction cost is required in order to attain a Purchase Order from the City's Finance Department. VI. LIST OF ATTACHMENT A. Interagency Cooperative Development Agreement between Ada County Highway District, The City of Meridian, and Brighton Development, Inc. B. Table of Reimbursable Project Costs based on actual bids. Approved for Council Agenda: Page 2 of 2 E. Lake Hazel Rd. and S.Recreation Ave. CDA Reimbursable Costs Project Number: 0109-02-7000 Budget ACHD Meridian IMPROVEMENTS: 22-00105-01 Engineering, Staking & Other Consulting 235,018 235,018 - 24-00400-01 Government Fees/Permits/Entitlement - - - 24-02076-01 Trash Clean Up/Demo/Dirt Remov. 12,794 12,794 - 24-00420-01 Erosion Control (SWPPP) 22,350 20,339 2,012 24-02500-01 Excavation/Grading/Paving 1,470,286 1,438,352 31,934 24-02604-01 Sanitary Sewer 33,889 - 33,889 24-02675-01 Municipal Water System 148,101 - 148,101 24-02608-01 Storm Drain 244,106 244,106 - 24-02813-01 Gravity Irrigation 792,894 792,894 - 24-02058-01 Power 31,500 31,500 - 24-02521-01 Concrete Curb/Gutter/Sidewalk/Flatwork 543,341 479,256 64,085 24-00454-01 Landscaping&Fencing 345,639 345,639 - 24-10552-01 Mail &Paper Boxes 1,000 1,000 - 24-16582-01 Street Lighting/Lamp Posts 739,525 645,670 93,855 24-01950-01 ACHD & City Bonding - - - 24-00999-01 Contingency 12% 315,953 297,260 18,694 SUBTOTAL: IMPROVEMENTS 4,936,396 4,543,827 392,569 CM Fee 3% (100%Paid by City of Meridian) 3% - 148,092 GRAND TOTAL 5,084,488 4,543,827 540,661 This pricing includes the following subcontractor proposal's: KM Engineering, ATLAS, Precision Engineering, CMT Engineering Laboratories, David Kordiyak, Syman Erosion& Sediment Control, Boise Skid Steer, Element Fencing,Nampa Paving&Asphalt Co., Brown Construction Inc., Randell Concrete, Hastriter,Northwest Hardscape Specialties, Secured Earth Systems, Alloway Electric Co. Clarifications: Unless noted otherwise, the pricing for this job does not include the following: pricing for utilities (to be done at the cost of the utilities provider) such as relocation of existing telephone pedestal, power lines, power poles; landscaping on the south side of E. Lake Hazel Rd or any on Recreation Avenue (done by others); 1-Fire Hydrant Assembly located on the east side of S. Recreation Ave. (to be removed in future plan set); 1-2" Blow-Off Assembly for Future Water Main Extension(to be done as a stand alone project at a later date); 1-8" Gate Valve at 8" Blow-Off Assembly Main; 1-12" Gate Valve tying into Blow-Off Assembly; any pressure irrigation scope of work(none shown on plans); Government Fees, Permits and Entitlement; Amenities &Monument Structures; ACHD & City Bonding. CDA.LH&Rec.Final.Estimate.Revision2.2023-01-04 1/4/2023 Page 1 of 2 10:02 AM E. Lake Hazel Rd. and S.Recreation Ave. CDA Estimate Project Number: 0109-02-7000 Exceptions & additions beyond plan set that our pricing does include is as follows: Asphalt paving SPC 64-28 oil based on current oil prices on the ITD Index published in June; additional concrete removal at the SE corner of S. Bloomerang Way and E. Lake Hazel to allow for seepage bed#1 Sand&Grease Trap install as well as removal of existing gravity irrigation lines near GI Box#1; tree removal at the properties of existing home owners along the south side of E. Lake Hazel to account for road widening requirements; additional fill brought in at a 4:1 slope where the install of 235 LF of Keystone landscape wall will be placed per KN#8 on sheet C2.1 to allow proper depth above the existing seepage bed on the NE corner of S. Bloomerang and E. Lake Hazel Rd.; reseed with grass mixture will be installed in lieu of landscaping at all areas north of the sidewalk on E. Lake Hazel Rd.; due to heavy fill requirements starting at station 59+00, our budget accounts for landscape replacement of the property line north of E. Lake Hazel Rd. that will extend to station 73+30; reseed with grass mixture is budgeted for north of the sidewalk that runs south of E. Lake Hazel Rd. starting at station 60+30 and extending out to station 73+30; removal and replacement of existing fencing at property owners along the south of E. Lake Hazel Rd. due to road widening requirements; three asphalt aprons at the driveway approaches located on the south side of E. Lake Hazel Rd. at station 66+00, 67+25, and 68+40; 750 SF of retaining wall due to heavy fill requirements to prevent damage to Impressive East Ridge Subdivision property owners fence line that runs north of E. Lake Hazel Rd. starting roughly at station 69+20 and extends out to station 71+31; 30 LF of 24" Steel Sleeve installed at 12" water main that crosses 12" and 18" Gravity Irrigation Lines at Recreation to allow for proper potable/non-potable spacing; removal of existing 3x3 GI Box#1 and replacement with new 4x4 precast box due to connection requirements of new pipe; our budget reflects the cost for 12" C900 in lieu of 12" ADS HP in order to meet potable/non-potable crossing rules per Note 2, sheet C1.1, but if separation meets IDAPA requirements, HDP will be used at a lower cost; Power Dips For Recreation&Bloomerang Signal; Engineering Fees for Utilities; 12,500sf of cold patching to maintain access at Discovery Park included with a unit price of$2.20/sf. Final Budget Approval: Michael Alexander Brent Blake Jon Wardle CDA.LH&Rec.Final.Estimate.Revision2.2023-01-04 1/4/2023 Page 2 of 2 10:02 AM Item No. Item Description Estimated Unit Unit Item Quantity Price Total Parks Fire Public Works I.T. General SWPPP % 0.09 $22,350.00 $2,012.00 $503.00 $503.00 $503.00 $503.00 Import Granular Material for Deep Fill Sections in Winter Months(from BOC to BOS) 2,578 LCY $10.06 $25,934.68 $25,934.68 Asphalt Paving SPC 64-28 Oil(Based on 2022 oil prices)@ Asphalt Approach 10 TON $83.00 $830.00 $830.00 Uncrushed Aggregate Base @ Asphalt Approach 48 LCY $17.16 $823.68 $823.68 Crushed Aggregate Base Under Sidewalk,Curb/Gutter,and Flatwork 143 LCY $30.39 $4,345.77 $4,345.77 8"PVC Sanitary Sewer Main 285 LF $68.00 $19,380.00 $19,380.00 Sewer Manhole 48" 1 EA $5,199.00 $5,199.00 $5,199.00 Connect to existing @ SS MH#4 1 EA $3,800.00 $3,800.00 $3,800.00 Connect to existing @ Existing clean-out#2 1 EA $3,800.00 $3,800.00 $3,800.00 CCTV Inspection 285 LF $6.00 $1,710.00 $1,710.00 Water Tees,Angles&Misc. 18 EA $515.61 $9,280.98 $9,280.98 Water Main Valve Box-8" 1 EA $1,785.00 $1,785.00 $1,785.00 Relocate/Extend Water Main Leak Detection Metering Station 1 EA $2,275.00 $2,275.00 $2,275.00 12"Water Main 616 LF $84.75 $52,206.00 $52,206.00 8"Water Main 120 LF $58.00 $6,960.00 $3,770.00 $3,190.00 Fire Hydrant Assembly-Relocation-Extend existing* 2 EA $6,446.00 $12,892.00 $12,892.00 Fire Hydrant Assemblies(6'bury hydrants required,new assembly)(Bosch way) 1 EA $5,780.00 $5,780.00 $5,780.00 Connect to Existing @ 12"B/O-Recreation 1 EA $2,425.00 $2,425.00 $2,425.00 Connect to Existing @ 8"B/O-Fire Station(incl.temp blow off assembly) 1 EA $4,495.00 $4,495.00 $4,495.00 Connect to Existing @ 12"Main(12x12 live tap-subject to approval)** 1 EA $15,054.00 $15,054.00 $15,054.00 Connect to Existing @ 12"Main(12x8 live tap,subject to approval)*** 1 EA $12,592.00 $12,592.00 $12,592.00 Connect to Existing-Relocate/Reuse Existing 12x8 Tee**** 1 EA $10,146.00 $10,146.00 $10,146.00 24"Sleeves 30 LF $407.00 $12,210.00 $12,210.00 Vertical Curb&Gutter 140 LF $16.00 $2,240.00 $2,240.00 Sidewalk 10' 788 LF $36.00 $28,368.00 $28,368.00 Ped Ramps(Double)&Truncated Domes 6 EA $1,200.00 $7,200.00 $7,200.00 4'Valley Gutter 110 LF $28.00 $3,080.00 $3,080.00 Small Fillets 4 EA $500.00 $2,000.00 $2,000.00 Driveway Approach 160 SF $5.50 $880.00 $880.00 Common Driveway/Flatwork(to Fire station) 1,700 SF $6.50 $11,050.00 $11,050.00 Irrigation Manhole Adjustment 2 EA $100.00 $200.00 $200.00 Irrigation Monitoring Well Adjustment 2 EA $100.00 $200.00 $200.00 Concrete Sleeves Extra Long 8 EA $100.00 $800.00 $800.00 Concrete Cold Weather Protection 0 % $53,778.00 $8,066.70 $8,066.70 Street Lighting(15'Mast Arm, Davit Arm Style,40'Pole Height) 4 EA $12,000.00 $48,000.00 $36,000.00 $12,000.00 Street Light Conduit(Trenched)w/Locate Wire,Size 2"(trench,conduit,wire,compaction) 1,245 LF $12.67 $15,774.15 $12,036.50 $3,737.65 Fiber Optic Conduit(Trenched)with Locate,Size 2"(trench,conduit,wire,compaction) 1,815 LF $12.67 $22,996.05 $22,996.05 Fiber Optic Conduit for Future Emergency Signal(Trenched)w/Locate Wire,Size 2" 55 LF $12.67 $696.85 $696.85 Street Light Junction Box,Type S40T/ADA 4 EA $400.00 $1,600.00 $1,200.00 $400.00 Fiber Optic Junction Box(Oldcastle Model H2436-24 H Series Heavy Duty Box or Equal) 6 EA $800.00 $4,800.00 $4,800.00 Contingency for City of Meridian SOW 0 % $373,875.33 $18,693.77 $4,673.44 $4,673.44 $4,673.44 $4,673.44 CM Fee(100%paid by City of Meridian) 0 % ############ $148,091.89 $148,091.89 $0.00 $0.00 $0.00 $0.00 $0.00 Total $540,673.51 $202,904.83 $252,744.75 $52,051.44 $32,972.49 Budget Total $540,673.51 $540,673.51 Cost Breakdown Final 1/17/2023 CjfE IDIANty Purchase Order 1/24/2023 23-0188 Attention: Tyson Glock CITY OF MERIDIAN Billing Attn: Finance 33 Ave 33 EAST BROADWAY AVE. Meridian,Bro IDa Address: 83642 MERIDIAN,ID 83642 (208) 888-4433 Shipping 33 E Broadway Ave. Vendor Address: Address: Ste. 200 Meridian, ID 83642 ADA COUNTY HIGHWAY DISTRICT 3775 ADAMS ST. GARDEN CITY, ID 83714-6447 Shipping Method: Contractor FOB: Destination Pre-Paid Description Unit Quantity Unit Price Total 23-0188 ACHD Lake Hazel - Locust Gr. to Eagle 5210 Dollar 148091.89 1.00 148,091.89 23-0188 ACHD Lake Hazel - Locust Gr. to Eagle 5290 Dollar 54812.94 1.00 54,812.94 23-0188 ACHD Lake Hazel - Locust Gr. to Eagle 3490 Dollar 52051.44 1.00 52,051.44 23-0188 ACHD Lake Hazel - Locust Gr. to Eagle 2217 Dollar 252744.75 1.00 252,744.75 23-0188 ACHD Lake Hazel - Locust Gr. to Eagle 1510 Dollar 32972.49 1.00 32,972.49 Purchase Order Total: $540,673.51 Purchasing Manager: Special Instructions Bid results from Interagency Agreement approved by Council on 8/9/2022. Not-To-Exceed $1,312,293.46 Split $984,220.00 30-3490-96140-10976.c and $328,073.46 60-3590-93505-10976.c PO approved by Council 1/24/2023 Ticket#85070 E IDIAN 'aAHO AGENDA ITEM ITEM TOPIC: Public Hearing for Proposed 2023 Lakeview Golf Course Fee Schedule of the Meridian Parks and Recreation Department i PUBLIC HEARING SIGN IN SHEET i DATE: 1/24/2023 ITEM # ON AGENDA: 7 PROJECT NAME: 2023 Lakeview Golf Course Fee Schedule Your Full Name Your Full Address I wish to (Please Print) testify I (mark X if yes) a 1 2 � 3 { 4 5 6 7 8 9 10 11 12 13 14 CITY OF MERIDIAN NOTICE OF PUBLIC HEARING NOTICE IS HEREBY GIVEN,pursuant to the ordinances of the City of Meridian and the laws of the State of Idaho,that the City Council of the City of Meridian will hold a public hearing at 4:30 p.m.,on Tuesday, January 24,2023,at Meridian City Hall, 33 East Broadway Avenue,Meridian,Idaho,regarding proposed new fees as set forth below. Further information is available at the Parks & Recreation Department at Meridian City Hall, 33 East Broadway Avenue, Meridian, Idaho. Any and all interested persons shall be heard at the public hearing. Written testimony is welcome; written materials should be submitted to the City Clerk. All testimony and materials presented shall become property of the City of Meridian. For auditory,visual, or language accommodations,please contact the City Clerk's Office at(208) 888-4433 at least 48 hours prior to the public hearing. Proposed new fees: Lakeview Golf Course—Green Fees New Fee Weekday— 18 holes $35.00 Weekday—9 holes $25.00 Weekday Senior— 18 holes $29.00 Weekday Senior—9 holes $22.00 Weekday Junior— 18 holes $15.00 Weekday Junior—9 holes $10.00 Weekend— 18 holes $40.00 Weekend—9 holes $30.00 Weekend Junior— 18 holes $17.00 Weekend Junior—9 holes $12.00 Twilight $30.00 Cart— 18 holes $17.00 Cart—9 holes $12.00 Cart Trail $14.00 Range Token— Small Bucket $7.00 Range Token—Large Bucket $13.00 Lakeview Golf Course—Golf Pass Fees Non-Resident Single—Unlimited $1,925.00 Non-Resident Single—Restricted (anytime on weekdays; afternoons only on weekends and holidays) $1,375.00 Non-Resident Couple—Unlimited $2,970.00 Non-Resident Couple—Restricted(anytime on weekdays; afternoons only on weekends and holidays) $2,255.00 Non-Resident Senior/Military—Unlimited $1,815.00 Non-Senior/Military—Restricted(anytime on weekdays; afternoons only on wee $1,265.00 Non-Resident Senior Couple—Unlimited $2,860.00 Non-Resident Senior Couple—Restricted(anytime on weekdays; afternoons only on weekends and holidays) $1,145.00 Non-Resident 1/2 price $582.00 Non-Resident Junior—add on $530.00 Private Cart Trail Pass $290.00 Winter Rates: November 15 through February 28. $4.00 off for 18 holes, $2.00 off for 9 holes all daily offerings. Weekend Rates are defined as Friday, Saturday, Sunday and Holidays. DATED this 14th day of January, 2023. Chris Johnson, CITY CLERK PUBLISH on January 14, 2023 and January 21, 2023. W IDIAN� AGENDA ITEM ITEM TOPIC: Resolution 22-2367: A Resolution Adopting the 2023 Lakeview Golf Course Fee Schedule of the Meridian Parks and Recreation Department; Authorizing the Meridian Parks and Recreation Department to Collect Such Fees; and Providing an Effective Date CITY OF MERIDIAN RESOLUTION NO. 23-2367 BY THE CITY COUNCIL: BORTON, CAVENER, HOAGLUN, OVERTON, PERREAULT, STRADER A RESOLUTION ADOPTING NEW FEES OF THE MERIDIAN PARKS AND RECREATION DEPARTMENT; AUTHORIZING THE MERIDIAN PARKS AND RECREATION DEPARTMENT TO COLLECT SUCH FEES; AND PROVIDING AN EFFECTIVE DATE. WHEREAS, following publication of notice in the Meridian Press on January 15, 2023 and January 22, 2023, according to the requirements of Idaho Code section 63-1311A, on January 24, 2023 the City Council of the City of Meridian held a hearing on the adoption of proposed new fees of the Meridian Parks and Recreation Department, as set forth in Exhibit A hereto; and WHEREAS, following such hearing, the City Council,by formal motion, did approve said proposed new fees of the Meridian Parks and Recreation Department; NOW THEREFORE, BE IT RESOLVED BY THE MAYOR AND CITY COUNCIL OF THE CITY OF MERIDIAN,IDAHO: Section 1. That the fees set forth in Exhibit A hereto are hereby adopted. Section 2. That the Meridian Parks and Recreation Department is hereby authorized to implement and carry out the collection of said fees. Section 3. That this Resolution shall be in full force and effect immediately upon its adoption and approval. ADOPTED by the City Council of the City of Meridian, Idaho, this 24th day of January, 2023. APPROVED by the Mayor of the City of Meridian, Idaho, this 24th day of January, 2023. APPROVED: Robert E. Simison, Mayor ATTEST: Chris Johnson, City Clerk ADOPTION OF GOLF COURSE FEES PAGE 1 OF 2 EXHIBIT A Lakeview Golf Course—Green Fees New Fee Weekday— 18 holes $35.00 Weekday—9 holes $25.00 Weekday Senior— 18 holes $29.00 Weekday Senior—9 holes $22.00 Weekday Junior— 18 holes $15.00 Weekday Junior—9 holes $10.00 Weekend— 18 holes $40.00 Weekend—9 holes $30.00 Weekend Junior— 18 holes $17.00 Weekend Junior—9 holes $12.00 Twilight $30.00 Cart— 18 holes $17.00 Cart—9 holes $12.00 Cart Trail $14.00 Range Token— Small Bucket $7.00 Range Token—Large Bucket $13.00 Lakeview Golf Course—Golf Pass Fees Non-Resident Single—Unlimited $1,925.00 Non-Resident Single—Restricted(anytime on weekdays; afternoons only on weekends and holidays) $1,375.00 Non-Resident Couple—Unlimited $2,970.00 Non-Resident Couple—Restricted (anytime on weekdays; afternoons only on weekends and holidays) $2,255.00 Non-Resident Senior/Military—Unlimited $1,815.00 Non-Senior/Military—Restricted (anytime on weekdays; afternoons only on weekends and holidays) $1,265.00 Non-Resident Senior Couple—Unlimited $2,860.00 Non-Resident Senior Couple—Restricted(anytime on weekdays; afternoons only on weekends and holidays) $1,145.00 Non-Resident '/2 price $582.00 Non-Resident Junior—add on $530.00 Private Cart Trail Pass $290.00 Winter Rates: November 15 through February 28. $4.00 off for 18 holes, $2.00 off for 9 holes all daily offerings. Weekend Rates are defined as Friday, Saturday, Sunday and Holidays. ADOPTION OF GOLF COURSE FEES PAGE 2 OF 2 W IDIAN� AGENDA ITEM ITEM TOPIC: Parks and Recreation Department: Meridian Parks & Recreation Master Plan Update I z , r y IDAHO 11 CITY OF M ERI DIAN IDAHO ARKS AND RECR ifikTION MASTER PLANI P . ATE 2023 a SF t fop +� i -- ., 1! '/,�, i J�'? t ,I'r�`�, :, •'f'el�Q,`:i�,H';1�� � iA r,, - ti..-,-,; �'. !fir w : ,� j ,�� � �• �" ' - wl t/' 1 _ T PLACEHOLDER FOR FUTURE APPROVAL LETTER Tabte of Contents 1.0 Executive Summary .......................................................................................8 A. Purpose of this Plan .........................................................................................8 B. Planning Process Summary..............................................................................9 C. Recommendations .........................................................................................10 2.0 Introduction of the Planning Context....................................................... 19 A. Purpose of this Plan ....................................................................................... 19 B. Parks and Recreation Department Overview............................................... 20 C. Mission, Vision, and Values.......................................................................... 20 D. Related Planning Efforts and Integration......................................................21 E. Methodology of this Planning Process ..........................................................21 3.0 What We Want — Our Community, Trends & Identified Needs........ 23 A. Demographic Profile..................................................................................... 23 B. Current Trends................................................................................................29 C. Community and Stakeholder Input ..............................................................37 D. Random Invitation Community Needs Assessment Survey Summary........ 40 4.0 Who We Are - Organizational & Financial Assessment..................... 44 A. Organizational Analysis .............................................................................. 44 B. Recreation Program Analysis........................................................................ 48 C. Financial Analysis......................................................................................... 49 D. Maintenance and Operations Analysis....................................................... 56 5.0 Pathways Assessment & Recommendations ........................................ 62 A. Introduction................................................................................................... 62 B. Pathway System Overview........................................................................... 63 C. Importance of Pathways/Need................................................................... 64 D. Progress Update/Policies Implemented...................................................... 65 E. Opportunities/Recommendations ............................................................... 66 F. Key Stakeholders for Pathway Implementation............................................ 68 G. Implementation and Maintenance Priorities ............................................... 68 H. Implementation Costs for Plan Build-Out .....................................................70 I. Pathway Maintenance and Operations.........................................................70 6.0 What We Have - Parks & Facilities Inventory Assesment...................73 A. Step 1 : Inventory - What Do We Have?.......................................................73 B. Step 2: Assessment and Analysis - How Are We Doing?............................ 83 7.0 Where We Go From Here — Recommendations & Action Plan.......... 98 A. Recommendations ........................................................................................ 98 B. Goals, Objectives, and Actions.................................................................. 104 C. Implementation Guidelines/Strategies ...................................................... 114 Appendicies ........................................................................................................ 116 Appendix A — GRASP® Glossary .................................................................. 116 Appendix B — General Maintenance Standards for Quality Parks and Facilities inMeridian, Idaho ...........................................................................................152 .07 19 PARKS AND RECREATION MASTER PLAN 5` J: { W _ 4 � - �` - UPDATE V List of Figures Figure 1: Projected Population Growth in City of Meridian, 2000 - 2030.......................................25 Figure 2:Age Distribution in Meridian Compared to State of Idaho.................................................26 Figure 3: Race Comparison for Total Population in City of Meridian.................................................26 Figure 4: Educational Attainment in Meridian.....................................................................................27 Figure 5: Median Household Income Distribution, 2021 Estimates ...................................................27 Figure 6:Ada County Health Rankings Overview .............................................................................29 Figure 7:Adult Participation for Fitness Activities................................................................................30 Figure 8:Adult Participation in Outdoor Recreation ..........................................................................30 Figure 9:Adult Participation in Team Sports .......................................................................................31 Figure 10: Non-Traditional Services Desired in Community Center...................................................34 Figure 11: Meridian Parks and Recreation 2022 Organizational Chart............................................47 Figure 12: Revenue and Expense Trends FY20 — FY23......................................................................50 Figure 13: Selected Idaho Parks and Recreation Expenditures per Capita — 2022/23...................51 Figure 14: Resource Allocation Methodology.....................................................................................52 Figure 15: Meridian Residents Opinions Regarding Current Program and Facility Fees...................53 Figure 16: Potential Impact on Participation from Fee Increases .......................................................53 Figure 17: Importance of Facilities and Amenities, Recreation Programs, and Services to Meridian 57 Figure 18: Needs Met for Facilities and Amenities in Meridian .........................................................57 Figure 19:Top Three Community Issues for Suggested Improvement.................................................58 Figure20: Pathways Map................................................................................................................... 79 Figure 21: System Inventory Examples ...............................................................................................74 Figure 22: Example of a GRASP® LOS Perspectives Heat Map........................................................84 Figure 23:Walkability Barriers "Cut-off" Service Areas where Applicable.....................................85 Figure 24:Walkable Access to Outdoor Recreation Opportunities Provided by Meridian parks (only) 86 Figure 25:Walkable Access to Outdoor Recreation Opportunities by All Providers........................87 Figure 26:Walk High-Value Area.......................................................................................................88 Figure 27: GRASP®Walkable Gap Analysis (10 min = '/s mile Service Area).................................89 Figure 28: Percentage of Population by Service Level........................................................................89 Figure 29: Neighborhood Access to Outdoor Recreation Opportunities Provided by Meridian Parks (only).....................................................................................................................................................90 Figure 30:Walkable Access to Outdoor Recreation Opportunities by All Providers.........................91 Figure 31: Neighborhood Access High-Value Area ...........................................................................92 Figure 32: Neighborhood Gap Analysis (1 mile service)...................................................................92 Figure 33: Percentage of Population by Service Level........................................................................93 List of Tabtes Table 1: Distribution of Meridian Budgeted Staffing .........................................................................46 Table 2: Meridian Parks and Recreation Revenues and Expenses (FY 2020 — FY 2022)................49 Table 3: 2023 Park Impact Fees..........................................................................................................53 Table 4:Anticipated Funds from Impact Fees through 2050..............................................................54 Table 5: Capital Improvement Projects................................................................................................68 Table 6: Summary of Developed Parks/Outdoor Locations &their Components............................77 Table 7: Indoor Facility Summary........................................................................................................78 Table 8: Park Classification Summary..................................................................................................80 Table 9: Park Scores by Classifications................................................................................................83 Table 10:Target Park Calculation .......................................................................................................88 Table 11: GRASP®Comparative Data............................................................................................... 94 Table 12: Master Plan Comparison..................................................................................................... 95 Table13: Meridian Capacities ............................................................................................................97 Table 14:Acres of Park Land per 1,000 Residents .............................................................................98 Table 15: Outdoor Park and Recreation Facilities — Median Population Served per Facility...........98 f 1 .0 EXECUTIVE i p- A. PURPOSE OF THIS PLAN This Parks and Recreation Master is an update of the i 2015 Parks and Recreation Master Plan. Development of this updated plan took place from October 2021 to December 2022, and included a community ■ engagement, leadership interviews, a needs assessment survey, inventory and level of service analysis, operational and maintenance analysis, and financial analysis. The Master Plan Update provides the framework to respond to the evolving needs of this growing community. 4W EEL- --"dew- 8 City of Meridian, Idaho Executive Summary B. PLANNING PROCESS ASSESSMENT AND ANALYSIS SUMMARYReview and assessment of relevant plans. This project has been guided by a Meridian Parks Measurement of the current delivery of service for and Recreation project team made up of City City facilities using the GRASP® Level of Service Analysis and allowing for a target level of service staff, with input from the Parks and Recreation to be determined that is both feasible and aligned Commission and the City Council. This team with the desires of citizens as expressed through provided input to the BerryDunn consulting the citizen survey.This analysis is also represented team throughout the planning process.This graphically in GRASP® Perspectives. collaborative effort created a plan that fully utilizes Exploration of finance and funding mechanisms to the consultant's expertise and incorporates the support development and sustainability within the local knowledge and institutional history that only system. community members can provide.The project consisted of the following tasks: NEEDS ASSESSMENT COMMUNITY ENGAGEMENT Consideration of the profile of the community and demographics, including population growth. Review of previous planning efforts,City historical information. Research of trends related to Meridian and American lifestyles to help guide the efforts of Parks and Extensive community involvement effort including Recreation over the next several years. focus groups, meetings with key stakeholders, and a community-wide public meeting. OPERATIONAL ANI MARKETING Interviews with elected officials. Statistically valid community interest and opinion Analyze parks and recreation programming andservice delivery. survey. Conduct an organizational Strengths,Weaknesses, Opportunities, and Threats(SWOT)Analysis. FACILITY INVENTORY Develop a broad assessment of the overall parks and Update inventory of parks and facilities using existing recreation operations. mapping, staff interviews, and on-site visits to verify amenities and assess the condition of the facilities and surrounding areas. RECOMMENDATIONS: GOALS, OBJECTIVES, I GRASP* ACTION PLAN LEVEL IF SERVICE ANALYSIS Identification and categorization of recommendations into themes with goals, objectives, and an action plan Interviews with staff to provide information about for implementation. City facilities and services, along with insight Development of an action plan for capital regarding the current practices and experiences of improvements including cost,funding source the City in serving its residents and visitors. potentials, and timeframe to support the Identification of homeowner association (HOA)and implementation of the plan. alternative providers of recreation services to provide insight regarding the market opportunities in the area for potential new facilities and services. OTHER PLAN Analysis addressing recreation, parks, and related Review of current staffing and development of services. recommendation for future growth potential. Review of the Urban Forestry Management strategy. Review current Pathways Plan and develop updated recommendations. Conduct a conceptual study and public engagement for a new community center. Conduct a cost recovery and financial sustainability study. UPDATEPARKS AND RECREATION I MASTER PLAN Section 1.0 C. RECOMMENDATIONS After analyzing the Findings that resulted from this process, including the Key Issues Matrix, a summary of all research,the qualitative and quantitative data, the GRASP® LOS analyses, and input assembled for this study, a variety of recommendations have emerged to provide guidance in consideration of how to improve parks, recreation, and pathway opportunities in the City of Meridian. This section describes ways to enhance the level of service and the quality of life with improvement through organizational efficiencies,financial opportunities, improved programming and service delivery, and maintenance and improvements to facilities and amenities. . . - to Improve Organizational Efficiencies Objective 1.1 —Maintain existing level of service goal. The City of Meridian currently has a Level of Service planning goal that is 4 acres of developed park land per 1,000 persons. In 2022,the City is maintaining 3 acres per 1,000 population to keep up with the rapid growth of the City. Meridian should continue with the planning goal of 4 acres, while continuing to maintain the existing 3 acres. Additional ly,the City also has a planning goal of 0.59 square feet of indoor recreation space per 1,000 population. The City should maintain the planning goal for indoor recreation space. Objective 1.2— Enhance and improve internal and external communication regarding department activities and services. The Parks and Recreation Department currently has a Marketing Plan (Communication Plan)that guides the Department's efforts in communicating and promoting its activities, services, and facilities. As part of a larger effort,the City of Meridian has an active communication roundtable that the Department should actively participate with. In addition to the roundtable,the Department should take advantage of training opportunities for new communication methods and branding efforts. The marketing and communication of Parks and Recreation Department activities should be enhanced with a focused effort on adopting open lines of communication and meetings with partners and potential partners within the community. Objective 1.3— Maintain existing quality standards for facilities and amenities. A top priority from the public response is to continue to maintain and make improvements to existing facilities. The Department should continue to improve and upgrade existing facilities and amenities as well as address low scoring components through the CFP Plan and the Life Cycle Replacement Program. The City-Wide Strategic Plan also identifies: • Completing a golf course Master Plan * completed in 2021-2022 • Creating a plan for Tier2 and Tier 3 golf course improvements • Developing the Urban Forestry Management Plan with existing staff* completed in 2021-2022 • Taking the Urban Forestry Management Plan to the Planning Commission and City Council for feedback and acceptance * completed in 2021-2022 • Implementing the park identity and theming plan Executive Summary Objective 1.4- Utilize technology to improve customer service and efficiencies. The Department should continue to use a mixed method approach to communicating with the public about programs, services, and opportunities. Mobile marketing is a trend of the future.Young adults engage in mobile data applications at much higher rates than adults in age brackets 30 and older. Usage rates of mobile applications demonstrate that chronologically across four major age cohorts, Millennials tend to get information more frequently using mobile devices, such as smart phones. Parks and Recreation should explore adding navigation apps for parks and pathways. Teaming with the public app AIITrails would be a good starting point. The City-Wide Strategic Plan also identifies adding Wi-Fi in Phase 2 of the Discovery Park development. Objective 1.5- Increase appropriate partnerships within the community. The City of Meridian Parks and Recreation Department currently partners with a number of agencies to provide programs and activities to the community. The Department should continue to explore additional opportunities, as well as build on their existing partnerships. The City-Wide Strategic Plan recommends establishing a timeline to transfer pool operations from WARD to the City. * Operations were transferred in the summer of 2022. Objective 1.6-Staff appropriately to meet demand and maintain established quality of service. As recommended in the Master Plan and based on the Staffing Plan for programs, services, new facilities, pathways, parks, and facility upgrades, it is important to maintain staffing levels to maintain current performance standards. The Department should explore opportunities to increase staffing levels as growth continues. This will require new positions both in parks and recreation. The City-Wide Strategic Plan also recommends promoting and growing the current volunteer program. ti t r I �I Section 1.0 Goal #2: Maintain and Improve Facilities and Amenities Objective 2.1 —Maintain and improve existing facilities. The Department should continue to implement existing plans,the CFP, Life Cycle Replacement Programs, and the Master Plan.These plans should be reviewed annually and updated as needed. The City-Wide Strategic Plan also identifies: Renovating the existing on-course restrooms for ADA compliance at Lakeview Golf Course • Replacing old equipment for improved golf course maintenance operations • Upgrading the golf course irrigation system Objective 2.2— Expand pathways and connectivity. The Department should continue to update and implement the existing Pathways Master Plan as development continues. As new and existing pathways are designed and renovated,the Department should explore ways to the improve pathway inspections and approval process. To assist with the implementation and oversight of this process,the City should consider the addition of a Parks Operation Crew Chief. The City-Wide Strategic Plan also identifies: • Construction of the six identified pathway connections • Implementation of formal pathway standards based on size, route/loop, and incorporate testing and acceptance requirements prior to final approval • Partnering with the Urban Land Institute (ULI)for place-making and amenity design on the Five Mile Creek Pathway • Creating branding and wayfinding tools for priority pathway segments Objective 2.3—Add indoor recreation space. • Based on feedback from focus group participants and the survey results, there is a need for additional indoor recreation space. The Department should continue to explore opportunities to add additional indoor recreation space either through partnerships, purchase of an existing facility, or construction of a new community center. Another option would be to explore opportunities to add community centers to newly planned elementary and middle schools or future regional parks. • The City-Wide Strategic Plan recommended conducting a needs assessment and conceptual planning for a new community center. As part of this planning process, a feasibility study was conducted, and conceptual designs were developed.The feasibility study and conceptual Executive Summary Objective 2.4— Develop new amenities at existing parks based on level of service analysis. Demand for usage of Meridian parks and athletic facilities continue to grow, and the Department should look for opportunities to add new amenities to enhance the experience for users. As Meridian continues to grow,the Department should look for opportunities to add parks and pathways in those new growth areas. Also, based on the GRASP®analysis,the Department should look for opportunities to add new components at existing parks where the level of service is below threshold. The City-Wide Strategic Plan also recommends: • Design of Phase 2 for Discovery Park and bid for development*completed in 2021-2022 • Construct Phase 2 of Discovery Park using CMGC and design • Construct a teen activity area at Discovery Park in Phase 2 Objective 2.5—Acquire new land for parks Based on population growth and a LOS goal of reaching 4 acres of developed park land per 1,000 population, the Department needs to continue to find and purchase additional land for future park development. When considering new parks, priority should be given to areas where LOS is below threshold. Objective 2.6— Improve parking at parks. Parking was an issue that was identified at most of the focus groups and in the survey. The Department should continue to monitor parking during peak usage times and explore the need to improve and manage parking at parks with popular amenities, activities, and events. Another consideration would be to explore alternative transportation options to reduce parking demand for large scale events. Objective 2.7—Continue to monitor ADA needs in the community. Parks and Recreation currently has an ADA Accessibility Transition Plan which identifies needed changes during the self-evaluation process. The Department should continue to monitor new facilities and upgrades for compliance. Objective 2.8— Upgrade comfort, convenience, and customer service amenities to existing facilities. As the Department is making upgrades to and improving existing facilities, it should explore opportunities to add shade, storage, security lighting, and other amenities at existing facilities. Where appropriate, look for opportunities to add public art to new and existing facilities. The City-Wide Strategic Plan also recommends: Working with the Meridian Arts Commission to finalize a plan for future public art projects • Completing the addition of the Meridian Speedway to the Historic Register • Investigating new locations to add to the Historic Register Section 1.0 Goal #2: Maintain and Improve Facilities and Amenities (continued) Objective 2.9—Create park identity in existing and new parks. As citizen interest grows, and demand for new and different amenities at parks are identified,the Department should explore opportunities to add unique features, such as destination playgrounds, public art, signage, unique shelters, natural play areas, and/or climbing elements at new and existing parks. The newly adopted City-Wide Strategic Plan also has a goal to foster development of Phase 2 of Discovery Parks that uniquely blends arts, entertainment, adventure sports, and culture. Objective 2.10—Address current and future needs for athletic fields. As demand warrants, explore opportunities to add rectangle and diamond fields as usage increases. To help increase field time, add sports field lighting to new facilities and improvements to lighting at existing facilities where appropriate. Objective 2.11 —Consider programming needs when adding new components to existing parks or when developing new parks. As the Department continues to develop new parks and renovate existing parks, continue to evaluate the programming needs of the community when developing new parks or when adding new components to existing parks. Objective 2.12 — Maintain component-based inventory and level of service standards. The Department should review the component-based inventory from the 2022 Master Plan Update when planning new parks and installing new amenities. The inventory and GIS database should be updated for tracking of new components. Objective 2.13 —Continue to maintain life cycle replacement plan. The Department should continue to monitor and update its life cycle replacement plan annually. Executive Summary Goal #3: Continue to Improve Programs and Service Delivery Objective 3.1 —Continue to address recreational programming and activity needs of the community. The Department should continue to look for opportunities to expand indoor recreational programs and activities. The community would like to see additional programs for tweens,teens, people with special needs, and seniors. As new programs are developed, continue to monitor recreational trends to stay current with programming and demand. As popularity in program offerings and activities increases, continue to look for opportunities to expand programs around working hours and commuting citizens schedules. Continue to explore opportunities to produce, attract, promote, and maintain events in the City. Exploring opportunities to offer new programs in outdo or adventure recreation to teens and active adults. Continue to monitor participation and demand for family-centered recreational programs and adjust to meet the needs of the community. The City-Wide Strategic Plan also recommends: • Expanding class and program offerings at the new community center • Expanding summer camps to 3-4 sites to help meet community demand • Attracting a national, qualifying sports tournament • Expanding traditional and non-traditional sports leagues and tournaments • Adapting and expanding community events to meet community needs • Adding a City event to enrich Dairy Days • Providing the Parks Division resources to support Dairy Days - ` 5- � '`r _ y. , — :.- • C. � - S. PARKS AND RECREATION Section 1.0 . . Opportunities Objective 4.1 — Increase special event and activities sponsorships. The Department should continue to secure sponsorships for existing and future events. Objective 4.2— Evaluate developer impact fee ordinance. The Department should continue to monitor impact fees from new developments as growth continues. The ordinance should be reviewed every 3-5 years to keep current with the LOS. Additionally,the Department should review its impact fee revenue annually to align with CFP requests and existing LOS. Objective 4.3— Pursue grant and philanthropic opportunities. The Department currently takes advantage of grant opportunities available for programming, services, and facility improvements. The Department should continue to pursue any and all grant opportunities at the federal, state, regional, and local levels. Working with the City's CDBG Grant Administrator, explore opportunities to use CDBG funds for parks, pathways, and/or recreation facilities. Objective 4.4—Implement a Cost Recovery and Pricing Policy. The Department currently has a practice of cost recovery, but it varies based on the different service areas. The Department should implement the recommendations from the Cost Recovery and Pricing Policy study completed during this master planning process. The Department should continue to support the current Care Enough to Share Scholarship Program through increased marketing and awareness of the program to attract more families. Explore feasibility of additional revenue sources for parks and recreation as identified in the "Present and Projected Fiscal Resources" section of the Master Plan. Executive Summary Highlights from the 2023 Master Plan Update In alignment with the Impact Fees Study, new land needed for future park land FUTURE PARK LAND: overthe next 10 years increased to 120.5 acres in orderto maintain the current 3.14 acres/1000 population. INDOOR RECREATION In alignment with the new Impact Fee Study,a new goal for indoor recreation SPACE: space level of service of 0.59 sq.ft. per thousand was added which will require 22,827 sq.ft. over the next 10 years. STRATEGIC PLAN The Master Plan incorporated all of the relevant tactics from the updated City- ALIGNMENT: wide Strategic Plan into the update action plan. PRIORITY INDOOR& Through the statistically valid citizen survey,we've confirmed that the highest OUTDOOR FACILITIES: priority indoor recreation priority is the new community center. The highest priority outdoor recreation priority continues to be new pathways. ADDING NEW Meridian has added the swimming pool and golf course to the master plan COMPONENTS: statistics and analyses. Notable changes in the GRASP Level of Service are generally park and component additions have kept pace with population growth, number of park GRASP ANALYSIS: site grew from 21 to 25,the number of components grew from 207 to 256, and most notable is the percentage of residents with walkable access to a recreation component increased from 50%to 68%. The GIS inventory has been updated to include 4 new facilities and 49 INVENTORY UPDATE: new components that have been built since the previous master plan. Additionally,the inventory identified over 260 additional acres of parkland from Homeowner's Associations and private recreation providers. ADA TRANSITION PLAN: An ADA Transition Plan was noted as a need in the previous master plan. This plan notes that the ADA transition plan has been completed since the last plan. UPDATED GIS DATA: This master plan process will provide updated GIS data for the component- based inventory for use in the City's GIS database. PARKS AND RECREATION I MASTER PLAN UPDATE THIS PAGE IS INTENTIONALLY LEFT BLANK. k 2.0 INTRODUCTION F THE PLANNING C A. PURPOSE OF THIS PLAN This Parks and Recreation Master is an update of the 2015 Parks and Recreation Master Plan. Development of this updated plan took place from October 2021 to December 2022, and included a community engagement, leadership interviews, a needs assessment survey, inventory and level of service analysis, operational and maintenance analysis, and financial analysis. The Master Plan Update provides the framework to respond to the evolving needs of this growing community. - 0 i L PARKS AND RECREATION MASTER PLAN UPDATE 19 Section 2.0 B. PARKS AND RECREATION DEPARTMENT OVERVIEW Parks and Recreation is responsible for maintaining public open spaces and for providing a quality system of parks and recreation facilities and positive leisure opportunities available to all persons in the community. The Department is also responsible for the development and maintenance of the pathways system and the urban forest. The Meridian Parks and Recreation system consists of 528.52 acres of parkland, 381.862 maintained, 65.758 undeveloped, and 80.9 acres of contracted sites. The system is made up of 25 parks, 15.53 miles of City-maintained pathways, and 28.54 miles of pathways maintained by others, Lakeview Golf Course, Meridian Swimming Pool,the Meridian Homecourt, a senior center, and a community center. Additionally, Parks and Recreation offers a variety of recreational programs, adult sports leagues, and special events, and handles shelter/field reservations and temporary use permits. C. MISSION, VISION, AND VALUES As part of the 2015 Master Planning process, the Department developed a Mission,Vision, and Values (MVV). The MVV were reviewed as part of the Master Plan Update. MISSION VISION 115 The Meridian Parks and Recreation Department's mission is to enhance our Meridian Parks and Recreation is a premier community's quality of life by providing department that provides family-focused innovatively designed parks,connected opportunities for the Meridian community pathways,and diverse recreational and responds to a growing and changing opportunities for all citizens of Meridian population. that create lasting memories. FOCUS AREAS 04. Quality Community � We provide quality parks, We build the sense of We provide places and pathways,and recreational community in Meridian by opportunities that create opportunities that are connecting people through quality of life experiences,bring beautifully designed, parks,pathways,programs, balance to working individuals exceptionally maintained, and events that bring and families,and are fun and safe,and create memories enjoyment to individuals enjoyable.At the end of the day, for the citizens and visitors to and families of all ages and this is what it's all about! Meridian. abilities. 20 CITY OF MERIDIAN,IDAHO Introduction D. RELATED PLANNING EFFORTS AND INTEGRATION As part of the master planning process, BerryDunn evaluated and utilized information from recent past and/or current planning work. The consultant team consolidated relevant information from these planning documents, inventory maps, budgets,work plans, and funding plans utilized by the Parks and Recreation Department to facilitate the comprehensive coordination of direction and recommendations. Documents included: • City of Meridian Strategic Plan (2021-2025) • 2015 Parks and Recreation Master Plan • City of Meridian Comprehensive Plan (2019) • ULI Meridian Pathways Briefing Book (2022) • Pathways Master Plan • Impact Fees Study • Ten Mile Specific Area Plan • Future Land Use Map E. METHODOLOGY OF THIS PLANNING PROCESS This project has been guided by a Meridian Parks and Recreation project team made up of City staff, with input from the Parks and Recreation Commission and the City Council. This team provided input to the BerryDunn consulting team throughout the planning process. This collaborative effort created a plan that fully utilizes the consultant's expertise and incorporates the local knowledge and institutional history that only community members can provide.The project consisted of the following tasks: • Strategic Kick-off: - October 10, 2021 • Leadership Interviews—October 13-15, 2021 • Survey—October 2021 —January 2022 • Community Center Feasibility Study— November 2021 —April 2022 • Community Engagement— November 2021 • Focus Groups— November 16-18, 2021 • Public Presentation— November 18, 2021 • Inventory— November 2021 • Level of Service Analysis—December 2021 • Cost Recovery Study—January-May 2022 • Findings Presentation— February 23-24, 2022 • Draft Recommendations Presentation —September 2022 • Draft & Final Plan Presentation —December 2022 THIS PAGE IS INTENTIONALLY LEFT BLANK. . 0 WHAT WE WANT - OUR COMMUNITY, TRENDS III IDENTIFIED NEEDS A. DEMOGRAPHIC PROFILE Population and Demographics Trends Gaining a clear understanding of the existing and projected demographic character of the City is an important component of the planning process for the Meridian Parks and Recreation Master Plan. By analyzing population data, trends emerge that can inform decision-making and resource allocation. Fes'f :l �i 7 � I PARKS AND RECREATION MASTER PLAN UPDATE 23 Section 3.0 Key demographic components were analyzed to identify trends that may influence the planning and provision of public parks and recreation services in Hampton over the next five years and beyond. Community characteristics analyzed and discussed below consist of: Existing and projected population totals Age distribution • Ethnic/Racial diversity • Educational Attainment • Household information • Employment By analyzing population data,trends emerge that can inform decision making and resource allocation strategies for the provision of parks, recreation, and open space management. This demographic profile was compiled in January 2021 from a combination of sources including the Esri Business Analyst, American Community Survey, and U.S. Census. The full demographics report was provided as a staff document. The following topics are covered in detail here: AG E Ft POPULATION GENDER RACE&ETHNIC HOUSEHOLD EMPLOYMENT SUMMARY DISTRIBUTION CHARACTER DATA I ANL•r 4 - CITY �� 1l 4 OF • What We Want — Our • mmunity, Trends & Identified Needs City of Meridian Demographic Profilew The City of Meridian demographic profile was developed to provide an analysis of household and economic data in the area, helping to understand the type of park and recreation components that may best serve the community. BerryDunn worked with the City of Meridian to identify the best source for population data and estimates. Data referenced throughout this report was primarily sourced from Esri Business Analyst as of January 2021, utilizing the U.S Census data from 2020 to provide estimates for 2021. In addition, when applicable, other sources were referenced such as the American Community Survey and the Robert Wood Johnson Foundation's County Health Rankings for data related to health outcomes. Comparisons to the State of Idaho and the United States were referenced to provide additional context and understanding to the demographic make-up of the City of Meridian. Poputation Meridian has experienced significant growth in the past two decades. In 2000, Meridian had a population of 42,569. The City added an estimated 82,221 new residents over the past ■ ■ two decades. From 2010 to 2021, the annual compound growth rate was estimated at 4.29%, compared to 1.68% in Idaho, and 0.70% in the United States. In 2021,the population in the City was estimated at 124,790—with an anticipated growth rate of 124,790 2.69% compound annual growth rate between 2021 and 2026. If POPULATION this growth rate trend continues,the City could reach more than Source:2021 Esri Business Analyst 142,000 residents in 2026. 160,000 142,522 140,000 124,790 120,000 100,000 77,797 30,000 60,000 42,569 40,000 20,000 0 2000 Total Population 2010 Total Population 2021 Total Population 2026 Total Population Figure 1: Projected Population Growth in City of Meridian,2000-2030 Source:Esri Business Analyst RECREATIONPARKS AND Section 3.0 According to Esri Business Analyst, the median age in the City of Meridian was 34.3 years old in 2021, younger than the State of Idaho (36.3) and the United States (38.8). The median age is projected to stay relatively the same at 34.2 years old in 2026. 34.3 MEDIAN AGE The age distribution in the City of Meridian in 2021 was generally younger than the State of Idaho and the United States. Over 25% Source:2021 Esri Business Analyst of the population was between the ages of 0 and 14 years old, compared to 21% in Idaho and 18% of the United States. 10.00% 9.00% 8.00% 7.00% 6.00% I 5.00% 4.00% 3.00% 2.00% 1.000/0 I III I 0.00% ��Q 1O,r ry`L� �`LQ O n�� Obi bfib° NO N Orb y1q Orb `bhx e � D R h 5 b 1 1 ■City of Meridian ■Idaho ■USA Figure 2:Age Distribution in Meridian Compared to State of Idaho Source:2021 Esri Business Analyst Diversityof • Understanding the race and ethnic character of Meridian residents is important because it can be reflective of the diverse history, values, and heritage of the community. This type of information can assist the City in creating and offering recreational programs that are relevant and meaningful to residents. In addition,this type of data when combined with the Level of Service analysis can be used in finding gaps and disparities when it comes to equitable access to parks. In the City of Meridian,the majority(90.1%) of residents identify as white. Only 8.4% of residents are of Hispanic origin. HISPANIC TWO OR MORE OTHER ASIAN AFRICAN WHITE POPULATION RACES RACES POPULATION AMERICAN POPULATION POPULATION 8.4% 3.6% 2.4% 2.2% 1.0% 90.1% Figure 3: Race Comparison for Total Population in City of Meridian Source:Esri Business Analyst Educational Attainment = CITY OF • What We Want — Our • mmunity, Trends & Identified Needs Figure 4 below shows the percentage of residents (25+)that obtained various levels of education in the City of Meridian. Only four percent of the residents had not received a high school or equivalent diploma, while more than 25% had completed a Bachelor's Degree, and 13% had obtained a Graduate or Professional Level Degree. This is higher than the State of Idaho overall (10.4%) but on average with the United States overall (13%). Less than 9th 9-12th Grade/No �----- Graduate/Professional _ Degree Grade Diploma 1% 3% High School I Diploma 18% G ED/Alternative _ Credential i Bachelor's Degree 3% 1 y' 25% 1 Some College/No ' Degree Associate's Degree 25% 12% Figure 4: Educational Attainment in Meridian Source:Esri Business Analyst Household Overview According to the American Community Survey, approximately 8.75% of City households were under the poverty level, with a median household income of$78,960. The household income in the City was higher than the State of Idaho ($59,510) and the United States ($64,730), with 18.3% of residents earning between $100,000 and $149,999 annually. Only 5.0% of households made less than $15,000 per year. 25.0% 20.0% r 15.0% 10.0% 5.0% 0.0% ' O°° qOq qAq qqQ qQQ qAq QAq QAq a�E ss5p. INQ, %,-\" ci 1 Q, ^�1 �e o o° o4Z o°� ps ps sR`L 69 ■City of Meridian ■Idaho ■USA Figure 5:Median Household Income Distribution,2021 Estimates Source:Esri Business Analyst RECREATIONPARKS AND Section 3.0 Employment In 2021, an estimated 2.6% of Meridian's population was unemployed, lower than the State of Idaho (4.2%) and the =�= United States (6.2%). Approximately 74% of the population was employed in white collar positions, which encompass jobs where employees typically perform managerial, technical, administrative, and/or professional capacities. Another 17% of 2.6% the City's population were employed in blue collar positions, such UNEMPLOYMENT RATE as construction, maintenance, etc. Finally, 8% Meridian residents were employed in the service industry. An estimated 82.3% of Source:2021 Esri Business Analyst working residents drive alone to work,while 19% of residents spent seven plus hours a week commuting to and from work. People • - According to the American Community Survey, 930% of Meridian's population in 2020 experienced living with some sort of disability. This is lower than the state at 13.7% but still reaffirms the importance of inclusive programming and ADA transition plans for parks and facilities. Respondents of the American Community Survey who report any one of the six disability types (identified below) are considered to have a disability. Likewise, an individual may identify has experiencing more than one disability. Therefore,the percentages below do not equal the total percentage of individuals who live with a disability in the City. Types of disabilities within City of Meridian: • Hearing difficulty—2.9% • Vision difficulty— 1.4% • Cognitive difficulty—3.2% • Ambulatory difficulty—4.5% • Self-care difficulty— 1.9% • Independent living difficulty—4.3% Health • Wellness Understanding the status of a community's health can help inform policies related to recreation and fitness. Robert Wood Johnson Foundation's County Health Rankings and Roadmaps provides annual insight on the general health of national, state, and county populations. The City of Meridian y- w is located in Ada County which was ranked among the healthiest counties in Idaho; in 2020, it ranked 3rd out of 44 counties in Idaho for Health Outcomes. Figure 6 on the following page provides additional information regarding the County's health data as it may relate to parks, recreation, and community services.' The strengths indicated below are those areas where the City of Meridian ranked higher than top U.S. performers or the State of Idaho. The areas to explore are those where the County ranked lower than the State or top U.S. performers. 1 Robert Wood Johnson Foundation,County Health Rankings 2020,http://www.Countyhealthrankings.org = CITY OF MERIDIAN,IDAHO What We Want — Our Community, • • • Needs STRENGTHS AREAS TO EXPLORE • PHYSICAL INACTIVITY ADULT SMOKING • UNINSURED ADULT OBSEITY • PRIMARY CARE PHYSICIANS 0 SEXUALLY TRANSMITTED • DENTISTS INFECTIONS • MENTAL HEALTH PROVIDERS • PREVENTABLE HOSPITAL STAYS Figure 6:Ada County Health Rankings Overview Source:Robert Wood Johnson Foundation's County Health Rankings and Roadmaps B. CURRENT TRENDS The provision of public parks and recreation services can be influenced by a wide variety of trends, including the desires of different age groups within the population, community values, and popularity of a variety of recreational activities and amenities.Within this section of the Plan, a number of local and national trends are reviewed that should be considered by the City when determining where to allocate resources toward the provision of parks, recreational facilities, and recreational programming for residents and visitors. Park • Recreation Influ- • Trends The following pages summarize some of the key trends that could impact the City of Meridian over the next five to ten years. In addition, Esri Business Analyst provides estimates for activity participation and consumer behavior based on a specific methodology and survey data to makeup what Esri terms "Market Potential Index." EstimatedSection 3.0 Local Participation The following charts showcase the participation in fitness activities, outdoor recreation, and sports teams for adults 25 and older, compared to the State of Idaho. The activities with the highest participation include walking for exercise, swimming, hiking,jogging/running, and weightlifting. 30.0% 28.3% 25.0% 20.0% 19.0% 15.0% , 13.6% 10.0% 10.0% 8 0% 5.0% "3.91% 2.8 0.0% Aerobics Pilates Swimming Walking For Weight Lifting Yoga Zumba Exercise �City of Meridian -Idaho Figure 7:Adult Participation For Fitness Activities Source:Esri Business Analyst In regard to fitness activities,walking for exercise was the most popular, with almost 30% of adult participation. Swimming followed next,with 19% of adult participation. Finally,weightlifting was another popular activity with 13.6% participation. 16.0% 13.5% 14.4%13.8% 14.0% 12.0% 10.7% 1 10.0% 8.0% 6-7 6.0% 3.9% 4.4% 4% 4.1 3 o 4.0% 2.4% 4% % 0.0% • , , • rats `1 �a`f1 nail Pto Qac o�c Q` akaNCO o�� awe `eIS, oc oar r 0 Gacoe e��•�r ��r �`r��o' S000i Zo ��° �`��� O� �J �City of Meridian -Idaho Figure 8:Adult Participation in Outdoor Recreation Source:Esri Business Analyst The most popular outdoor recreation activity in 2021 was hiking with almost 15% participation. Jogging or running was second (13.8%)followed by overnight camping trips (13.5%). INCITY OF .IAN,IDAHO What We Want — Our • mmunity, Trends & Identified Needs 10.0% 9.0% 8.6% 8.0% 7.0% 6.0% 5.0% 4.1/o 0 4.6% 4.6% 4 2% 4.0% 3.4% 3.0% 2.7% 2.0% 1.0% 0.0% Baseball Basketball Football Soccer Softball Tennis Volleyball City of Meridian Idaho Figure 9:Adult Participation in Team Sports Source:Esri Business Analyst The most popular team sport in Meridian is basketball at 8.6%, followed by football and soccer both at 4.6%, and then tennis (4.2%). Regional and National Trends The following sections summarize regional and national trends that are relevant to Meridian, Idaho. This report details the trends and interests that were identified within the public engagement process. The information contained in this report can be used by staff when planning new programs, considering additions to parks and new park amenities, and creating the annual budget and capital improvement plan. Understanding trends can also help an organization reach new audiences. Trends could also determine where to direct additional data collection efforts within an organization. The full Trends Report was provided as a staff document: A wide variety of sources were used in gathering information for this report, including: • American College of Sports Medicine (ACSM) • American Council on Exercise (ACE) • Forbes • Harris Poll Results/The Stagwell Group • Impacts Experience • National Recreation and Park Association (NRPA) • The Aspen Institute • The Learning Resource Network (LERN) • The New York Times • The Outdoor Industry Association • The Society of Health and Physical Educators (SHAPE America) • USA Pickleball website Section 3.0 Administrative Trends Municipal parks and recreation structures and delivery systems have changed and more alternative methods of delivering services are emerging. Certain services are being contracted out and cooperative agreements with non-profit groups and other public institutions are being developed. Newer partners include health systems, social services,justice system, education,the corporate sector, and community service agencies. These partnerships reflect both a broader interpretation of the mandate of parks and recreation agencies and the increased willingness of other sectors to work together to address community issues. The relationship with health agencies is vital in promoting wellness. The traditional relationship with education agencies and the sharing of facilities through joint use agreements is evolving into cooperative planning and programming aimed at addressing youth inactivity levels and community needs. In addition,the role of parks and recreation management has shifted beyond traditional facility oversight and activity programming. The ability to evaluate and interpret data is a critical component of strategic decision making. In an article titled "The Digital Transformation of Parks and Rec" in the Parks and Recreation Magazine from February 2019,there are several components that allow agencies to keep up with administrative trends and become an agent of change: 1. Develop a digital transformation strategy— How will your agency innovate and adapt to technology? 2. Anticipate needs of the community through data—What information from your facilities, programs, and services can be collected and utilized for decision making? 3. Continuous education - How can you educate yourself and your team to have more knowledge and skills as technology evolves? 4. Focus on efficiency— In what ways can your operations be streamlined? 5. Embrace change as a leader— How can you help your staff to see the value in new systems and processes? b. Reach out digitally— Be sure that the public knows how to find you and ways that they can be involved. Conservation One of the key pillars of parks and recreation is the role that it plays in conservation. Managing and protecting open space, providing opportunities for people to connect with nature, and educating communities about conservation are all incredibly important. One of the key components of conservation is addressing climate change. Local parks and recreation can help by building climate resilient communities through water management, green infrastructure, and sustainability. A report by NRPA in 2017 titled "Park and Recreation Sustainability Practices" surveyed over 400 park and recreation agencies and found the top five ways that local departments are acting on conservation and climate change include: • Alternative Transportation—77% reduce carbon footprint through offering transportation alternatives • Watershed Management—70% adopt protective measures for watershed management • Air Quality—53% plant and manage tree canopy that improves air quality Sustainable Education—52% educate the public about sustainability practices Stormwater Management—51% proactively reduce stormwater through green infrastructure Marketing & Social - • In today's modern world, there is ample opportunity to promote and market parks and recreation services. The process of assessing marketing efforts begins with a needs assessment that details how the community prefers to receive information. Then, a Marketing Plan should be developed that is catered to the agency's resources, including staff,time, and budget. This should guide the agency for one to three years; at which time the Marketing Plan should be updated. 32 CITY OF MERIDIAN, . • What We Want — Our Community, • • • Needs Technology has made it easier to reach a broad, location-dependent audience who can be segmented by demographics. However, it has also caused a gap in the way parks and recreation agencies are able to communicate. Agencies around the country have previously not dedicated substantial funding to marketing, however it is becoming a critical piece to receiving participants. Without dedicated staff and support, it is difficult to keep up with social media trends which seem to change daily. Furthermore, with an overarching desire to standardize a municipality's brand,there may be limitations to the access and control that a parks and recreation agency has over their marketing. It is essential that professionals become advocates for additional resources,training, and education. Having a strong presence on social networks,through email marketing, and through traditional marketing will help enhance the perception from the community. Partnerships (Pubtic, Private, and Intradepartmentat) Burgeoning populations require access to facilities outside of the current inventory in typical parks and recreation agencies, and the ability to partner with other departments within a municipality is crucial to meeting the programming needs of a community. Forming healthy partnerships with public libraries and school districts to utilize facilities and collaborate on programs is one of the top priorities for agencies that do not currently have agreements in place. Additionally, offering cooperative, consortium-based programs with existing non-profit and private entities allows several organizations to join partnerships to collectively offer programs in specific niche areas. For example, if one organization has the best computer labs,facilities, and instructors, then they offer that program for the consortium. If another organization has the largest aquatic center with trained staff,then they offer aquatics programs for the consortium, potentially eliminating duplication in programming. The COVID-19 pandemic has reinforced the need for partnerships due to budget and staff cuts. Community Centers Community centers are public gathering places where people of the community may socialize, participate in recreational or educational activities, obtain information, and seek counseling or support services, amongst other things. 2Several studies have found a correlation between the outdoor leisure involvement that community centers provide and a person's greater environmental concern. The main impact from the addition of these centers is the improvement in community health, social connectivity, and mental well-being. A national long-term study conducted of over 17,000 teens who frequented recreation facilities found that they were 75 percent more likely to engage in the highest category of moderate to strenuous physical exercise. Since these activities that they partake in involve a considerable amount of effort, the benefits have been shown to include "reduced obesity, a diminished risk of disease, an enhanced immune system and most importantly, increased life expectancy".3 Clubs and sports offered by community centers also strengthen social connections and reduce social isolation.4 Along with an increase in social connectivity brought by community centers comes a sense of satisfaction with a person's choice of friends and perceived success in life. The evidence strongly suggests that this satisfaction can rise to much higher levels if participation in outdoor recreation begins in childhood. The following infographic demonstrates the potential for community services in offering non-traditional services. 2 Community centers.County Health Rankings&Roadmaps.(2020,January 21).https://www.countyhealthrankings.orgz take-action-to-improve-hea Ith/what-works-for-hea Ith/strateg ies/commun ity-centers. 3 National Association of Community Health Centers,Inc.(2012,August).Powering Healthier Communities: November 2010 Community Health Centers Address the Social Determinants of Health. 4 Community centers.County Health Rankings&Roadmaps.(2020,January 21).https://www.countyhealthrankings.orgz take-action-to-improve-hea Ith/what-works-for-hea Ith/strateg ies/commun ity-centers. PARKS AND RECREATION I MASTER PLAN UPDATE 1 33 Section 3.0 r Recreationan ImportantCommunities Nationwide Per a recent NRPA poll,Americans urge their local recreation center to offer a wide variety of nontraditional services,incurtling_. W Healthy Programming Nature-Based Living Classes for Older Adults Activities 51% 46% 43 Access to Inclusive Facilities Health Computers and for All Abilities Clinics and ,t the Internet and Needs Services 43% 41% 38% These are in addition to services traditionally offered by park and recreation agencies—including fitness centers, out-of-school time programming and aquatic facilities. ` �dr�P�a�� www.nrpa.org/Park-Pulse LNRPA aa� A=so�1ar�oI eeause r aeserve Figure 10:Non-Traditional Services Desired in Community Center Source:NRPA Park Pulse Community • - Community-wide events and festivals often act as essential place-making activities for residents, economic drivers, and urban brand builders. Chad Kaydo describes the phenomenon in the Governing Magazine: County and municipal officials and entrepreneurs "see the power of cultural festivals, innovation-focused business conferences and the like as a way to spur short term tourism while shaping an image of the host City as a cool, dynamic location where companies and citizens in modern, creative industries can thrive." 5 According to the 2020 Event Trends Report by EventBrite,the following trends are expected to impact event planners and community builders in the coming years:' • Focus on Sustainability: Zero-waste events are quickly becoming an expectation. Some of the primary ways of prioritizing environmental sustainability include e-tickets, reusable, or biodegradable items, offering vegan/vegetarian options, encouraging public transport and carpooling, and working with venues that recycle. • Diversity, Equity, and Inclusion (DEI): Ensuring that the venue is inclusive to not only all abilities by offering ADA facilities, but also welcoming to all races, ethnicities, and backgrounds through signage, messaging, and the lineup of speakers. Ways to incorporate a focus on inclusivity include planning for diversity through speakers,talent, and subject matter, enacting a code of conduct that promotes equity, and possibly providing scholarships to attendees. • Engaging Experiences: Being able to customize and cater the facility to create immersive events that bring together culture, art, music, and elements of a company's brand will be critical in creating a more authentic experience. 5 Kaydo,Chad. "Cities Create Music,Cultural Festivals to Make Money." Governing,Governing, 18 Dec.2013,www. governing.com/archive/gov-cities-create-music-festivals.htmi.Accessed 30 Sept.2021. 6 "The 2020 Event Trends Report-Eventbrite." Eventbrite US Blog,2020,www.eventbrite.com/blog/academy/2020- event-trends-report/.Accessed 30 Sept.2021. = CITY OF • What We Want — Our • mmunity, Trends & Identified Needs Golf Courses - Uses - Agencies may decide to repurpose traditional golf courses into more creative spaces for new opportunities. While modifications may require additional equipment or expenses, some changes offer new programs with minimal costs. Below are some of the primary ways that golf courses are utilizing and reactivating their spaces to draw more attention, participants, and revenue. • Disc Golf According to the Professional Disc Golf Association (PDGA), disc golf has increased in participation significantly since its initial start in 1975. Approximately 92% of players are male and 8%female. In 2018, PDGA had 46,457 active members; 2,496 were under 18. In 2010,the number of disc golf courses worldwide was 3,276. In 2018,that number increased more than 150%to 8,364. The majority of play takes place in the United States.7 • Footgolf o A true mix of soccer and golf, footgolf is a sport played on a golf course where the players goal is to kick a soccer ball into a cup in as few shots as possible. The sport was invented in 2009 and most formal league play is managed through American FootGolf League. Footgolf is an international sport, and it is estimated to be played in over 20 countries. 8 According to the World Golf Foundation study on Alternative Golf Experiences (2015), Footgolf is estimated to be in 445 facilities in worldwide. Approximately 87% of participants are very likely to continue playing and 81% are satisfied with Footgolf. 9 • 5k Run/Walks Perhaps one of the most well-known recreational activities is the road race. The most popular race distance is the 5k. There were approximately 8.84 million registrants for 5ks in the United States in 2017, claiming 49% of all registrants (compared to the half-marathon at number two with 11% of all registrants). Women make up about 59% of participants with 41% being male. 10 • Fat Biking One of the newest trends in adventure cycling is "fat bike," multiple speed bikes that are made to ride where other bikes can't be ridden, with tires that are up to 5 inches wide run at low-pressure for extra traction. Most fat bikes are used to ride on snow but they are also very effective for riding on any loose surface like sand or mud. They also work well on most rough terrain or just riding through the woods. This bike offers unique opportunities to experience nature in ways that wouldn't be possible otherwise." • Special Events and Weddings Golf courses can provide an ideal venue for special events. With an often picturesque viewshed and well-maintained landscaping, golf courses are becoming more popular for events such as banquets, conferences, and weddings. 7 "2018 Disc Golf Demographics," Professional Disc Golf Association.Accessed October 2019. 8 Linton Weeks, "FootGolf:A New Sport Explored in 19 Questions," NPR:https://www.npr.org/sections/ theprotojournalist/2014/03/13/288546935/footgolf-a-new-sport-explored-in-19-questions,March 13,2014 9 "Alternative Golf Experiences,"World Golf Foundation:http://ngcoa.0rg/ewebeditpro5/upload/AGEReport 12.15. pdf,December 2015. 10 "U.S. Road Race Participation Numbers Hold Steady for 2017," Running USA,https://runningusa.org/RUSA/ News/2018/U.S. Road Race Participation Numbers Hold Steady for 2017.as'x,Accessed October 2019. 11 Steven Pease, "Fat Bikes,How to Get the Most Out of Winter Cycling," Minnesota Cycling Examiner,http://www. examiner.com/article/fat-bikes-the-latest-trend-adventure-cycling,February 1,2014. RECREATIONPARKS AND Section 3.0 Sustain ility . • Sustainability and eco-friendliness have become a priority in park design. Parks provide ideal opportunities for green infrastructure, as sites are often already highly visible, multifunctional public spaces that typically include green elements. The use of green infrastructure has increased over the last decade as knowledge of its benefits has grown. High-performance landscapes with green infrastructure provide a number of benefits to communities, including: • Greenjobs • Opportunities for recreation, education, and relaxation • Economic growth • Improved water and water quality • Community resilience • Lower urban heat island effects • Manage flood risks • New and improved wildlife habitat The implementation of green storm water infrastructure duplicates a natural process to prevent, capture, and/or filter storm water runoff. A survey by the Trust for Public Land found that more than 5,000 acres of parkland in 48 major cities have been modified in some way to control storm water. With community parks containing thousands of acres across the country,there is a multitude of opportunities for integrating green infrastructure into park systems nationwide. Common green storm water infrastructure projects include bio-retention, bio swales, constructed wetlands, impervious surface disconnections, green roofs, permeable pavements, rainwater harvesting, stream restoration, urban tree canopy, land conservation, vegetation management, and vegetated buffers. Outdoor & Adventure Recreation Trends Adventure Programming It is common for adventure excursions to be hosted by private outfitters; however, more municipalities have started to offer exciting experiences such as zip lining, challenge/obstacle courses, and other risk- taking elements on a local level. These agencies may form partnerships with specialized companies to provide adventure packages. Private companies may hire and train their own staff, maintain equipment, and develop marketing campaigns. A lease agreement may grant the municipality a certain percentage of gross revenues. Outdoor Adventure Impact from Covid-19 Consumers are seeking activities to help them stay occupied and healthy as Covid-19 necessitates social distancing. As a result, a number of outdoor activities have experienced growth. Many sought out family-based activities in order to keep everyone safe and increase health. A Harris Poll from October 2020 found that 69% of Americans reported a heightened appreciation for outdoor spaces during the pandemic, with 65%sharing that they try to get outside of the house as much as possible. Outdoor cycling tops the list of popular outdoor activities as bicycle sales increased 63% (as of June 2020) compared to the same time period the year prior. For the first several months of the Covid-19 outbreak,the growth in bicycle sales was from family-friendly bikes. Then the growth in sales shifted to higher-end bicycles (including road bikes and full suspension mountain bikes). This was likely due to a shortage of family-friendly bikes as well as from cyclists more willing to invest in the activity for the future. 36 CITY OF MERIDIAN,IDAHO What We Want — Our Community, • • • Needs Paddle sports (including kayaks, paddleboards, rafts, and canoes) have also increased in popularity as the sale of equipment rose 56% in 2020 over the prior year. Inflatable versions of kayaks and paddleboards have gained in popularity due to their cost and the ability of the consumer to store these bulky pieces of equipment. Many people will not flock back to fitness centers to exercise following the Covid-19 outbreak. With the desire to keep moving, however, people are walking and running outdoors when the weather is suitable. Outdoor walking and running clubs will continue to be a popular way for people to exercise with others in a safe manner. u. uOMMUNITY AND STAKEHOLDER INPUT Public input was held in November 16-18, 2021, at various locations within the City. There was a total of eight meetings with focus groups, four meetings with stakeholders, and targeted teen and senior focus groups. In addition, the consultant team conducted interviews with the elected officials and the City leadership. Focus group participation was by invitation extended via the parks and recreation staff with the idea of mixing area residents and stakeholders with differing points of view to solicit a broad-based perspective. Each meeting was approximately 90 minutes long. A series of questions were facilitated by the consultant team to ensure adequate input was received from all attendees. On November 18, 2021, an open, public forum was held at the Meridian City Hall to present the results of the public engagement meetings and to receive feedback and validation from the public. The forum was offered both in person and virtually. A series of questions were asked of the participants, ranging from strengths and weaknesses, to programs, to amenities. The majority of participants had lived in the community for more than 20 years, with a tie for the second largest group having lived in Meridian between less than 5 years and 10-19 years. Participants were also asked about community values and priorities. A summary of responses follow; however, a full summary was provided as a staff document. lift- PARKS AND RECREATION MASTER PLAN �1 i UPDATE 37 Section 3.0 Strengths Staff/leadership approachable,responsive,open to new ideas,follow through Diversity of offerings(facilities and programs[movies in the park]) Location of parks well planned,bikeable,for everyone,parks are an asset Partnerships(Library,other Departments,Organizations) Parks are well maintained Foresight/planni ngfi nfrastructure/keeping up with growth Amenities at the park(the extras) Accessibility Department serves the commu nity well Communication{ease of access) Focus Group Strengths Areas of Improvement Lack of parking Communication Need more athletic fields(diamonds for youth) Greater need for more open space,more park space Lack oftournament field facility Lack of indoor fields Lack of lighted fields Lack of connectivity,bike parks,trails Facilities for programs not as good as parks Greater need for more reservable space(outdoor/indoor) Courts for basketball,tennis,pickleball programsFocus Group Areas of Improvement IMS-TIRT-0--y 86% of participants were very satisfied or satisfied with current offered by the department parks and facilities offered by the department 82% of participants rated the level of 65% of participants rated the quality maintenance for parks and facilities as of customer services excellent with excellent or very good another 19% rating as very good Focus Group Satisfaction Ratings CITY OF • What We Want — Our • mmunity, Trends Identified Needs Desired Programs and Activities • Activrry Fair/Special events Competitive swimming Adaptive recreation • Adventure based,especially attractive toteens • Bocci 8a11 Official traning programs Cooking classes • Dodgeball More movies in the park Evening programs Historica I programs DISC Golf Horseshoe Markets Teen night Programs forworking with your hands g Races/triathlons • Swim lessons Pickleball • Tennis Intramurals Indoor Soccer and Futsal,Adult Soccer ProgramsFocus Group Additional Additional Facilities and Amenities Indoor sports complex Multi-purpose fields Indoor swimming pools JUMP(Jacks Urban Meeting Place) Lighted fields Indoor field facility Synthetic turf Auditorium Parking Communitygarden Table and chairs hang out space,power,Wi-Pi(used for gathering,studying) Outdoor aquatics Disc Golf(year round,dedicated) Adds kate park Ice Rink Event venue(rentable) Community Center Rockwall Focus Group New Facilities Priorities Connectivity Indoor facility Rectangular fields to support demand Land acquisition Manage growth Create a multi-sport complex Upgrade all parksto offer more amenities Useable community center Inclusiveness Providing ample space and accessibility for our growing community Adventure type amenities(Bike Park,Skate Park) RECREATIONFocus Group Prorities PARKS AND Section 3.0 In summary,focus group participants are very satisfied with the current programs offered (64%) and with the quality of parks and facilities (86%). And the top priorities over the next five years are connectivity, an indoor facility, additional rectangle fields, and land acquisition. D. RANDOM INVITATION COMMUNITY NEEDS ASSESSMENT SURVEY SUMMARY Introduction & Methodology The purpose of this survey was to gather public feedback on City of Meridian parks open space, pathways, and recreation facilities, services, and programs. This survey research effort and subsequent analysis were designed and conducted to assist the City of Meridian in updating its Parks and Recreation Master Plan regarding existing and potential future facilities and services. The survey was conducted using three primary methods: 1) a mail-back survey, 2) an online, invitation- only web survey to further encourage response from those residents already within the defined invitation sample, 3) an open link online survey for members of the public who were not part of the invitation sample. The analysis herein primarily focuses on responses from the invitation sample. However, open link responses are additionally analyzed and discussed in a separate section of the report, highlighting similarities from the invitation sample. A total of 3,500 surveys were mailed to a random sample of Meridian residents in October 2021, 312 completed responses were received. The margin of error for the statistically valid responses is approximately +/- 5.5 percentage points calculated for questions at 50 percent response. The open link survey received an additional 378 completed responses for a total of 690 responses. Summary of Selected Findings This section provides a brief overview of some of the key findings in the survey. The summary focuses primarily on the statistically valid invitation sample. A full copy of the Final Survey Report and Open- ended Responses were provided as a staff document. Key finding from the survey are shown below: KEY FINDINGS Both samples agree that emails from the city (63%), social media (40%), the Meridian Parks and Recreation Activity Guide (35%), and The City of Meridian website (29%) are the best methods for communication about parks and recreation opportunities. The interest in the all the different methods suggests that residents prefer a variety of communication methods. COMMUNITY CENTER FEASABILITY The Invite sample and the Open link sample are mostly in agreement of which types of amenities they would like to see at the new community center, with the top priorities being an outdoor plaza/ activity space (64%), indoor activity/event space (58%), and fitness/wellness space (57%). Invite respondents would like to see a variety of programs and services offered at the new community center that cater to different ages (children, teens, adults and seniors). Open link respondents are more interested in community education classes. � CITY OF MERIDIAN, . • What We Want — Our Community, • • • Needs CURRENT CONDITIONS Pathways and trails are considered the most important facilities/amenities to households, with 86% of the invite sample rating trails a 4 or 5, with 5 being "very important". There is also strong interest in picnic shelters, playgrounds, and swimming pools/aquatic facilities. Rodeo grounds were of lesser importance. The Invite sample indicates that amenities at larger, more athletic- focused facilities are meeting their needs.They are most satisfied with playgrounds, athletic fields, and ball fields. Overall, there is high satisfaction with at least half rating most facilities as a 4 or 5 with 5 being "completely" meeting needs. Swimming pools/aquatic facilities could use a bit more attention, as they are considered relatively important to households but rate lower in terms of meeting needs. Along with aquatics, other top areas of focus for the Invite sample include paths/ trails and the community/recreation center. FUTURE FACILITIES,AMENITIES AND PROGRAMS Invite respondents feel strongly that pathways and trails are the top priority to be added, expanded, or improved in Meridian, mentioned by almost half (48%) within the top 3 most important needs. After trails, invite respondents rank a community/recreation center highest (26%), followed by an indoor aquatics facility (24%), dog parks (22%), shade structures in parks (18%), and improved park amenities (16%). Open link respondents were generally in agreement but pickleball was also a focus for this sample.The top areas that would increase utilization of parks and facilities are shade (46%) and awareness of programs/communications (44%), followed by additional facilities and amenities (24%) and quality of equipment (23%). VALUES AND • The top three community issues that the City of Meridian Parks and Recreation should focus on improving are pathway connectivity (47%), land preservation/acquisition (32%), and maintenance of parks and facilities (31%). The Open link sample agrees on pathway connectivity (44%) but is also comparatively more interested in developing new parks in under-served areas (36%). FINANCIAL CHOICES There is a lack of consensus on whether fee increases would affect participation. Invite respondents are more sensitive to fee increases. Overall, there is general satisfaction with the current fees for both facilities and programs. However, more than half of the Invite sample were unsure about the fees for facilities and programs. Very few respondents believe the fees to be too high (4-6%). If respondents had $100 to spend on parks and recreation facilities, Invite respondents would allocate about 1/5 of the total (about $20) to adding more pathways. Other top priorities would be making improvements and maintaining existing park facilities ($14) and expanding aquatics ($14). Open link respondents are generally in agreement on the top 3 areas of spend but also allocate comparatively more money to outdoor athletic fields and courts. PARKS AND RECREATION I MASTER PLAN UPDATE 41 Section 3.0 In 2015, GreenPlay completed a Parks and Recreation Master Plan also using RRC as the survey firm. With the merger of GreenPlay and BerryDunn,the project manager from the 2015 study was also the project manager for the 2022 update. This allowed the consultant team to conduct comparisons from the survey responses from 2015 and 2022 to see if the community's needs and desires had changed during the time. When looking at future needs to add, expand, or improve, in 2015 the top five responses were pathways and trails (50%), indoor aquatic facility(33%), community/recreation center (27%), and shade structures in parks and improved park amenities (23%). The results in 2021 were very similar for the top five responses with pathways and trails repeating as the top need (49%), followed by community/ recreation center (27%), indoor aquatic facility (24%), dog parks (23%), and shade structures in parks rounding out the top 5 responses. Future Needs Q 14:Which three future needs would be MOST important to you and your household to be added,expanded,or improved in Meridian? 2021 Survey 2015 Survey Pathways&trails 49% so% Community/recreation center —27% —27% Indoor aquatics facility —24% —33% Dog parks —23% —1996 Shade structures in parks —1896 —23% Improved park amenities(drinking fountains,restrooms,benches,etc.)-16% —23% Playgrounds —16% —17% Fie ldhouse/gymnasium space —14% 4% Pickleball courts —12% 11% Lights for outdoor athletic facilities —1296 6% Performing arts center —1296 _9% New parks _1J.% _11% Ice rink _1096 _10% Fishing ponds _10% —12% Exercise station s along tra i is in parks -8% _11% Outdoor athletic fields/courts -8% —14% Splash pads -7% —8% Parking at recreational facilities ■5% E 5% Public art in the parks 4% _$-A Disc golf 4% E 5% Rodeo/equestrian facility 1% 3% Other(previously specified) _9% 4% n= 278 626 CITY OF • What We Want — Our • mmunity, Trends & Identified Needs Another comparison questions asked participants to allocate $100 in $5 increments to a list of identified projects and services. In 2015 the top priorities were to expand aquatics ($19.44), add more pathways ($17.69), make improvements and/or renovate and maintain existing park facilities ($12.62), expand programs and activities ($11.29), and recreation center, including gym space and related activities. In 2021, priorities shifted so because the City purchased the Aquatic Center and the Home Court indoor athletics facility. The top four responses in 2021 were add more pathways ($19.54), make improvements and/or renovate and maintain existing park facilities ($14.13), expand aquatics ($13.91), add new parks (($9.46), and recreation center including gym space and related activities. Allocation of Funding Adding more pathways is still a top priority.However,respondents allocated a greater amount to expanding aquatics and expanding programs and services in 2015. 019:With$5 increments being the smallest amount you might use,ifyou had$100 to spend on parks and recreation facilities,services a nd/or programs,how would you allocate that$100 across the following categories? Rating Category 2021 Survey 2015 Survey Add more pathways S19.54 S17.0) ':9ake improvementswd remvale antl $1413 $12.62 maintain ersting park facilRies Expand aquatics(irdwr ar aWd-,pool,splash $13.91 $19.44 pads,et.) Add new parks $9.46 ®$8.63 Recreation cemer,including gym space and $8.43 $8.75 R tedactivdies New ar-paM communiry Cenler(com munry S823 �$6.16 class/meeting rooms,activity spaces,etc) Expand programs and acfivilies(mare teen programs,senor programs,etc) $7.58 E11.29 Add ould-,athletic belt and mudsICIIIIIIIIII S727 CIIIIIIIIIIIII S7.14 Other enhancements(please specify heknv) S6.16 l S3.27 Provide more cry-wide special events $5.30 S5.02 „y PARKS AND RECREATION MASTER PLAN UPDATE k� .a p: � ir• 4mO WHO WE ARE ORGANIZATIONAL & FINANCIAL ., ASSESSMENT A. ORGANIZATIONAL ANALYSIS BerryDunn broadly assessed the current organizational and management structure and staffing of the Department with respect to effectiveness and efficiency. PEW tt 10 MA 44 City of Meridian, Idaho Who Organizationat BerryDunn broadly assessed the current organizational and management structure and staffing of the Department with respect to effectiveness and efficiency. Under the guidance of the Mayor and the City Council,the Parks and Recreation Director autonomously oversees daily operations including the budget, personnel, policy development, parks and pathways, facilities, special events,the Homecourt sports and fitness facility, Golf operations, and recreation programs and facilities. Supporting the Director is a leadership team that includes the Recreation Manager, Parks Superintendent, and the Facilities Manager. Staffing includes 48 full-time and 2 regular part-time positions broken out into six functional categories as shown in the organizational chart.12 No employees in the Department are represented under collective bargaining agreements. • Administration Division includes the Director's office, marketing, and other support services • The Parks Division includes daily operation and upkeep of the parks and outdoor spaces, pathways, and natural areas • The Recreation Division includes recreation, enrichment and leisure programs, special events and program operations, youth programs, senior services, and youth and adult sports programs The Aquatics Division includes responsibility for the seasonal operation of the Meridian Community Pool • The Golf Division includes the Lakeview Golf Course,the pro-shop, golf instruction, and events • The Homecourt Division includes oversight of the sports and fitness facility Full-time positions are supplemented by$1,098,000 in seasonal and casual labor budgets. Like other parks and recreation agencies across the United States,the Department has been challenged to receive adequate applicant pools over the past few years. Full-time department staffing was minimally affected by the COVID-19 pandemic and remained fairly consistent between FY 2020 and FY 2022. Addition of the Lakeview Golf Course accounted for an addition of nine full-time positions in FY 2022. V AL 12 The six divisions represent functional areas and not necessarily reporting relationships. RECREATIONPARKS AND Section Comparing Meridian's Staffing to Other Typical Agencies In most typical agencies, golf is considered an enterprise activity and as such, is not included when comparing staffing levels for traditional parks and recreation services. As such,the nine full-time positions and the seasonal/casual positions are not included in the comparative analysis. In the current FY 2022 budget,the City supplemented the 39 full-time and 2 part-time positions with an additional 43 full-time equivalent (FTE) seasonal positions (20 in recreation and 23 in Parks Operations). The largest of the employee groups being lifeguards. In total,the City provides 83 FTE or 6.2 FTE per 10,000 residents. Comparing the City to other similar agencies in the 2022 NRPA Agency Performance Review, the City is in a broad range of agencies based on population. The category suggests that FTEs for typical agencies are between 4.3 (low)to 11.9 (high)with a median of 8.1 per 10,000 residents. Since Meridian's population of 133,470 is closer to the lower quartile and not the median, the consultant team suggest that staffing of approximately 6-7 FTE per 10,000 residents appears appropriate. To improve the current level of service in line with other typical agencies,the Department may want to consider addition of five to six new positions. As well, growth to a population of 142,522 by 2026 suggests an additional need for 5.58 positions to deliver the Department's current level of service. By 2050,the City's population is expected to increase over 33%to 197,463. This dramatic growth will require new parks and facilities necessitating additional operating and maintenance requirements. Another consideration is the distribution of positions. Most departments distribute positions in a manner that best suits its mission and community and typical agencies may dedicate 45% of available positions to park operations and maintenance, 31%to recreation, 17%to administration, 3%to capital development, and 3%to other positions. The Department distribution of staffing is shown in Table 1. The take-a-way is that the Department could certainly consider additional positions in the administrative area as the City grows. Typicat Staffing 2022 Meridian Budgeted Distribution Position Distribution Operations/Maintenance 45% 53% Recreation Programs 31% 43% FTE Administration 17% 3% FTE Capital Development 3% 0% FTE Other 3% 0% Total 100% 100% Table 1:Distribution of Meridian Budgeted Staffing ca j�Wx _ � � ..�4 �, ,• s 6 R - x 1 1� 7, Future Staffing Considerations observationsAfter evaluating the -.. positions to operate and its system over the next five years and up to an additional five positions as growth occurs in the City. AM.Ilk l Recr-711on MERIDIAN PARKS AND • Director 2022 ORGANIZATIONAL CHART Marketing Administrative Aff Coariiinator Ass6tarrt u Pay Faclily Reaeation Supemtendent Manager Manager Palk ��� Head Gan Site Recreation Recreation MalntenanCe Profesaiorrel Supermors {`,00rdinator Goord'nekx (Ac6uities and Manager �General Homecourt(3) Speael ems} Manager Events Parirs Park Golf Course Marntenance Mairrlenance Asssfent Assislant Gon Homecourt Volunteer Assistant Crew Chief Superintendent Professionals Faciily p��m Ark 8 Gunure Foreman (3} Specialist PIr fi,���tor �ord'nat°r (2} Senior Mairrlenance Mair�e ante Mantenenoe C'On Mlairterenoe Teotnicians Technicians Technician Mantenance Aquatics Administrative Tednroiens(3} [2) 3} Technician(2) GOIf shop {oordiantor 4ssistant 9(2J F�rSISta<It Figure 11:Meridian Parks and Recreation 2022 Organizational Chart Park Park Reeaea�n M e intenan ce Operations �� Crew Chief Crew Chief �gCa�d�r �npefVlSOr nrel� Recreallon senior Mantenance Maintenance Reoreatian Teehnioiens Technician Coordinator Pathways Cily 1lrbarist Prgject Manager PARKS AND RECREATION �MASTER PLAN UPDATE 47 Section B. RECREATION PROGRAM ANALYSIS Program Development Understanding core services in the delivery of parks and recreation services will allow the City of Meridian Parks and Recreation Department to improve upon those areas while developing strategies to assist in the delivery of other services. The basis of determining core services should come from the vision and mission developed by the City and what brings the greatest community benefit in balance with the competencies of the Department, current trends, and the market. The Department should pursue program development around the priorities identified by customer feedback, program evaluation process, and research. The following criteria should be examined when developing new programs. • Need: outgrowth of a current popular program, or enough demonstrated demand to successfully support a minimal start (one class for instance) • Budget: accounting for all costs and anticipated (conservative) revenues should meet cost recovery target established by the Department Location: appropriate, available, and within budget Instructor: qualified, available, and within budget Materials and Supplies: available and within budget Marketing Effort: adequate and timely opportunity to reach intended market, within budget (either existing marketing budget or as part of new program budget) Further research into what types of programming would be successful needs to be done. Successful programs utilize continuous creative assessments, research, and planning. The Department has a process that evaluates the success of current program offerings and criteria to determine if new program ideas should be instituted or if changes should be made to current programs. Maintaining the current dashboards and evaluation process will help to ensure success. Moreover, new leisure and recreation trends may drive different needs. It is very easy to focus on programs that have worked for a number of years, especially if they are still drawing enough interested participants to justify the program's continuation. Starting new programs, based on community demand and/or trends, can be risky, due to the inability to predict their success. If the program interest seems great, as with those identified in the citizen survey, then the programs should be expanded. Available space may hinder new or expanded opportunities in some cases. Using historical participation levels to determine program popularity and participant feedback can be helpful in deciding if programs should be continued. In addition, utilizing citizen surveys and participant feedback, and researching trends in park and recreational programming are useful tools in determining future programming needs and desires. Sources for trends information include: • State Parks and Recreation Associations and Conferences • National Recreation and Parks Association • International Health, Racquet, and Sports Association • Parks and Recreation Trade Publications • Outdoor Recreation Publications 48 CITY OF MERIDIAN, . • Who Organizationat Program Evaluati• All current programs should be evaluated annually to determine if they should be continued, changed (market segment focus,time/day offered, etc.), or discontinued. A few simple questions should be asked about each program that includes: • Is participation increasing or decreasing? If participation is increasing,then it could clearly mean that the program should be continued. If participation is decreasing, are there any steps to take to increase interest through marketing efforts, a change in the time/day of the program is offered, and a change in the format or instructor? If not, it may be time to discontinue the program. • Is there information contained in the participation feedback that can be used to improve the program? • Are cost recovery goals being met? If not, can fees be realistically increased? • Is there another provider of the program that is more suitable to offer it? If yes,the Department could provide referrals for its customers for the program it does not or is not willing or able to offer. • Is this program taking up facility space that could be used for expansion of more popular programs or new programs in demand by the community? C. FINANCIAL ANALYSIS Current Circumstances and Trends The City adopts an annual budget that sets priorities, guides staff, and provides the primary resources to meet the parks and recreation needs of the community. The general fund is the primary operating fund and is comprised of property tax revenues, sales tax revenues, liquor sales revenue sharing, building permit revenue, and various intergovernmental sources. Other sources contributing to the general fund are grants,fees and charges generated by the Department. The Department is budgeted to receive 7.2 million in revenues in FY 2023 and anticipates 10.2 million in operating expenses and 18.6 million in capital expenditures. The historical budget data from FY2020 to FY2022, demonstrate higher cost recovery than most typical parks and recreation agencies across the United States (23.6%) and much higher that agencies of similar size to Meridian (19.5%). See Table 2: Meridian Parks and Recreation Budget History Revenues FY20 FY21 FY22 General Fund Revenues/Fees and Charges $ 675,186 $ 2,674,996 $ 3,276,577 WARD and Golf S S S 1,200,000 Impact Fees $ 4,695,399 S 4,358,647 S 3,892,511 Grants $ 122,793 $ 134,512 $ 54,063 Total Revenues $ 5,493,378 $ 7,168,155 $ 8,423,151 Expenditures FY20 FY21 FY22 Personnel S 3,060,439 $ 3,890,502 $ 4,158,825 Operating Expenses $ 2,001,133 S 3,342,527 S 4,325,954 Capital Expenses S 5,905,795 $ 1,111,937 $ 12,017,860 Total Expenditures $ 10,967,367 $ 8,344,966 $ 20t5O2t639 Total Cost Recovery 1 13% 37% 39% Table 2:Meridian Parks and Recreation Revenues and Expenses(FY 2020— FY 2022) RECREATIONPARKS AND Section Revenue and expense trends for the Department were greatly impacted by the COVID-19 pandemic in 2020 but have rebounded and continue to recover. Trends for non-capital budgets are shown in Figure 12. Expenses also continue to trend upward fueled by both recovery and 30 million in capital expenditures proposed in FY 2022 and FY 2023. The Western Ada Recreation District (WARD) and golf were included in the budget only in FY 2022 as part of a transition of the golf course to the City. Golf will be included in annual budgets moving forward.13 Meridian Parks and Recreation Revenue and Expense Trends ss.oaa.aao s�,oaa,aao s6,aaa,aa0 s5,aaa,aa0 '�� s4,aaa,aa0 s3,aaa,aa0 sz,oaa,aao sl.oaa.aao FY 20 F&21 1 f Revenues Expenses-Non Capital Figure 12:Revenue and Expense Trends FY20— FY23 Measuring Department's Investment in Parks and Recreation There are several ways to gauge the Department's investment. Benchmarking against other similar communities can assist with planning and leadership decisions. However, because each community is different, benchmarking is not intended to be a sole tool for making management decisions. Operating Expenditures per Capita NRPA aggregates and reports annually in its Agency TYPICAL OPERATING Performance Review on typical agency operating EXPENDITURES expenditures per capita. In 2021,the typical parks PER CAPITA: and recreation agency similar in size to Meridian spent between $43.03 and $154.92 per capita or a median of $74.22� r„~ $74.22 for each resident. In 2022, the City spent $63.57 per resident This was lower than the median but within the YEAR typical range. Source:2022 NRPA Agency Local Comparison Performance Review It may also be helpful to consider the operating (non-capital) investment per capita made by other parks and recreation agencies in Idaho. While benchmarking analysis provides another perspective, it is important to acknowledge that each agency has different goals, standards and most important, methods of accounting. It may be helpful to compare other agencies in Idaho to best understand Meridian's investment. See Figure 13. 13 General fund cost recovery is calculated by dividing revenues and operating subsidy by operating expenditures • Organizationat IIII III IIII I g _ Selected Idaho Parks and Recreation Expenditures per Capita - 2022/23 ?00 150 100 50 0 Boise(237,446 Meridian[13347D Napa(96,825 population) Idaho falls(66898 Pocatello(57092 population) population] population) population) Figure 13:Selected Idaho Parks and Recreation Expenditures per Capita —2022/23 Allocating Resources and Setting Fees While all parks and recreation facilities, programs, and services are intended to improve the lives of community members, not all facilities, programs, and services should necessarily receive the same level of subsidy. In general,the more a facility, program, or service provides a community benefit to its community members,the more that service should be paid for by taxpayers through the use of general fund allocation. The more a facility, program, or service provides individual benefits,the more that service should be paid for through user fees. BerryDunn has long championed such a philosophy, demonstrated using the "Pyramid Resource Allocation Methodology." As part of this planning effort, BerryDunn is working to complete a methodology study for the City. The resource allocation/cost recovery pyramid is in Figure 14. This philosophy, when applied appropriately can assist the Department to set consistent fees and charges and best meet the needs of the Meridian community. Section Allocating Resources and Setting Fees While all parks and recreation facilities, programs, and services are intended to improve the lives of community members, not all facilities, programs, and services should necessarily receive the same level of subsidy. In general,the more a facility, program, or service provides a community benefit to its community members,the more that service should be paid for by taxpayers through the use of general fund allocation. The more a facility, program, or service provides individual benefits, the more that service should be paid for through user fees. BerryDunn has long championed such a philosophy, demonstrated using the "Pyramid Resource Allocation Methodology." As part of this planning effort, BerryDunn is working to complete a methodology study for the City. The resource allocation/cost recovery pyramid is in Figure 14. This philosophy, when applied appropriately can assist the Department to set consistent fees and charges and best meet the needs of the Meridian community. • Private or semi private lessons • Admission Based Rentals 5.Mostly ~ Merchandise&Vending fndividua! Tenant Facility Lease Benefit Lakeview Golf Club • Shelter Rental • Concession Leases 4.Considerable • Trips Individual Benefit • Adult Recreation Classes&Programs • Youth Recreation Classes&Programs 3.Balanced Community Swim Lessons and Individual Benefit . City Sports Leagues&Tournaments • Private or Semi-private Lessons • Admission Based Rentals • Merchandise&Vending 2. Considerable Community Benefit • Tenant Facility Lease • Lakeview Golf Club • Park&Pathway Use 1. Mostly Community Benefit • Community Special Events • Arts&Culture Programs • Volunteer Opportunities Figure 14: Resource Allocation Methodology Meridian Community Members Opinions about Fees and Charges The needs assessment survey asked respondents about their satisfaction with current fees for both facilities and programs and the impact on participation. More than half of the invite sample were unsure about fees for facilities and programs.Very few respondents (5%) believe the fees are too high. = CITY OF MERIDIAN, • • Organizationat Q 18:How do you feel about the current program and facility fees charged directly to you by Meridian Parks and Recreation? 2021 Survey 2015 Survey Fees are too high for the value received W6% _11% Fees are acceptable for the value received 32% -30% Facilities Fees are underpriced for the va l Lie received 12% 12% Don't know/unsure 59% 5T n= 294 652 Fees are too high for the value received 1496 Fees are acceptable for the Value received 35% 29% Programs Fees are underpriced for the value received 11�% 1% Don't know/unsure 59% 5696 n= 283 635 Figure 15:Meridian Residents Opinions Regarding Current Program and Facility Fees When asked about the potential impact of fee increases on participation, there was a lack of consensus on whether fee increases would impact participation, although a majority (54%) believe fee increases may impact their participation. Q 17:If fee increases were made for Meridian Parks,which of the following best describes the potential impact on your participation Invite Sample Open Link Overall Fee increases would not limit participation at all -25% 33% rl 29% Fee increases would limit participation somewhat 37% 45% 41% Fee increases would limit participation significantly -18% k273 Don't know/uncertain -20% 14% n= 300 573 Figure 16: Potential Impact on Participation from Fee Increases Managing Growth through Impact Fees There are three basic options to pay for growth. Either (1) existing residents pay for new growth through taxes or fees; (2) provide parks and recreation services at a lower level of service by absorbing growth into existing resources; or (3) developers and home builders pay for the impact of growth so that the growth pays its own way. This applies to both land on which to develop parks, and the actual costs for developing the space. Option 1 unfairly assigns responsibility for funding of growth. Option 2 creates a slippery slope, where the level of service(often determined as a percentage of developed acreage per 1,000 residents)will decrease over time, as new residential developments are added without contributing to the funding of new parks. This may lead to higher density of use or the need to travel further distances to gain access to parks. Option 3 allows growth to pay its own way in an equitable manner. Home builders typically include park development in the price of the homes, as they would other infrastructure costs. In line with the City's 2019 methodology study and 67-8204 1000 SO Ft.or less $781 (16) of the Idaho Development Impact Fee Act, park impact 1001 to 1500 SO Ft. $1,361 fees are derived using the cost per service unit multiplied by the average number of service units per dwelling. In Table 1501 to 2500 SO Ft. $1,770 3, single family residential dwelling units are considered by 2501 to 3200 SO Ft. $2,098 square feet and multi-family units are charged the same fee 3201 SO Ft.or more $2,447 and calculated based on the total square feet of the building/ number of units. Although an option, no commercial impact Table 3:2023 Park Impact Fees fees are collected (police and fire facilities both collect a commercial impact fee). This fee is intended to provide both park land and development of new park improvements. Section These fees are charged per the City fee schedule and are not escalated resulting from increased cost of construction or land. The 2022 methodology study calculations may be understating the cost to provide new park space in 2022 and in the future without applying an annual escalator. Cash flow from impact fees can be anticipated in Table 4. Anticipated Funds from Impact Fees Average Number of Low Fees Median Fees High Fees Population Population Household Anticipated (Based on$781 (Based on$1,614 (Based on$2,447 Growth Size New Dwelling collected per per dwelling unit) per dwelling unit) Units dwelling unit) 2021 124,700 N/A 2.97 N/A - - - 2026 142,522 17,732 2.97 5,970 $4,662,570 $9,345,060 $14,608,590 2060 197,463 54,941 2.97 18,498 $14,446,938 $29,855,772 $45,264,606 Table 4:Anticipated Funds from Impact Fees through 2050 Funding Mechanisms Availabie to the Department BerryDunn has compiled a list of potential funding sources and strategies for public parks and recreation identified through over 26 years of consulting with agencies across the United States. Thirty- nine new potential funding opportunities were identified as funding sources the Department could or would consider in the future. The strategies were identified as potential options for new or expanded revenue, and cost savings strategies. Traditional Parks & Recreation Operations and Capital Development Funding Sources There are a variety of mechanisms that local governments can employ to provide services and to make public improvements. Parks and recreation operating, and capital development funding typically comes from conventional sources such as sales, use, and property tax referenda voted upon by the community, along with developer exactions. Operating funds are typically capped by legislation; may fluctuate based on the economy, public spending, or assessed valuation; and may not always keep up with inflationary factors. In the case of capital development, "borrowed funds" sunset with the completion of loan repayment and are not available to carry over or re-invest without voter approval. Explained below are the salient points of traditional funding sources. Many of these strategies may be currently in use to some extent by your agency. Alternative Operations and Capital Development Funding Sources Alternative funding sources include a variety of different or nonconventional public-sector strategies for diversifying the funding base beyond traditional tax-based support. The following is a list of known industry funding practices, potential sources, and strategies, as compiled by BerryDunn. Some of the strategies might currently be used by your agency, but they might not be used to maximum effectiveness or capacity. Those that might not currently be used by your agency should be considered for a projects or the operation's specific relevance. NOTE:Not every funding mechanism on this list may be allowable by law,as the laws,regulations,statutes,ordinances,and systems of governance vary from City to City,county to county,and state to state.The authority to put forth referenda or institute exactions must be researched for validity within your City and your state,as this list is comprised of the financial practices from across the nation.Some referenda are passed by simple majority of those who vote,while others require a larger percentage to pass.In certain circumstances,referenda are passed by the majority of eligible voters versus just those who vote. = CITY OF MERIDIAN,IDAHO • We Are Organizational & Financial Assessment Key Findings Observations and staff feedback were considered to determine if the current organizational structure and financial investments were satisfactory. The analysis included the observations and assessments from this analysis and resulted in the following observations: 1. The City invests less than the Median number of positions compared to typical agencies the size of Meridian. They need to add 5 to 6 positions in order to come in line with typical staffing. 2. Population growth will require additional positions in addition to those identified to maintain the current level of service. 3. The number of positions dedicated to administration and to parks maintenance and operations are below what would typically be expected. Staffing for recreation program areas is often limited to one employee. This will create a staffing shortage as demand grows and new programs are introduced. 4. The Department does an excellent job managing cost recovery 5. The recent resource allocation and cost recovery study will greatly assist the Department to allocate resources and set fees in the future 6. Just under half of the needs assessment survey respondents suggested that fees are acceptable or underpriced for both facilities and programs.A very small percent of survey respondents thought fees were too high. 7. 70% of needs assessment survey respondents reported that fee increases may impact participation in Department sponsored activities 8. The City's investment in operating the parks and recreation system was slightly lower than what may be expected for an agency serving a similar population but was within the typical range. This investment was among the lowest compared to other selected Idaho parks and recreation agencies. 9. The City's impact fee methodology was updated in 2022 and the fees were escalated for increases in construction and land costs. The fee study was adopted by City Council in November 2022. 10. Among many opportunities to fund the Department, 39 options were identified that the Department would consider or possibly consider using in the future. These options were provided as a staff document. UPDATEPARKS AND RECREATION I MASTER PLAN Section D. MAINTENANCE AND OPERATIONS ANALYSIS Maintenance and Operations The consultants assessed parks maintenance and operations practices to assist the Parks and Recreation Department in providing safe, clean, and green parks,trails, and open space. The evaluation, analysis, and recommendations are intended to identify efficiencies and opportunities to help the Department meet its maintenance and operational objectives. 1.0 Investment in Parks Maintenance and Operations Proper investment in maintenance of parkland can slow the depreciation of parkland, increase public perception of Department operations, and increase property values surrounding parks. Poor parks maintenance can lead to increased crime, vandalism, and increased renovation costs. 1.1 Operating Expenditures Per Acre One way to measure the City's investment in parks and recreation is to look at the investment per acre of park and non-park space. Currently,the Department manages and maintains 530 acres of developed and undeveloped park land and open space,trails, and other sites. The Department investment for maintenance (annual net cost after revenue) is $1,952,204 (2021/2022 operating budget) or$3,683 per acre. Typical agencies may spend from $3,096 (low)to $14,793 (high), with a median of$7,449 per acre of park and non-park space. 1.2 Residents Per Park Park maintenance costs typically increase with the density of use in public spaces. As such,the National Recreation and Park Association (NRPA) metrics (2021 NRPA Agency Performance Review) suggest that a typical park system serving a population between 100,000 and 250,000 would provide between one park per 2,205 people on the lower quartile to 5,854 on the upper quartile. The City provides one park per 4,992 people compared to a national median of 3,170. While the City provides parks within the typical range for communities its size, serving a denser population than the median creates additional budget pressure for the Department. People per park is calculated based on the 2021 population (124,790) divided by Meridian's 25 parks. 1.3 Managing Growth In November 2022, DP Guthrie, LLP completed an update to the City's impact fee methodology that describes the potential residential growth and need for additional park land, park development, and recreation facilities. The study projected that the population would increase by 38,433 to 171,903 in 2032. Based on this growth,the study concluded that an additional 87 acres of developed parks will be needed to support the increased population at a similar level of service as Meridian residents enjoy today. Applying the current cost to maintain an acre of land, $3,683 per acre, (current budget/ current acres of developed parks), an additional $320,421 will be needed to continue to maintain the park system.This will require both full-time and seasonal positions (supervisory and non-supervisory), operating and maintenance equipment, and supplies. A majority of the growth is anticipated to occur by 2026. These estimates are based on costs in 2022 without escalation for inflation. = CITY OF MERIDIAN, • • We Are Organizationat & Financiat Assessment 2.0 Use of - • . and Pathways The needs assessment survey identified community needs and desires regarding park use and related facilities and amenities.The survey revealed that 96% of survey respondents rated pathways/trails as having the greatest need,followed by picnic shelters at 83% and playgrounds at 75%. See Figure 17. Importance to the community implies a need for an appropriate level of park maintenance. Q 13:What are the the greatest needs for indoor and outdoor faci Iities to be added,expanded,or improved in Meridian over the next 5 or 10 years? Indoor Facilities: ■:-oc ae an mw a •Invite sample Only ■z �3 Percent Responding ■4 Rating Category Avg. n= 1&2 3 48.5 ■s-verym,o.eaM communiryrrecreamna 3.9 273 0 16% 17% 67% Indmragnat-lady 38 268 12L_ 18% 18% 64% Fieldnan&gymna.rmr- 36 257 �21% 25% �54% Perf-mgarrsaesc 3.3 265 �30% 27% �� Ice rink 3.0 265 38% -28% Figure 17:Importance of Facilities and Amenities,Recreation Programs,and Services to Meridian Satisfaction2.1 • Park Amenities The survey demonstrated that the community is very satisfied with the quality of the parks, which reflects on park maintenance practices. On a scale of 1 (not at all satisfied)to 5 (very satisfied),the results from the combined random and invite sample rated playgrounds (4.0), picnic shelters (3.9), splash pads (3.7), and ballfields (3.7)the highest. When asked to rank their top three opportunities for improvement, only 27% of survey respondents suggested improvements in park maintenance as a priority. See Figures 18 and 19. Q 10:Please rate how you think the followingfaciIities!amenities and programs/services are currently meeting the needs of the community. Facilities and Amenities: "All Only Rating CaletjM Invite Sample Open Link Overall Playgrounds t• 4.1 40 4.0 nanr lds(basabaluso6bak,et) 40 3.6 ti 3.8 Athletics Ids(sir,la-,footbal( 4.0 3.4 3.7 Picnk snene. t 38 39 39 nog parks 3.8 33 3.5 splash pads 3.7 i 3.6 t. 3.7 colfCon- 36 3.3 35 Tennismurts t 3.5 3.4 3.5 Outdoor basketball marls 3.5 3.3 3.4 Communityrreereatm-Tla .t 3.4 'l 3.0 t 32 Pnth-ysnrnd� i 34 t 32 33 M-r gym space 3.3 2.9 3.1 Sximming p-64,q-fi,r-ilia 32 t 2.7 t 2.9 Rodengrourds 29 2.3 26 Figure 18: Needs Met for Facilities and Amenities in Meridian RECREATIONPARKS AND Section1 Q 16:What top three community issues should the City of Meridian Parks and Recreation focus on improving? Invite Sample Open Link Overall Pathwayconnec w 12 47% IM 44% 46% Third Rank Land pro .tionfaoqu,tm tMR 32% 9sc 29% ®i. 31% ■Seeend Rank Fli tRank Maintenance of parl6andfaciltl— � 9"b 31% � ]°i, 23% � 27% Figure 19:Top Three Community Issues for Suggested Improvement ' 3.0 Park Maintenance Staffing Resources The Department provides 18 full-time positions to operate and maintain the parks and facilities. The positions are overseen by the Parks Superintendent who is supported in the daily operation of the parks and golf course by the Park Maintenance Manager and Golf Course Superintendent. Three positions are dedicated to maintaining the turf, greens, t-boxes,fairways, and other horticultural practices at the golf course. In addition, the Parks Maintenance Manager is responsible for 11.5 seasonal/casual Full-Time equivalents (FTE) positions. The seasonal employees are limited to eight consecutive months of work and at times are offered extended positions through local temporary employment agencies. The budget for seasonal/casual maintenance positions is approximately$400,000 per year. Staff work five-day-per-week schedules, rotating weekend work shifts. Daily maintenance, trash removal, project work, restroom maintenance, etc. are completed daily. The Department uses SOME limited contracted services to support some of the smaller operations and tasks. Due to COVID-19 and other factors, hourly wages for the seasonal/casual workforce have been significantly increased (30%) over the past two years to attract and retain staff. As a result, the budget in 2023 is anticipated to support four less FTEs than prior to the COVID-19 pandemic. While the maintenance team continues to work efficiently "doing more with less",the increased workloads on existing staff may not be sustainable, leading to additional challenges related to employee retention. Restoration of the seasonal staff budget (-$120,000) due to the increased wages is encouraged. 3.1 Lakeview Golf Ctub The full-time golf course staff are supplemented by a seasonal budget of$58,000 per year. Seasonal employees perform mowing and other outdoor maintenance. Employees are offered a golf benefit to maintain and attract college students, retired community members, etc. = CITY OF MERIDIAN, • Who Organizationat 4.0 Park Maintenance Team Responsibilities The Park Maintenance Team is responsible for 92 sites that include neighborhood, community, sports, and regional parks, seven miles of pathways, parking lots,tree wells, public works sites, medians, corridors, slopes, downtown locations, fire stations, drains, and other areas. A majority of time is spent maintaining the Department's parks. Additional responsibilities include: • Snow and ice control at all City facilities • Downtown trees, benches • Downtown holiday decorating/floats • Security camera systems in parks • Downtown seasonal banners • Welcome to Meridian monuments and signs • Downtown flower program • Downtown tree program The Department manages a joint use agreement with West Ada School District that includes maintenance of a very well used 3-acre play area at Hillsdale Elementary that requires significant maintenance. The Department is assisted through additional partnerships that include Meridian Co-op Gardeners, West Ada School District, Police Activities League, Meridian Youth Baseball, etc. Support4.1 • Recreation Events The Park Maintenance Team's support of special events setup/teardown is generally around 650 to 800 work hours per year. Permitted events (non-City sponsored) present a significant level of work for the Maintenance Team during the June/July months. Events held and permitted in the parks require the team to prepare and clean the parks and facilities for each event. 4.2 Maintaining Restrooms Year-round restrooms include 150+ stalls and are locked and unlocked on timers. Restroom maintenance requires a significant proportion of the daily workload. 4.3 Maintaining Athletic Facitities The Park Maintenance Team maintains 25 diamond and 13 rectangle playing fields, some with shared responsibility with a private little league organization that completes day-of game field preparation. The Meridian Youth Baseball (MYB) private organization works closely with the Department to help ensure adequate rest periods for the fields. It appears the Department has adequate resources to maintain the playing fields. 4.4 Nuisance Behavior In many communities across the United States, issues due to vandalism and homelessness are placing an ever-growing burden on park maintenance team workloads. The impacts from nuisance behavior are relatively minimal in Meridian. RECREATIONPARKS AND Section I , I .5 Park Maintenance Standards andPerformance The Department does not have a published maintenance standard, although the parks all receive a high level of consistent maintenance, regardless of classification. Both written and adopted maintenance standards and performance measures are encouraged to help with appropriate and timely park maintenance. Performance Measures The Department is encouraged to develop S.M.A.R.T. (Specific, Measurable, Achievable, Relevant, and Time Bound) performance measures in the following and other areas related to core parks maintenance functions. Examples of potential measures are included for reference (in italics). • Litter control —All litter should generally be removed from the parks daily within 24 hours. Litter control minimum service may be two to three times per week in very low-use areas. • Graffiti—Should be removed within 48 hours/24 hours if offensive language/graphics. The City should maintain an inventory of replacement signs. • Repairs to assets—Should be made within 48 hours and signs posted closing an amenity needing repair. Repairs to all elements should be done immediately when problems are discovered provided that replacement parts and technicians are available to accomplish the job. When disruptions to the public might be major and the repair is not critical, repairs may be postponed to a time that is least disruptive to the usage patterns. • Restroom maintenance and service—Should be completed daily, each day a restroom is open to the public, and as needed based on permits. • Park inspections— Thorough inspections should be completed weekly;staff should inspect restrooms and playgrounds daily. • Irrigation — Turf should have a green appearance except for dedicated natural areas. Priority areas for irrigation should be reviewed annually. Park Maintenance Standards for Quality Parks and Facilities Some sample maintenance standards are in Appendix A of the plan and are meant to be a starting point for the Department to review and consider as a list of basic maintenance standards for all parks and recreational facilities. Examples of park components and amenities to develop maintenance standards for include: • Drinking Fountains 0 Bleachers • Signage 0 Lights • Ornamental Plants and Trees 0 Restrooms • Walkways and Trails 0 Portable Toilets • Trash Receptacles 0 Playgrounds • Fencing 0 Play Equipment • Security and Exterior Lights 0 Picnic Areas and Shelters • General Use Turf Areas 0 Grills • Athletic Use Turf Areas • Tennis Courts • Athletic Facilities and Competitive Play 0 Outdoor Basketball Courts Fields 0 Benches • Irrigation 0 Pickleball Court • Open Space Areas • Organizationat 5.0 Sustainable Equipment and Efficiencies The Department has invested in sustainable technology over the past five years in bottle fill drinking fountains, LED lights, etc. The Department may consider a potential future fleet conversion to hybrid, plug-in hybrid, or electric vehicles (EVs). This would require an investment in charging stations. • 1 Key Eindings 1. The Parks Maintenance Team does an excellent job maintaining parks and grounds. The community is very satisfied with park maintenance. 2. The City's investment in parks maintenance and operation appears reasonable compared to other agencies serving similar sized communities. 3. The Department has sustained a budget reduction to its seasonal and casual budget in the past few years as a result of increased wages. An increase of approximately$120,000 per year in the seasonal budget is needed to restore the Department's level of maintenance service. 4. Growth will necessitate additional park acres and positions that the Department should consider(frontline and administrative positions) as population increases. 5. Growth will also require supervisory positions to maintain effective spans of control. 6. Written park maintenance standards may assist the Department's effectiveness. 'r x. PARKS AND k a " Nam:= RECREATION 5. 0 PATHWAYS ASSESSMENT RECOMMENDATIONS A. INTRODUCTION This section is intended as an update to the Meridian Pathways Master Plan (Adopted in 2007 and previously amended in January of 2010) and a tool to further aid in the implementation of that plan. It does not suggest any significant changes to proposed expansion of the pathway system as outlined in the original plan, but rather seeks to accomplish the following objectives: • Quantify the impacts of pathway system expansion in terms of cost for ongoing maintenance, given the significant proposed increase to pathway mileage at plan build-out. • Establish guidelines for what portion of the pathway system is appropriate and sustainable for the City to maintain. • Establish City priorities for near-term pathway implementation that will have the greatest impact on connectivity. • Propose changes to existing policy that will facilitate ongoing expansion and designate maintenance responsibilities so as to meet the needs of the City,the development community,and other stakeholders. L< mow 62 City of Meridian, Idaho Pathways Assessment B. PATHWAY SYSTEM OVERVIEW EXISTING MULTI-USE PATHWAYS Total Existing Pathways in Meridian = 50.65 miles Some pathways were built by City of Meridian, most were conditioned/built with development Above number includes: • Multi-use pathway within parks • 10' wide asphalt pathways within City limits and 10' sidewalks designated as pathway, does not include street crossings, no micro paths Of the above number, the City Owns and Maintains 15.64 miles Not maintained by City of Meridian (Remainder of multi-use pathways) 35.01 miles RECENT PATHWAY DEVELOPMENT Developer pathways constructed within the past 2 years 4 -4.5 miles last 2 years— Kim's estimate only(mostly NW&S Meridian) City Miles added in 2021 (Fairview Ave Sidewalk) 0.11 miles ^both of these line items included in 50.65 mile figure above PENDING CITY PROJECTS City Pathway Infill Projects Currently in Development 1.75 miles • Creason Pathway Connection (contract awarded,const to start in June 2022) • Linder Road Infill (out to bid,construction Summer 2022) • Locust Grove Infill (out to bid,construction Summer 2022) • Five Mile Pathway—between Ten Mile and Black Cat Roads (in final design phase) ADDITIONAL PROPOSED MILEAGE Proposed Multi-Use Pathways per current adopted pathways plan 135 miles Additional Proposed Pathways (working layer/not yet adopted by Council) 20 miles ^within current City Area of Impact TOTAL EXISTING AND PROPOSED 180.65 miles MULTI-USE PATHWAYS AT BUILDOUT Assuming a static scenario of: • Adopted pathways only • No pathway plan changes from today's date C. IMPORTANCE OF PATHWAYS/NEED Pathways make communities more livable by helping to reduce reliance on the automobile, decrease vehicular demand on roadways, and encourage community health and connectivity. A connective pathway system has the potential to improve the environment and mitigate for traffic congestion. Additionally, pathways provide ongoing opportunities to promote physical, social, and mental health. Beyond connecting people to places, pathways also provide ongoing opportunities to educate the community through informative signage, highlight historical events through wayfinding, and allows us to connect interpersonally as a community. Throughout the needs assessment and outreach phase of this planning effort, community members consistently rated pathways as a high priority when given opportunity to comment via stakeholder group, survey, and/or public meetings. This reflects a national trend wherein pathways are increasingly important to communities. While Meridian has identified an extensive pathway system for development, connectivity between existing pathways and proposed pathways continues to be a challenge Some of the challenges for pathway connectivity are due to existing major roadways that present potential barriers to pedestrian traffic, and existing development that occurred prior to required pedestrian pathway connections. Stakeholders The City of Meridian understands that in order to achieve their pathways mater plan goal and create a connective community through the implementation of a pathway network, stakeholder relations are key.Various stakeholders have been identified as follows as potential opportunities for collaboration for supporting the City of Meridian Pathways Master Plan. Irrigation Districts Nampa-Meridian Irrigation District— Major Stakeholder. Settlers Irrigation District— Fewer land holdings in Meridian. The Boise Project • West Ada School District History of successfully partnering with the school district. Joint use of school facilities plays a key role in filling recreation demand for ball fields and active recreation facilities. School properties are important when it comes to making connections, and offer opportunities for safer crossings and connections,further off(or outside of) public rights- of-way. • Developers Residential Subdivision Developers Commercial Developments Private Sector Development (religious institutions, etc.) • Landowners adjacent to waterways that have been identified as a pathway opportunity • Homeowners'Associations (HOAs) (residential, commercial, institutional) • City of Meridian— Building Department • ACHD— Right-of-Way Road sections and required sidewalks and their widths • ITD—where applicable • Railroads Potential for sharing existing rights-of-way that can achieve connection on a more regional level. CITY OF MERIDIAN, • D. PROGRESS UPDATE/POLICIES IMPLEMENTED Since adoption of the original Meridian Pathways Master Plan, significant progress has been made toward implementation. Much of this has focused on the establishment of policy and planning practices around pathway development that will lay the groundwork for greater connectivity moving forward. Policy and Procedural Improvements Achieved Since Approval of Original Plan • Entitlements process for development now requires dedicated easements for pathways and pedestrian connections that are maintained by the respective HOA's • Plan review for all new development must be routed through the Pathways Project Manager for design input and approval, in addition to other departments as required. • Developers are required to provide better documentation of construction standards/as- builts for pathways that may later be deeded to the City. Developers must submit the City of Meridian approved pathway pavement section during the design review and preliminary plat submittal. • Standard specifications, City provided details, and notes for pathway construction have been developed in conjunction with Meridian Public Works—similar to a performance specification. • Pathway entitlement is no longer a part of the Development Agreement. • Expectation has been established among developers that working with the City to provide pathway connections will be a standard project requirement. The City has seen improved cooperation and general acknowledgement from the development community that pathways benefit and add value to their final product. • Larger planter widths adjacent to pathways will allow for mature tree growth and shade for users during the summer months. c-t PARKS AND - - t RECREATION Section 5.0 E. OPPORTUNITIES/RECOMMENDATIONS PerspectiveMaintain a Regional• Emphasize the need to look beyond Meridian to neighboring communities and think in terms of regional connections to Boise River Greenbelt, Eagle, Nampa, Caldwell, Star, and Kuna. The pending acquisition of Margaret Aldape Park presents an opportunity for Meridian to connect to the Boise River Greenbelt system. This will provide connection to the rest of the Treasure Valley on a regional level to the east. Connections to adjacent municipalities should be explored and encouraged to develop a seamless transition between the various agencies. Develop destination nodes along the pathways that will guide a user from pathway section to pathway section. Integrate linear parks and community gathering places along the pathway network. This should be looked at from a hierarchy of uses in coordination with the pathway hierarchy. Develop a story and identity for the pathways and relate that to the community. Create community agency and care for the pathways through community art. • Use proximity to schools, when possible, and take advantage of existing signaled crossings in school zones. Provide pedestrian connections between all schools and pathway system. Safe Routes to Schools have already been mapped. Examine these in greater detail and adjust as necessary. Find/create connections between multi-use pathways and schools. �s Ae CITY _f fir. OF MERIDIAN,IDAHO Pathways Assessment Equity and Neighborhood Connections Providing equitable opportunities, spaces, and connections within the City of Meridian though the pathway systems will create a healthier community. • Identify areas that are more than a 10-minute walk to a City pathways network to create areas of focused pathway development • Provide development incentives for infill areas that create a 5-minute walk to a City pathway network • Require wayfinding signage for developments that show distance and direction to another connected pathway. • Identify community areas that are underserved by the pathway network and link schools with the Saft Routes program. • Identify ADA accessible routes within the GIS system and make it accessible for the public. • Establish neighborhood pathway partnerships and community representatives. • Identify key areas that need pathways for connectivity. • Identify areas that are more than a 10-minute walk to a pathway system and incentives pathway implementation for equitable use of the pathways. • Provide wayfinding: educational, distance to next pathway system, and pathway names • Increase the planter width adjacent to the pathways to encourage health and mature tree grown and canopy cover. Subdivision Development • Continue to work with developers to dedicate pathway easements and make strong pedestrian connections through the use of themed wayfinding signage. • Pedestrian connections shall be identified, approved, and preserved prior to development. • Coordinate with developers during the entitlements process to allow alternative routes through developments, regardless of ditch or waterway location (if applicable). Require a pathways inspection prior to issuing approval of substantial completion. Existing Rights-of-Way Where pathways must be integrated with public rights-of-way, revise street sections to provide for wider sidewalks and greater separation from major roadways, if possible. As-Builts and Documentation • The Building Department shall notify the Parks & Pathways Project Manager of all pathways, once built. Institute mechanisms for better post-construction reporting and documentation. Section 5.0 F. KEY STAKEHOLDERS FOR PATHWAY IMPLEMENTATION In recent years,the City has made significant progress in terms of policy to further development of the pathway system as pertains to involvement by other property owners and stakeholders.This momentum must continue, and relationships further developed, with the following key stakeholders. Irrigation Districts • Due to the linear nature of waterways, Irrigation Districts (especially Nampa-Meridian) are key to advancing connectivity of the Meridian pathways plan. It is imperative that the City continues to partner with irrigation districts relative to the following challenges: • Pathway development along existing canals, irrigation ditches, and laterals needs to be addressed at a more comprehensive level. • Crossings present a special difficulty in that many waterways do not emerge at intersections where pedestrian crossings exist and are safely articulated. For example, it is not acceptable for pathways to emerge at the edge of a 45 mph collector road with minimal shoulder and no proximity to an intersection for safe crossing. • In the past, irrigation districts have refused pathway proposals prior to any constructive discussion regarding their development. Both parties now have a history of working together and must continue to fine-tune this partnership as each new pathway segment is implemented. Developers • Residential and commercial developments present challenges when it comes to providing pathway easements. The City must work closely with developers during the planning phases, as it can be prohibitive to accomplish these connections after the fact. • Allow for development incentives for pathways with added amenities and larger open space dedication G. IMPLEMENTATION AND MAINTENANCE PRIORITIES Because so many miles of pathway have been identified for development per the Pathways Master Plan, it is recommended that City resources focus on implementation and maintenance of the following major components of the system. Once a strong framework is established, users will enjoy greater connectivity, and secondary pathways can then tie into and expand the reach of the overall system. The following pathways have been identified as high priorities for Capital Improvement Projects and maintenance funds. This is intended as a general guideline for resource allocation by the City, as timing and location of private development may catalyze construction of lower priority pathways by others. ProposedHigh Priority Pathways Existing Miles Five-Mile Creek Pathway 2.37 8.64 11.01 Ten-Mile Creek Pathway 2.03 9.00 11.03 Rail-with-Trail 0 8.08 8.08 TOTAL PROPOSED 6.71 28.73 30.18 Miles Table 5:Capital Improvement Projects = CITY OF MERIDIAN,IDAHO Pathways Assessment Regional • . of Rail-with-Trail This proposed pathway will have a significant impact on regional connectivity, as it will encompass a 22- mile right of way, with eight of those miles passing through the City of Meridian. The combination Rail- with-Trail section, as proposed, will run between the historic railroad depots in Boise and Nampa. Pathways Hierarchy(see details for additional information and requirements) • Canal Pathway o 10' wide paved pathways detached from a roadway for the shared use for nonmotorized users • Residential Pathway o 10' wide paved pathway adjacent to a roadway with a 6'-8'wide landscape buffer between the roadway and the pathway for nonmotorized users • Rail-With-Trail Pathway o 10'-14' wide paved pathway located within the Union Pacific Railroad Corridor right-of-way from Nampa to Boise • Micro Pathway A narrow paved pathway(minimum 5') providing connectivity to destinations such as school or through residential developments • Unpaved or Soft Surface Pathway 3'-8'wide unpaved pathway constructed of gravel, dirt, crushed aggregate, or other semi- pervious surface • Sidewalk 4'-8' wide concrete pathway adjacent to a roadway, either attached or detached, to serve pedestrians and wheelchair-mobile individuals,typical of residential subdivisions. • Bicycle Lane 4'-6' wide designated area on the roadway, typically major arterial and collector roadways, located to the right of vehicular traffic migration and identified through striping, signage, pavement markings as designated through the Ada County Highway District. Development of the Meridian Pathways Master Plan and network will provide an added benefit to the neighboring jurisdictions and collaboration with these jurisdictions will be crucial for the overall success of a regional pathway system for the grater Meridian area. Developing pathway connections with adjacent jurisdictions and create a bridge program that will aide in creating a seamless transition between the pathways at the jurisdictional boundaries. Other organizations such as COMPASS, regional partners, and federal grant programs should be considered at the beginning of the planning and implementation process. • - ' • • • - • It is anticipated that implementation of this pathway will be driven largely by private developers, with ongoing maintenance provided by Homeowners'Associations. It is recommended that there be a clear hierarchy of pathways that apply for various situations. Determine where to have a concrete versus asphalt pathway installed based on what the use of each type of pathway will be. Section 5.0 H. IMPLEMENTATION COSTS FOR PLAN BUILD-OUT Even with a mandate to focus resources on the development of a few high-priority segments, cost to construct these pathways will be considerable. Pathways have been identified as a major priority for the City of Meridian but given the demands on public funds for other recreational facilities,the cost for build-out of the pathway system must necessarily be considered within a greater funding context and borne, in large part, by private sector development. It is recommended that the City seek donor or sponsorship for pathway implementation and funding where possible such as state,federal, public, and private, corporate entities. Additional funding through annual budgetary allotment is also recommended to fund current and future maintenance projects. I. PATHWAY MAINTENANCE AND OPERATIONS Implications of System Expansion on Maintenance With growth in recent years,the City has taken advantage of opportunities to develop pathway connections through proposed developments.Verbiage around these development agreements continues to evolve, but in the past, situations have arisen in which the City has been deeded ownership (and associated maintenance) of a pathway not constructed to City standards. It is essential to establish mechanisms for construction documentation of pathways that will guarantee new segments are built to City standards, not only to ensure public safety, but to also minimize maintenance impacts over time.A City inspection should be required prior to issuing substantial completion to ensure that it has been installed per the City of Meridian's approved pathway section details. Need for Shared Responsibility As time goes on, even with high standards for construction,the pathway system will grow beyond the ability of the City to maintain it. Ultimate responsibility for maintenance of the pathway system must be shared between the City and private landowners(often Homeowners' associations). It is recommended that the City transition to requiring that maintenance of future pathways implemented as part of subdivision developments be borne by private stakeholders and adjacent landowners. It is also recommended that the City establish a timeline for maintenance inspections and replacement activities. Asphalt inspected every five years after installation, concrete inspected every 10 years after installation, and recreational trails inspected every three years.This information should be updated in the City's GIS system so that it is explicitly known what needs inspection and when replacement will be required. Evaluate pathway successes and those that need improvement to keep refining the implementation and development process. Pathways Assessment Linear Rights-of-Way/Canal Pathways Irrigation district requirements for pathway development: City acts as single point of contact City must maintain pathway segments or coordinate maintenance with private sector/HOAs • City must enforce irrigation district requirements with other parties Individual licensing agreement recommendations: • Require HOAs to maintain pathways, in perpetuity, to standards for safe public use and established landscape aesthetics. • Incorporate strong wording in these agreements to make clear to private developers that the City will no longer assume long-term maintenance of pathways. • Shall institute mechanisms for enforcement and oversight. • Establish neighborhood pathway partnerships and community representatives. Replacement Cycle for Paved Pathways Clear delineation of maintenance responsibility is a necessity, owing to the limited life span of asphalt pavement (30 years on average). In order for pathways to remain safe and well- maintained as the system ages, a portion of paved pathway segments will require periodic re-paving on an ongoing basis. In other words, similar to the way City trees are pruned on a five-year cycle, so must pathways be resurfaced on a periodic maintenance rotation. It is recommended that there be an updated master plan in GIS that show existing pathways and their surfaces as well as proposed pathways that Meridian will build/maintain. They system will allow for tracking and budgeting for future maintenance activities. PARKS AND RECREATION MASTER PLAN UPDATE - A - I . ,c s Section 5.0 Life Cycle Repaving Costs Assuming a total pathway system comprised of 133 miles of pathway that require re-paving every 30 years, estimated minimum cost to repave the entire system is as follows: 133 miles of pathway x$369,600/mile = $49.2 million every 30 years or = $1,638,560 annually Additional pathways proposed in the Master Plan are desired by the community and essential to the ultimate success of the plan. However, because this increased mileage carries significant cost implications, maintenance of the system in its entirety will ultimately lie beyond the resources of the City. Assumptions: Average lifespan of pathway segment is 30 years. Priority pathways include: Five Mile Creek Pathway. Ten Mile Creek Pathway. Meridian Loop. Rail-With-Trail. Connective Pathways to Existing Greenbelt. Relevant Studies and Planning Efforts The following studies, completed since the Pathways Master Plan (adopted 2007; amended 2010, 2012) should be considered relative to the existing plan and recommendations contained in this chapter. • Arterial Crossing Study. • Union Pacific Railroad/Rail with Trail Study(January 2015). • Destination Downtown. Information gathering and updates to downtown streetscapes. Includes detailed pavement sections, also standard notes and specifications. Summary Significant progress has been made toward implementation of the current Pathways Master Plan. Because connectivity continues to be a challenge, it is recommended that the City focus implementation efforts on a few priority pathways. Beyond that, given the extent of the proposed system and an understanding of the projected costs for build-out and ongoing maintenance, it becomes clear that these demands will, over time, exceed the resources of the City. Moving forward, it will be crucial to shift some of the construction burden to private developers, who will typically retain ownership and maintenance responsibilities for these pathways, so they may better contribute to the sustainability and success of the overall system. Pathways staff will need to expand as the pathway network expands. Inspections of new construction and maintenance inspections will take time. Increased staff will be needed to review and approve all plans that include pathways. Staff will need to expand to maintain amenities and trash receptacles, painted striping where applicable, weed abatement, surface patches and repairs, etc. There is also a need to create an updated master plan that show existing pathways and their surfaces as well as proposed pathways that Meridian will build and maintain. 6mO WHAT WE HAVE - PARKS FACILITIES INVENTORY ASSESMENT A. STEP 1: INVENTORY - WHAT 00 WE HAVE? In November 2021, the consultant team used the Geo-Referenced Amenities Standards Process (GRASP)®- IT audit tool in each park and facility to count and score the function and quality of: • Components — things you go to a park to use, examples: playground, tennis court, picnic shelter. • Modifiers — things that enhance comfort and convenience, examples: shade, drinking fountains, restrooms. Evaluators assigned a quality value (between 0 and 3) to each park site, component, and modifiers, allowing the comparison of sites and analysis of the overall level of service provided by the Meridian park system. (more detail on GRASP® found in Appendix A) 1� i PARKS AND RECREATION MASTER PLAN UPDATE 73 Section 6.0 Assessment Summary Observations based on visits to each park or facility include the following: • Parks are very consistent across the board. Well-maintained with high standards. Restrooms are very clean and well-maintained. • Noted: most of the parks have public art. Implementation of a previous plan recommendation plan to create an identity for each individual park. • Addition of bike repair stations in many parks. • Many of the parks can benefit aesthetically from increased use of berms and landforms. • Turf conditions are excellent. • There is a high priority to plant trees in many of the parks Figure 20:System Inventory Examples(right) Photos depict various examples and conditions from those visits. 7 CITY OF • InventoryWhat We Have - Parks Facilities Keith Bird Legacy Park N City of Meridian Legend A 0 Meridian Parks O Component [3 City of Meridian O Meridian Existing Pathway,Existing west Ada School District QSchool Proposed Pathway,Existing western Ada Recreation District O YMCA On Street Route,Existing Boise Library District Alternative Route,Existing BUREAU OF RECLAMATION Other Micro Path,Existing F1� Meridian City Limit _ 5 Cr � C157 * *C1' 1� CIII % C-145 f "��4 C 192 i� Keith Bird Legacy ark a t C147 �. j - l� t 4 Source:Esri,Maxar,GeoE e,E-arthstar Geographies,CNES/ irbus DS, USDA,USES,AeroGRID,IGN,and the GiS User Community RECREATIONffF PARKS AND Section 6.0 Keith Bird Legacy Park Address: 3737 W Lost Rapids Dr, Park Overview: Park Cumulative Scores: Meridian, ID 83646 Newer construction. The park is typical for GIS Acres 7.50 Meridian neighborhood park. Lots of seating,nice 52 Owner City of Meridian amenities Classification:Neighborhood GRASP® GRASP® Community Neighborhood Inventory Date: 11/17/2021 Score score Comfort and Convenience Scores: 2 -Design and Ambiance l-1 1 -Trail Connection 2 -Dog Pick-Up Station 2 -Park Access 3 -Seating 0 -Seasonal Plantings 2 -Bike Parking 2 -Parking 2 -Picnic Tables 2 -Shade 2 -Drinking Fountains 2 -Restrooms 2 -BBQ Grills 2 -Ornamental Plantings 2 -Security Lighting Components: MAP ID N C Qty Lights Observations Score Score Basketball, Practice C157 2 2 1 Half court Fitness Area C146 2 2 1 Loop Walk C144 2 2 1 Open Turf C192 2 2 1 Other C193 2 2 2 Game tables in the plaza with checkers or chess board PARCEL L155 2 2 1 Playground, Local C145 2 2 1 Public Art C191 2 2 1 Sculpture Rectangular Field, Large C147 2 2 1 Shelter, Large C156 2 2 1 N Score=Neighborhood Score/C Score=Community Score/Qty=Quantity Parks Summary Table 6 shows the Meridian parks organized by classification. The table indicates acres and the number of components located within each park. € s u ? 3 : � � � ➢ ➢ - 693E € a � e33 � e § � � € : P : � } � % 3 [ Section 6.0 Indoor Facilities Indoor facilities are summarized in the following table. Boys and Girls Club 1 1 1 5 City H al I 2 1 Cde Valley Christian School 2 Heritage Middle School 1 H om ec ourt 4 1 Meridian Academy 1 Meridian C orn m u n ity Center 2 Meridian Middle Schaal 1 Meridian Senior Center 1 1 5 1 1 ParamountElementa ry School 1 Tomlinson Sou[h Meridian YMCA 1 3 2 1 4 1 1 Victory M iddle Sc hcol 2 Willow Creek E lem entary Sc hod 1 Table 7: Indoor Facility Summary Pathways Summary From the 2020 Pathways Plan, "The City of Meridian currently has nearly 12 miles of paved pathways. However, all the pathways within the City of Meridian are discontinuous, making it more difficult for residents to utilize and access the full pathway system. Many existing parks have internal circulation pathways connected to the larger network, providing excellent destinations and resting points along the pathway network." "The City of Meridian is platted on a square-mile grid distinguished by major collector/minor arterial roads every mile. Many of these roads carry heavy traffic volumes at traffic speeds of 35 mph and above, making non-signalized at-grade crossings difficult. In addition, Interstate 84 bisects the north and south portions of the City, limiting the number of pathway connections that can be made across the freeway." "The existing City of Meridian pathway system is a tremendous resource. The City needs to focus on filling in the existing gaps within the built-out portion of the City in the future. At the same time, residential development implements the pathways plan in the undeveloped portions of Meridian." "The Meridian Pathways Master Plan is a guide for pathway development over the next 20 to 50 years. The Plan proposes an extensive pathway network stemming from the existing canal system within and around the City. The Plan includes an inventory of existing pathways and micro-paths and a comprehensive network of future pathways. These pathways will connect residents to schools, parks, businesses, neighborhoods, and various recreational and entertainment destinations." GIS Data from this map was incorporated into the level of service analysis. InventoryWhat We Have - Parks & Facilities Assesment Recreational Pathways Meridian, Idaho 2020 �_ •,.r. --- � Legend ����•,�.....:' ♦ .....:Area of City Impact •Q�:w.ti ��♦ ,♦ -- -Alternative Route Existing Pathway Long-Term Route •. F'W .e�YSw �_. :..- "T• 4y.���� . —Micro Pall s •;; On Street Route •" L_ W@HINDEN,BUVD, r-r •••••••^ Proposed Pathway E•eHINDEN�BLVD r :''•...if• "^'•°•^�'» '� Five Mile Pathway c k Z r. ,....:.:.:a rc Me tl an Loop Pathway 1 � Ra108 ,....... �� Meridian Parka W MCMILLANRD-- -••�+•--p ----- �—yy MCMILWN RD ua .p i ...., e: Z •'n... � r p �� 2 NS �... I''. W 'TIMpR p TM _- f . - -E-USTICK RDr j Pill- ..,e...,. ?� L I - VIE W-EHERRV EN _ p p ;V�FA AVER z �W-PINE-AVE-2. `O I E PINE•AVE ''E PINEAVE E-PIN£-A'V ry 2... +.........� pP,., p E`FRANK,IN-RD m m �`,», •� rr 1••- �` py;A'N'D-RD E-OVERLAND R.- ' o W IAMONfiRD „ ...g Q:1,- p;.•'�r-�L�,.�' .. .� ut W VICTORY-RD W VICTORY RD te r-- -E-VICTORY-RD - -E VICTORY-RD- u Z... 7- _j•• _ f W �WAMIT'-�D AMITY-RD* E AMI I E•AMITY RD . y 1!. { i g :..... .� ...... - i[ :1 _ i, a ' w -....., EiEIAKE HAZEL-RD�- Miles • - »c r—s a i ----------E'COWFy181A-RD�� NOTE:This document is intended as a planning tool for recreational pathway use.Actual conditions in the field may vary. Figure 20:Pathways Map Park Classifications See Appendix A for more information on park classifications. Section 6.0 Component-Based Level of Service Classification In general,the Meridian Park Classification System appears to work well with the current inventory. Each class of parks or facilities fall within reasonable ranges for acres and quantity of GRASP® components. The following table summarizes the classification system by park, component diversity, total components, and acres. Based on existing conditions, parks fall into the following classifications. Classification Location Diverse Total Acres Components Components Discovery Park 11 13 77 Regional Parks Julius M. Kleiner Park 25 39 56 Settlers Park 15 33 56 Bear Creek Park 11 13 19 Fuller Park 11 16 17 Heroes Park 10 11 30 Community Parks Hillsdale Park 7 8 10 Storey Park 8 10 18 Tully Park 12 13 18 8th Street Park 5 5 3 Centennial Park 6 6 0.5 Champion Park 7 8 6 Chateau Park 8 9 7 Gordon Harris Park 5 5 11 Neighborhood Parks Keith Bird Legacy Park 8 8 7 Renaissance Park 8 9 7 Reta Huskey Park 8 10 9 Seasons Park 7 8 7 Settlers Village Park 1 1 0.6 City Hall Plaza 6 6 1 Fire Station No.4 Park 2 2 1 Special Use Generations Plaza 4 4 0.2 (Sports Park, Golf, Trailhead) Meridian Swimming Pool 3 3 1 Lakeview Golf Course 2 2 120 Ten Mile Trailhead 1 1 1 Table 8:Park Classification Summary = CITY OF MERIDIAN, . • ParksWhat We Have - Inventory Alternative Providers The following alternative providers are located within or near the Meridian boundary and may provide various services. Park or Facility ership .JILAI I ra...li ca fi' Heritage Middle School Ball Fields 6 West Ada School District Special Use 4 1 Jabil Fields 8 West Ada School District Special Use 2 USER Undeveloped 31 Bureau of Reclamation Undeveloped C.F.McDevitt Park 39 Boise Nei hborhood Park 1 7 1 4 1 1 1 1 1 1 1 Cameron Park 1 Boise Nei hborhood Park 1 1 Cottonwood Park 8 Boise Nei hborhood Park 2 1 1 1 Pe ermintPark 7 Boise Nei hborhood Park 1 1 1 1 1 1 S camore Park 7 Boise Neighborhood Park 1 1 1 Many Home Owners' Association (HOA) and private providers also provide service throughout Meridian. They account for over 260 acres of additional parkland. These properties often have restricted access to the general public but serve adjacent residents or members.The following table summarizes the total number of each component identified at these facilities based on aerial photography and limited site visits. . -.. 6 30 9 .. 15 � 1 • 1 ••• 5 •• 109 6 . . 4 • • • • 89 513• Hart,—Morgan Stem Academy 1 1 1 1 1 1 1 • - 1 S35 Central Academy 1 2 S15 Chaparral Elementary School 1 1 1 1 1 1 • S12 Chief Joseph Elementary School 1 1 1 1 1 49 S39 Compass Public Charter School S,8 Crossroads Middle School , 1 , • 5 807 H iscwery Elem eulary School 1 1 1 1 - • 4 832 Heritage Middle School 1 1 1 1 1 S38 Hillsdale Elementary School 1 1 1 1 SO4 Hunter Elementary School 1 1 1 1 4 S17 Lewis&Clark Middle School 1 1 1 1 1 1 1 •• 805 Lowell Scotl Middle School 1 1 1 1 1 1 822 Mary McPherson Elementary School 1 1 1 1 1 1 Find additional alternative provider details in 337 MendianAnademy 1 1 S16 Meridian Elementary School 1 1 1 1 1 Appendix A. S40 Meridian High School 3 a 6 814 Mendian Middle School 1 1 1 1 1 S34 Mountain View Hgh School 3 4 2 6 1 831 Pammount Elementary School 1 , , , Schools SOB Pathways Middle School 1 1 S21 Pepper Ridge Elementary School , 1 1 1 S20 Peregrine Elementary School 1 1 1 1 1 Sol Pioneer School ofthe Ms 1 1 1 11 1 1 The analysis recognizes that schools offer 810 Ponderosa Elementary School 1 1 , 1 1 some recreation opportunities to the general S33 Prospect Elementary School , pp S33 Renaissance High School community but often have limited public access. S,l Rorkiver Valley Elie High Schuelry School , 1 1 S36 Rocky Mountain High School 3 4 6 1 Some schools also provide valued indoor 808 Sawtooth Middle School 1 1 1 1 S28 Siena Elementary School 1 1 1 1 1 1 facilities for programming by the department. I S19 ISpaklingSTEMAcademy 1 1 , , Find additional schools' data in Appendix A. 809 VictorUstick Elementary School l S02 Victory Mitldle School 2 2 2 6 1 827 Wilk-Creek Elementary I 1 1 1 1 1 1 1 1 RECREATIONPARKS AND Section 6.0 System Map The system inventory map shows Meridian's relative size and distribution of existing parks and recreation facilities. Parks & Recreation System Map Meridian,Idaho Legend Indoor Facility -- 20 -� '� -__ _�__ --Existing Trail/Pathway -lij Willow Cre,k - — --I __� Proposed Keith Birtl� `J J Legacy Par Elemeb[ary Element ry -f ? � �I TraillPathway roe Ik 'Par k Iz - '1=�Qi� =Freeway I Interstate Fl�n7age itlktlle C .McDevitt Highway eme_ sNhdoPBatli L Perk M ivae —Major Street/Road Hentge y� otlon tl Other Street Road Middle Sshoo/_ L_ �---rl' `Camreron a Lake I River Stream Rete Huskey rk --_ _ t- r 55 park City of Meridian J = _ hemp, n Boise ersi We tern Ada Recreation Ten Mile' 1-�-�" —IJ ��r. t! an, usnck District i s seadons Trailin `r/,�_I �� - rJ 'L_, , J Western Ada School Parke - t ally Park -��� j Y r District law - ulius- .KI finer e hat eau 8th Street P c +Bureau of Reclamation ' ark r Mendian` VialgeePark_ I rkl School t Meridian errs Library J - I ridi'an HOA Parks Regional Pi*rk n '.� ((({ ������....,,,,/////Meridla idd/eII--Sc�I , Fairviev SattiaiCentr.n_ Property d Cble V.Uey Ct School L f_1�Meridian City Limit T AA'J liar �-BoyI 8 Girls Club AW.Hagiart Comm mry-enar l _ ,``Park ~_ Ern_ rations Plaza n r—— _ -� cit¢HaII ��<ennlal�ak - tt ffHomeronrt I, na,an- I_I Chamber o/ � ��gcatleTy - _ J an larl bi moral- IJ"�.Franklin L'--� Swimming Pool tdrer/.park�_,_ Syca ore�\ it i-_� . -��'^'-Ir--�.� Parkm ^`_I � �I � 1 I� I - � L_ Jabil `r JJJ p Overla ntlJ "`J � Gordor'Haarris PepF-i ` Park iJ Park C ee rk zrk 1 I "'Illy I _ _ Fire S fioh i Middle Schoo! ,^ lNp.4l,Park vi�roy -1 e J ark MCA -1 Hillside Park 0 % t 2 Miles ` t.-.-. McpPratlucetlFaCAyofMe'itlien-Sy The GRASP@Tmm This Map lslntendetl Fa Planning&Oiscussim Purposes Only- ��IJ -�� I c. r Please Refer TO The Pmject 0oormenfFa Mep Oeisls � Lagentl Elements Mny Very Slightly In Size,Colm &Transparency From Those Shown On Map ` GIS Data Sou roes Maylnclude' City of Meridian,ESRI,GRASP@ Team-January 2022 Copyright©2022 Meridian Columbi Figure 21:System Map Larger scale maps are located in Appendix A. InventoryWhat We Have - Parks & Facilities B. STEP 2: ASSESSMENT AND ANALYSIS - HOW ARE WE DOING? Regional Parks Park Scoring Park scoring illustrates how the parks and components community Neighborhood Score Score serve residents and users. There is no ultimate or Settlers Park 382 166 perfect score. These scores often make the most Julius M.Kleiner Memorial Park 339 257 sense when compared within the same classification, DiscaveryPark 86 68 Le., when comparing one Community Park to another Community Park. It may be reasonable that there is a wide range of scores within a category. Still, it may also Community Parks be an opportunity to re-evaluate a park's particular classification based on the level of service it provides mmunity Neighborhood to the community or neighborhood it serves. In the Score Scare Fuller Park L 91 Aii. 70 case of Discovery Park, it is in Phase I development Tully Park ■ 73 I LL- 62 would mean adding Community and Neighborhood 6earCreekPark ■ 67 53 value as further development occurs. Heroes Park ■ 62 52 Storey Park I rn IM51 In addition to locating components,the assessment Hillsdale Park includes quality,function, condition, and modifiers. Cumulative scores reflect the number and quality of Neiahborhood and Mini Parks these components and the availability of modifiers such as restrooms, drinking fountains, seating, parking, Community Neighborhood and shade. Higher scores reflect more and better Parkorl'acility smr re recreation opportunities than lower scores. Keith Bird Legacy Park ` 57iM 52 M Reta Huskey Park 44 Renaissance Park 47 Chateau Park M43 Champion Park _38 Seasons Park llllllllllllllI" IIIIIIIIIIIIIIIIF38 Centennial Park lllllllllllllll r 36 Gordon Harris Park 1111W 31 IL&L 31 Sth Street Park IL 29 _P9 Settlers Village Park 4 1 4 9t' *y4 Special Uses Communi Neighborhood Score Score City Hall Plaza 1 34 01 34 Generations Plaza RL 24 L 24 Meridian Swimming Pool IIIIIIIIIIIIIIIIIIiii�9 `14 y Lakeview Golf Course _14 _14 Fire Station No.4 Park _13 _13 Ten Mile TraiIhead 10 10 Heritage Middle School Ball Fields 7 2 JablJl Fields 7 1 4 Table 9: Park Scores by Classifications RECREATIONPARKS AND Section 6.0 Level of Service Analysis What is the Level of Service, and why do we use it? Level of Service (LOS) measures how a system provides residents access to parks, open spaces, pathways, and other facilities. It indicates the ability of people to connect with the outdoors and nature and pursue active lifestyles with implications for health and wellness,the local economy, and quality of life. LOS for a park and recreation system tends to mirror community values, reflective of peoples' connection to their communities. It is also useful in benchmarking current conditions and directing future planning efforts. The service offered by a park or a component is a function of two main variables: • What is available at a specific location • How easy it is for a user to get to it. What Is GRASP®? GRASP has been applied in many communities across the country to measure LOS. With GRASP®, information from the inventory combined with GIS software produces analytic maps and data, called perspectives, that show the distribution and quality of these services. What Do Perspectives Do for Us? Perspectives can take the form of maps, statistics, diagrams, tables, and charts. These analyses provide benchmarks or insights useful in determining community success in delivering services. The inventory performed with the GRASP®-IT tool provides details of what is available at any given location, and GIS analysis measures user access. People use various ways of reaching a recreation destination: on foot, on a bike, in a car, via public transportation, or some combination. In GRASP® perspectives,there are two distinct types of service areas for examining the park system to account for this variability: • Walkable Access - uses a distance of th mile, a suitable distance for a ten-minute walk. • Neighborhood Access - uses a travel distance of one-mile to each component. It is intended to account for users traveling from home or elsewhere to a park or facility, most likely by bike, bus, or automobile. Combining the service area for each component and � ham I n the assigned GRASP®score into one overlay creates ' p �ai'k Ustick a "heat" map representing the cumulative value of all components. This allows the LOS to be measured for any resident/user or location within the study area. In ly the mapping, the darker orange shading,the higher the LOS. Further discussion on perspectives and GRASP® - — - r`--J ll Kleiner terminology is found in Appendix A. Pa Fk E ark Verrdr n kFairvietiv f ZSrnjiukCvntur' Figure 22:Example of a GRASP®LOS Perspectives Heat Map NOTES: • Proximity relates to access.A component within a specified distance of a location is considered"accessible." "Access"in this analysis does not refer to access as defined in the Americans with Disabilities Act(ADA). • Walkable access is affected by barriers,obstacles to free and comfortable foot travel.GRASP@ analysis accounts for these barriers. • The LOS value at a particular location is the cumulative value of all the accessible components within a given service area. 84 CITY OF • InventoryWhat We Have - Parks & Facilities Walkable Access To Recreation Pedestrian Barriers Pedestrian barriers such as major streets, highways, railroads, and rivers significantly impact walkable access in Meridian. Zones created by identified barriers, displayed as dark purple lines, serve as discrete areas accessible without crossing a major street or another obstacle. Various green parcels represent parks and properties, and brown parcels are schools. 20 Gr O Y.'��nill r a u do wa b - IL Ilb Lar Cr, pry - Fairview 77 m 0 'a u Vitt4:�+ ictof; l � L L i Legend -Inset Map QPedestrian Barriers Meridian City Limit Coiu mb e Figure 23:Walkability Barriers"Cut-off"Service Areas(where applicable) The dark purple boundaries represent pedestrian barriers. Walkability measures how user-friendly an area is to people traveling on foot and benefits a community in many ways related to public health, social equity, and the local economy. Many factors influence walkability, including the quality of pathways, sidewalks, or other pedestrian rights-of-way, traffic and road conditions, land use patterns, and public safety considerations. Walkability analysis measures access to recreation by walking. One-half mile catchment radii have been placed around each component and shaded according to the GRASP®score. Scores are doubled within this catchment to reflect the added value of walkable proximity, allowing direct comparisons between neighborhood access and walkable access. Environmental barriers can limit walkability. The LOS in the walkability analysis has been "cut-off" by identified barriers where applicable. Section 6.0 The following analyses shows the LOS available, based on a ten-minute walk. Gray areas fall outside of a ten-minute walk to recreation opportunities. The images' darker gradient areas indicate higher quality recreation assets based on the ten-minute walk. The first analysis shows only service provided by Meridian parks and the second analysis included Meridian parks and other providers. Meridian Service --- r p � f' r—o , i � Mun illar. 55 n u Q J m■ 7 �w7 Cherry � � � LiairV1 g � � s Franklin I er and J — Legend-Inset Map L, _ GRASPC)LOS _`r� `J Jyl Vicfo Range:0 to 644 + `- No Access within 10 y r f L-:Vq min walk Less Access within _ �- 10 min walk `J G reate r A cce ss within 10 min walk Ca lumhia Figure 24:Walkable Access to Outdoor Recreation Opportunities Provided by Meridian Parks(only) CITY OF MERIDIAN,IDAHO InventoryWhat We Have - Parks Facilities Meridian Service with HOA Parks z0 — !I I — o Ii a'x i—I IH C rL L -_ a� ❑ d v oo�1 ter. Ma d1lan I r �JL L Cherry ba 0Li ran it J r� e v?= tL--- �J er and II � t Legend r I n+ n \ VI ry( victory c G RA SP(R:)L o S r--- Range:0 to 680 9 __',f ° f ° _ No Access within 10 min walk Less Access within 10 min walk J d _ _ .�J Greater Access �- .l I within 10 min walk lumhia Figure 25:Walkable Access to Outdoor Recreation Opportunities by All Providers In general,these images show that Meridian has an excellent distribution of parks and facilities. The orange shading in the maps allows for an understanding of LOS distribution across the City. Areas of higher concentration are at several locations throughout the City, but most predominant is around Kleiner Park. The following figure shows the high-value area near the l; � ., red star indicates the maximum GRASP®value area. From f ��•�� this location near Kleiner Park, users can access all 39 components at Kleiner Park. In addition,the senior center, five HOA parks (12 components), and an elementary school are all accessible within a ten-minute walk. i I Figure 26:Walk High-Value Area RECREATIONPARKS AND Section 6.0 While the heat maps are an important tool in looking at equity and distribution of services,they are limited in some areas. For example,they do not indicate what LOS is appropriate. Therefore, additional analysis is performed. The ability to show where LOS is adequate or inadequate is an advantage of using GIS analysis. First, an appropriate or target LOS for Meridian residents is determined. The target value would be comparable to a typical or average Neighborhood Park in Meridian (see following table). The diversity within these parks represents the critical finding that parks vary greatly yet score similarly in the GRASP®system. Based on the previous plan and analysis a target of a park with at least eight different components or a park with five components and a nearby trail/pathway. Examples of these parks in Meridian are Chateau, Keith Bird Legacy, Renaissance, and Rita Huskey Parks. Chateau Park 7 Neighborhood 2 1 1 1 1 1 1 1 8 9 Keith Bird Legacy Park 7 Neighborhood 1 1 1 1 1 1 1 1 8 8 Renaissance Park 7 Neighborhood 2 1 1 1 1 1 1 1 8 9 Reta Hus key Park 9 N. boyhood 1 1 1 1 3 1 1 1 8 10 Table 10:Target Park Calculation Walkability Gap Analysis These "target value" parks and their components will likely attract users from a walkable distance. The following map brackets GRASP®values to areas that meet this target score, fall below the target, or offer no service within walking distance. Purple areas indicate where walkable LOS values meet or exceed the target in the following figure.Areas shown in yellow can be considered areas of opportunity. Currently parks and assets in these areas do not meet the target value. Improving the LOS value in such areas may be possible by enhancing the component quantity and quality in existing parks without acquiring new lands or developing new parks. Another option might be to address pedestrian barriers in the immediate area. In this analysis, 48% of the City's land area has LOS that exceeds the target value or, in other words, is purple. 6% percent (gray) is without access to recreation opportunities within a 10-minute walk.Yellow regions (46%) have access to some recreation but not at the target level. s, r Now Now Q _- I ........... .. tS.. NMI = CITY OF • InventoryWhat We Have - Parks & Facilities Walkable Access to Outdoor Recreation Opportunities Meridian,Idaho Legend G1RAS1o0)Gap Analysis Target 86A W// Ire A th - I •MeT.ss or Exceeds 1 IK i Bird �}- EI ry P11r;F 4rC } T-��-- '-- LgacYP k T-'� F,¢_man 4 z Below Target H ary 'Park Ir lr�i� NOAccess wRhin lg H�dWt6ge @IZtlle C F.McDevitt -_. SNhdol Ball Itl L Perk IMn 4 Indoor Facility M Earettng H 9 S IhiM 610 d ti TaillPathway L,-t -I»� r�F �aPPmeron Proposed 4..H k y'Pa rk Park a TmillPathway J__ �1�RC- —Freeway I Irdersfafe I1_-� 4j.__ers�.L��� l�!ark p5n Highway T-M le I P3'ik I.lust Malor street l Road Tra'Iheatl "l- nine,street I Road Park I T�71(y PJrk-•--- Lakev'ew y hateau l,,,iii�_�xSlm`t Par{i �i �Ik KI rror Lake l Ri-1 Stream Golf Course Lui Settlem ark Mentlianl City of Meridian CWlape Park West Mar 1 r Lb ry s ndr n +Boise Reg onal P k r Mendia Mddl School, Fan 3NmolCentev Property FWestern Ada �, Col Valley Chnsri-School Recreahon Distdct (Park I MendiaH Cor?munrry Center Western Ada School GPrmraBons Plaza I, � District -� ktenniallPark Cil�}Hall l� � I I _ Bureau of jChamb,,of I I; y° j �Reclamabon _ Commerte y nkl,n i School rt rr S gPool to,�L ark I HOA Parks - Sycamore� u 'r Park CJ'Mendmn City Limit I � J bil l m ver Gordon' I� -k k Park�-"`.: 11 Z ar Cise�lc Par J. Yrcro .`I,J Park I. � _Fire Sk,tin 14 Middle School _ '�� >_Np9lrark lI i ' T uic�ory I� I[PP.,k IMCA W�E 1`�1 I 17}{ _ Hillsdale 0 Y� 7 2 `\ Miles L.�.-. j:..., _.. Map Produced Far CRyd Merka,-By The GRASPSTeem t'-'rl �� This MaPalnknded Far NaMni, &Dxusskn Purposes Only- `-� � ,--�1 of rY -I I P. Re TOThe Projed DowmentF.Wp Detals 11 v Legend Ekme Wy`%810tN11 Sae C- -- J I ��� STransparen So,Those lalod On Map _-.lI GISData1,GRASMeT..-e IIIr `I \\ CMolMekeWWigi0202MTeam-January20]2 COPMigM©2022 Merkan Figure 27:GRASP®Walkable Gap Analysis(10 min= %2 mile Service Area) The results are more favorable when comparing this analysis to census data as Meridian is well positioned,with virtually all residents within walking distance to some outdoor recreation opportunities, including 68%within a target score(purple) area.These are positive results and offer opportunities for improvement in yellow or lower-scoring areas.This chart illustrates the population by service level. It indicates that parks are generally well placed and capture a higher population than land area. % of Population With Walkable Access to Outdoor Recreation 0% Percent Totaf Area=0 32% Percent Total Area >0 AND <86.40 68% Percent Total Area >=86.40 Figure 28: Percentage of Population by Service Level RECREATIONPARKS AND Section 6.0 I. }It, W ..... � F :•., ' ��` �`���� f �a-. " a � ��X � _� ,ram�� +'�_ ti Neighborhood Access to Recreation Analyses also examine neighborhood or one-mile access to recreation opportunities. Again, looking at service provided by Meridian parks only and then services by all providers. Darker gradient areas on the following images indicate higher quality recreation assets based on a one-mile service area. Meridian Service r' J r - � zo - __ * 1+1 r5 rt -z.J - c i a 55 1A Cherry , X� T � 17� d irvi a m verand r+ Legend -Inset Map +` ---1 GRASP®LOS �� ° 1 yi o victory Range: 0 to 600 i f ' L� No Access within 1 ti r mile `1•�_� —L ` tq�� Less Access within 1 �� 69 �, ;' U mile �- 4 ' ' q Greater Access E'J' within 1 mile t� I Figure 29:Neighborhood Access to Outdoor Recreation Opportunities Provided by Meridian Parks(only) = CITY OF • InventoryWhat We Have - Parks & Facilities Meridian Service with HOA Parks 20 J r L, IaLv j r �r^M1 �V :;.6 cq ■ ;�, r, g sherry i .F S }� w L a 9 •1 0 * 4 U verand r+ _ L L Legend - � r, ' 177 w GRASP®LOS �___I � L Ju' to victory r Range: 0 to 683 .a No Access within 1 mile 69 Less Access within 1 mile i 6 ~ _ I raj F� Greater Access +� r within 1 mile i L_—_ ou Figure 30:Walkable Access to Outdoor Recreation Opportunities by All Providers These maps show that Meridian has an excellent distribution of parks and facilities. Areas of higher concentration are distributed throughout the City, but most predominant is around Kleiner Park. The orange shading in the maps allows for an understanding of LOS distribution. For example, the red star indicates the most significant GRASP®value area (683) in the following figure. The dashed line is a one-mile service area. From here, residents can access three Meridian parks with 50 components, four HOA parks with 16 components, and two schools. a Section 6.0 lJ _ _ i _ 4 e RM •r raa ar-ter�r _ Figure 31: Neighborhood Access(High-Value Area — K- Neighborhood Gap Analysis In this gap analysis, 77% of Meridian is in a purple area (target score), 20%yellow and just 3% gray. Neighborhood Access to Outdoor Recreation Opportunities Meridian,Idaho fh•_-�'`+ } e Legend GRASP®Gap 28 1l _� �,-� -- Target:86.4 r A ^ Li NM/o^a'Gt't'k ��r'+ �• Meets or Exceeds jl,e G" l-t ermr,�r „py99 r„,�, Target LNe i P:r. �� r - ?- I Below Target r J., I. ¢ R n •~ = amp I�I No Access within l 1 t_ c�aalydpe le II4 c .Mmevel �mlle ! _ p ^r tic • Mc it O Indoor Facility 1 a 1.Existing Trall/Pathway _____--_• ` -____ - r (r�r- t __{. Proposed �- _i 55 ° _- '�-n ne T,,IIPathway Freeway l Interstate Highway pa^M I ,J' ` —Major Steel lRoad j T ••a L- - ^ �-i —Other Street/Road Y cP�� pvs - rty- .rcn �j Lake/River l Stream - r•1' -x ' [A!'r�ka'aJ 5vi Y' "ikW Part. l+.1[ City of Meridian _ - ,perryLW h y �iA 111¢ynlin �Boise 1 a1A •t,'• - h �.,.tl k. - eirvie xy xr/ r d 4 II.. "' Western Ada LWr L6iltry Zh dvr'SrAool �Racreation Ois[rid Il2r `3arsIdG.Vls CJLL ldv1 Co G Nrr Lrnai Western Ada School _ — t _ k a� l l O6RldnncPeze = p Diet�t �'-r-tf - !�- C Hall r�. 11 Burean c1 r Z o i Reclamation x I ; J •r -adv o aY n— eK x School • MtFnmIn09� 5y i,�l 4,} � + _ �C'.•er14 I.�.-_� _. �,y� - _HOA Parks - ft� ,_t Meridian City Limit • - ter---, .r---- _J -- � - 0se1a^d n i � - xn r_i-•� rart ' wcra•v 4" �- �� �h i �' f Ire nldcrr scnml - , ,.-.r-HP.:, erx i �4f 4 --S •t'• I Ilr�a,b Miles 'y Map Pmdu�d For City of Meridian-By The GRASK Twor v This Map Is Intended For Planning 8 Dl—aim Purposes Only- 'a ` -.J I %ease Refer To The Pged Document For Map Details I' I Legend Elements May Vary Slightly In Shia,Color -- - r�. ❑ _ _�' B Tansparenq F-Those Shown On Map J I �J- - GISDataSourcesMayInclude: City of Meridian,ESRI,GRASP®Team-January 2022 ` _ ClumDl C%yrghM 2022 Meridian ___ Figure 32:Neighborhood Gap Analysis(I mile service) ANCITY OF • InventoryWhat We Have - Parks & Facilities A comparison to census data shows all residents live within a one-mile service area. Percentages are shown in the following pie chart. % of Population with Neighborhood Access to Outdoor Recreation 9% Percent Total Area=0 Percent Total Area >0 AND <86.40 Percent Total Area >=86.40 Figure 33:Percentage of Population by Service Level GRASP@ Comparative Data Meridian parks are comparable to other agencies across the country by using these scores. The GRASPO National Dataset currently consists of 83 agencies, 5,488 parks, and nearly 30,800 components. Top 35ofall C0 Top 35ofall Park Scores Q1 Ul Park Scores 2 M 300 Components, Agencies, Parks When comparing Meridian to other agencies and parks in the dataset, six parks score in the top ten percent of all parks in the overall GRASP@ score.Two of those two parks are in the top 35 parks overall. Additional findings in these comparisons reveal that Meridian is above the average of other similar- sized agencies in components per location,the average score per location, and components per capita. 2 Components Top 35 of all Avg Score /1 K Population Park Scores Per Location GVRD,CA-2 10 Peartand,TX-8 Victorvitle,CA-37 However, Meridian scores lower total park and in parks per capita. 125 Total Locations Parks/1 K Population GVRD,CA-36 10m2 I GVRD,CA-0.3 The table (right) provides additional comparative data from other communities of similar populations to Meridian across the United States. Because every community is unique,there are no standards or "correct" numbers. Section 6.0 Greater Vallejo Hampton,VA Victorville,CA Meridian,ID Recreation Pearland,TX Average District,CA 2019 202D 2D22 2D20 2015 2015-2D22 136,128 127,D27 124,79D 119,217 101,900 121,932 � 4.7 2.7 5A 2.1 2.9 4 28,192 41,341 23,191 57,894 30,468 37,535 79 21 25 36 21 36 542 169 256 216 164 269 1 8 1D 6 8 8 2064 775 1694 875 1556 1,393 15 6 14 7 15 11 .� 26 37 68 24 74 46 ■ i 96% 57 h 97 h 52% 85% 77% ■ ■ 127 58 179 59 162 117 4 1 2 2 2 2 ■ 27 22 33 29 55A 33 2D% 34 h 68% 27% 50% 4D% 1731 6049 4992 3312 4852 4,187 0.58 D.11 0.20 D.3D 021 D.3 Betterthan the average Be low th a ar eraq e Table 11:GRASP®Comparative Data 2022 to 2015 Overall Comparison One advantage to a plan update is comparing the LOS results from 2015 to the most recent analysis. The following table shows many different comparisons and generally indicates that the LOS for residents has been maintained despite significant growth. While the population has increased,the number of parks, components, and overall LOS has increased to keep pace overall. Perhaps the most significant increase is in the percentage of residents with walkable access. Part of this increase reflects the appropriate locating of new parks and a more thorough inventory of existing HOA parks. What We Have - Parks & Facilities Inventory Assesment 2022 2015 194,790 94,289 23,191 18,159 ■ 25 21 256 207 1694 1317 • 14 14 67-8 62-7 a 97% 98% • a 179 196 2 2 + - 33 38 ■■ ■ 5-4 52 680/0 bu% - - - 4992 4490 •+ 020 022 Table 12: Master Plan Comparison Capacities Analysis A traditional tool for evaluating service is capacity analysis, which compares the number of assets to the population. It projects future needs based on a ratio of components per population (i.e., as the population grows over time, components may need to be added to maintain the same proportion). The following table shows the current capacities for selected elements in Meridian. While there are no correct ratios, use this table in conjunction with input from focus groups, staff, and the general public to determine if the current ratios are adequate. r � PARKS AND RECREATION MASTER PLAN UPDATE Section 6.0 TWA eC CuD on Cunent Ratio per .. . -d on Quantity 2021 Ratio component . .. Population 124,790 142,522 Aquatics,Spray Pad 5 0.04 24,958 6 1 Basketball Court 3 0.02 41,597 3 0 Basketball Practice 16 0.13 7,799 18 2 Climbing,Designated 2 0.02 62,395 2 0 Goncessions 9 0.07 13,866 10 1 Diamond Feld 19 0.16 6,668 22 3 Disc Golf 2 0.02 62,395 2 0 Dog Park 2 0.02 62,395 2 0 Educational Experience 2 0.02 62,395 2 0 Event Space 4 0.03 31,198 5 1 Fitness Area/Course 6 0.05 20,798 7 1 Game Court 2 0.02 62,395 2 0 Historic Feature 2 0.02 62,395 2 0 Horseshoe Court 2 0.02 62,395 2 0 Loop Walk 16 0.13 7,799 16 2 Open Turf 16 0.13 7,799 18 2 Passive Node 8 0.06 15,599 9 1 Pickleball Court 10 O.08 1Z479 11 1 Playground, Destination 3 0.02 41,597 3 0 Playground, Local 17 0.14 7,341 19 2 Public Art 7 0.06 17,827 6 1 Rectangular Feld Large 7 0.06 17,827 6 1 Rectangular Feld Multi le 2 0.02 62,396 2 0 Shelter Large 24 0.19 5,200 27 3 Shelter Small 12 0.10 10,399 14 2 Tennis Court 7 0.06 17,827 8 1 TraiIAr-cess Point 13 0.10 9,599 15 2 Trailhead 2 0.02 62,395 2 0 Volleyball Court 2 0.02 62,395 2 0 Water Access Developed 3 0.02 41,597 3 0 Water Access General 2 0.02 62,395 2 0 Water Open 2 0.02 62,395 2 0 All components with ccrrent quantities less than 5 are omitted Pojected population growth vill not likely trigger additional need in 5 years Table 13:Meridian Capacities The table's usefulness depends on future residents' interests and behaviors and the assumption that they are the same today. It also assumes that today's capacities are in line with needs. The capacities table bases analysis on the number of assets without regard to distribution, quality, or functionality. Higher LOS is achieved only by adding assets, regardless of the location, condition, or quality of those assets. In theory, the LOS combines location, quantity, and quality. Based on projected population growth, Meridian needs to add components shown in red and include many of those components currently found in a typical neighborhood park. Other components may be part of a future Discovery Park expansion and serve the greater community. Meridian provides approximately 3.9 acres per 1000 people. The City should consider adding 69 acres of developed parks over the next five years based on projected population growth to maintain that service level. InventoryWhat We Have - Parks Facilities to N v N Q Meridian Parks 464 Current Rat�oof ParkAcFesper000 Populaton UJRRENT POPLILA TON 2021 124,79D Current Ratio-of Park Acres per 1000 Population 3.9 PROJECTED POPLLATION-2026 142,522 Total acres needed to maintain current ratio park acres withgrowth* 553 Acres io add vfdevelvped Parks" 69 'Does not lncklde andevetgped park acres at West McRden R?Vonal Park Prcperty(40 Table 14:Acres of Park Land per 1,000 Residents Comparing Meridian to national statistics published in the "2021 NRPA Agency Performance Review: Park and Recreation Agency Performance Benchmarks", Meridian does well in some categories but falls short in others. Based on the calculations,the City falls short in a few components but many of those may be provided by other providers as indicated in the table notes. Meridian meets or exceeds the median in diamond fields and adult soccer fields. 2021 NRPAAgency Performance Review:Park and Recreation Agency Performance Benchmarks Outdoor Park and Recreation Facilities Median Need to add Need to add Agencies Number of Meridian Meridian to Meet with Offeringthis Residentsper Residentsper Residents Per Park NA 3,104 4,992 21 Acres of Park Land per 1,000 Resrdents NA 8.9 3.9 530 627 Basketball courts 97.4% 9,477 41,597 3 12 14 Community gardens 48.3% 72,238 NA 0 2 2 Diamond fields:baseball-adult 51.3% 38,899 -1-6 -15 Diamond fields:baseball-youth 78.0% 12,914 6,S68 19 -9 -8 Diamond fields:softball fields-adult 65.5% 28,081 -1s -14 Diamond fields:softball fields—yorah 59.3% 26,073 -14 -14 Dog park 64.9% 76,610 6Z,395 2 0 ❑ Playgrounds 94.4% 4,804 6,M0 20 6 10 Rectangular fields:multi-purpose 66.4% 10,792 2 3 Rectangular fields;soccerfield-adult 43.6% 20,000 12,476 10 -4 -3 Rectangular fields;soccerfield—youth 49.9% 12,646 ❑ 1 Skate park 39.3% 109,799 124,790 1 0 ❑ Tennis courts loutdooronly) 1 91.4% 1 5,919 17,827 8 13 16 Camparfsan based onmediml for 10Q XO to 250,L170 poprdatmo?comparison Surplus Possible Deficit Table 15:Outdoor Park and Recreation Facilities—Median Population Served per Facility More on Utilizing GRASP® Perspectives GRASP® perspectives evaluate the LOS throughout an area. Their purpose is to reveal possible gaps in service. However, it is not necessarily beneficial for all community parts to score equally in the analyses. The desired LOS for a location should depend on the type of service,the site's characteristics, and other factors such as community need, population growth forecasts, and land use issues. For example, commercial, institutional, and industrial areas often have lower service levels than residential areas. GRASP® perspectives focus attention on gap areas for further scrutiny.Analyses can determine if current levels of service are appropriate if used in conjunction with other assessment tools such as needs assessment surveys and a public input process. 7. 0 WHERE WE GO FROM HERE RECOMMENDATIONS ACTION- PLAN A. RECOMMENDATIONS After analyzing the Findings that resulted from this master planning process, including the Key Issues Matrix, a summary of all research, the qualitative and quantitative data, the GRASP® LOS analyses, and input assembled for this study, a variety of recommendations have emerged to provide guidance in consideration of how to improve parks, recreation, and pathway opportunities in the City of Meridian. This section describes ways to enhance the LOS and the quality of life with improvement through organizational efficiencies, financial opportunities, improved programming and service delivery, maintenance and improvements to facilities and amenities. t � �- ,s s_ — 4W �` 98 City of Meridian, Idaho Where We Go From Recommendations Action Plan GOAL 1: CONTINUE TO IMPROVE ORGANIZATIONAL EFFICIENCIES Objective 1.1 — Maintain existing LOS goal The City of Meridian currently has a LOS planning goal that is 4 acres of developed park land per 1,000 persons. In 2022, the City is maintaining 3 acres per 1,000 population to keep up with the rapid growth of the City. Meridian should continue with the planning goal of 4 acres, while continuing to maintain the existing 3 acres. Additionally,the City also has a planning goal of 0.59 square feet of indoor recreation space per 1,000 population. The City should maintain the planning goal for indoor recreation space. Objective 1.2 — Enhance and improve internal and external communication regarding department activities and services. The Parks and Recreation Department currently has a Marketing Plan (Communication Plan)that guides the Department's efforts in communicating and promoting its activities, services, and facilities. As part of a larger effort, the City of Meridian has an active communication roundtable that the Department should actively participate with. In addition to the roundtable,the Department should take advantage of training opportunities for new communication methods and branding efforts. The marketing and communication of Parks and Recreation Department activities should be enhanced with a focused effort on adopting open lines of communication and meetings with partners and potential partners within the community. Objective 1.3 — Maintain existing quality standards for facilities and amenities. A top priority from the public response is to continue to maintain and make improvements to existing facilities. The Department should continue to improve and upgrade existing facilities and amenities as well as address low scoring components through the CFP Plan and the Life Cycle Replacement Program. The City-Wide Strategic Plan also identifies: • Completing a golf course Master Plan * completed in 2021-2022 • Creating a plan for Tier 2 and Tier 3 golf course improvements • Developing the Urban Forestry Management Plan with existing staff* completed in 2021-2022 • Taking the Urban Forestry Management Plan to the Planning Commission and City Council for feedback and acceptance * completed in 2021-2022 • Implementing the park identity and theming plan Objective 1.4 — Utilize technology to improve customer service and efficiencies The Department should continue to use a mixed method approach to communicating with the public about programs, services, and opportunities. Mobile marketing is a trend of the future.Young adults engage in mobile data applications at much higher rates than adults in age brackets 30 and older. Usage rates of mobile applications demonstrate that chronologically across four major age cohorts, Millennials tend to get information more frequently using mobile devices, such as smart phones. Parks and Recreation should explore adding navigation apps for parks and pathways. Teaming with the public app AIITrails would be a good starting point. The City-Wide Strategic Plan also identifies adding Wi-Fi in Phase 2 of the Discovery Park development. Objective 1.5 — Increase appropriate partnerships within the community. The City of Meridian Parks and Recreation Department currently partners with a number of agencies to provide programs and activities to the community. The Department should continue to explore additional opportunities, as well as build on their existing partnerships. The City-Wide Strategic Plan recommends establishing a timeline to transfer pool operations from WARD to the City. * Operations were transferred in the summer of 2022. UPDATEPARKS AND RECREATION I MASTER PLAN Section 7.0 GOAL 1: CONTINUE TO IMPROVE ORGANIZATIONAL EFFICIENCIES CONTINUED Objective 1.6 — Staff appropriately to meet demand and maintain established quality of service. As recommended in the Master Plan and based on the Staffing Plan for programs, services, new facilities, pathways, parks, and facility upgrades, it is important to maintain staffing levels to maintain current performance standards.The Department should explore opportunities to increase staffing levels as growth continues. This will require new positions both in parks and recreation. The City-Wide Strategic Plan also recommends promoting and growing the current volunteer program. • 41194111 41JDJ1,T1R?_0VE_F& Objective 2.1 — Maintain and improve existing facilities. The Department should continue to implement existing plans,the CFP, Life Cycle Replacement Programs, and the Master Plan. These plans should be reviewed annually and updated as needed. The City-Wide Strategic Plan also identifies: • Renovating the existing on-course restrooms for ADA compliance at Lakeview Golf Club • Replacing old equipment for improved golf course maintenance operations • Upgrading the golf course irrigation system Objective 2.2 — Expand pathways and connectivity. The Department should continue to update and implement the existing Pathways Master Plan as development continues. As new and existing pathways are designed and renovated,the Department should explore ways to the improve pathway inspections and approval process. To assist with the implementation and oversight of this process, the City should consider the addition of a Parks Operation Crew Chief. The City-Wide Strategic Plan also identifies: • Construction of the six identified pathway connections • Implementation of formal pathway standards based on size, route/loop, and incorporate testing and acceptance requirements prior to final approval • Partnering with the ULI for place-making and amenity design on the Five Mile Creek Pathway • Creating branding and wayfinding tools for priority pathway segments Objective 2.3 — Add indoor recreation space. Based on feedback from focus group participants and the survey results,there is a need for additional indoor recreation space.The Department should continue to explore opportunities to add additional indoor recreation space either through partnerships, purchase of an existing facility, or construction of a new community center.Another option would be to explore opportunities to add community centers to newly planned elementary and middle schools or future regional parks. The City-Wide Strategic Plan recommended conducting a needs assessment and conceptual planning for a new community center. As part of this planning process, a feasibility study was conducted, and conceptual designs were developed. The feasibility study and conceptual designs were presented to City Council and the final report provided as a staff document. Where We Go • - Recommendations Action Objective 2.4 — Develop new amenities at existing parks based on LOS analysis. Demand for usage of Meridian parks and athletic facilities continue to grow, and the Department should look for opportunities to add new amenities to enhance the experience for users.As Meridian continues to grow, the Department should look for opportunities to add parks and pathways in those new growth areas. Also, based on the GRASP® analysis,the Department should look for opportunities to add new components at existing parks where the LOS is below threshold. The City-Wide Strategic Plan also recommends: • Design of Phase 2 for Discovery Park and bid for development * completed in 2021-2022 • Construct Phase 2 of Discovery Park using CMGC and design build methods • Construct a teen activity area at Discovery Park in Phase 2 Objective 2.5 — Acquire new land for parks. Based on population growth and a LOS goal of reaching 4 acres of developed park land per 1,000 population,the Department needs to continue to find and purchase additional land for future park development. When considering new parks, priority should be given to areas where LOS is below threshold. Objective 2.6 — Improve parking at parks. Parking was an issue that was identified at most of the focus groups and in the survey. The Department should continue to monitor parking during peak usage times and explore the need to improve and manage parking at parks with popular amenities, activities, and events. Another consideration would be to explore alternative transportation options to reduce parking demand for large scale events. Objective 2.7 — Continue to monitor ADA needs in the community. Parks and Recreation currently has an ADA Accessibility Transition Plan which identifies needed changes during the self-evaluation process. The Department should continue to monitor new facilities and upgrades for compliance. Objective 2.8 — Upgrade comfort, convenience, and customer service amenities to existing facilities. As the Department is making upgrades to and improving existing facilities, it should explore opportunities to add shade, storage, security lighting, and other amenities at existing facilities. Where appropriate, look for opportunities to add public art to new and existing facilities. The City-Wide Strategic Plan also recommends: • Working with the Meridian Arts Commission to finalize a plan for future public art projects • Completing the addition of the Meridian Speedway to the Historic Register • Investigating new locations to add to the Historic Register Objective 2.9 — Create park identity in existing and new parks. As citizen interest grows, and demand for new and different amenities at parks are identified,the Department should explore opportunities to add unique features, such as destination playgrounds, public art, signage, unique shelters, natural play areas, and/or climbing elements at new and existing parks. The newly adopted City-Wide Strategic Plan also has a goal to foster development of Phase 2 of Discovery Parks that uniquely blends arts, entertainment, adventure sports, and culture. Objective 2.10 — Address current and future needs for athletic fields. As demand warrants, explore opportunities to add rectangle and diamond fields as usage increases. To help increase field time, add sports field lighting to new facilities and improvements to lighting at existing facilities where appropriate. Section 7.0 •AL 2: MAINTAIN AND IMPROVE FACILITIES AND AMENITIES CONTINUED Objective 2.11 — Consider programming needs when adding new components to existing parks or when developing new parks. As the Department continues to develop new parks and renovate existing parks, continue to evaluate the programming needs of the community when developing new parks or when adding new components to existing parks. Objective 2.12 — Maintain component-based inventory and LOS standards. The Department should review the component-based inventory from the 2022 Master Plan Update when planning new parks and installing new amenities. The inventory and GIS database should be updated for tracking of new components. Objective 2.13 — Continue to maintain life cycle replacement plan. The Department should continue to monitor and update its life cycle replacement plan annually. •AL 3: CONTINUE TO IMPROVE PROGRAMS Objective 3.1 — Continue to address recreational programming and activity needs of the community. The Department should continue to look for opportunities to expand indoor recreational programs and activities. The community would like to see additional programs for tweens,teens, people with special needs, and seniors. As new programs are developed, continue to monitor recreational trends to stay current with programming and demand. As popularity in program offerings and activities increases, continue to look for opportunities to expand programs around working hours and commuting citizens schedules. Continue to explore opportunities to produce, attract, promote, and maintain events in the City. Exploring opportunities to offer new programs in outdoor adventure recreation to teens and active adults. Continue to monitor participation and demand for family-centered recreational programs and adjust to meet the needs of the community. The City-Wide Strategic Plan also recommends: • Expanding class and program offerings at the new community center • Expanding summer camps to 3-4 sites to help meet community demand • Attracting a national, qualifying sports tournament • Expanding traditional and non-traditional sports leagues and tournaments • Adapting and expanding community events to meet community needs • Adding a City event to enrich Dairy Days • Providing the Parks Division resources to support Dairy Days Where We • • - Recommendations Action GOAL 4: INCREASE FINANCIAL OPPORTUNITIES Objective 4.1 — Increase special event and activities sponsorships. The Department should continue to secure sponsorships for existing and future events. Objective 4.2 — Evaluate developer impact fee ordinance. The Department should continue to monitor impact fees from new developments as growth continues. The ordinance should be reviewed every 3-5 years to keep current with the LOS. Additionally,the Department should review its impact fee revenue annually to align with CFP requests and existing LOS. Objective 4.3 — Pursue grant and philanthropic opportunities. The Department currently takes advantage of grant opportunities available for programming, services, and facility improvements. The Department should continue to pursue any and all grant opportunities at the federal, state, regional, and local levels. Working with the City's CDBG Grant Administrator, explore opportunities to use CDBG funds for parks, pathways, and/or recreation facilities. Objective 4.4 —Implement a Cost Recovery and Pricing Policy. The Department currently has a practice of cost recovery, but it varies based on the different service areas. The Department should implement the recommendations from the Cost Recovery and Pricing Policy study completed during this master planning process. The Department should continue to support the current Care Enough to Share Scholarship Program through increased marketing and awareness of the program to attract more families. Explore feasibility of additional revenue sources for parks and recreation as identified in the "Present and Projected Fiscal Resources" section of the Master Plan. } �I I t f� � '1 - RECREATIONPARKS AND Section 7.0 B. GOALS, OBJECTIVES, AND ACTIONS: The following Goals, Objectives, and Action Items for the recommendations are drawn from the public input, inventory, LOS analysis, community survey,findings feedback, and all the information gathered during the master planning process with a primary focus on maintaining, sustaining, and improving City of Meridian parks, recreation, and pathways. All cost estimates are in 2022 figures where applicable. Most costs are dependent on the extent of the enhancements and improvements determined. Timeframe to complete is designated as: • Short term (up to 3 years) • Mid-term (4-6 years) Long term (7-10 years) GOAL 1: CONTINUE TO IMPROVE ORGANIZATIONAL EFFICIENCIES Objective 11.11: Maintain existing LOS goal Capital Cost Operational Timeframe to Actions Est imate Budget Complete Impact 1.1.a Continue the planning goal of 4 acres of park land per 1,000 population and existing component levels in parks; immediate goal is Staff Time On-going to maintain the 3 acres per 1,000 population that Meridian historically maintains. 1.1.16 Continue the planning goal of 0.59 square feet of indoor recreation space per 1,000 TBD Staff Time On-going population. Objective 1.2: Enhance and improve internal and external communication regarding department activities and services Actions Capital Cost Budget Operational Timeframe to Estimate Complete Impact 1.2.a Participate in communication roundtables and Staff Time Short Term meet regularly to discuss communication and promotional activities and options. 1.2.b Provide training on new communication $0 Staff Time On-going methods and branding efforts. 1.2.c Promote MPR active recreation classes TBD Staff Time Short Term through the Meridian Moves Program, as noted in the City-Wide Strategic Plan. � CITY OF .IAN,IDAHO Where We • From Recommendations Action Objective 1.3: Maintain existing quality standards for facilities and amenities Actions Capital Cost Budget Operational Timeframe to Estimate Complete Impact 1.3.a See CFP Plan Continue to improve and upgrade existing and Life Cycle Staff Time On-going facilities and amenities through the CFP and Replacement the Life Cycle Replacement programs. Programs 1.3.b Complete the golf course Master Plan, as TBD TBD Short Term noted in the City-Wide Strategic Plan. 1.3.c Create a plan for Tier 2 and Tier 3 golf course See CFP Plan Staff Time Short to Mid Term improvements into the CFP, as noted in the City-Wide Strategic Plan. 1.3.d Develop the Urban Forestry Management Plan with existing staff, as noted in the City-Wide $0 Staff Time Short Term Strategic Plan. 1.3.e Take the Urban Forestry Management Plan to the MPR Commission and City Council for $0 Staff Time Short Term feedback and acceptance, as noted in the City-Wide Strategic Plan. 1.3.f Implement the park identity and theming plan, $0 Staff Time Short Term as noted in the City-Wide Strategic Plan. Objective Utilize technology Capital Cost Operational Timeframe to Actions Estimate Budget Complete Impact 1.4.a Continue to employ a mixed method approach to communicating with the public about Staff Time Short Term programs, services, and opportunities. 1.4.b Add a pathway app for wayfinding and TBD TBD Short Term customer service, also team with AIITrails as a starting point. 1.4.c Add Wi-Fi in Discovery Park, Phase 2, as noted TBD TBD Short Term in the City-Wide Strategic Plan. RECREATIONPARKS AND ,D Section 7.0 Objective 1.5: Increase potential partnerships within the community Actions Capital Cost Budget Operational Timeframe to Estimate Complete Impact 1.5.a Staff Time Build on existing partnerships. TBD Potential increased On-going revenue or decreased expenses 1.5.b Continue to explore additional partnerships TBD Staff Time On-going and build on alternative providers to increase LOS. 1.5.c Partner with WARD to establish a timeline to TBD TBD Short Term transfer pool operations, as noted in the City- Wide Strategic Plan. Objective Staff appropriately to meet demand and maintain established quality of service Actions Capital Cost Budget Operational Timeframe to Estimate Complete Impact 1.6.a Based on the Staffing Plan, explore opportunities to increase staffing to meet Will vary $0 based on On-going current needs and maintain optimal staffing level as new parks,facilities, and programs are positions hired acquired, developed, and implemented. 1.6.b Promote and grow the volunteer program, as TBD Staff Time On-going noted in the City-Wide Strategic Plan. � CITY OF .IAN,IDAHO Where We • • - Recommendations Action GOAL 2: MAINTAIN AND IMPROVE FACILITIES AND AMENITIES Objective 2.1 1" Maintain and improve existing facilities Capital Cost Operational Timeframe to Actions Estimate Budget Impact Complete 2.1.a Continue to implement existing plans, CFP, Master Plan, and Life Cycle Replacement TBD Staff Time On-going programs. 2.1.b Review existing plans, CFP, Master Plan, and TBD Staff Time On-going Life Cycle Replacement programs and update as needed. 2.1.c Renovate the existing on-course restroom for Short to Mid ADA compliance (at Lakeview Golf Club), as TBD TBD Term noted in the City-Wide Strategic Plan. 2.1.d Replace old equipment for improved golf TBD TBD Short to Mid course maintenance operations, as noted in Term the City-Wide Strategic Plan. 2.1.e Short to Mid Upgrade the golf course irrigation system, as TBD TBD Term noted in the City-Wide Strategic Plan. Objective 2.2: Expand pathways and connectivity Capital Cost Operational Timeframe to Actions Estimate Budget Impact Complete 2.2.a Continue to update existing Pathways Master Plan; review annually and make updates as TBD $0 On-going needed. 2.2.b Explore ways to improve the pathway inspection and approval process. Consider TBD $0 On-going adding a Parks Operations Crew Chief position to oversee. 2.2.c Construct the six identified pathway TBD TBD Short Term connections, as noted in the City-Wide Strategic Plan. Section 7.0 Objective 2.2 (continued): Expand pathways and connectivity 2.2.d Implement formal pathway standards based on size, route/loop, and incorporate testing and acceptance requirements prior to final TBD TBD On-going approval, as noted in the City-Wide Strategic Plan. 2.2.e Partner with the ULI for place-making and amenity design on the Five Mile Creek $15,000 TBD Short Term Pathway, as noted in the City-Wide Strategic Plan. 2.2.f Create branding and wayfinding tools for priority pathway segments, as noted in the TBD TBD On-going City-Wide Strategic Plan. Objective 2.3: Add indoor recreation space Actions Capital Cost Operational Timeframe to Estimate Budget Impact Complete 2.3.a Continue to explore opportunities to add additional indoor recreation space either Cost will vary through partnerships, purchase of an existing based TBD Short Term facility, or construction of a new Community approach Center. 2.3.b Conducted Conduct a needs assessment and concept as part of the TBD Short Term planning for a new community center, as noted 2022 Master in the City-Wide Strategic Plan. Plan 2.3.c Explore opportunities to add additional Mid-Term community centers to newly planned TBD TBD Long Term elementary and middle schools or future regional parks. Where We • • - Recommendations Action Objective 2.4: Develop new amenities at new and existing parks based on LOS analysis Capital Cost Operational Timeframe to Actions Estimate Budget Impact Complete 2.4.a Short Term Look for opportunities to add parks and TBD TBD Mid-Term pathways in new growth areas. Long Term 2.4.b Look for opportunities to add new components Short Term TBD TBD Mid-Term at existing parks where LOS is below threshold. Long Term 2.4.c Design and bid Discovery Park, Phase 2, as TBD TBD Short Term noted in the City-Wide Strategic Plan. 2.4.d Construct Phase 2 (Discovery Park) using TBD TBD Short Term CMGC and design build methods, as noted in the City-Wide Strategic Plan. 2.4.e Construct a teen activity area in Discovery TBD TBD Short Term Park, Phase 2, as noted in the City-Wide Strategic Plan. Objective 2.5: Acquire new land for parks Actions Capital Cost Operational Timeframe to Estimate Budget Impact Complete 2.5.a Mid to Long Continue to find and purchase additional land TBD Staff Time Term for future park development. 2.5.b Mid to Long When considering new parks, look where LOS TBD Staff Time Term is below threshold. Objective 2.6: Evaluate parking at parks, events, and scheduled activities Capital Cost Operational Timeframe to Actions Estimate Budget Impact Complete 2.6.a Explore opportunities to improve and manage Short to Mid parking at parks with popular amenities, TBD Staff Time Term activities, and events. 2.6.b Consider alternative transportation options to Short to Mid reduce parking demand for large scale events, TBD Staff Time Term especially with large TUP events in parks. Section 7.0 Objective 2.7: Continue to monitor ADA needs of the community Capital Cost Operational Timeframe to Actions Estimate Budget Impact Complete 2.7.a Short Term Continue to monitor new facilities and TBD Staff Time Mid-Term upgrades for ADA compliance. Long Term Objective 2.8: Upgrade comfort, convenience, and customer service amenities to existing facilities Capital Cost Operational Timeframe to Actions Estimate Budget Impact Complete 2.8.a Explore opportunities to add shade, storage, Short Term TBD Staff Time Mid-Term security lighting, etc. appropriately at existing facilities. Long Term 2.8.b Short Term Explore opportunities to add public art TBD Staff Time Mid-Term appropriately at existing facilities. Long Term 2.8.c Work with the Meridian Arts Commission to Short Term finalize a plan for future public art projects, as TBD TBD Mid-Term noted in the City-Wide Strategic Plan. Long Term 2.8.d Complete the addition of Meridian Speedway TBD TBD Short Term to to the Historic Register, as noted in the City- Mid-term Wide Strategic Plan. 2.8.e Investigate new locations to add to the Historic TBD TBD On-going Register, as noted in the City-Wide Strategic Plan. Objective 2.9: Create park identity in existing and new parks Capital Cost Operational Timeframe to Actions Estimate Budget Impact Complete 2.9.a Explore opportunities to add unique features, such as signage, destination playgrounds, Short to Mid public art, unique shelters, theming, TBD Staff Time Term entertainment, and cultural features, natural play areas and/or climbing elements. 2.9.b Foster development of Phase 2 of Discovery Short to Mid Park that uniquely blend arts, entertainment, TBD Staff Time Term adventure sports, and culture. Where We • • - Recommendations Action Objective 2.10: Address current and future needs for athletic fields Capital Cost Operational Timeframe to Actions Estimate Budget Impact Complete 2.10.a Explore opportunities to add both rectangle Short to Mid and diamond athletic fields as use and TBD TBD Term demands warrant. 2.10.b Short to Mid Where appropriate, add or improve sports field TBD TBD Term lighting to new and existing facilities. Objective 2.11: Consider programming needs when adding new components to existing parks or when developing new parks Capital Cost Operational Timeframe to Actions Estimate Budget Impact Complete 2.11.a Continue to evaluate the programming needs Short to Mid of the community when developing new parks TBD Staff Time Term or when adding new components to existing parks. Objective 2.12: Maintain component-based inventory and LOS standards Capital Cost Operational Timeframe to Actions Estimate Budget Impact Complete 2.12.a Review the updated component-based TBD Staff Time Short to Mid inventory and LOS standard when planning Term new parks and amenities. 2.12.b As new parks and components are built, TBD Staff Time Short Mid update GIS database for tracking. Term Objective 2.13: Continue to maintain life cycle replacement plan Capital Cost Operational Timeframe to Actions Estimate Budget Impact Complete 2.13.a Continue to maintain the life cycle replacement TBD Staff Time On-going plan and update annually. Section 7.0 GOAL 3: CONTINUE TO IMPROVE PROGRAMS AND SERVICE DELIVERY Objective 3.1: Continue to address recreational programming and activity needs of the community Capital Cost Operational Timeframe to Actions Estimate Budget Impact Complete 3.1.b Expand class and program offerings at the new community center, as noted in the City-Wide $0 Staff Time On-going Strategic Plan. 3.1.c Expand summer camps to 3-4 sites to help TBD Staff Time On-going meet community demand, as noted in the City- Wide Strategic Plan. 3.1.d Continue to monitor recreational trends to stay $0 Staff Time On-going current with programming and demand. 3.1.e Continue to look for opportunities to expand programs around working hours and $0 Staff Time On-going commuting citizens. 3.1.f Explore opportunities to produce, attract, $0 Staff Time On-going promote, and maintain events. 3.1.9 Attract a national, qualifying sports tournament TBD TBD On-going to Meridian, as noted in the City-Wide Strategic Plan. 3.1.h Expand both traditional and non-traditional TBD TBD On-going sports leagues and tournaments, as noted in the City-Wide Strategic Plan. 3.1.i Adapt and expand community events to meet community needs, as noted in the City-Wide TBD Staff Time On-going Strategic Plan. 3.1.j Add a City Event to enrich Dairy Days, as noted TBD Staff Time On-going in the City-Wide Strategic Plan. 3.1.k Provide Parks resources to support Dairy Days, TBD Staff Time On-going as noted in the City-Wide Strategic Plan. = CITY OF .IAN,IDAHO Where We • • - Recommendations Action 3.1.1 Explore opportunities to offer new programs TBD Staff Time On-going in outdoor adventure recreation to teens and active adults. 3.1.m Continue to monitor participation and demand TBD Staff Time On-going for family-centered recreational programs and adjust to meet the needs of the community. GOAL 4: INCREASE FINANCIAL OPPORTUNITIES Objective Increase special event and activities sponsorshipsM� Actions Capital Cost Operational Timeframe to Estimate Budget Impact Complete 4.1.a Staff Time Continue to secure sponsorships for events TBD and activities. Potential Short Term $0 increased Mid-Term revenue or Long Term decreased expenses Objective OrdinanceEvaluate Impact Fee Capital Cost Operational Timeframe to Actions Estimate Budget Impact Complete 4.2.a Continue to monitor impact fees from new $0 Staff Time On-going developments. 4.2.b Review Impact Fee Ordinance every 3-5 years $0 Staff Time On-going and adjust as needed. Objective Pursue grant and philanthropic opportunities Capital Cost Operational Timeframe to Actions Estimate Budget Impact Complete 4.3.a Continue to seek philanthropic donations and $0 Staff Time Short Term grant opportunities. 4.3.b Work with the City's CDBG Grant Administrator to seek opportunities to use TBD TBD On-going CDBG funds for parks, pathways, and/or recreation facilities. Section 7.0 Objective 4.4: Implement a Cost Recovery and Pricing Policy Actions Capital Cost Operational Timeframe to Estimate Budget Impact Complete 4.4.a Implement the recommendations from the Cost Recovery and Pricing Policy study $0 Staff Time On-going completed during the master planning update process. 4.4.b Continue to support current Care Enough to Share (Scholarship Program)through increased $0 $0 On-going marketing and awareness of the program to attract more families. 4.4.c Explore feasibility of additional revenue sources for parks and recreation as identified in TBD Staff Time Short Term the "Present and Projected Fiscal Resources" section of the Master Plan. C. IMPLEMENTATION GUIDELINES/STRATEGIES The following is a listing of suggestions for successful implementation of the Parks and Recreation Master Plan. These elements represent the commitment and discipline required to integrate the process into daily operations, now and in the future. • The Parks and Recreation Master Plan becomes the guidepost for the Department.When decisions or responses to the community are needed, the plan becomes the reference point for decision making and whether or not new issues or responses to the community are of higher importance than what has been established as existing direction. • The Parks and Recreation Master Plan information should be included as part of the new employee orientation program. • Post the Executive Summary of the plan on the website and track results on the site.This will assist in providing the community with information about the Department's strategic direction and its commitment to results. It may also be helpful to print a color brochure of the Executive Summary to distribute to interested partners and community members to provide a quick snapshot of the plan. • A staff member or team should have responsibility of being the project manager or "champion" of the plan's implementation to help ensure success. This champion is responsible for monitoring the plan's progress and works with other staff, City management, and other departments to effectively integrate the plan within operations. • A staff member or team should be assigned accountability for each recommendation. The project lead will have responsibility for tracking progress of the plan. CITY OF MERIDIAN, • Where We Go From Recommendations Action Plan • Regular reporting of the Parks and Recreation Master Plan's progress should occur. divide the plan into separate fiscal years and report one year at a time, as an on-going annual work plan. Each action item for the year should include a list of strategies that support its completion. The strategies are developed prior to each year for the upcoming list of action items and are developed by the staff members involved in completing the action item. It is the project leader's responsibility to report on his/her action items, in a quarterly report. A suggestion is to enter each year's data on a spreadsheet or strategic planning software that lists the goals, objectives, action items, start dates, completion dates, and the name of the staff member responsible for the action items completion. • At the end of the year, perform an annual review of the Parks and Recreation Master Plan and document any changes to objectives and action items to reflect changes in priorities. This process can be included at an annual review meeting in which successive years' objectives and action items are discussed as part of the annual budget process. Action items will tie into both the operating and capital budget process. • Update major stakeholders on the plan's implementation and results on an annual basis. • Conduct staff meetings on a quarterly or semi-annual basis to review the progress on implementation of the plan. • Post a chart of each year's recommendations on office walls in administrative areas with a check-off column designating completion as part of a visual management program. • If there are ideas for new strategies that arise throughout the year, include them on a written "parking lot" and review them as part of the annual just-in-time review to determine if they change or replace any existing strategies or action items. • At the five-year mark of the plan, complete a shortened update, including repeating the statistically valid survey and demographic projections. Adjust existing recommendations as necessary. Imptementation Guidelines: Strategies for Success Plan becomes the Establish a staff member Each member reports on At end of year,perform Conduct staff meetings If new ideas arise guidepost for the or team to serve as his/her action item in a annual review of the plan on a quarterly or semi- throughout the year, quarterly report. department. project champions. and document changes to annual basis to review include them on a objectives and action progress. written"parking lot" Implement knowledge of Assign member or team items and note priority and review to see if they pan for new employee recommendations and changes. add or replace to orientation program hold accountable. existing initiatives. 000000000000 Post Executive Summary Divide the plan into Develop a spreadsheet Update major Post a chart of each At the 5-year mark of of the plan on the separate fiscal years or use strategic planning stakeholders on plan's year's recommendations the plan,complete a Agency's website. and report 1 year at a software listing goals, implementation on an on office walls in shortened update time as ongoing work objectives,action items, annual basis. administrative areas including a repeat of the Print a color brochure of plan start dates,completion with check-off column statistically valid survey the Executive Summary dates,and staff and demographic Develop strategies for member's name. projections. each action item Adjust recommendations as necessary. RECREATIONENEENEII&� PARKS AND iri APPENDIX A - GRASPS GLOSSARY AIRIDIAN MtKIDIAN HISTORIC • • HISTORIC • ► OWNTOWN -.T DOWNTOWN ESTABLISHED 1 893 ESTABLISHED 1 893 E PINE AVE r y Y BOYS AND i 1 GIRLS CLUB L 1 ± ♦� C .!1l�� i t + + 116 City of Meridian, Idaho 1 • Q Gtossary Buffer: see catchment area Catchment area: a circular map overlay that radiates outward in all directions from a component and represents a reasonable travel distance from the edge of the circle to the asset. Used to indicate access to an asset in a LOS assessment Component: an amenity such as a playground, picnic shelter, basketball court, or athletic field that allows people to exercise, socialize, and maintain a healthy physical, mental, and social wellbeing Geo-Referenced Amenities Standards Process® (GRASP®): a proprietary composite- values methodology that takes quality and functionality of assets and amenities into account in a LOS assessment GRASP® Level of service (LOS): the extent to which a recreation system provides community access to recreational assets and amenities GRASP®-IT audit tool: an instrument developed for assessing the quality and other characteristics of parks, trails, and other public lands and facilities. The tested, reliable, and valid tool has been used nationwide in more than 125 park systems inventories. Low-score component: a component given a GRASP®score of"1" or"0" as it fails to meet expectations Lower-service area: an area of a District that has some GRASP® LOS but falls below the minimum standard threshold for the overall LOS Modifier: a basic site amenity that supports users during a visit to a park or recreation site, to include elements such as restrooms, shade, parking, drinking fountains, seating, BBQ grills, security lighting, and bicycle racks, among others No-service area: an area of a District with no GRASP® LOS Perspective: A perspective is a map or data quantification, such as a table or chart, produced using the GRASP® methodology that helps illustrate how recreational assets serve a community Radius: see catchment area Recreational Connectivity: the extent to which community recreational resources are transitionally linked allows for easy and enjoyable travel between them. Recreational Trail: A recreation trail can be a soft or hard-surfaced off-street path that promotes active or passive movement through parklands or natural areas. Recreational trails are typically planned and managed by parks and recreation professionals or departments. Service area: all or part of a catchment area ascribed a particular GRASP® score that reflects the LOS provided by a specific recreational asset, a set of assets, or an entire recreation system Appendix Threshold: a minimum LOS standard typically determined based on community expectations Trail: any off-street or on-street connection dedicated to pedestrian, bicycle, or other non- motorized users Trail network: A trail network is a functional and connected part of a trail system. Different networks are separated from other trail networks by missing trail connections or barriers such as roadways, rivers, or railroad tracks. Trail system: all trails in a community that serve pedestrian, bicycle, and alternative transportation users for purposes of both recreation and transportation Transportation trail: A transportation trail is a hard-surface trail, such as a district sidewalk, intended for traveling from one place to another in a community or region. These trails typically run outside of parklands and are managed by Public Works or another district utility department. GRASP® Components and Definitions GRASP@ Outdoor Component List GRASP® Outdoor Definition Component Type Adventure An area designated for activities such as ropes courses, zip-lines, Course challenge courses. The type specified in the comments. Amusement Carousel, train, go-carts, bumper cars, or other ride-upon features. Ride The ride has an operator and controlled access. Aquatics, An aquatic complex has at least one immersion pool and other Complex features intended for aquatic recreation. Aquatics, Lap Pool A swimming pool intended for swimming laps. Aquatics, A swimming pool intended for leisure water activities. May include Leisure Pool zero-depth entry, slides, and spray features. GRASP@ Gtossary GRASP@ Outdoor Component List GRASP® Outdoor Definition Component Type Aquatics, Spray A water play feature without immersion intended for interaction with Pad moving water. Aquatics, A therapy pool is a temperature-controlled pool intended for Therapy Pool rehabilitation and therapy. Basketball Court A dedicated full-sized outdoor court with two goals. Basketball, A basketball goal for half-court play or practice, including goals in Practice spaces associated with other uses like parking lots. A batting cage is a stand-alone facility with pitching machines and Batting Cage restricted entry. Bike Complex A bike complex accommodates various bike skills activities with multiple features or skill areas. A designated area for non-motorized bicycle use, constructed of Bike Course concrete, wood, or compacted earth. May include a pump track, velodrome, skills course. Defined campsites may include a variety of facilities such as Camping,Defined restrooms, picnic tables, water supply. Use the official agency count for quantity if available. Indicates allowance for users to stay overnight in the outdoors in Camping, undefined sites. Undefined camping receives a quantity of one for Undefined each park or location. Use this component when the number of campsites is not available or for dispersed camping. Climbing, A designated natural or human-made facility provided or managed by Designated an agency for recreation climbing but is not limited to play. Climbing, Indicates allowance for users to participate in a climbing activity. Use a General quantity of one for each park or other location. Appendix GRASP@ Outdoor Component List GRASP® Outdoor Definition Component Type Concession A facility used for the selling, rental, or other provision of food, drinks, goods, and services to the public. Diamond Field Softball and baseball fields, suitable for organized diamond sports games. Not specific to size or age-appropriateness. Diamond Field, Many ballfields at a single location are suitable for tournaments. Complex Diamond Field, An open or grassy area is used to practice diamond. It doesn't lend itself to organized diamond sports games and from open turf by the Practice presence of a backstop. Disc Golf A designated area for disc golf. Quantities: 18 hole course = 1; 9 hole course =.5 Dog Park An area explicitly designated as an off-leash area for dogs and their guardians. Signs, structures, or features that provide an educational, cultural, or Educational historical experience. They are distinguished from public art by the Experience presence of interpretive signs or other information. Assign a quantity of one for each contiguous site. Equestrian An area designated for equestrian use and typically applied to facilities Facility other than trails. Event Space A designated area or facility for an outdoor class, performance, or special event, including an amphitheater, bandshell, stage. Fitness Course Features intended for personal fitness activities. A course receives a quantity of one for each complete grouping of fitness equipment. Game Court Outdoor court designed for a game other than tennis, basketball, and volleyball distinguished from a multi-use pad, including bocce, GRASP@ Gtossary Outdoor Component GRASP® Outdoor Definition Component Type shuffleboard, and lawn bowling. The type specified in the comments. Quantity counted per court. Garden, A garden area that provides community members a place to have a Community personal vegetable or flower garden. An area designed and maintained to provide a focal point or Garden, Display destination, including a rose garden, fern garden, native plant garden, wildlife/habitat garden, and an arboretum. Golf A course designed and intended for the sport of golf counted per 18 holes. Quantities: 18-hole course = 1; 9-hole course =.5 Golf, Miniature A course designed and intended as a multi-hole golf putting game. Golf, Practice An area designated for golf practice or lessons, including driving ranges and putting greens. Horseshoe Court A designated area for the game of horseshoes, including permanent pits of regulation length. Quantity counted per court. Horseshoes Several regulation horseshoe courts in a single location. They are Complex suitable for tournaments. Ice Hockey Regulation size outdoor rink explicitly built for ice hockey games and practice. General ice skating included in "Winter Sport." Inline Hockey Regulation size outdoor rink built specifically for in-line hockey games and practice. Opportunity to complete a circuit on foot or by non-motorized travel Loop Walk mode. Suitable for use as an exercise circuit or leisure walking. Quantity of one for each park or other location unless more than one particular course is present. UPDATEPARKS AND RECREATION I MASTER PLAN Appendix GRASP@ Outdoor Component List GRASP® Outdoor Definition Component Type A painted area with games such as hopscotch, 4 square, tetherball Multi-Use Pad found in schoolyards. As distinguished from "Games Court," which is typically single-use. Describes an area in a park that contains plants and landforms that Natural Area are remnants of or replicate undisturbed native regions of the local ecology. It can include grasslands, woodlands, and wetlands. A grassy area that is not suitable for programmed field sports due to Open Turf size, slope, location, or physical obstructions. It may be used for games of catch, tag, or other informal play and uses that require an open grassy area. Other An active or passive component that does not fall under another definition. Specified in comments. A place designed to create a pause or particular focus within a park Passive Node includes seating areas, plazas, overlooks, and not intended for programmed use. Pickleball Court A designated court designed primarily for pickleball play. A designated area with a grouping of picnic tables suitable for Picnic Ground organized picnic activities. Account for individual picnic tables as Comfort and Convenience modifiers. A destination playground attracts families from the entire community. Playground,Destination Typically has restrooms and parking on-site. May include special features like a climbing wall, spray feature, or adventure play. Playground, A local playground serves the needs of the surrounding neighborhood. Local Includes developed playgrounds and designated nature play areas. These parks generally do not have restrooms or on-site parking. GRASP@ Gtossary Outdoor Component GRASP® Outdoor Definition Component Type Public Art Any art installation on public property. Art receives a quantity of one for each contiguous site. Rectangular Several rectangular fields in a single location. A complex is suitable for Field Complex tournament use. Describes a specific field large enough to host one adult rectangular Rectangular field sports game such as soccer, football, lacrosse, rugby, and field hockey. The approximate field size is 180' x 300' (60 x 100 yards). The Field, Large field may have goals and lines specific to an individual sport that may change with the permitted use. Describes an area large enough to host one adult rectangular field sports game and a minimum of one other event/game, but with an undetermined number of actual fields. This category describes a large Rectangular open grassy area arranged in configurations for any number of Field, Multiple rectangular field sports. Sports may include but are not limited to: soccer, football, lacrosse, rugby, and field hockey. The field may have goals and lines specific to an individual sport that may change with the permitted use. Describes a specific field too small to host a regulation adult rectangular field sports game but accommodates at least one youth Rectangular field sports game. Sports may include but are not limited to: soccer, Field, Small football, lacrosse, rugby, and field hockey. A field may have goals and lines specific to a particular sport that may change with a permitted use. A shade shelter or pavilion large enough to accommodate a group Shelter, Large picnic or other event for a minimum of 13 seated. Address lack of seating in scoring. A shade shelter, large enough to accommodate a family picnic or other Shelter, Small event for approximately 4-12 persons with seating for a minimum of 4. Appendix GRASP@ Outdoor Component List GRASP® Outdoor Definition Component Type Covered benches for seating up to 4 people are included in comfort and convenience scoring and should not be included here. A small or single feature primarily for wheel sports such as Skate Feature skateboarding, in-line skating. The component may or may not allow freestyle biking. Categorize dedicated bike facilities as Bike Course. An area set aside primarily for wheel sports such as skateboarding and in-line skating. The park may allow freestyle biking. It may be Skate Park specific to one user group or allow for several user types and accommodate various abilities. Typically has a variety of concrete or modular features. Target Range A designated area for practice or competitive target activities. The type specified, such as archery or firearms, in comments. Tennis Complex Multiple regulation courts in a single location with amenities suitable for tournament use. A court that is suitable for recreation or competitive play. Quick-start or Tennis Court other non-standard types specified in comments. Tennis, Practice A wall intended for practicing tennis. Wall Track, Athletic A multi-lane, regulation-sized running track appropriate for track and field events. A trail, paved or unpaved, is separated from the road and provides recreational opportunities or connections to walkers, bikers, Trail, Multi-Use rollerbladers, and equestrian users. Paths that make a circuit within a single site are Loop Walks. GRASP@ Gliossary Outdoor Component GRASP® Outdoor Definition Component Type An unpaved path is located within a park or natural area that provides Trail, Primitive recreational opportunities or connections to users. Minimal surface improvements that may or may not meet accessibility standards. Trail, Water A river, stream, canal, or other waterway trails for floating, paddling, or other watercraft. A designated staging area at a trail access point may include Trailhead restrooms, an information kiosk, parking, drinking water, trash receptacles, and seating. Volleyball Court One full-sized court. It may be a hard or soft surface, including grass and sand. May have permanent or portable posts and nets. Wall Ball Court Walled courts are associated with sports such as handball and racquetball—the type specified in the comments. Water Access, A developed water access point includes docks, piers, kayak courses, Developed boat ramps, fishing facilities. It is specified in comments, including the quantity for each unique type. Measures a user's general ability to access the edge of open water. Water Access,General May include undeveloped shoreline. Typically receives a quantity of one for each contiguous site. This passive water-based amenity provides a visual focal point that Water Feature includes fountains and waterfalls. Water, Open A body of water such as a pond, stream, river, wetland with open water, lake, or reservoir. An area designated for a winter sport or activity. For example, a Winter Sport downhill ski area, nordic ski area, sledding hill, tobacco run, and recreational ice. The type specified in the comments. Appendix Inventory Methods and Process The planning team's detailed GIS (Geographic Information System) inventory first prepared a preliminary list of existing components using aerial photography and GIS data. Components identified in aerial photos were located and labeled. Next, the team conducted field visits to confirm or revise preliminary component data, make notes regarding sites or assets, and understand the system. The inventory for this study focused primarily on components at public parks. Each element's evaluation ensures it serves its intended function, noting any parts needing refurbishment, replacement, or removal. The inventory also included recording site comfort and convenience amenities such as shade, drinking fountains, restrooms, and modifiers. Collection of the following information during site visits: Component type and geo-location Component functionality Based on the condition, size, site capacity, and overall quality, assessment scoring. The inventory team used the following three-tier rating system to evaluate these: • 1 = Below Expectations • 2 = Meets Expectations • 3 = Exceeds Expectations ■ Site modifiers ■ Site design and ambiance ■ Site photos ■ General comments 1 • Q Gtossary Asset Scoring All components were scored based on condition, size, site capacity, and overall quality, reflecting the user's expectations of recreational features. Beyond the quality and functionality of components, however, GRASP® LOS analysis considers other essential aspects of a park or recreation site. Not all parks are created equal, and their surroundings may determine the quality of a user's experience. For example, the GRASP® system acknowledges the essential differences between identical playground structures as displayed in the following example photos: In addition to scoring components, GRASP&IT assesses each park site or indoor facility for comfort, convenience, and ambient qualities. These qualities include the availability of restrooms, drinking water, shade, scenery. These modifier values then enhance or amplify component scores at any given location. This inventory atlas consists of the GIS data displayed by location on an aerial photograph. Compiled GIS information collected during the site visit, including all GIS data and staff input. An accompanying data sheet for each site lists modifier and component scores and observations and comments. Analyzing the existing parks, open space, trails, and recreation systems determines how they serve the public. Level of Service (LOS) defines the capacity of various components and facilities to meet the public's needs regarding the size or quantity of a given facility. Appendix Park Classifications The Nature of Classification Systems Most park and recreation agencies organize lands and facilities into various classes, types, categories, or other schemes as a planning and management tool. Park classification systems are commonly utilized by park and recreation agencies. However, once established, classification schemes are rarely modified. Over time, they may lose effectiveness as a tool due to changing agency or community values. Purposes for classifying lands and facilities into different categories include: • Determination of policies and strategies for management and operation of lands and facilities. • Definition of categories of need for land and facilities and identifying potential acquisitions to meet those needs. • Establish policies and strategies for land acquisition, including exactions, easements, leases, and other processes, in addition to fee-simple purchase. • Establish benchmarks and goals for providing services and measure the efforts towards meeting these. In 1995, the National Park and Recreation Association published the following classification table. It represented the most current thinking on classification and standards for parklands and facilities. NRPA Parks and Open Space Classifications(1995) Parks,Open Space,and Pathways Classification Table Parks and Open Space Classifications Classification General Description Location Size Criteria Mini-Park Used to address limited.isolated or unique Less 1M mile distance in Between 2500 sq,ft and one recreational needs residential setting acre in size Neighborhood park remains the basic unit of the park Up to to 1/2 mile distance and 5 acres is considered Neighborhood system and serves as the recreational and social uninterrupted by non-residentialminimum size.5 to 10 acres is Park focus of the neighborhood,Focus is on informal activity and passive recreation roads and other physical barriers optimal Depending on circumstances,combining parks with School-Park school sites can fulfill the space requirements for Determined by location of school Variable depends on function other classes of parks,such as neighborhood, district property community,sorts complex,and special use Serves broader purpose than neighborhood park. Determined by the quality and As needed to accommodate Community Focus is on meeting community-based recreation suitability of the site,Usually desired uses. Usually Park needs,as well as preserving unique landscapes and serves two or more neighborhoods between 30 and 50 acres o ens ces within a 3-mile distance Large Urban parks serve a broader purpose than community parks and are used when community and Determined by the quality and As needed to accommodate Large Urban neighborhood parks are not adequate to serve the desired uses_Usually a Park needs of the community.Focus is on meeting suitability of the site.Usually minimum of 50 acres with 75 community-based recreational needs as well as serves the entire community or more acres being optimal preserving unique landscapes and open s aces Natural Lands set aside for preservation of significant natural Resource availability and Resource resources,remnant landscapes,open space and Opportunity Variable Areas visual aesthetics or buffering Greenways Effectively tie the park system components together to Resource availability and Variable form a continuous park environment Opportunity Consolidates heavily programmed athletic fields and Determined by projected Sports associated facilities to larger and fewer sites Strategically located Community- demand usually a minimum of Complex strategically located throughout the community wide facilities 25 acres with 40 to 80 acres being optimal Special Use Covers a broad range of parks and recreation facilities Variable—dependent on specific Variable Park oriented toward single-purpose use use Private Parks and recreational facilities that are privately Variable—dependent on specific Park/Recreation owned yet contribute to the public park and recreation use Variable Facilitysystem CITY OF • 1 • Q Gtossary NRPA has since moved to GIS mapping of Park and Recreation Lands. The GRASP® methodology is one example of a GIS-driven, component-based system that may be used for both classification and LOS analysis. Classifications must be clear, straightforward, and understandable. Often methods are adopted that are ambiguous or use conflicting criteria for defining individual classes of lands and facilities. Planners and administrators often try to do too many things at once within a single scheme. A common failing of classification systems is that they tend to be used based on parcel size rather than land use. Often, a large parcel has a wide and diverse set of uses. No single classification encompasses the full range of purposes that the parcel addresses. So a classification is chosen from among the possible choices. Still, it cannot describe all of the functions of that parcel. A common solution is to develop a new category that fits the parcel. Over time, this leads to too many classes and becomes unwieldy and less useful. Consider a site located in a residential area on 20 or 30 acres with a wooded section and a developed park portion. It may have a playground intended for use by the neighborhood but not much else. This site would be classified as a neighborhood park based on usage but a community park based on size. An exception must be made to the standard to assign it to one classification or the other. That same park might have a large lawn area used for soccer games. The combination of size and use would place it in the community park category. Still, everyone considers it a neighborhood park because of its location and the people it serves. Another exception is made to the standard. Or a new classification is created to address the unique situation. Classifications are of relatively little importance to the general public. A visitor chooses to visit a particular park or facility for its amenities, not based on its classification. A park name that includes its classification, such as Meridian Community Park, may suggest to the potential visitor what amenities it contains. However, the choice to visit is still based on the amenities found there regardless of name or classification. Classifications may be most valuable for internal use by an agency. Use or Function Based Level-of-Service Classification Another useful classification system is applied on a land-use rather than a parcel basis. To do this: a. List the various types of uses found within the agency's lands and facilities. b. Sort these into helpful categories relevant to the assets' planning, operation, and management. i. For example, if sports-oriented parks are managed differently than neighborhood parks, a clear and understandable definition of what uses constitute a neighborhood park should be developed. Appendix c. Once the use categories are defined, all of the land and facilities owned and managed by an agency should be evaluated to identify which parts fall within the various classifications. i. This should be done on use rather than a parcel basis. ii. A sports-oriented park may be defined by boundaries that reflect the use. iii. These boundaries may not necessarily coincide with parcel boundaries (though often they will). iv. These boundaries can be drawn in a GIS system and stored on separate layers from the parcel boundaries. V. By creating a new layer in the GIS with classifications based on use or functions, the classification system can be used more effectively to measure and manage the agency's assets. GRASP@ Gtossary Meridian Park Classifications and Descriptions Proposed Uni ue GRASP®Component Proposed Total GRASP® General Design and Development Range based on Component Range based on Proposed Classification Proposed General Description Guidelines Size and Street Frontage Guidelines Current Inventory Current l nventory Appropriate components may include but not be limited to: Destination Playground Servea broad purposeto thecommunity Dog Park and region while still providing adequate Sports Fields neighborhood level ofserviceto adjacent Splash Pads 50+acres based on current inventory Regional Park(Large Urban residents.Focus is on components that Event Space Park) occur in quantities,size and design to Open Turf Full access on at least two sides of park. 15 to 21 39+ serve large groups or community wide Shelter At least one side of the park should have events.May serve users from across city Basketball,Tennis,Picklebal 1,etc. access from a collector or arterial street. or region.Because of service area requires Loop Walk adequate parking facilities. Public Art Typical Comfort and Convenience Amenities(Picnic tables,benches,bike racks,drinking fountains,restroom,etc) Appropriate components may incl ude but not be limited to: Serve a broad purpose to the community Destination Playground whilestill providing adequate Dog Park neighborhood level of service to adjacent Sports Fields Open Turf 15 to 30 acres based on current inventory residents.Focus is on components that Shelter Community Park occur in quantities,size and design to Basketball or Other Courts Visible from adjoining street and street 7to9 8to 15 serve large groups or community wide Loop Walk frontage on at least two sides with 400 events.Generally serves users within 1-3 public Art feet minimum mile radius.Requires adequate parking to Typical Comfortand Convenience minimize neighborhood conflict. Amenities(Picnic tables,benches,bike racks,drinking fountains,restroom,etc) Appropriate components may include but The basic unit of the park system and not be limited to: serves as the recreational and social Local Playground focus of the neighborhood.Level of Open Turf .5 to 11 acres based on current inventory service is primarily provided to Shelter (City Standard Size is 7 acres) Neighborhood Park individual,families and small groups Basketball or Other Court Game 5 to 6 4.5 to 6 through unique components.Generally Loop Walk Visible from adjoining street and 200 feet serves residents within 1/2 mile walking Public Art of street frontage distance up to one mile and limited on-site Typical Comfort and Convenience parking provided. Amenities(Picnic tables,benches,bike racks,drinking fountains,restroom,etc) Covers a broad range of parks and Appropriate components may vary based recreational facilities oriented toward on use. Varies by use Special Use Park Typi cal Comfortand Convenience Varies Varies single-purpose use,limited,isolated or Amenities(Picnic tables,benches,bike Streetfrontage my vary by useand size unique recreational needs. racks,drinking fountains,restroom,etc) Appropriate components mayvary based on use. Varies by use Sports Park Sport oriented facility. Typical Comfortand Convenience Varies Varies Amenities(Picnic tables,benches,bike Street frontage my vary byuseand size racks,drinking fountains,restroom,etc) RECREATIONPARKS AND Appendix A 00 p 3 a a � a t H d O J lL J H V y yy a O Z 3 7 3 J N O O O i W J LL 12 6 Q A {y6 m O OO 0- 1yp R d L L .d O R or Facility Q Q m m C a x � O .181.1 m N H > 3 AMBERCREEK SUB NO 02ASTORIASUB BAINBRIDGE SUB NO 02BEDFORD PLACE SUB NO 03 BELLINGHAM PARK SUB NO 01 BIRCHSTONE CREEK SUBBLACKROCK SUB NO 01 :. BRIDGETOWER SUB NO 01 CHATSWORTH SUB CHERRY CROSSING SUBCHESTERFIELD SUB NO 04 COBBLEFIELD CROSSING SUB COBRE BASIN SUB NO 01 COURTYARDS AT TEN MILE SUB CROSSFIELD SUB NO 01 CROSSFIELD SUB NO 04 EDINBURGH PLACE SUB NO 01 ESTANCIASUB GRAMERCYSUB F.FTIWTIA�: • 0���������0���������� • 0���������0���������� • m w CITY OF MERIDIAN,IDAHO GRASP@ Glossary �NJ OR 00 0 3 IL a L a H d O J LL 0 .O L V 9 'O !6 7 O E io p Z C C 7 J N O — 10 cyi 2r r v y - d 'o o m v a ii :. : m m t7 d m >CL w 2 a, a t s a R y E `O 0 a A ai t s d P i�j�dL HILLS CENTURY FARM SUB NO 01HOLLYBROOK SUB NO 01 LOCHSA FALLS SUB NO 04 JERICHO SUB KINGSBRIDGE SUB NO 01 LANDING SUB NO 08 LARKSPUR SUB NO 02 LYNDHURST GROVE SUB MEADOWSMACAILE MADELYNN ESTATES SUB MEDFORD PLACE SUB MARLIN SUB NO 01 MESSINA HILLS SUB NO 01MESSINA HILLS SUB NO 03 MESSINA MEADOWS SUB NO 01 MESSINA VILLAGE SUB NO 02 MILLIRON PLACE SUBMOSHERS FARM SUB NORMANDY SUB NO 03 OAKCREEK SUB NO 01 r.-rimra"4701.qr.-rBTe7dmr-.r.re Me Rockhampton 11 Park Rockhampton Park PARKS AND RECREATION MASTER PLAN UPDATE Appendix A 0 O o. ILrL T 3 � j O d J V p io p Z C C 7 J N O - 1■ maLL !6 {0 Y Y N O. C 'y CI !6 w r0+ C d Gf Cr v tyo !0 H to O OO C. A lT0 A d L C d O O Park or Facility Q Q m m G C9 x -1 O a a a a m to H > SAGEWOOD SUB SAGUARO CANYON SUB NO 02 SPORTSMAN POINTE SUB NO 03 SPURWING GREENS SUB SUNDANCE SUB NO 02 SUTHERLAND FARM SUB NO 04 TIBURON MEADOWS ■ ■ • 1TRAILWAY PARK • �....�....-.......... TREE FARM SUB ••1 ©.........-.......... TURNBERRY SUB NO 1 �.........-..�....... TUSCANY LAKES SUB NO 1 �.........�..�....... ©.�.......�..�....... VENTANA SUB 1 • 1• 1 ©.�.......�..�....... \ACENZA SUB NO 1 WOODBURN SUB m.�.�.....0.........� WILKINS RANCH VILLAGE SUB OA/Private Totals WIPMEMEMEM6L.0 ..L.A�EEMB9 5 4 1 4 CITY OF MERIDIAN,IDAHO GRASP@ Gliossary Park Classifications S13 Barbara Morgan Stem Academy 1 1 1 > > 1 8 1.1 2 17.6 0.5 8.8 S35 Central Academy 1 1 2 1.1 2 4.4 0.5 22 S15 Chaparral Elementary School 1 1 1 1 1 1 1 7 1.1 2 15.4 0.5 7.7 S12 Chief Joseph Elementary Schad 1 1 1 1 1 1 6 1.1 2 132 0.5 6.6 S39 Compass Public Charter Schod 1 1 1.1 2 22 0.5 1.1 S18 Crossroads Middle School 1 1 1 1 4 1.1 2 8.8 0.5 4.4 SO7 Discovery Elementary School 1 1 1 1 5 1.1 2 11.0 0.5 5.5 S32 Heritage Middle School 1 1 1 1 1 1 6 1 1.1 2 132 0.5 66 S30 Hillsdale Elementary School 1 1 1 1 4 1.1 2 8.8 0.5 4.4 SO4 Hunter Elementary School 1 1 1 1 1 5 1.1 2 11 D 05 55 S17 Lewis&Clark Middle School 1 1 1 1 1 1 1 1 8 1.1 2 17.6 0.5 8.8 S05 Lowell Scott Middle School 1 1 1 1 1 1 7 1.1 2 15.4 0.5 7.7 S22 Mary McPherson Elementary School 1 1 1 1 1 1 1 7 1.1 2 15.4 0.5 7.7 S37 Meridian Academy 1 1 3 1.1 2 66 0.5 3.3 S16 Meridian Elementary School 1 1 1 1 1 6 1.1 2 13.2 0.5 6.6 S40 Meridian High School 3 3 s 1 5 1.1 1 2 11.0 0.0 0.0 S14 Meridian Middle School 1 1 1 1 1 6 1.1 2 132 0.5 6.6 S34 Mountain View High School 3 4 2 6 1 1 6 1.1 2 132 0.0 0.0 S31 Paramount Elementary School 1 1 1 1 1 5 1.1 2 11.0 0.5 5.5 SO6 Pathways Middle School 1 1 1 1 4 1.1 2 88 0.5 44 S21 Pepper Ridge Elementary School 1 1 1 1 1 5 1.1 2 11.0 0.5 5.5 S20 Peregrine Elementary School 1 1 1 1 1 1 6 1.1 2 132 0.5 fi 6 S01 Pioneer School of the Arts 1 1 1 1 1 1 1 7 1.1 2 15.4 0.5 7.7 S10 Ponderosa Elementary School 1 1 1 1 1 1 1 1 8 1.1 2 17.6 0.5 8.8 S29 Prospect Elementary School 1 1 1 1 1 2 6 1.1 2 13.2 0.5 6.6 S33 Renaissance High School 3 1 1.1 2 2.2 0.0 0.0 S11 River Valley Elementary School 1 1 1 1 1 1 4 7 1.1 2 15.4 0.5 7.7 S36 Rocky Mountain High School 3 a 6 1 5 5 1.1 2 11.0 0.0 0.0 S08 Sawtoolh Middle School 1 1 1 1 1 1 6 7 1.1 2 15.4 0.5 7.7 S28 Siena Elementary School 1 1 1 1 1 1 7 1 7 1.1 2 154 0.5 7.7 S19 Spalding STEM Academy 1 1 1 1 9 6 1.1 2 132 0.5 6.6 SO9 UstickElementarySchool 1 1 1 1 1 10 6 1.1 2 132 0.5 fi 6 SO2 Victory Middle School 2 2 2 6 1 11 6 1.1 2 13-21 0.5 6.6 S27 Willow Creek Elementary 1 1 1 1 1 1 12 7 1.1 2 15.4 0.5 7.7 FSO1 Futu re S c hool A 1 1 1.1 2 2.2 0.0 0.0 FSO2 Future School B t 1 1.1 2 2.2 0.0 0.0 FS03 Future School C 1 1 1.1 2 2.2 0.0 0.0 FS04 Future School❑ 1 1 1.1 2 2.2 0.0 0.0 FS05 Future School E 1 1 1.1 2 2.2 0.0 0.0 FS06 Future School F 1 1 1.1 2 2.2 0.0 0.0 FSO7 Future School G 1 1 1.1 2 22 0.0 0.0 FSOB Future School H 1 1 1 1 2 22 0.0 0.0 19 26 20 17 31 8 16 3 17 3 29 4 RECREATIONPARKS AND Appendix Composite-Values Level of Service Analysis Methodology GRASP® Score Each park or recreation location and components have been assigned a GRASP® Score. A basic algorithm calculates scoring totals, accounting for component and modifier scores, every park, and facility in the inventory. The resulting ratings reflect the overall value of that site. Scores for each inventory site and its components may be found in the GRASP® Inventory Atlas. The following illustration shows this relationship. GRASP®Score Calculation *Component -"Design & Assessment *The sum of site Ambiance" as a •Component Score modifiers stand-alone GRASP'Score determine a modifier multiplier Catchment Areas Catchment areas, also called buffers, or service areas, are drawn around each component. The GRASP® Score for that component is then applied to that buffer and overlapped with all other component catchment areas. This process yields the data used to create perspective maps and analytical charts. GRASP@ Gtossary Perspectives Score = z Maps and data produced using the GRASP® methodology are known as perspectives—each perspective models service across the study area. The system can be further analyzed to derive statistical information about service in various ways. Maps, Score S ~...,. tables, and charts provide benchmarks or insights a "nPw community may use to determine its success in delivering services. Plotting service areas for multiple components on a map produces a picture representing the cumulative LOS provided by that set of elements in a geographic area. In the following example graphic illustrates the GRASP® process, assuming that all three components and the park boundary itself are scored a "2". The overlap of their service areas yields higher or lower overall scores for different study areas. On a map, darker shades result from the overlap of multiple service areas. They indicate areas served by more or higher quality components. There is a GRASP®Value that reflects cumulative scoring for nearby assets for any given spot. The figure below, provides an example. Example of GRASP® Level of Service (LOS) S RarkhampF Ustick l_ti _ l � r — — JUN- •i- 0 I. F I Iner Pa!'k 'ark Me ridian I-airview RECREATIONPARKS AND • . Appendix More on Utilizing GRASPO Perspectives GRASP@ perspectives evaluate the LOS throughout a community from various points of view. Their purpose is to reveal possible gaps in service and provide a metric to understand a recreation system. However, it is not necessarily beneficial for all community parts to score equally in the analyses. The desired LOS for a location should depend on the type of service, the place's characteristics, and other factors such as community need, population growth forecasts, and land use issues. For example, commercial, institutional, and industrial areas might have lower LOS for parks and recreation opportunities than residential areas. GRASP@ perspectives focus attention on gap areas for further scrutiny. Perspectives used in conjunction with other assessment tools such as community needs surveys and a public input process to determine if current levels of service are appropriate in a given location. Plans provide similar levels of service to new, developing neighborhoods. Or it may be determined that different LOS are adequate or suitable. Therefore, a new set of criteria may be utilized that differs from existing community patterns to reflect these distinctions. Brief History of Level of Service Analysis To help standardize parks and recreation planning, many parks & recreation professionals look for ways to benchmark and provide "national standards." These standards might include how many acres, how many ballfields, pools, playgrounds a community should have. In 1906 the fledgling "Playground Association of America" called for playground space equal to 30 square feet per child. In the 1970s and early 1980s, the first detailed published works on these topics began emerging (Gold, 1973; Lancaster, 1983). In time "rule of thumb" ratios emerged with 10 acres of parklands per thousand, becoming the most widely accepted norm. Other normative guides also have been cited as traditional standards but have been less widely accepted. In 1983, Roger Lancaster compiled a book called "Recreation, Park and Open Space Standards and Guidelines," published by the National Park and Recreation Association (NRPA). In this publication, Mr. Lancaster centered on a recommendation "that a park system, at minimum, be composed of a core system of parklands, with a total of 6.25 to 10.5 acres of developed open space per 1,000 population (Lancaster, 1983, p. 56). The guidelines went further to recommend an appropriate mix of park types, sizes, service areas, acreages, and standards regarding the number of available recreational facilities per thousand population. While published by NRPA, the table became widely known as "the NRPA standards," but these were never formally adopted for use by NRPA. Since that time, various publications have updated and expanded upon possible "standards," several of which have been published by NRPA. Many of these publications did a benchmark and other normative research to determine what an "average LOS" should be. Organizations such as NRPA and the American Academy for Park and Recreation Administration have focused on accreditation standards for agencies. These standards have been less directed towards outcomes and performance and more on planning, organizational structure, and management processes. The popularly referred to as "NRPA standards" for LOS, as such, do not exist. 1 • Q Gtossary It is critical to realize that the above standards can be valuable when referenced as "norms" for capacity but not necessarily as the target standards for which a community should strive. Each agency is different, and many factors are not addressed by the criteria above. For example: • Does "developed acreage" include golf courses"? What about indoor and passive facilities? • What are the standards for skateparks? Ice Arenas? Public Art? Etc.? • What if it's an urban land-locked community? What if it's a small town surrounded by open Federal lands? • What about quality and condition? What if there's a bunch of ballfields, but they are not maintained? • And many other questions. GRASP® (Geo-Referenced Amenities Standards Program) A new methodology for determining the LOS is appropriate to address these and other relevant questions. Composite-values methods are applied to measure and portray the service provided by parks and recreation systems. This methodology's primary research and development were funded jointly by GreenPlay, LLC, a management consulting firm for parks, open space, and related agencies; Design Concepts, a landscape architecture and planning firm; and Geowest, a spatial information management firm. The trademarked name for the composite-values methodology process is called GRASP® (Geo-Referenced Amenities Standards Program). For this methodology, capacity is only part of the LOS equation. Consider other factors, including quality, condition, location, comfort, convenience, and ambiance. Parks, trails, recreation, and open space are part of an overall infrastructure for a community made up of various components, such as playgrounds, multi-purpose fields, passive areas. The explanations and characteristics listed above affect the amount of service provided by the system's parts follow. • Quality-The service provided by anything, whether it is a playground, soccer field, or swimming pool, is affected by quality. A playground with various features, such as climbers, slides, and swings, provides a higher degree of service than one with only an old teeter-totter and some "monkey-bars." • Condition-The condition of a component also affects its service. A playground in disrepair with unsafe equipment does not offer the same function as one in good condition. Similarly, a soccer field with a smooth surface of well-maintained grass certainly provides more service than one full of weeds, ruts, and other hazards. • Location -To be served by something, you need to be able to get to it. The typical park playground serves people who live within easy reach than someone living across town. Therefore, service is dependent upon proximity and access. Appendix • Comfort and Convenience —The service provided by a component, such as a playground, is increased by having amenities such as shade, seating, and a restroom nearby. Comfort enhances the experience of using a component. Convenience encourages people to use an element, which increased the amount of service that it offers. Easy access and the availability of trash receptacles, bike racks, or nearby parking are examples of conveniences that enhance the service provided by a component. • Design and Ambience—Simple observation proves that places that "feel" right attract people. A sense of safety and security, pleasant surroundings, attractive views, and a sense of place impact ambiance. A well-designed park is preferable to a poorly designed one, enhancing its components' degree of service. This methodology records each component's geographic location, quantity, and capacity. Also, it uses comfort, convenience, and ambiance as characteristics that are part of the context and setting of a component. They are not characteristics of the element itself, but they enhance the value when they exist. Combining and analyzing each component's composite values makes it possible to measure the service provided by a parks and recreation system from various perspectives and for any given location. Typically, this begins with deciding on "relevant components," collecting an accurate inventory of those components, and analysis. Maps and tables represent the results of the GRASP® study. Making Justifiable Decisions GRASP® stores all data generated from the GRASP® evaluation in an electronic database. It is available and owned by the agency for use in various ways. The database tracks facilities and programs and can schedule services, maintenance, and components' replacement. In addition to determining LOS, it can project long-term capital and life-cycle costing needs. The GRASP® methodology provides accurate LOS and facility inventory information and integrates with other tools to help agencies decide. It is relatively easy to maintain, updatable, and creates easily understood graphic depictions of issues. Combined with a needs assessment, public and staff involvement, program, and financial assessment, GRASP® allows an agency to defensibly make recommendations on priorities for ongoing resource allocations along with capital and operational funding. 1 • Q Gtossary Addressing Low-Scoring Components Components whose functionality ranks below expectations are identified and scored with a "one." Find a list of these as extracted from the inventory dataset below. When raising the score of a component through improvement or replacement, the LOS is increased. The following is an outline strategy for addressing the repair/refurbishment/replacement or repurposing of low-functioning components. • Determine why the component is functioning below expectations. • Was it poorly conceived in the first place? • Is it something that was not needed? • Is it the wrong size, type, or configuration? • Is it poorly placed or located in a way that conflicts with other activities or detracts from its use? • Have the needs changed so that the component is now outdated, obsolete, or no longer needed? • Has it been damaged? • Has the component's maintenance been deferred or neglected to the point where it no longer functions as intended? • Does the component score low because it is not available to the public in a way that meets expectations? • Is the component old, outdated, or otherwise dysfunctional but has historical or sentimental value? An example would be an archaic structure in a park such as a stone barbecue grill that is not restorable to its original purpose but has historical significance. PARKS AND RECREATION I MASTER PLAN UPDATE Appendix Depending on the answers from the first step, select a strategy for addressing the low- functioning component: • Does the need for that type of element in its current location still exist? In that case, the feature should be repaired or replaced to match its original condition as much as possible. • If the need for that type of component has changed, replace it with a new one that fits the current requirements. • If a component is poorly located or poorly designed to start with, consider relocating, redesigning, or otherwise modifying it. • Remove a component because of changing demands unless it can be maintained in good condition without excessive expense or has historical or sentimental value. In- line hockey rinks may fall into this category. If it has been allowed to deteriorate because the community has no desire for in-line hockey, repurpose it into some other use. • Through ongoing public input and as needs and trends evolve, there may be the identification of new demands for existing parks. In that case, the decision may include removal or repurpose a current component, even if it is functional. • As tennis's popularity declined and demand for courts dropped off in some communities over recent decades, functional courts became skate parks or in-line rinks. In most cases, this was an interim use, intended to satisfy a short-term need until a decision to either construct a permanent facility or let the fad fade. The need for in-line rinks now seems to have diminished. In contrast, temporary skate parks or pickleball courts on tennis courts have now had permanent locations of their own. • One community repurposed a ball diamond into a dog park. The diamond is well- suited because it is already fenced. Combining the skinned infield where the dogs enter and natural grass in the outfield where traffic disperses. In time this facility either becomes a permanent facility or is constructed elsewhere. It could also turn out that dog parks fade in popularity and dog owners have other preferences. Meanwhile, the use of the diamond for this purpose is an excellent interim solution. 1 • Q Gtossary List of Low-Scoring Components and Modifiers Outdoor Low Scoring Components (The following components scored low during site visits) One softball,one baseball.These fields are not the CO21 Store Park Diamond Field 2 1 1 ualit of other fields in town C200 Reta Hus key Park Fitness Area 1 1 1 Minimal fitness equipment compared to others C270 Centennial Park Trail Access Point 1 1 1 Minimal C212 8th Street Park Trailhead 1 1 1 Less developed,but seems to be used as trailhead Low Scoring Outdoor Modifiers Red highlighted modifiers scored low. Green highlights show good or excellent quality at this location. Modifiers represented by N/A were not present at the time of site visits. These scores do not imply that all parks and facilities should have all modifiers but positively impact the user experience. 8th Street Park Nei hborhood 2 2 2 2 2 2 2 2 2 2 0 0 2 Bear Creek Park Communit 2 2 1 2 2 2 2 2 1 2 2 2 2 0 2 Centennial Park Mini 2 2 2 0 0 0 2 2 2 2 2 2 0 0 2 Champion Park Neighborhood 2 2 2 2 2 2 0 2 1 2 2 2 0 0 2 Chateau Park Neighborhood 2 2 1 2 2 2 0 2 2 0 2 2 1 0 2 City Hall Plaza Special Use 2 2 1 2 0 0 2 2 2 0 2 2 2 0 0 Discovery Park Community 2 2 2 2 2 2 2 2 2 1 2 2 1 1 2 Fire Station No.4 Park Mini 2 0 2 0 0 2 0 0 0 2 2 2 0 0 0 Fuller Park Community2 2 2 2 2 2 0 2 2 2 2 2 2 2 Generations Plaza Special Use 2 2 2 0 0 2 2 0 2 0 2 2 2 2 2 Gordon Harris Park Neighborhood 2 2 2 2 2 2 0 2 2 2 2 2 1 2 2 Heroes Park Community 2 2 2 2 2 2 2 2 2 2 2 2 1 2 M 2 Hillsdale Park Community 2 2 2 2 2 0 2 2 2 0 2 2 0 1 2 Julius M.Kleiner Park Regional = 2 2 2 2 2 2 2 2 2 Keith Bird Legacy Park Neighborhood 2 2 2 2 2 2 2 2 1 2 2 0 2 2 Lakeview Golf Course Golf 2 2 2 0 0 0 0 2 2 0 2 2 0 2 0 Meridian SwimmingPool Special Use 2 2 2 0 0 2 2 2 2 2 2 2 0 0 0 Renaissance Park Neighborhood 2 2 2 2 2 2 2 2 2 2 2 2 1 0 2 Reta Huske Park Neighborhood 2 2 2 2 2 2 2 2 2 2 2 1 2 2 Seasons Park Neighborhood 2 2 2 2 2 2 0 2 2 0 2 2 1 2 2 Settlers Park Regional 2 2 2 2 2 2 2 2 2 2 2 2 Storey Park Communitv 2 2 2 2 2 2 1 2 2 2 1 2 2 1 2 2 Ten Mile Trailhead Future 2 2 2 0 2 0 0 2 0 FM 2 2 0 0 0 Tully Park Community 2 2 2 2 2 2 2 2 2 1 2 1 2 2 1 2 2 RECREATIONPARKS AND UPDATE Appendix Level of Service Improvements Addressing Lower and No Service Areas One way of using the GRASP® Perspectives is to prioritize identified gap areas. For example, several regions with low or no service were identified in the walkable access analysis. Future growth or subdivision development may significantly impact future gap areas. Further investigations of these areas can help when prioritizing future improvements or recreation opportunities. Prioritization of improvements may consider multiple factors, including providing maximum impact to the highest number of residents. Social equity factors, such as average household income, could also influence priorities. Component Inventory and Assessment Maintaining and improving existing facilities typically ranks very high in public input. Existing features that fall short of expectations should be enhanced to address this concern. Components have been assessed based on condition and. Identify and treat those with low scores, as explained below. The assessment should be updated regularly to assure the upgrade or improvements of components affected by wear and tear over time. Addressing Low-Scoring Components • Low Scoring Components (discussed previously) • Booster Components One way to enhance service is by adding components at specific park sites or recreation facilities to "boost" the score of a park or area. These are most effective in low-service areas where parks exist that have space for additional features. • High Demand Components The statistically valid survey asks respondents to rank facilities by importance based on those that needed to add or improve. Many of these needs may be addressed by upgrading facilities, retrofitting lesser used assets, and adding components that could serve as future program opportunities. Consider these high-demand components when adding new elements to the system. 1 • Q Gtossary Trends in Parks and Recreation Trends to consider when deciding what to do with low-functioning facilities, or improving existing parks to serve the needs of residents, include things like: Dog parks continue to grow in popularity and may be related to an aging demographic in America. It is also a basic form of socializing for people who may have once socialized with other parents in their child's soccer league. Now that the kids are grown, they enjoy the company of other dog owners at the dog park. And for singles, a dog park is an excellent place to meet people. Meridian has dog parks at Storey Park and Discovery Park. Skateboarding and other wheel sports continue to grow in popularity. Distributing skating features throughout the community provides greater access to this activity for younger people who cannot drive to a more extensive centralized skate park. Add skate features to neighborhood parks in place of larger skate parks. Tully Park has a skate park in addition to the adjacent, Boise skatepark at C.F.McDevitt Park A desire for locally-grown food and concerns about health, sustainability, and other issues leads to community food gardens in parks and other public spaces. Julius M. Kleiner Park has a community garden. Events in parks, from a neighborhood "movie in the park" to large festivals in regional parks, are growing in popularity to build a sense of community and generate revenues. Providing spaces for these could become a trend. Meridian has identified event spaces at City Hall Plaza, Generations Plaza, Julius M. Kleiner Park and Discovery Park. Spraygrounds are growing in popularity, even in colder climates. An extensive and growing selection of products raises the bar on expectations and offers new possibilities for creative facilities. Meridian has spray pads at Generations Plaza, Settlers Park, Julius M. Kleiner Park, Hillsdale Park, and Discovery Park New playgrounds are emerging, including discovery, nature, adventure, and even inter- generational play. Some of these rely upon movable parts, supervised play areas, and other variations from the standard fixed "post and platform" playgrounds found in the typical park across America. These types of nature-based opportunities help connect children and families to the outdoors. Integrating nature into parks by creating natural areas is a trend for many reasons. These include a desire to make parks more sustainable and introduce people of all ages to the natural environment. THIS PAGE IS INTENTIONALLY LEFT BLANK. Parks & Recreation System Map Meridian, Idaho �, E IDIAN 'q .wHo r Legend J� I- J - Willow Creek — — Indoor Facility Keith ILh__� y h Keith Birdp7 Elementa ' J -� Park ry Paramount. _ f '\.Existing Trail/Pathway Legacy Pa ��L-Heroes Elementary Proposed - - - `_Park r z i - 9 AIIIIIIIIIIIII Trail/Pathway �� � � H'erita a Middle .-� , 9 C.F.McDevitt Freeway/Interstate School Ball Fields Park Mc illan Heritage I - Highway Middle SchoolM Park Cottonwood _Major Street/Road Cameron - Other Street/Road - Rreta Huskey Park - _ - _ Park Edna Lake/River/Stream - i — l iChamplon i City of Meridian r - Settlers PtrkUstick l , Ten Mile Park- --- -- - Boise Seasons - r Trailhead / '^ - Western Ada School Park_ Tully'Par , --- r District i T'keview - = 4ulius M.KI iner r oif a Chateau 8th Street Park Park i Bureau of Reclamation - Park Settlers L Meridian - i School t M'eridian Village Park j ,,- Kerry Library `, f Meridian Pedestrian Barriers f�egional Bark-r r - ' r- HOA Parks Meridian Middle School Fairview -Senior Center, _ Property - ' F. '-. 1 _ Meridian City Limit �� - C�o�le Valley Christian-School uller `7 Boys&Girls Club 20 J f Meridian Communi Center Park ° __ ty r rations Plaza —(- - - �� Ce ten al Park "- - �r=-_-'-cityHall - -' p Meridian- 0 OHomecourt ice' �i Chamber �� �Icademy� -- Commerce \ - Meridian _ , -� L_ Franklin ; -� - S imming Pool -� > millan tarey lrk _ ° _ -*---j r-- Sycamore 55 _ -�Ih Park n _ - do _ ,• Ustick Jabil ---- ar- -` Overland - E_� GordonHarns Peppermint , � Li Fairvi - W -- - rBearCreek Park Park i _ D Park Victory \ I Fire Station Emerald ti Middle School _ No.4 Park"�,- � --- Victory _ i Overland Renaissance Park N l �--2 MAY 69 l W E n ��_ YMCA -- --- L� Hillsdale S A \ Park 69 0 1/2 1 2 teI— Miles L Map Produced For City of Meridian-By The GRASP®Team L' -' This Map Is Intended For Planning&Discussion Purposes Only- -I Please Refer To The Project Document For Map Details k Lake Hazel Legend-Inset Map Legend Elements May Vary Slightly In Size,Color &Transparency From Those Shown On Map I O Pedestrian Barriers GIS Data Sources May Include: - Meridian City Limit City of Meridian,ESRI,GRASP®Team-January 2022 Copyright©2022 Meridian ________ Columbia I Columbia THIS PAGE IS INTENTIONALLY LEFT BLANK. Walkable Access to Outdoor Recreation Opportunities Meridian, Idaho , ----- ,IJ' , Meridian Service Legend with HOA Parks - -� 20- s 3 --- ------- - GRASP®Gap Analysis Willow Creek -- ��-I _ zo �� —® Keith Bird Elements - �� �_ - Target:86.47- Keith Elementary Paramount a j Legacy Park - =i I Meets or Exceeds P l - -�-Hero�s �- Elementary - Target r L F 0 ❑ , k r - o ¢]��_ _ l Q d o.°� ��Qo-fi:, Mc illan -- Below Target r- �� 1 1 ' Merits a Middle g C.F.McDevitt u n ( j �r , Park Mc illan No Access within 10 _ _J �I School Ball Fields + i bsNb min walk ' Heritage rrM Cottonwood I r I- Middle School = parkIndoor Facility `1 , 11 "�-__` rCameron ,�Existing i '' Ca,erry .L a�-------- _ _ r 55 Park Ed Trail/Pathway avwe o Reta Huskey Park - _ _ na L-,a fly, ,.IProposed a d s r Park Champion j ust Trail/Pathway ' - -� Settle' ,� ick ran m Ten Mile =Freeway I Interstate � Trailhead 1 j_' ��� _�--�' �-� , I I_ a �Highway Se O -._ - �� ter.—__red verand Park �'TullyIFark Major Street/Road 4 ° 1 d hChateau 8 h street Park w ius .Kleiner _ °L / If Course p k i Le end r p f Other Street/Road Park f Settlers ( I 9 Meridian-- � -ifj ory( victory Village Park Lake/River/Stream c at Meridiafi Libra �I __ GRASP®LOS herry Library endian Regional Park 1 --,2FS ,-9i ior-center• City of Meridian Range:0 to 680 g Meridian Middle School \ Fairview I � y 9 \ � a � ➢- ��-,� Property �J Cole Valley Christian School I� i Boise No Access within 10 `I'�- ' - �� d ��` .- FUller Boys)&Girl,Club J� ' min walk I- 69 ° -7 9 q-I �J Park Meridian Community Center Western Ada School -, '- t -'I Generations Plazarti;-- f ` District Less Access within -�= — I -• CentennialPark I 10 min walk 1----- City Hall L Li Bureau of 1 J rl Meridian = Reclamation T I 1 �F� OHomecourt Chamber of �IIcademy ��-�- Commerce - - School Greater Access 1 Meridian L_ � Franklin _ Swimming o within 10 min walk i _-'� Stcirev.Park i!-7 -T Sycamore HOA Parksg _ -- -- U oumbia I � I, r Park Meridian City Limit 1 1 _ �,_r ,_r Meridian Service -- h Jabil y� r _ _ Overland - r' I J .� ® 1J Mc illan _ Gordon I-ari�is Peppermint , - Park Park Bear Ci;eek --- 1 I` r _ U - �stic .. VictoryiPark c- � -- _ Statio ®T N�lo 4,Park Victory �_� �, O e` Middle School _ I i -' Cherry �, a auvi,ew a ^` Q _ I� _Park L.—J �' L r1drKlin � �= tiL---r _ 69 Ir - m verand— �\ i YMCA W E --- --- -�\ - m Legend-Inset Map L GRASP®LOS Hills Bale r1 J L Victory-Uj ory( S r j �� Pzlrk Range:0 to 644 1 - �_ �� 0 1/22 -- I No Access within 10 �lT f C 7lJ min walk _I ,z_ - L z Miles I_ I -L - - ° 1 ---- Less Access within Map Produced For City of Meridian-By The GRASP®Team r 10 min walk - This Map Is Intended For Planning&Discussion Purposes Only- �$ry J 1 Please Refer To The Project Document For Map Details I 1 ,� k ��' Legend Elements May Vary Slightly In Size,Color -�--_J !-1 ------- G rl T Greater Access &Transparency From Those Shown On Map J GIS Data Sources May Include: within 10 min walk J City of Meridian,ESRI,GRASP®Team-January 2022 pp 1 \ -- Copyright©2022Meridian I ______ Cblumbi oumbia THIS PAGE IS INTENTIONALLY LEFT BLANK. Neighborhood Access to Outdoor Recreation Opportunities Meridian, Idaho r, ---- Meridian Service Legend with HOA Parks 20 -- �- - --- -� --��--�---; �GRASP®Gap Analysis ��� _ so / -- - �- Willow -.eek — Tar et:86.4 -r 'J�o� Keith Bird �le► enta, q,l - ,� g �,I° ° r --- ❑ "mount. a - Legaey,P f Meets or Exceeds p CS o r}e p l I_ ��Homes c'a mentary -- Target El -� I �Par k�l t l z _ Q f ' c an - 1 - - 7=1 i I_ Below Target - -r Ji a Q ^S-- n i H�iritage 1'niildle C.F.McDevitt ss - n St he of s�ii Fields No Access within 1 ustl A -i Park Mc illan mile c-° k �u _ Heritage �f t�-opt7777, oF , f / t t -rr�+� Cottonwood r- -- J Middle School Park Indoor Facility n1,_J \� sl - �. I -- ----I t _ 1 '1 I 1 .� V r---❑ Cameron ,ti Existing ra erry a I_ -- --- ---- ---� F' J o Fairview -o 5 Trail/Pathway - - _- ` C 5 Park Edna - I� Reta Huskey Park - - � _ � � -I - ----- i - Proposed i �S lersi i Champion Trail/Pathway - Park Ustick Franklin _ --- =Freeway i Interstate I _ - - Ten Mile 1__I � y r Trailhead / '-- ��� Seasons - r �r �_- �' - - - = Highway verland ^ Park Tully Fark� L Al r —Major Street/Road 't - LakeviewJPark C - = JuIius41.KI ner 1 - u 8th Street Pa:4; �eaR r Golf Cours park ( Other Street/Road - -1 VI ory( Victory r Settlers L Legend T, 1) F ,� Meridian-- T@'iplage Park I Lake/River River/ R , Wt Meridian i 1 v ►y I Meridian GRASPO LOS --- L. a�- I Libra Regional Park - r�enioi-Center-i City of Meridian Range:0 to 683 9 \g _ Meridian.Middle Scher 1, `\ Fairview Property Cole Valley Christian School i Boise No Access within 1 `I' - - -°ffl , 9 ' ' �WF_ullBoys&Girls Clb d� - mile - l' q1 J � 1 r I Mendtan Cun tmunity Center Western Ada School Gei��r`ons Plaza r�r-Ji—� J Less Access within 1 District I - -- - � - City H' I I _ -Certennial�Park �� Bureau of mile - rMeridian 1, Reclamation I J I �Ho e- url -4,hamber f' �j Asade►ny �- Meridian mmerce _ Franklin L :12; School Greater Access y - Swimmin ooI L F _' within 1 mile I ! g orey�P rk--] I- . - HOA Parks Cola bia I �- Sycamore , Park �� Meridian City Limit ��� Meridian Service IU r _ _ Overland , p i r IF G- ordon[1arr-is Peppermint ? � Q Q 1- Mcr iillan S Park Park F� � 55 = \l! r Ean - ------/ Bear Clef k - Park N lficto - ry / _ t � Fire StaUo Middle School - J _J - a4 Park Victory ► 7�1 a t i - J Cherry 'b. — Fairvi,e JLi 1 -- '­F � r^ o U Remiss ::ce--- - r Park � ranklin N 4 T rz verland '^ F, -� YMCA W E _ (_ - I-�,\ Legend-Inset Map -- J GRASP®LOS � J ° Victor Ils'tale v S Park Range:0 to 600 I - No Access within 1 ;�� T t a� 0 1/21 2 _ _ A mile �l :z_�- I, z �� Miles - _ - L I� i - _ ❑ qv-1 �� Less Access within 1 �i l`w Map Produced For City of Meridian-By The GRASP®Team \ mile This Map Is Intended For Planning&Discussion Purposes Only- ��I ---, 1 i -ovE:ry Please Refer To The Project Document For Map Details , Legend Elements May Vary Slightly In Size,Color - r �I -�-- -A\ Greater Access � FI &Transparency From Those Shown On Map \ within 1 mile - - j GIS Data Sources May Include: - City of Meridian,ESRI,GRASP®Team-January 2022 I I�l; C blumbi colun,bia I --- Copyright©2022 Meridian I _-_� 1111 APPENDIX B - GENERAL , MAINTENANCE N D FOR ' QUALITY PARKS IN MERIDIAN , •.T 4 _ Ar L k 1 ] 3 � 'F •� �I 1 1 '� � ' rJ :�• 1 �1 TTF4 k - ar ' + L _ { 152 City of Meridian, IdahoPOP 4 On '. � f 11 Generat Maintenance Standards for • Facitities These sample maintenance standards are meant to be a starting point for the department to review and consider as a basic desired maintenance standards for all parks and recreational facilities. Parks Grounds • Grounds mowed and trimmed on a regular schedule • Park is free of litter, debris, and hazards • Parking lots, if applicable, are clean; striped; and free of debris, holes, and tripping hazards Drinking Fountains (where applicable) • Fountains are accessible and operational • Fountains are in appropriate locations and in compliance with ADA • Fountains are installed on a solid surface and free of standing water and debris • Drain system is operational Signage • Park identification signs are secure and properly installed in a noticeable location • Handicapped parking signs are secure, visible, and installed to code • Park rules signs are secure and properly installed in a noticeable location • Restroom signs are secure and visible • Signs are clean, painted, and free of protrusions and graffiti • Directional signs provided as needed in appropriate locations • Signs include City logo and contact phone number Ornamental Plants and Trees • Plants and trees are healthy and free of disease and insects • Plant beds are free of litter, debris, and weeds • Plant selection is appropriate for season and area usage • Trees trimmed and shaped on a regular basis, inspect for, and remove hazardous trees as needed • Tree species selection should provide a wide variety of native and selected non- native trees where appropriate • Tree wells and planting beds mulched for protection and water conservation Appendix Walkways and Trails • May be hard surface or soft surface depending on location and intended use • Soft surface trails are free of water collecting depressions and erosion • Walkways and trails have a uniform surface, positive drainage, are level with ground and free of trip hazards and excessive material deflection • Walkways and trails are free of litter, debris, sediment, and seasonal snow • Walkways and trails meet ADA requirements • Walkways and trails provide unobstructed access and are free from low and protruding tree limbs, guide wires, signposts, and ornamental plants • Walkways in irrigated park areas are neatly edged • Walkways and trails are clear of weeds and grass growth in cracks and expansion joints; adequate trash receptacles provided • Guard rails and safety fencing provided in appropriate locations • Routine safety and function inspections are performed including surface, culverts, water crossings, signage, and vegetation Trash Receptacles (random locations) • Receptacles are clean and free of odor with liners in place • Receptacles are painted, free of damage and missing parts, and properly anchored • Roll-off containers and dumpsters are clean, screened, and placed in non-intrusive locations • Area around trash receptacles is clean and free of trash and debris • Area around roll-off containers and dumpsters is clean and free of trash and debris Fencing • Fences are intact, structurally sound, and free of damage or deterioration • Nails, bolts, and screws are flush with surface with no exposed sharp points • Fences have no excessive voids, cracks, or splintering Security and Exterior Lights • 90% of security and exterior lights are operational • No electrical conducting wires are exposed • Lights comply with appropriate building code • Poles and components are secured in ground, operational and straight Bridges • Bridges have a uniform surface, are free of trip hazards, and are free of graffiti • Lumber and other materials are structurally sound, free of cracking deterioration and splintering • Bridges comply with ADA requirements • Bridges have handrails intact and properly installed and anchored • Bridges are free of litter and debris Generat Maintenance Standards for • Facitities General Use Turf Areas • Turf areas are free of litter and debris • Turf areas are mowed and trimmed on a regular schedule • Turf areas have a uniform surface and are well drained • Areas have clean trash receptacles present that are in good condition • Turf is free of disease, insects, and weeds • Supplemental irrigation is provided as needed • Turf areas are fertilized and aerated on a regular basis Athletic Use Turf Areas • Turf areas are free of litter and debris • Turf areas are mowed and trimmed according to usage schedule • Turf areas have a uniform surface and are well drained • Playing surface maintained according to sport specific guidelines • Areas have clean trash receptacles present that are in good condition • Turf is free of disease, insects, and weeds • Supplemental irrigation is provided as needed • Turf areas are fertilized and aerated on a regular basis Irrigation • Irrigation system is fully operational with complete and uniform coverage • System is free of leaks; backflow prevention devices are in place and functioning properly • Heads are installed properly for intended use • Heads are properly adjusted with rotations and arcs to set to reduce water runoff • Systems are set to run at specific times to minimize evaporation and waste • Systems function checks are conducted on a regular basis • Repair excavations are properly compacted, and turf restored Open Space Areas • Native grasses mowed, if necessary, according to specific management plans, with focus on promoting natural growth heights and cycles and wildlife habitat • Trail corridors and picnic areas mowed as needed • Trail surfaces are free of debris and weeds • Native tree and shrub growth are encouraged • Wildlife habitat and water quality preservation emphasized • Rules and regulations and identification signs are posted in noticeable locations • Annual and noxious weeds are controlled as needed • Property access points and boundaries are clearly marked Appendix Athletic Facilities and Competitive Play Fields Turf • Turf has a healthy dense stand of grass and coverage is no less than 95 percent of playable area • Play area has a uniform surface and is well drained • Turf to be mowed at the appropriate height for the type of grass used, time of season, and type of field use • Turf is free of any litter or debris • Apply top dressing and over seeding as needed to maintain healthy grass • Fields may be closed for use periodically to allow for turf recovery • Turf is free of disease, insects, and weeds Softball Infields • Infields have a uniform surface and are free of lips, holes, and trip hazards • Infields are well drained with no standing water areas • Infields have proper soil composition for intended use with ball field mix added as needed • Infields are free of weeds and grass • Infields are free of rocks, dirt clods, and debris • Bases and plates are properly installed, level, and are at proper distances and anchored according to manufacturer's specifications and league requirements • Fields dragged and lined as needed according to use schedules Bleachers • Hardware is intact, and bracing and safety rails tightly connected • Seating surface is clean, smooth, free of protrusions and have no exposed sharp edges or pointed corners • Clean trash receptacles provided and in good condition, area under bleachers free of trash Lights • Electrical system and components are operational and in compliance with applicable building codes • 90% of lamps for each field are operational • No electrical conducting wires exposed • Ballast boxes and components are properly installed and secured • Lights provide uniform coverage on facilities and fixtures and are adjusted to eliminate dark or blind areas • Fixtures securely fastened to poles and poles secured in ground according to manufacturer's specifications • Poles and fixtures inspected immediately after any major wind, ice, or hailstorm Generat Maintenance Standards forand Facitities Fencing • Fencing material is galvanized chin link and appropriate gauge wire for specified use • Fencing material is properly secured to support rails • Support rails are properly connected and straight • Fencing is free of holes and protrusions • Fabric is straight and free of bending and sagging • Gates and latches are operational Restrooms/Portable Toilets • Toilets are clean, sanitary, and properly stocked with paper products • Lights and ventilation systems are operational • Toilets, stall doors, and hand air dryers are operational • Buildings and enclosures are free of graffiti • Doors are properly marked according to gender • Restrooms have clean trash receptacles • All doors and locks are operational • Restrooms/portable toilets are in compliance with ADA requirements • All restrooms stocked with hand sanitizer Appendix Playgrounds Play Equipment • Equipment and surrounding play areas meet ASTM and National Playground Safety Institute (NPSI) standards • Play equipment and hardware is intact • Play equipment is free of graffiti • Age appropriateness for equipment is noted with proper signage • Regular inspection and repair program is in place and enforced Surfacing • Fall surface is clean, level, and free of debris • Fall surface meets ASTM and NPSI standards • Fall surface is well drained • Rubber cushion surfaces are free of holes and tears • Rubber cushion surfaces are secure to base material and curbing Borders • Playground borders are well defined and intact • Playground borders meet ASTM and NPSI standards Decks • Planks are intact, smooth, structurally sound, free of splinters and no cracks greater than '/4 inch • Nails, bolts, and screws are flush with surface • Planks are level with no excessive warping General • Slides and climbing devices are properly anchored • All moving parts are properly lubricated and functioning as intended • S-hooks and swing seats are in good operating condition • Damaged or under repair equipment is removed or properly marked and isolated from public use until repaired • Playgrounds should adhere to the Americans with Disabilities Act standards Generat Maintenance Standards for • Facitities Picnic Areas and Shelters General • Access to facilities complies with ADA • Shelters are clean, sanitary, and free of graffiti • Lights and electrical plugs are operational and comply with appropriate building codes • Vegetation around structure is trimmed back to reduce hazards and does not impede entry and egress • Grounds around structure are mowed, trimmed and free of litter, debris, and hazards • Shelters are structurally sound, clean, painted with no rotted lumber or rusted metal and no loose siding or loose shingles • Water fountains and hose bibs (if provided) are operational • Signage and rules and regulations information are posted in a noticeable location Tables • Tables are clean, free of dust, mildew, and graffiti • Table hardware is intact • Table frames are intact, and slats are properly secured • Table seats and tops are smooth with no protrusions and have no exposed sharp edges or pointed corners Grills • Grills are operational and free of rust and metal deterioration • Grills are clean and free of grease build-up • Grill racks are operational and secure, and grills are properly anchored to reduce hazard and theft Trash Receptacles • Receptacles are clean, free of odors and liners in place • Receptacles are painted, free of damaged or missing parts and properly anchored • Area around receptacles is clean and free of trash and debris Appendix Tennis Courts Surfacing • Surface is smooth, level, and well drained with no standing water • Surface is free of large cracks, holes, and trip hazards • Surface is painted and striped in accordance with U.S. Tennis Association court specifications and for Pickle ball where appropriate • Worn painted surfaces do not exceed 30 percent of total court surface • Surface is free of litter, debris, gravel, and graffiti Nets • Nets and wind screens are free of tears and frays • Nets are properly installed and secured to support poles • Nets have center stripes installed at the regulated height and are anchored to the court • Support poles have hardware intact and are properly anchored and installed • Wind screens are properly installed and secured to fencing Fencing • Fencing is galvanized chain link and is the appropriate gauge wire for specified use • Fencing material is properly secured to support rails • Support rails are properly secured and straight • Fencing is free of holes, protrusions, and catch points • Fabric is straight and free of bending or sagging • Gates and latches are operational • Windscreens are tightly secured and free of tears and holes Generat Maintenance Standards for • Facitities Outdoor Basketball Courts Surfacing • Surface is smooth, level, well drained, and free of standing water • Surface is free of large cracks, holes, and tripping hazards • Surface is painted and striped per court specifications • Surface is free of litter, debris, gravel, and graffiti Goals and Backboards • Goals and backboards are level with hardware intact • Goals and backboard are painted • Nets are properly hung and free of tears and fraying • Support poles are secure in ground and straight Sand Volleyball Courts Nets • Nets are free from holes and are not torn or tattered • Nets are hung tightly at specified height • Nets are securely attached to support poles • Support poles have hardware intact, are properly anchored and installed Sand Surface • Court surface is loose sand • Surface is smooth with good drainage and no standing water • Surface is free of weeds, grass, debris, and litter Borders • Borders are well defined and intact • Borders meet International Volleyball Federation (FIVB), ASTM and NPSI standards • Surrounding area is free of debris and encroaching landscaping to reduce hazard Appendix Ponds and Lakes Water • Aerators, if provided, are operational • Pond surface is at least 90% free of vegetation • Water area is free of trash and debris • Bank areas are smooth and free of washouts and erosion, rip rap in place where needed • Ponds and lakes, where appropriate, are stocked with appropriate species of fish • Inlet and outlet structures are operational • Appropriate and seasonal rules and regulations signage is in place at noticeable locations Fishing Piers and Decks • Planks are intact, smooth, structurally sound, free of splinters and have no cracks greater than '/4 inch • Nails, bolts, and screws are flush with surface • Planks are level with no excessive warping • Handrails are present and structurally sound • Piers and decks comply with ADA • Trash receptacles provided nearby Benches • Hardware is intact and structurally sound • Nails, bolts, or screws are flush with surface • Seats and backing are smooth with no protrusions, have no sharp edges or pointed corners, and are structurally sound • Benches are secured in ground and properly installed Generat Maintenance Standards forand Facitities PARKS • RECREATION I MASTER PLAN UPDATE E IDIAN 'aAHO AGENDA ITEM ITEM TOPIC: Community Development: Ada County Highway District Integrated Five-Year Work Plan Priorities E IDIAN:--- IDAHO C� MEMO TO CITY COUNCIL Agenda Topic on the City Council Agenda From: Miranda Carson, Coordination Planner Meeting Date: January 24, 2021 Presenter: Miranda Carson Estimated Time: 20 minutes Topic: Community Development: ACHD Integrated Five-Year Work Plan Priorities On November 15th,the City received a letter from ACHD notifying us that work was starting on the FY2024-2028 Integrated Five-Year Work Plan (IFYWP).Annually, the City prepares transportation priority lists for the transportation agencies to consider in their programming and budget processes. Over the past few months, the Transportation Commission has reviewed the prioritization of roadway and intersection projects and Community Programs (CP) projects (e.g. - sidewalks). The Transportation Commission recommends the attached prioritization. After Council consideration and approval, the finalized request form will be sent to ACHD. ACHD is requesting all project requests be submitted no later than February 15th, 2023. The full ACHD project webpage is here: https:IZengage.achdidaho.org/integrated-five-year-work- nlan-ifywp?tool=map#tool tab Attachments: ACHD Prioritization Request Form City Roadways and Intersections Projects Map City Community Programs Projects Map City of Meridian 2023 Prioritization DRAFT Parks preferred WASD preferred Non-ACHD Projects 2023 Priority Ranking Agency Project Name Agency Project . . Implementation Project Name Roads & Intersections roject added to IFYWP for discussion purposes. Widen Linder Rd to 5 lanes and construct a new 4-lane 1-84 overpass,including curb, ACHD to coordinate with ITD on request. Project gutter, sidewalk, and bike lanes in accordance with the 2016 CIP. Project would be a to move forward when funding partnership is 1 Linder Rd, Overland Rd / Franklin Rd joint project between ACHD and ITD 2022 Future Future possible. Linder Rd,Overland Rd/Franklin Rd Widen Locust Grove Rd to 5 lanes with curb, gutter, sidewalk and bike lanes in 2020- 2 Locust Grove Rd,Victory Rd/Overland Rd accordance with the 2016 CIP. 2019 2021 2023 Project programmed to be constructed in 2023. Locust Grove Rd,Victory Rd/Overland Rd Widen Locust Grove Rd to 3 or 5 lanes with curb, gutter,sidewalk, and bike lanes in Locust Grove Corridor B:Locust Grove Rd, 3 Locust Grove Rd, Fairview Ave/Ustick Rd accordance with the 2016 CIP.Include enhanced crossing at Chateau Dr. 2026 Future Future Project programmed to be designed in 2026. Fairview Ave/Ustick Rd Widen intersection to 9 lanes on Fairview Ave and 7 lanes on Locust Grove R 2 22- 4 Fairview Ave and Locust Grove Rd including curb,gutter,sidewalk,and bike lanes in accordance with the 2016 CIP. 2021 1 2023 2025 Project programmed to be constructed in 2025. Fairview Ave and Locust Grove Rd Widen Victory Rd to 3 lanes with curb,gutter,sidewalk,and bike lanes in accordance Victory Corridor A:Victory Rd,Locust Grove 5 Victory Rd, Locust Grove Rd/ Eagle Rd with the 2016 CIP. 2025 2026 Future Project programmed to be designed in 2025. Rd/Eagle Rd Widen Ustick Rd to 5 lanes with curb, gutter, sidewalk, and bike lanes in accordance Project programmed to be constructed in 2 4. 6 Ustick Rd,Ten Mile Rd /Linder Rd with the 2016 CIP. 2022 2023 2024 Concept Study in 2021. Ustick Rd,Ten Mile Rd/Linder Rd Widen Linder Rd to 3 lanes with curb, gutter,sidewalk,and bike lanes in accordance' 6- Project programmed to be designed in 2025. Nort Meri ian Improvements A:Linder R , 7 Linder Rd, Cherry Ln/Ustick Rd with 2016 CIP. 2025 1 2027 Future Concept Study in 2022. Cherry Ln/Ustick Rd Widen Locust Grove Rd to 5 lanes with curb,gutter,and pedestrian and bike facilities. Locust Grove CorridorB:Locust Grove Rd, 8 Locust Grove Rd,Amity Rd/Victory Rd Include crossings at Palermo and Wrightwood. 2026 Future Future Project programmed to be designed in 2026. Amity Rd/Victory Rd Widen Victory Rd to 3 lanes with curb,gutter,sidewalk,and bike lanes in accordance Victory Corridor A:Victory Rd,SH 69 9 Victory Rd, Meridian Rd / Locust Grove Rd with the 2016 CIP. 2025 2026 Future Project programmed to be designed in 2025. (Meridian Rd)/Locust Grove Rd To be evaluated and prioritized for possi e North Meridian Improvements B:Cherry Ln 10 Ten Mile Rd /Cherry Ln Intersection improvements to include dual left turn lanes. inclusion into future IFYWP updates. and Ten Mile Rd South Meridian Improvements B:Overland R 11 Eagle Rd/Overland Rd Intersection improvements to include dual left turn lanes. Future Future Future Concept Study in 2023. and Eagle Rd To be evaluated and prioritized for possible McMillan Rd,SH 69(Meridian Rd)/Locust 12 McMillan Rd, Meridian Rd /Locust Grove Rd Widen McMillan Rd to 3 lanes with curb,gutter,sidewalk,and bike lanes. inclusion into future IFYWP updates. Grove Rd Widen McMillan Hd to 3 lanes with curb, gutter, sidewalk, and bike lanes. Install an enhanced crossing (pedestrian hybrid beacon) and widened shoulders on McMillan Road at the Summit Way intersection in order for pedestrians/bicyclists traveling To be evaluated and prioritized for possible 13 McMillan Rd, Linder Rd/ Meridian Rd along local roads to access Settlers Park. inclusion into future IFYWP updates. McMillan Rd,Linder Rd/SH 69(Meridian Rd) Construct a multi-lane roundabout with 2 lanes on Locust Grove legs and 1 lane on 2019- 2020- 14 Victory Rd and Locust Grove Rd Roundabout Victory legs in accordance with the 2016 CIP. 2020 2021 2023 Project programmed to be constructed in 2023. Victory Rd and Locust Grove Rd Roundabout Widen Locust Urove Rd to 3 lanes with curb, gutter, sidewalk, and bike lanes in accordance with the 2016 CIP. Install an enhanced crossing (pedestrian hybrid beacon)on Locust Grove Road at Heritage Park Street,access for Meridian Technical 15 Locust Grove Rd, Ustick Rd /McMillan Rd Charter High School 2025 2026 Future Project programmed to be designed in 2025. Locust Grove Rd,Ustick Rd/McMillan Rd Widen Meridian Rd to 3 lanes with curb, gutter, sidewalk, and bike lanes in accordance with the 2016 CIP.Install an enhanced pedestrian crossing of Meridian Rd 16 Meridian Rd, Ustick Rd /McMillan Rd at/near Settlers Park entrance and Sundance Subdivision micropath. 2025 2026 Future Project programmed to be designed in 2025. Meridian Rd,Ustick Rd/McMillan Rd 17 Ustick Rd and Black Cat Rd Construct a dual lane roundabout in accordance with the 2016 CIP. 2022 2023 2024 Project programmed to be constructed in 2024. Ustick Rd and Black Cat Rd 18 Ustick, Black Cat to Ten Mile Widen to 5 lanes with curb,gutter,sidewalk,and bike lanes. 2022 2023 2024 Project programmed to be constructed in 2024. Ustick Rd,Black Cat Rd/Ten Mile Rd 19 Amity, Meridian to Locust Grove Add pedestrian/bike facilities with widening. Widen intersection to 5/6 lanes on Black at Rd and 5 lanes on Cherry Ln in Defer. Operating at a LOS D or better. 20 Cherry Ln and Black Cat Rd accordance with the 2016 CIP. lReevaluate as conditions change. Cherry Ln and Black Cat Rd Defer. Operating at a LOS D or better. Not a 21 Cherry Ln and McDermott Rd Widen intersection to 3 lanes on McDermott and 5 lanes on Cherry. 2020 CIP project. Cherry Ln and McDermott Rd 22 Cherry, Black Cat to McDermott Widen Cherry Ln to 5 lanes with curb,gutter,sidewalk,and bike lanes. Fairview Ave, SH 55(Eagle Rd)/Cloverdale Widen Fairview Ave to 7 lanes with curb, gutter, sidewalk, and bike lanes in Defer. Operating at a LOS D or better. Fairview Ave,SH 55(Eagle Rd)/Cloverdale 23 Rd accordance with the 2016 CIP. Reevaluate as conditions change. Rd Page 1 of 6 2023 U 4.1 Ranking Agency Project Name Agency Project Description 0 0 4.1 ACHD Update ACHD Implementation Project Name Widen Fairview Ave to 7 lanes with curb, gutter, sidewalk, and bike lanes in Defer. Operating at a LOS D or better. 24 Fairview Ave, Meridian Rd/ Locust Grove Rd accordance with the 2016 CIP. Reevaluate as conditions change. Fairview Ave,Meridian Rd/Locust Grove Rd De er. perating at a LOS D or better. 25 Ten Mile Rd,Amity Rd/Victory Rd Widen Ten Mile Rd to 5 lanes with curb,gutter,sidewalk,and bike lanes. Reevaluate as conditions change. Ten Mile Rd,Amity Rd/Victory Rd Widen intersection to /4 lanes on Amity and 314 lanes on Black at in accordance Defer. Operating at a LOS D or better. 26 Amity Rd and Black Cat Rd with the 2016 CIP. Reevaluate as conditions change. Amity Rd and Black Cat Rd Defer. Operating at a LOS D or better. 27 McMillan Rd and Star Rd Construct a multi-lane roundabout in accordance with the 2016 CIP. Reevaluate as conditions change. McMillan Rd and Star Rd De er. perating at a LOS D or better. 28 Amity Rd and Linder Rd Construct a single-lane roundabout in accordance with the 2016 CIP. Reevaluate as conditions change. Amity Rd and Linder Rd o be evaluated and prioritize Widen and improve pedestrian facilities. Some segments are already planned for for possible inclusion into future IFYWP updates. improvement; having the full block complete would provide better connections to Part of this will be built out as a Coperative 29 Lake Hazel, Locust Grove to Eagle adjacent development and amenities. Development Agreement(CDA). Lake Hazel Rd,Locust Grove Rd/Eagle Rd Widen intersection to 4 lanes Linder Rd and 5/6 lanes on Cherry Ln in accordance To be evaluated and prioritized for possible 30 Cherry Ln and Linder Rd with the 2016 CIP. inclusion into future IFYWP updates. Cherry Ln and Linder Rd 7—ro-j—ec—t—to—S—eimplemented through Improve safety and traffic operations along Fairview Ave in accordance with the development. ACHD and Meridian to coordinate Fairview Ave Corridor Management, Linder Fairview Avenue Corridor Management Strategy. Project may include bicycle and implementation as development applications are Fairview Ave Corridor Management, Linder 31 Rd/Orchard St pedestrian facilities and other access management treatments. processed. Rd/Orchard St E)ctend roadway and construct streetscape improvements, including curb, gutter, East 03rd St Extension, Carlton St/ Fairview sidewalk, and improved UPRR crossing, from Carlton Ave to Fairview Ave in Defer until completion of Phase 1 (Franklin to East 03rd St Extension,Carlton St/Fairview 32 Ave(Phase 2) accordance with the Downtown Meridian Neighborhood Plan. Carlton). Ave Extend roadway from its current terminus at NE 6th Street to Stonehenge Way/ Broadway Ave/ Idaho Ave Extension, East Commercial Drive and construct streetscape improvements, including curb, gutter, Defer. To be considered as properties Broadway Ave/Idaho Ave Extension,06th St/ 33 06th St/Locust Grove Rd sidewalk. redevelopment. Locust Grove Rd Widen Meridian Rd to 3 lanes with curb, gutter, sidewalk, and bike lanes in Meridian Rd,McMillan Rd/US20126 34 Meridian Rd, McMillan Rd /Chinden Blvd accordance with the 2016 CIP. 2025 2026 Future Project programmed to be designed in 2025. (Chinden Blvd) Widen and signalize intersection to 4/5 lanes on Eagle and 315 lanes on Lae in 35 Lake Hazel Rd and Eagle Rd accordance with the 2016 CIP. 2020 2023 2024 Project programmed to be constructed in 2024. Lake Hazel Rd and Eagle Rd Victory orri or D:Victory Rd,Lin er R /SH 36 Victory, Linder to Meridian Widen to 3 lanes with curb,gutter,sidewalk,and bike lanes. 2026 Future Future Project programmed to be designed in 2026. 69(Meridian Rd) Franklin Corridor A:Franklin Rd,McDermott 37 Franklin Rd, McDermott Rd / Black Cat Rd Widen Franklin Rd to 5 lanes with curb,gutter,sidewalk,and bike lanes. 2026 Future Future Project programmed to be designed in 2026. Rd/Black Cat Rd Widen m er Kd in accordance with the 2016 CIP. Cross section to be etermrne Linder Rd, Chinden Blvd (US 20/26)/SH 44 through concept design. Project includes bridges#1078, 42033, #2034, #2035, and 2024- Project programmed to be designed in 2024- Linder Rd,Chinden Blvd(US 20126)/SH 44 38 (State St) #2036.Include bike and pedestrian facilities in this project. 2025 2026 Future 2025. (State St) Fairview Ave, Locust Grove Rd/SH 55 Widen Fairview Ave to 7 lanes with curb, gutter, sidewalk, and bike lanes in 2020- 2022- Fairview Ave,Locust Grove Rd/SH55(Eagle 39 (Eagle Rd) accordance with the 2016 CIP. 2021 1 2023 2025 Project programmed to be constructed in 2025. Rd) 2 1- Project programmed to be designed in 2021- 40 McMillan Rd and Black Cat Rd Construct a multi-lane roundabout in accordance with the 2016 CIP. 2022 2022 Future 2022. McMillan Rd and Black Cat Rd 41 Meridian/Overland Signal improvements to the intersection Project programmed to be constructed in the North Meridian Improvements B:Franklin R 42 Franklin Rd and McDermott Rd Construct a single-lane roundabout in accordance with the 2016 CIP. Future Future Future Future. and McDermott Rd Widen intersection to 3 lanes on McDermott and 4 lanes on Ustick in accordance with 43 Ustick Rd and McDermott Rd the 2016 CIP. 2026 Future Future Project programmed to be designed in 2026. Ustick Rd and McDermott Rd Widen and signalize intersection to /4 lanes on McDermott and 3 lanes on in De er. perating at a LOS D or better. 44 McMillan Rd and McDermott Rd accordance with the 2016 CIP. Reevaluate as conditions change. McMillan Rd and McDermott Rd De er. perating at a LOS D or better. 45 Ustick Rd and Star Rd Construct a single-lane roundabout in accordance with the 2016 CIP. Reevaluate as conditions change. Ustick Rd and Star Rd Page 2 of 6 2023 U Priority 2 Ranking Agency Project Name Agency Project Description 0 41 ACHD Update ACHD Implementation Project Name Does not currently meet warrants. ACHD to 46 Ten Mile Rd and Chateau Dr Signalize intersection. reevaluate as development occurs in the area. Ten Mile Rd and Chateau Dr Project to be builtthrough aCooperative 47 Lake Hazel Rd and Locust Grove Rd Construct a single-lane roundabout in accordance with the 2016 CIP. Development Agreement(CDA). Lake Hazel Rd and Locust Grove Rd Widen and signalize intersection to 3/4 lanes on Locust Grove an 5/6 lanes on Amity 2021- 48 Amity Rd and Locust Grove Rd in accordance with the 2016 CIP. 2025 1 2022 2025 Project programmed to be constructed in 2025. Amity Rd and Locust Grove Rd Defer. Operating at a LOS D or better. _ 49 Victory Rd and Linder Rd Construct a single-lane roundabout in accordance with the 2016 CIP. Reevaluate as conditions change. Victory Rd and Linder Rd Locust Grove Rd, McMillan Rd /Chinden Widen Locust Grove Rd to 3 lanes with curb, gutter, sidewalk, and bike lanes in Locust Grove Corridor A:Locust Grove Rd, 50 Blvd (US 20/26) accordance with the 2016 CIP. 2025 2026 Future Project programmed to be designed in 2025. McMillan Rd/US 20/26(Chinden Blvd) 51 Ustick Rd, McDermott Rd / Black Cat Rd Widen Ustick Rd to 5 lanes with curb,gutter,sidewalk,and bike lanes. 2026 Future Future Project programmed to be designed in 2026. Ustick Rd,McDermott Rd/Black Cat Rd roject would require the removal ot on-street parking for existing homes. To be evaluated and prioritized for possible inclusion into future 52 Pine, Linder to Meridian Widen to 3 lanes with curb,gutter,sidewalks and/or multi-use or mixed-use bikeway. IFYWP updates. Pine Ave,Linder Rd/Meridian Rd Please provide description of requested 53 Eagle Rd/ Fairview Ave Not provided improvements. Eagle Rd and Fairview Ave To be evaluated and prioritized for possible 54 Lake Hazel/ Discovery Park Intersection improvements requested at entrance to Discovery Park. inclusion into future IFYWP updates. Lake Hazel Rd and Discovery Park Amity orri or B:Amity Rd,Ea e R / 55 Amity, Eagle to Cloverdale Widen to 5 lanes with curb,gutter,sidewalk,and bike lanes. 2026 Future Future Project programmed to be designed in 2026. Cloverdale Rd. Widen to 5 lanes with curb,gutter,sidewalk and pedestrian and bike facilities.Include Amity Corridor B:Amity Rd,Locust Grove Rd/ 56 Amity, Locust Grove to Eagle enhanced pedestiran crossing at Ten Mile Creek pathway crossing. 2026 Future Future Project programmed to be designed in 2026. Eagle Rd To be evaluated and prioritized for possible 57 Victory,Ten Mile to Linder Widen to 3 lanes with curb,gutter,and pedestrian and bike facilities. inclusion into future IFYWP updates. Victory Rd,Ten Mile Rd/Linder Rd To be evaluated and prioritized for possible _ 58 Black Cat, Cherry to Ustick Widen black Cat to 5 lanes with curb,gutter,and pedestrian and bike facilities. inclusion into future IFYWP updates. Blact Cat Rd,Cherry Ln/Ustick Rd To be evaluated and prioritized for possible 59 Black Cat, Franklin to Cherry Widen black Cat to 5 lanes with curb,gutter,and pedestrian and bike facilities. inclusion into future IFYWP updates. Blact Cat Rd,Franklin Rd/Cherry Ln To be evaluated and prioritized for possible 60 Black Cat, Ustick to McMillan Widen black Cat to 5 lanes with curb,gutter,and pedestrian and bike facilities. inclusion into future IFYWP updates. Black Cat Rd,Ustick Rd/McMillan Rd To be evaluated and prioritized for possible Black at Rd,McMillan R /US 20126 61 Black Cat, McMillan to Chinden Widen black Cat to 5 lanes with curb,gutter,and pedestrian and bike facilities. inclusion into future IFYWP updates. (Chinden Blvd) To be evaluated and prioritized for possible 62 McMillan, Black Cat to Ten Mile Widen to 3 lanes inclusion into future IFYWP updates. McMillan Rd,Black Cat Rd/Ten Mile Rd Wi en to anes with curb, gutter, an pedestrian an bike facilities. Installan To a evaluate an prioritize or possi e 63 McMillan,Ten Mile to Linder enhanced pedestrian crossing and curb ramps on McMillan Rd at Palantine Way. inclusion into future IFYWP updates. McMillan Rd,Ten Mile Rd/Linder Rd 2022- 64 Eagle, Lake Hazel to Amity TBD 2021 2023 2024 Project programmed to be constructed in 2024. Eagle Rd,Lake Hazel Rd/Amity Rd To be evaluated and prioritized for possible 65 Locust Grove, Lake Hazel to Amity Widen Locust Grove to 5 lanes with curb,gutter,and pedestrian and bike facilities. inclusion into future IFYWP updates. Locust Grove Rd,Lake Hazel Rd/Amity Rd ProgramsCommunity Reconstruct Stoddard Rd,between Victory Rd and Overland Rd to Vanes,7'attached sidewalks and bike lanes.Project includes bridge#2085 and an enhanced pedestrian Stoddard Rd,Victory Rd /Overland Rd crossing(pedestrian hybrid beacon)at Victory and Stoddard (CM214-27). Bike lanes South Meridian Improvements A:Stoddard 1 (Stoddard Rd,Victory Rd/ Kodiak Dr) may be replaced by a pathway perthe Bike Master Plan Update. 2022 2023 Future Project programmed to be designed in 2022. Rd,Victory Rd/Overland Rd Uonstruct s ree scape improvements, including curb, gutter, sidewalk, and improve East 03rd St, Franklin Rd /Carlton Ave UPRR crossing, from Franklin Rd to Carlton Ave in accordance with the Downtown Meridian Downtown Improvements A:East 2 (Phase 1) Meridian Neighborhood Plan. 2024 2025 Future Project programmed to be designed in 2024. 03rd St Franklin Rd/Carlton St orr arrd Goddard ei eel<Way arrd City requests detached concrete sidewalk with curbing between Goddard Creek Way and Wild Goose Way. City requests a pedestrian North Meridian Improvements A:McMillan 3 McMillan Rd,Ten Mile Rd /Linder Rd crossing across McMillan near Hunter Elementary. 2025 2026 Future Project programmed to be designed in 2025. Rd,Cortana Way/Goddard Creek Way Page 3 of 6 Priority 2 Ranking Agency Project Name Agency Project Description 0 2023 ACHD Update ACHD Implementation Project Name Meridian Downtown Improvements A:Main St 4 Main St and King Street Pedestrian Crossing Install an enhanced pedestrian crossing of Main St at King Street. 2024 N/A 2026 Project programmed to be constructed in 2026. and King St Pedestrian Crossing mitt' orn or mitt'Rd,Eagle Rd 5 Amity, Eagle to Hillsdale Pedestrian improvements on Amity to the YMCA and City Park. 2026 Future Future Project programmed to be designed in 2026. Cloverdale Rd. omp ete si ewalks and add waytincling signage on Bower bt, between ere ian o e evaluated and prioritized tor possible North Boise ImprovementsBower St, 6 Bower St, Meridian Rd /E. 03rd St and E.03rd St. inclusion into future IFYWP updates. Meridian Rd/03rd St Victory CorridorVictory 7 Victory Rd, Glacier Bay Way/ Mesa Way Complete sidewalk on the south side adjacent to county parcel. 2025 2026 Future Project programmed to be designed in 2025. (Meridian Rd)/Locust Grove Rd Install an enhanced pedestrian crossing (rectangular rapid flashing beacon) on Pine Meridian Downtown Improvements A:Pine 8 Pine Ave and W. 1 st St Pedestrian Crossing Ave at W 01st St to improve access to Meridian Elementary School. 2024 2025 Future Project programmed to be designed in 2024. Ave and 01stSt Pedestrian Crossing McMillan Rd, Locust Grove Rd /Red Horse Complete sidewalk on the north side of McMillan Rd, between Locust Grove Rd and North Meridian Improvements A:McMillan 9 Way Red Horse Way. 2024 2025 2026 Project programmed to be constructed in 2026. Rd,Red Horse Way/Locust Grove Rd omp ete sidewalk on the west side ot Linder Rd, between Washington St and Maple omp ete pedestrian tacilities existing in this 10 Linder Rd,Washington St/ Maple St St. section. Linder Rd, Washington St/Maple St Pedestrian connection(sidewalk)between Barbara Drive in Fairview Terrace Park to E. ACHD to support City led effort. Coonection Fairview Terrace to Chief Joseph Willowbrook Drive and Chief Joseph Elementary on Chateau Drive. would be located on private property. Barbara Dr Pedestrian Connection Locust Grove Rd and Palermo Dr Pedestrian Install an enhanced pedestrian signal and lighting on the north side of Palermo at South Meridian ImprovmentsA:Locust Grove 12 Signal Locust Grove. 2022 2023 Future Project programmed to be designed in 2022. Rd and Palermo Dr Pedestrian Crossing Install an enhanced pedestrian crossing ot Meridian Rd at/near bettlers Hark entrance Meridian Corridor A-Meridian Rd, Ustick 13 Meridian, north of Ustick and Sundance Subdivision micropath. 2025 2026 Future Project programmed to be designed in 2025. McMillan Rd To be evaluated and prioritized for possible 14 Linder Road, Maple Avenue/Cherry Lane Install Level 3 bike facilities inclusion into future IFYWP updates. Linder Rd Bikeway,Maple Ave/Cherry Ln Ustick-Cherry Bikeway, Black Cat Road / NEW REQUEST.To be evaluated and prioritized Ustick-Cherry Bikeway,Black Cat Rd/Hickory 15 Chateau Drive Install Level 1 bike facilities for possible inclusion into future IFYWP updates. Way Locust Grove Road, Leighfield Drive to Star Connect gap from existing sidewalk on west side of Locust Grove Road, along with Locust Grove Corridor A:Locust Grove Rd, 16 Lane improving narrow sidewalk on east side of roadway. 2025 2026 Future Project programmed to be designed in 2025. Ustick Rd/McMillan Rd Locust Grove Rd, Paradise Ln/Grand Install sidewalks on the east side of Locust Grove Rd to connect with an existing path Locust Grove Corridor A:Locust Grove Rd, 17 Canyon Dr to the school. 2025 2026 Future Project programmed to be designed in 2025. Ustick Rd/McMillan Rd Linder-Meridian Bikeway, Cherry Lane/ North Meridian Improvements A:Linder- 18 Chinden Boulevard Install Level 1 and Level 3 bike facilities 2024 2025 Future Project programmed to be designed in 2024. Meridian Bikeway,Pine Ave/Temple Dr Deter. perating at a or better. Not a 19 Cherry Ln, Linder Rd /Meridian Rd Install Level 3 bike facilities along Cherry Lane from Linder Road to Meridian Road 2020 CIP project. Cherry Ln,Linder Rd/Meridian Rd Ten Mile-Linder Bikeway, Linder Road/ NEW REQUEST.To be evaluated and prioritized Ten Mile-Linder Bikeway, W08th St/Chinden 20 Chinden Boulevard Install signing and pavement marking to existing Level 1 and Level 3 bike facilities for possible inclusion into future IFYWP updates. Blvd McMillan-Ustick Bikeway, Cool River Avenue NEW REQUEST.To be evaluated and prioritized McMillan-Ustick Bikeway(Phase 3),Linder Rd 21 / Eagle Road Install Level 1 bike facilities for possible inclusion into future IFYWP updates. /Eagle Rd) W Park Creek Dr, Crosswalk at N Deer Creek 22 Ln Install enhanced crossing with hawk signal or RRFB McDermott Road, Ustick Road to McMillan Install sidewalk on the west side of McDermott Road connecting to sidewalk on Ustick NEW REQUEST.To be evaluated and prioritized McDermott Rd Pedestrian Facilities,Ustick Rd 23 Road Road and McMillan Road for connectivity to Owyhee High School for possible inclusion into future IFYWP updates. /McMillan Rd NEW REQUEST.To be evaluated and prioritized 24 Ustick Road and Venable Lane Install an enhanced crossing(pedestrian hybrid beacon) for possible inclusion into future IFYWP updates. Ustick Rd and Venable Ln Pedestrian Crossing Central Meridian Bikeway, Blue Heron Street Install Level 1 bike facilities along the Central Meridian Bikeway from Blue Heron 25 /Chinden Boulevard Street to Chinden Boulevard N/A N/A 2026 Project programmed to be constructed in 2026. BikewaySignage(2026) Page 4 of 6 2023 Priority & Ranking Agency Project Name Agency Project Description 0 0 ACHD Update ACHD Implementation Project Name 26 N Naomi Ave, Usitck to Ponderosa Install 20mph school zone signs Locust Grove-Eagle Bikeway, Pine Avenue/ NEW REQUEST.To be evaluated and prioritized Locust Grove-Eagle Bikeway,Pine Ave/ 27 McMillan Road Install Level 1 and Level 3 bike facilities for possible inclusion into future IFYWP updates. Chinden Blvd Scoped"No Go"in 2018.Sidewalk on east side 28 Nola Rd, south of Pine Ave Middle School Construct sidewalk on the east side of Nola Rd from Pine Ave to Crossroads. to be built through development. Nola Rd,Pine Ave/Crossroads Middle School Chinden-McMillan Bikeway,Ten Mile Road/ Install Level 1 and Level 3 bike facilities along the Chinden-McMillan Bikeway from 29 Sedona Drive Ten Mile Road to Sedona Drive N/A N/A 2026 Project programmed to be constructed in 2026. Bike way Sign age(2026) ranger ve bikeway,RecordsAve/ Granger Avenue Bikeway, Records Avenue/ Shamrock Ave(BikewaySignage Program- 30 Cloverdale Road Install Level 1 bike facilities N/A N/A 2024 Project programmed to be constructed in 2024. 2024) Hollandale-Targee Bikeway, Locust Grove Install signage and pavement markings along Hollandale-TargeeBikeway from Locust Concept was approved by ACHD Commission on 31 Road /Eagle Road Grove Road to Eagle Road.IFYWP 2021-2025. 12/07/22.Design in 2024. McMillan Rd and Palantine Way Pedestrian Install an enhanced pedestrian crossing and curb ramps on McMillan Rd at Palantine North Meridian Improvements A:McMillan Rd 32 Crossing Way. 2024 2025 Future Project programmed to be designed in 2024. and Palantine Way Pedestrian Crossing Complete sidewalks on the south side of Broadway Ave, between West 07th St and Meridian Downtown Improvements A: 33 Broadway Ave, West 07th St/West 04th St West 04th St. 2026 Future Future Project programmed to be designed in 2026. Broadway Ave, West Oath St/West 04th St Meridian Uowntown Improvements n 34 East 2 112 St, Carlton Ave/Fairview Ave Install sidewalk on the west and/or east side. 2024 2025 Future Project programmed to be designed in 2024. 1/2 St Carlton Ave /Fairview Ave Ustick CorridorUstick en Mile Rd 35 Bridgetower Pedestrian Signal Pedestrian signal on Ustick Road at Bridgetower(Towerbridge?)Drive. 2022 2023 2024 Project programmed to be constructed in 2024. Linder Rd Remove mid-block cross-walk by Hillsdale and add enhanced cross-walks at Lachlan To be evaluated and prioritized for possible Hillsdale Elementary Pedestrian Crossings 36 Stockenham Enhanced Cross-walks and near Rockhampton/Hill Park St.Update school zone signs and flashers. inclusion into future IFYWP updates. and School Zone To be evaluated and prioritized for possible 37 Taormina Drive at Maesaia Way Install sidewalk on south side of Taormina Drive near Maesaia Way. inclusion into future IFYWP updates. Taormina Drat Maesaia Way Lxtend roadway and construct s ree scape improvements, including curb, gu er, sidewalk, and improved UPRR crossing, from Carlton Ave to Fairview Ave in Defer until completion of Phase 1 (Franklin to East 03rd St Extension,Carlton St/Fairview 38 E. 3rd Carlton to Fairview accordance with the Downtown Meridian Neighborhood Plan. Carlton). Ave en ian Uowntown ImprovementsLocust Locust Grove Rd and Woodbridge Dr Install an enhanced pedestrian crossing of Locust Grove Rd at Woodbridge Dr or Grove Rd and Woodbridge Dr Pedestrian 39 Pedestrian Crossing Watertower St. 2024 2025 Future Project programmed to be designed in 2024. Crossing 40 Eagle Rd, River Valley St/Ustick Rd Complete sidewalks on Eagle Rd,between River Valley Stand Ustick Rd. ITD facility. ACHD to share request with ITD. Eagle Rd,River Valley St/Ustick Rd 41 Chinden Blvd, east of Ten Mile Rd Complete sidewalks on Chinden Blvd,east of Ten Mile Rd. ITD facility. ACHD to share request with ITD. Chinden Blvd,E/O Ten Mile Rd ACHD to evaluate as part ot tuture budgeting 42 Woodbridge Neighborhood Bike Study Study the connectivity and bikeability of the Woodbridge neighborhood. efforts. Woodbridge Neighborhood Bike Study ra is ngineering does not recommend installation. Crossing activity is caused by parent Watertower St and Rebound School 43 Watertower St at Rebound School Install a painted crosswalk on Watertower St at Rebound School. drop off. Pedestrian Crossing Linder Rd, Chateau Dr/ Barbara Morgan ACHD Traffic believes current signage is 44 STEM Way finding signage on Linder. adequate. No additional signage recommended. Linder Rd,Chateau Dr/Barber Morgan STEM o be evaluated and prioritized tor possible M3ridian Rd and Producer Dr Pedestrian 45 St. Ignatius School Pedestrian Signal Pedestrian signal on Meridian Road at Producer. inclusion into future IFYWP updates. Crossing omp ete Sidewalk on both sides ot West 02nd, between the Union Facitic Kailroa iclewalkscope o o in 2015. AgFn-cies to 46 West 02nd St, UPRR/ Broadway Ave and Broadway Ave to address parking concerns in this area. coordinate if other solutions identified. West 02nd,UPRR/Broadway Ave Page 5 of 6 2023 Priority & Ranking Agency Project Nam Agency Project Description 0 0 0 ACHD Update ACHD Implementation Project Name cope o o M as issues are cause y Nola Rd and Crossroads Middle School drop-off activities.Encourage school to work with Nola Rd and Crossroads Middle School 47 Pedestrian Crossing Install a painted crosswalk on Nola Rd at Crossroads Middle School. parents. Pedestrian Crossing Install an enhanced crossing (pedestrian hybrid beacon) on Locust Grove Road at Locust Grove Corridor -Locust Grove Rd, 48 Locust Grove Road and Heritage Park Street Heritage Park Street,access for Meridian Technical Charter High School 2025 2026 Future Project programmed to be designed in 2025. Ustick Rd/McMillan Rd Gondola-Malta Bikeway, Black Cat Road / NEW REQUEST.To be evaluated and prioritized Gondola-Malta Bikeway, W/O Black Cat Rd/ 49 Goddard Creek Way Install Level 1 and Level 3 bike facilities for possible inclusion into future IFYWP updates. Goddard Creek Way Install Level 1 bike facilities along the Records Way Bikeway from Pine Avenue to Records Way Bikeway, Pine Avenue/ Florence Drive, Level 2 bike facilities from to Ustick Road to Baldcypress Street, and NEW REQUEST.To be evaluated and prioritized Records Way Bikeway,Pine Ave/Chinden 50 Fernside Drive Level 1 bike facilities from Baldcypress Street to Wainwright Drive for possible inclusion into future IFYWP updates. (Bikeway Signage Program-2024) collector and roadway improvements are completed through redevelopment. When the Montague Way,Amity Road /Santo Stefano Install sidewalk on east side of Montague Way from Amity Road to Santo Stefano property on the east side redevelops,they will be 51 Drive Drive required to construct sidewalk. Construct a etac a asp a t or concrete pathway on east side ot Locust Urove 52 Locust Grove Rd, Overland Rd/ Puffin St between Puffin Stand Overland Rd. 2019 2021 2023 Project programmed to be constructed in 2023. Locust Grove Rd,Victory Rd/Overland Rd Locust Grove Rd and Time Zone Dr 2020- Locust Grove Rd,Victory Rd/Overland Rd- 53 Pedestrian Crossing Install an enhanced pedestrian crossing of Locust Grove Rd at Time Zone Dr. 2019 2021 2023 Project programmed to be constructed in 2023. Time Zone Dr Pedestrian Crossing Black Cat-Ten Mile Bikeway, Cherry Lane/ NEW REQUEST.To be evaluated and prioritized Black Cat-Ten Mile Bikeway(Phase 1),Cherry 54 Ustick Road Install Level 1 bike facilities along the Black Cat-Ten Mike Bikeway for possible inclusion into future IFYWP updates. Ln/Ustick Rd Page 6 of 6 2023 Roadway & Intersection Priorities Legend 0 0.25D.5 1 1.5 2 2.5 iles 0 V Area of Impact ,� L Future Roads `` _ ^ 10 4t,� ■ Banbury Golf Club • • ■ PW 0 ■ E RA J '1H ..... z IL � o41 -' 0 i k ■ � ■ el Mmr cilan ® ; 55 17 ■ 0 - ■ L . 6/L1�JU�JIA]U M ® men ` O �i ■ :I ■ � . . . �� r ■ UI ■ ul R ■ i �( ■M M 0 M■ ■ ffi ■ s, ■ ( ll I UI The information shown on this map is compiled from various sources ■ — and is subject to constant revision.The City of Meridian makes no ■ warranty or guarantee as to the content, accuracy, timeliness, or completeness of any of the data provided, and assumes no legal responsibility for the information contained on this map. E Print Date: 1/12/2023 2023 Community Program Priorities Legend 0 0.20.4 0.8 1.2 1.6 2 Miles j q Area of Impact -.. Spurwing Club Project Type Country Club Community Programs Bikeway Projects (colors vary) �i ■ zl Gr ■ o o: a: .0 5 OI F i r- I IF IAI • �JUCMN 1 Li CII If ■ z I \AI.+VA1/VLAJLAYZa.IV C C-....1.1:.. [J C C__.I,1:._ DJ ■ ul �'\CI cS 55 ul _\ zi �V a � •I _ , li ■ G I IrC I ■ V �� ■ F DA ■ � z \./1GL1]71J''1II\JJlrtr��(O:IJJI�LL'•AAJ]]�\UU•/!' 1 t� (i r GT! ■ � ul ■ Zi u� a; N ■ � u n ■ �0 ■ u M iL © ■ II ■1A/,&.'a., DJ \ ■ \A/ A.«:a., D C A....:a.. D� ■ -■ ' ■ + ♦ ■ u�1 0 7 O 0: ■ ■ F6?I o: ■ The information shown on this map is compiled from various sources and is subject to constant revision. The City of Meridian makes no u I ■ warranty or guarantee as to the content, accuracy, timeliness, or completeness of any of the data provided, and assumes no legal responsibility for the information contained on this map. OME I Print Date: 1/12/2023