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2022-12-14 PARKS AND RECREATION COMMISSION MEETING City Council Chambers, 33 East Broadway Avenue, Meridian, Idaho Wednesday, December 14, 2022 at 5:30 PM Mission: The Meridian Parks & Recreation Commission is a volunteer citizens' group that is created and empowered to advise the City on issues relating to park facilities and recreation programs of the City. Their mission is to gather input from staff and other qualified personnel on issues relating to the creation and design of public parks and open spaces; to listen to public input; and to provide advice and recommendations on parks and recreation related matters to the Mayor and City Council. All materials presented at public meetings become property of the City of Meridian. Anyone desiring accommodation for disabilities should contact the City Clerk's Office at 208-888-4433 at least 48 hours prior to the public meeting. Agenda VIRTUAL MEETING INSTRUCTIONS To join the meeting online: https://us02web.zoom.us/j/84502852137 Webinar ID: 845 0285 2137 ROLL-CALL ATTENDANCE ____ Jo Greer, President ____ Keith Bevan, Vice President ____ Dom Gelsomino ____ John Nesmith ____ Jennifer Bobo ____ Mandi Roberts ____ Elle Hood ____ Brandon Simpson ____ Mike Medellin ADOPTION OF THE AGENDA APPROVAL OF THE MINUTES 1. October 12, 2022 Regular Meeting Jo Greer, MPRC President ~ 2 minutes ANNOUNCEMENTS 2. Upcoming Events Shelly Houston, MPR Marketing Coordinator ~ 5 minutes Page 1 OLD BUSINESS ~ NONE NEW BUSINESS 3. MPR Master Plan Update [Action Item] Art Thatcher, BerryDunn ~ 20 minutes 4. 2023 MPR Commissioner Elections [Action Item] Jo Greer, MPRC President ~ 10 minutes 5. Brainstorm 2023 All-Commission Goals [Action Item] Steve Siddoway, MPR Director ~ 45 minutes WORKSHOP ~ NONE STAFF REPORTS 6. MPR Staff ~ 15 minutes ADJOURNMENT NEXT MEETING ~ JANUARY 11, 2023 AT 5:30 PM 2022 All-Commission Goals: 1. Support the construction of Discovery Park Phase 2. 2. Support development of a connected pathway system across the City of Meridian, with a focus on developing projects for future construction. 3. Participate in the design and programming of a new Community Center. 4. Support the development of the Comprehensive Park System Master Plan Update. 5. Participate in the partnership with the Meridian Arts Commission to add theming and identity reinforcing art in Meridian parks and along pathways. 6. Support future improvements at Lakeview Golf Course. 7. Pursue improved tools and opportunities to engage citizens and stakeholders. 8. Host and participate in a strategic workshop with the Urban Land Institute regarding pathway improvements. 9. Provide feedback on the design for new playgrounds at Chateau Park and Bear Creek Park. 10. Discuss and provide input on efforts to assess and take over operations of the Meridian Pool. Page 2 11. Engage other task forces, commissions, entities, and agencies through workshops and other outreach for partnership opportunities. 12. Continue to foster greater Commission involvement/presence in community events whenever appropriate. Page 3 Page 4Item 1. Page 5Item 1. Page 6Item 1. Page 7Item 1. Page 8Item 1. Page 9Item 1. Page 10Item 1. Page 11Item 1. Page 12Item 1. Page 13Item 1. Page 14Item 1. Page 15Item 1. Page 16Item 1. Page 17Item 1. Page 18Item 1. Page 19Item 1. Page 20Item 1. Page 21Item 1. Page 22Item 1. Page 23Item 1. Page 24Item 1. Page 25Item 1. Page 26Item 1. Page 27Item 1. Page 28Item 1. City of Meridian, Idaho Parks and Recreation Master Plan Update DRAFT Submitted by: BerryDunn 2211 Congress Street Portland, ME 04102-1955 207.541.2200 Submitted On: November 30, 2022 Page 29 Item 3. Meridian Parks and Recreation Master Plan Update Table of Contents | i Table of Contents Section Page Table of Contents ......................................................................................................................... i 1.0 Executive Summary ............................................................................................................. 1 A. Purpose of this Plan ........................................................................................................... 1 B. Planning Process Summary ............................................................................................... 1 C. Recommendations ............................................................................................................. 2 Goal 1: Continue to Improve Organizational Efficiencies ..................................................... 3 Goal 2: Maintain and Improve Facilities and Amenities ....................................................... 4 Goal 3: Continue to Improve Programs and Service Delivery .............................................. 7 Goal 4: Increase Financial Opportunities ............................................................................. 8 2.0 Introduction to the Planning Context .................................................................................... 9 A. Purpose of this Plan ........................................................................................................... 9 B. Parks and Recreation Department Overview ...................................................................... 9 C. Mission, Vision, and Values ............................................................................................... 9 D. Related Planning Efforts and Integration ...........................................................................10 E. Methodology of this Planning Process ...............................................................................10 3.0 What We Want – Our Community, Trends, and Identified Needs ........................................12 A. Demographic Profile ..........................................................................................................12 Population and Demographic Trends .................................................................................12 City of Meridian Demographic Profile .................................................................................12 Population ..........................................................................................................................13 Age ....................................................................................................................................14 Diversity in City of Meridian ................................................................................................14 Educational Attainment ......................................................................................................15 Household Overview ..........................................................................................................15 Employment .......................................................................................................................16 People with Disabilities ......................................................................................................17 Page 30 Item 3. Meridian Parks and Recreation Master Plan Update Table of Contents | ii Health and Wellness ..........................................................................................................17 B. Current Trends ..................................................................................................................18 Park and Recreation Influencing Trends ............................................................................18 Estimated Local Participation .......................................................................................18 Regional and National Trends ............................................................................................20 Administrative Trends ........................................................................................................22 Conservation ......................................................................................................................22 Marketing & Social Media ...................................................................................................23 Partnerships (Public, Private, and Intradepartmental) ........................................................23 Community Centers ...........................................................................................................24 Community & Special Events .............................................................................................25 Cycling Trends ...................................................................................................................26 Golf Courses – Alternative Uses ........................................................................................26 Sustainability ...................................................................................................................28 Outdoor & Adventure Recreation Trends ...........................................................................28 C. Community and Stakeholder Input ....................................................................................29 D. Random Invitation Community Needs Assessment Survey Summary ...............................33 Introduction & Methodology ................................................................................................33 Summary of Selected Findings...........................................................................................34 4.0 Who We Are - Organizational and Financial Assessment ....................................................39 Organizational Analysis .........................................................................................................39 Recreation Program Analysis ................................................................................................43 Program Development .......................................................................................................43 Program Evaluation ............................................................................................................44 Financial Analysis ..................................................................................................................44 Current Circumstances and Trends ....................................................................................44 Maintenance and Operations Analysis ...................................................................................52 5.0 Pathways Assessment & Recommendations ......................................................................59 Page 31 Item 3. Meridian Parks and Recreation Master Plan Update Table of Contents | iii Introduction ............................................................................................................................59 Pathway System Overview ....................................................................................................59 Importance of Pathways/Need ...............................................................................................60 Need ..................................................................................................................................60 Stakeholders ......................................................................................................................60 Progress Update/Policies Implemented .................................................................................61 Policy and Procedural Improvements Achieved Since Approval of Original Plan ................61 Opportunities/Recommendations ...........................................................................................62 Maintain a Regional Perspective ........................................................................................62 Schools ..............................................................................................................................62 Equity and Neighborhood Connections ..............................................................................63 Subdivision Development ...................................................................................................63 Existing Rights-of-Way .......................................................................................................63 As-Builts and Documentation .............................................................................................64 Key Stakeholders for Pathway Implementation ......................................................................64 Irrigation Districts ...............................................................................................................64 Developers .........................................................................................................................64 Implementation and Maintenance Priorities ...........................................................................64 Regional Impact of Rail-with-Trail .......................................................................................65 All Other Proposed Pathways ............................................................................................65 Implementation Costs for Plan Build-Out ...............................................................................66 Pathway Maintenance and Operations ..................................................................................66 Implications of System Expansion on Maintenance ............................................................66 Replacement Cycle for Paved Pathways ............................................................................67 Life Cycle Repaving Costs .................................................................................................67 Assumptions: .....................................................................................................................68 Relevant Studies and Planning Efforts ...................................................................................68 Summary ...............................................................................................................................68 Page 32 Item 3. Meridian Parks and Recreation Master Plan Update Table of Contents | iv 6.0 What We Have – Parks and Facilities Inventory and Assessment .......................................70 Step 1: Inventory – What Do We Have? ................................................................................70 Assessment Summary .......................................................................................................70 Parks Summary .................................................................................................................72 Indoor Facilities ..................................................................................................................74 Pathways Summary ...........................................................................................................74 Park Classifications ............................................................................................................76 Component-Based Level of Service Classification .............................................................76 Alternative Providers ..........................................................................................................77 Schools ..............................................................................................................................78 System Map .......................................................................................................................80 Step 2: Assessment and Analysis - How Are We Doing? .......................................................81 Park Scoring ......................................................................................................................81 Level of Service Analysis ...................................................................................................83 7.0 Where We Go From Here – Recommendations and Action Plan ...................................... 101 A. Recommendations .......................................................................................................... 101 Goal 1: Continue to Improve Organizational Efficiencies .................................................. 101 Goal 2: Maintain and Improve Facilities and Amenities .................................................... 103 Goal 3: Continue to Improve Programs and Service Delivery ........................................... 106 Goal 4: Increase Financial Opportunities .......................................................................... 106 B. Goals, Objectives, and Actions: ....................................................................................... 107 Goal 1: Continue to Improve Organizational Efficiencies .................................................. 107 Goal 2: Maintain and Improve Facilities and Amenities .................................................... 110 Goal 4: Increase Financial Opportunities .......................................................................... 118 C: Implementation Guidelines/Strategies ............................................................................. 119 Appendix A - GRASP® Glossary ............................................................................................ 122 Inventory Methods and Process .......................................................................................... 130 Asset Scoring ................................................................................................................... 131 Page 33 Item 3. Meridian Parks and Recreation Master Plan Update Table of Contents | v Park Classifications ............................................................................................................. 132 The Nature of Classification Systems ............................................................................... 132 Additional Inventory .......................................................................................................... 137 Composite-Values Level of Service Analysis Methodology .............................................. 141 More on Utilizing GRASP® Perspectives ......................................................................... 143 Brief History of Level of Service Analysis ......................................................................... 143 GRASP® (Geo-Referenced Amenities Standards Program) ............................................ 144 List of Low-Scoring Components and Modifiers ............................................................... 148 Level of Service Improvements ........................................................................................ 149 Appendix B: : General Maintenance Standards for Quality Parks and Facilities in Meridian, Idaho ....................................................................................................................................... 152 Parks ................................................................................................................................... 152 Grounds ........................................................................................................................... 152 Drinking Fountains (where applicable) ............................................................................. 152 Signage ............................................................................................................................ 152 Ornamental Plants and Trees .......................................................................................... 152 Walkways and Trails ........................................................................................................ 152 Trash Receptacles (random locations) ............................................................................. 153 Fencing ............................................................................................................................ 153 Security and Exterior Lights ............................................................................................. 153 Bridges ............................................................................................................................. 153 General Use Turf Areas ................................................................................................... 154 Athletic Use Turf Areas .................................................................................................... 154 Irrigation ........................................................................................................................... 154 Open Space Areas .............................................................................................................. 154 Athletic Facilities and Competitive Play Fields ..................................................................... 155 Turf .................................................................................................................................. 155 Softball Infields ................................................................................................................. 155 Page 34 Item 3. Meridian Parks and Recreation Master Plan Update Table of Contents | vi Bleachers ......................................................................................................................... 155 Lights ............................................................................................................................... 155 Fencing ............................................................................................................................ 156 Restrooms/Portable Toilets .............................................................................................. 156 Playgrounds ........................................................................................................................ 156 Play Equipment ................................................................................................................ 156 Surfacing .......................................................................................................................... 156 Borders ............................................................................................................................ 156 Decks ............................................................................................................................... 157 General ............................................................................................................................ 157 Picnic areas and shelters ..................................................................................................... 157 General ............................................................................................................................ 157 Tables .............................................................................................................................. 157 Grills ................................................................................................................................ 157 Trash Receptacles ........................................................................................................... 158 Tennis Courts ...................................................................................................................... 158 Surfacing .......................................................................................................................... 158 Nets ................................................................................................................................. 158 Fencing ............................................................................................................................ 158 OUTDOOR BASKETBALL COURTS ................................................................................... 158 Surfacing .......................................................................................................................... 158 Goals and Backboards ..................................................................................................... 158 SAND VOLLEYBALL COURTS ........................................................................................... 159 Nets ................................................................................................................................. 159 Sand Surface ................................................................................................................... 159 Borders ............................................................................................................................ 159 PONDS AND LAKES ........................................................................................................... 159 Water ............................................................................................................................... 159 Page 35 Item 3. Meridian Parks and Recreation Master Plan Update Table of Contents | vii Fishing Piers and Decks................................................................................................... 159 Benches ........................................................................................................................... 160 Page 36 Item 3. Meridian Parks and Recreation Master Plan Update 1.0 Executive Summary | 1 1.0 Executive Summary 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. B. Planning Process Summary 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: Community Engagement • Review of previous planning efforts, City historical information. • Extensive community involvement effort including focus groups, meetings with key stakeholders, and a community-wide public meeting. • Interviews with elected officials. • Statistically valid community interest and opinion survey. Facility Inventory • Update inventory of parks and facilities using existing mapping, staff interviews, and on- site visits to verify amenities and assess the condition of the facilities and surrounding areas. GRASP® Level of Service Analysis • Interviews with staff to provide information about City facilities and services, along with insight regarding the current practices and experiences of the City in serving its residents and visitors. • Identification of homeowner association (HOA) and alternative providers of recreation services to provide insight regarding the market opportunities in the area for potential new facilities and services. • Analysis addressing recreation, parks, and related services. Page 37 Item 3. Meridian Parks and Recreation Master Plan Update 1.0 Executive Summary | 2 Assessment and Analysis • Review and assessment of relevant plans. • Measurement of the current delivery of service for City facilities using the GRASP® Level of Service Analysis and allowing for a target level of service to be determined that is both feasible and aligned with the desires of citizens as expressed through the citizen survey. This analysis is also represented graphically in GRASP® Perspectives. • Exploration of finance and funding mechanisms to support development and sustainability within the system. Needs Assessment • Consideration of the profile of the community and demographics, including population growth. • Research of trends related to Meridian and American lifestyles to help guide the efforts of Parks and Recreation over the next several years. Operational and Marketing Analysis • Analyze parks and recreation programming and service delivery. • Conduct an organizational Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis. • Develop a broad assessment of the overall parks and recreation operations. Recommendations: Goals, Objectives, and Action Plan • Identification and categorization of recommendations into themes with goals, objectives, and an action plan for implementation. • Development of an action plan for capital improvements including cost, funding source potentials, and timeframe to support the implementation of the plan. Other Plan Elements: • Review of current staffing and development of 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. C. Recommendations Page 38 Item 3. Meridian Parks and Recreation Master Plan Update 1.0 Executive Summary | 3 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. Goal 1: Continue 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. 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 Tier2 and Tier 3 golf course improvements • Developing the Urban Forestry Management Plan with existing staff * completed in 2021-2022 Page 39 Item 3. Meridian Parks and Recreation Master Plan Update 1.0 Executive Summary | 4 • 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 AllTrails 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. 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: Page 40 Item 3. Meridian Parks and Recreation Master Plan Update 1.0 Executive Summary | 5 • 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 designs were presented to City Council and the final report provided as a staff document. 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 Page 41 Item 3. Meridian Parks and Recreation Master Plan Update 1.0 Executive Summary | 6 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 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 Page 42 Item 3. Meridian Parks and Recreation Master Plan Update 1.0 Executive Summary | 7 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. 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 outdoor adventure recreation to teens and active adults. Page 43 Item 3. Meridian Parks and Recreation Master Plan Update 1.0 Executive Summary | 8 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 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. Page 44 Item 3. Meridian Parks and Recreation Master Plan Update 2.0 Introduction to the Planning Context | 9 2.0 Introduction to the Planning Context 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. 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 530 acres of parkland, 334 acres of developed parks. The system is made up of 19 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: The Meridian Parks and Recreation Department’s mission is to enhance our community’s quality of life by providing innovatively designed parks, connected pathways, and diverse recreational opportunities for all citizens of Meridian that create lasting memories. Vision: Meridian Parks and Recreation is a premier department that provides family-focused opportunities for the Meridian community and responds to a growing and changing population. Focus Areas: Quality, Community, Fun Quality: We provide quality parks, pathways, and recreational opportunities that are beautifully designed, exceptionally maintained, safe, and create memories for the citizens and visitors to Meridian. Community: We build the sense of community in Meridian by connecting people through parks, pathways, programs, and events that bring enjoyment to individuals and families of all ages and abilities. Page 45 Item 3. Meridian Parks and Recreation Master Plan Update 2.0 Introduction to the Planning Context | 10 Fun: We provide places and opportunities that create quality of life experiences, bring balance to working individuals and families, and are fun and enjoyable. At the end of the day, this is what it’s all about! 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 Page 46 Item 3. Meridian Parks and Recreation Master Plan Update 2.0 Introduction to the Planning Context | 11 • 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 Page 47 Item 3. Meridian Parks and Recreation Master Plan Update 3.0 What We Want – Our Community, Trends, and Identified Needs | 12 3.0 What We Want – Our Community, Trends, and Identified Needs A. Demographic Profile Population and Demographic 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. 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: City of Meridian Demographic Profile 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. GreenPlay 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 PopulationSummary Gender & Age Distribution Race/Ethnic Character Household Data Employment Page 48 Item 3. Meridian Parks and Recreation Master Plan Update 3.0 What We Want – Our Community, Trends, and Identified Needs | 13 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. Population 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 2.69% compound annual growth rate between 2021 and 2026. If this growth rate trend continues, the City could reach more than 142,000 residents in 2026. Figure 1: Projected Population Growth in City of Meridian, 2000 - 2030 Source: Esri Business Analyst 42,569 77,797 124,790 142,522 0 20,000 40,000 60,000 80,000 100,000 120,000 140,000 160,000 2000 Total Population 2010 Total Population 2021 Total Population 2026 Total Population 124,790 Population Source: 2021 Esri Business Analyst Page 49 Item 3. Meridian Parks and Recreation Master Plan Update 3.0 What We Want – Our Community, Trends, and Identified Needs | 14 Age 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. The age distribution in the City of Meridian in 2021 was generally younger than the State of Idaho and the United States. Over 25% of the population was between the ages of 0 and 14 years old, compared to 21% in Idaho and 18% of the United States. Figure 2: Age Distribution in Meridian Compared to State of Idaho Source: 2021 Esri Business Analyst Diversity in City of Meridian 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. 0.00% 1.00% 2.00% 3.00% 4.00% 5.00% 6.00% 7.00% 8.00% 9.00% 10.00% City of Meridian Idaho USA 34.3 Median Age Source: 2021 Esri Business Analyst Page 50 Item 3. Meridian Parks and Recreation Master Plan Update 3.0 What We Want – Our Community, Trends, and Identified Needs | 15 Figure 3: Race Comparison for Total Population in City of Meridian Source: Esri Business Analyst Educational Attainment 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%). 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. Hispanic Population 8.4% Two or More Races3.6% Other Race2.4%Asian 2.2% Black or African American1.0% Whi t e90.1% Less than 9th Grade 1% 9-12th Grade/No Diploma 3% High School Diploma 18% GED/Alternative Credential 3% Some College/No Degree 25%Associate's Degree 12% Bachelor's Degree 25% Graduate/Professional Degree 13% Page 51 Item 3. Meridian Parks and Recreation Master Plan Update 3.0 What We Want – Our Community, Trends, and Identified Needs | 16 Figure 5: Median Household Income Distribution, 2021 Estimates Source: Esri Business Analyst 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 the City’s population were employed in blue collar positions, such as construction, maintenance, etc. Finally, 8% Meridian residents were employed in the service industry. An estimated % of 82.3% working residents drive alone to work, while 19% of residents spent seven plus hours a week commuting to and from work. 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% City of Meridian Idaho USA 2.6% Unemployment Rate Source: 2021 Esri Business Page 52 Item 3. Meridian Parks and Recreation Master Plan Update 3.0 What We Want – Our Community, Trends, and Identified Needs | 17 People with Disabilities 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 and 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 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 below provides additional information regarding the County’s health data as it may relate to parks, recreation, and community services.1 The strengths indicated below are those areas where the City of Meridian ranked higher than top U.S. performers or the State of 1 Robert Wood Johnson Foundation, County Health Rankings 2020, http://www.Countyhealthrankings.org 9.3% Live with a Disability Source: 20210 American Community Survey Ada County Ranked 3rd for Health Outcomes Robert Wood Johnson Foundation County Health Rankings Page 53 Item 3. Meridian Parks and Recreation Master Plan Update 3.0 What We Want – Our Community, Trends, and Identified Needs | 18 Idaho. The areas to explore are those where the County ranked lower than the State or top U.S. performers. 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 and Recreation Influencing 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.” Estimated 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. Strengths •Physical inactivity •Uninsured •Primary Care physicians •Dentists •Mental health providers •Preventable hospital stays Areas to Explore •Adult Smoking •Adult Obesity •Sexually transmitted infections Page 54 Item 3. Meridian Parks and Recreation Master Plan Update 3.0 What We Want – Our Community, Trends, and Identified Needs | 19 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. Figure 8: Adult Participation in Outdoor Recreation Source: Esri Business Analyst 8.0% 2.8% 19.0% 28.3% 13.6% 10.0% 3.9% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% Aerobics Pilates Swimming Walking For Exercise Weight Lifting Yoga Zumba City of Meridian Idaho 2.4%3.9%4.4% 10.7% 6.7% 13.5% 4.4%4.1% 10.2%10.3% 14.4%13.8% 2.4%3.5%2.5% 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0% 16.0% City of Meridian Idaho Page 55 Item 3. Meridian Parks and Recreation Master Plan Update 3.0 What We Want – Our Community, Trends, and Identified Needs | 20 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%). 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) 4.1% 8.6% 4.6%4.6% 2.7% 4.2% 3.4% 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% 7.0% 8.0% 9.0% 10.0% Baseball Basketball Football Soccer Softball Tennis Volleyball City of Meridian Idaho Page 56 Item 3. Meridian Parks and Recreation Master Plan Update 3.0 What We Want – Our Community, Trends, and Identified Needs | 21 • 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 Page 57 Item 3. Meridian Parks and Recreation Master Plan Update 3.0 What We Want – Our Community, Trends, and Identified Needs | 22 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? 6. 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: Page 58 Item 3. Meridian Parks and Recreation Master Plan Update 3.0 What We Want – Our Community, Trends, and Identified Needs | 23 • 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% proactivity reduce stormwater through green infrastructure Marketing & Social Media 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. 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 municipalities’ 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 (Public, Private, and Intradepartmental) 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. Page 59 Item 3. Meridian Parks and Recreation Master Plan Update 3.0 What We Want – Our Community, Trends, and Identified Needs | 24 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. 2 Community centers. County Health Rankings & Roadmaps. (2020, January 21). https://www.countyhealthrankings.org/take-action-to-improve-health/what-works-for-health/strategies/community- 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.org/take-action-to-improve-health/what-works-for-health/strategies/community- centers. Page 60 Item 3. Meridian Parks and Recreation Master Plan Update 3.0 What We Want – Our Community, Trends, and Identified Needs | 25 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. Figure 10: Non-Traditional Services Desired in Community Center Source: NRPA Park Pulse Community & Special Events 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:6  • 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.  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.html. 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. Page 61 Item 3. Meridian Parks and Recreation Master Plan Update 3.0 What We Want – Our Community, Trends, and Identified Needs | 26 • 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. Cycling Trends These activities are attractive as they require little equipment, or financial investment, to get started, and are open to participation to nearly all segments of the population. For these reasons, participation in these activities is often promoted as a means of spurring physical activity and increasing public health. The design of a community’s infrastructure is directly linked to physical activity – where environments are built with bicyclists and pedestrians in mind, more people bike and walk. Higher levels of bicycling and walking also coincide with increased bicycle and pedestrian safety and higher levels of physical activity. Increasing bicycling and walking in a community can have a major impact on improving public health and life expectancy. Golf Courses – Alternative 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 o 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 7 “2018 Disc Golf Demographics,” Professional Disc Golf Association. Accessed October 2019. Page 62 Item 3. Meridian Parks and Recreation Master Plan Update 3.0 What We Want – Our Community, Trends, and Identified Needs | 27 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 o 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 o 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.11 • Special Events and Weddings o 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. 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.org/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.aspx, 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. Page 63 Item 3. Meridian Parks and Recreation Master Plan Update 3.0 What We Want – Our Community, Trends, and Identified Needs | 28 Sustainability 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: • Green jobs • 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 Page 64 Item 3. Meridian Parks and Recreation Master Plan Update 3.0 What We Want – Our Community, Trends, and Identified Needs | 29 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. 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. C. Community 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 can be found in Appendix X. Page 65 Item 3. Meridian Parks and Recreation Master Plan Update 3.0 What We Want – Our Community, Trends, and Identified Needs | 30 Focus Group Strengths Communica�on (ease of access) Department serves the community well Accessibility Ameni�es at the park (the extras) Foresight/planning/infrastructure/keeping up with growth Parks are well maintained Partnerships (Library , other Departments, Organiza�ons) Loca�on of parks well planned, bikeable, for everyone, parks are an asset Diversity of offerings (facili�es and programs [movies in the park ]) Staff/leadership approachable, responsive, open to new ideas, follow through Strengths Focus Group Areas of Improvement Courts for basketball , tennis , pickleball Greater need for more reservable space (outdoor/indoor) Facili�es for programs not as good as parks Lack of connec�vity, bike parks , trails Lack of lighted fields Lack of indoor fields Lack of tournament field facility Greater need for more open space, more park space Need more athle�c fields (diamonds for youth) Communica�on Lack of parking Areas of Improvement Page 66 Item 3. Meridian Parks and Recreation Master Plan Update 3.0 What We Want – Our Community, Trends, and Identified Needs | 31 Focus Group Sa�sfac�on Ra�ngs 64% of par�cipants were very sa�sfied or sa�sfied with current programs offered by the department 86% of par�cipants were very sa�sfied or sa�sfied with current quality of parks and facili�es offered by the department 82% of par�cipants rated the level of maintenance for parks and facili�es as excellent or very good 65% of par�cipants rated the quality of customer service as excellent with another 19% ra�ng it as very good Focus Group Addi�onal Programs Indoor Soccer and Futsal, Adult Soccer Intramurals Pickleball Teen night Disc Golf More movies in the park Official training programs Compe��ve swimming Desired Programs and Ac�vi�es •Ac�vity Fair/Special events •Adap�ve recrea�on •Adventure based, especially a�rac�ve to teens •Bocci Ball •Cooking classes •Dodgeball •Evening programs •Historical programs •Horseshoe •Markets •Programs for working with your hands •Races/triathlons •Swim lessons •Tennis Page 67 Item 3. Meridian Parks and Recreation Master Plan Update 3.0 What We Want – Our Community, Trends, and Identified Needs | 32 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. Focus Group New Facili�es Rock wall Community Center Event venue (rentable) Ice Rink Add skate park Disc Golf (year round, dedicated) Outdoor aqua�cs Table and chairs hang out space, power, Wi-Fi (used for gathering, studying) Community garden Parking Auditorium Synthe�c turf Indoor field facility Lighted fields JUMP (Jacks Urban Mee�ng Place) Indoor swimming pools Mul�-purpose fields Indoor sports complex Addi�onal Facili�es and Ameni�es Focus Group Priori�es Adventure type ameni�es (Zipline, bowl) Providing ample space and accessibility for our growing community Inclusiveness Useable community center Upgrade all parks to offer more ameni�es Create a mul�-sport complex (synthe�c fields) Manage growth Land acquisi�on Rectangular fields to support demand Indoor facility Connec�vity Priori�es Page 68 Item 3. Meridian Parks and Recreation Master Plan Update 3.0 What We Want – Our Community, Trends, and Identified Needs | 33 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. Page 69 Item 3. Meridian Parks and Recreation Master Plan Update 3.0 What We Want – Our Community, Trends, and Identified Needs | 34 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 can be found in Appendix X and Open-ended Responses were provided as a staff document. Key finding from the survey are shown below: Page 70 Item 3. Meridian Parks and Recreation Master Plan Update 3.0 What We Want – Our Community, Trends, and Identified Needs | 35 Page 71 Item 3. Meridian Parks and Recreation Master Plan Update 3.0 What We Want – Our Community, Trends, and Identified Needs | 36 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. Page 72 Item 3. Meridian Parks and Recreation Master Plan Update 3.0 What We Want – Our Community, Trends, and Identified Needs | 37 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. Page 73 Item 3. Meridian Parks and Recreation Master Plan Update 3.0 What We Want – Our Community, Trends, and Identified Needs | 38 Page 74 Item 3. Meridian Parks and Recreation Master Plan Update 4.0 Who We Are - Organizational and Financial Assessment | 39 4.0 Who We Are - Organizational and Financial Assessment Organizational Analysis 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 (See Figure 1). 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. 12 The six divisions represent functional areas and not necessarily reporting relationships. Page 75 Item 3. Meridian Parks and Recreation Master Plan Update 4.0 Who We Are - Organizational and Financial Assessment | 40 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. 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. Table 1: Distribution of Meridian Budgeted Staffing Typical Staffing Distribution 2022 Meridian Budgeted Position Distribution Operations/Maintenance 45% 53% Recreation Programs 31% 43% FTE Page 76 Item 3. Meridian Parks and Recreation Master Plan Update 4.0 Who We Are - Organizational and Financial Assessment | 41 Typical Staffing Distribution 2022 Meridian Budgeted Position Distribution Administration 17% 3% FTE Capital development 3% 0% FTE Other 3% 0% Total 100% 100% Future Staffing Considerations After evaluating the observations and assessments, the consultant team has determined that the Department will need between five and six additional positions to operate and its system over the next five years and up to an additional five positions as growth occurs in the City. Page 77 Item 3. Meridian Parks and Recreation Master Plan Update 4.0 Who We Are - Organizational and Financial Assessment | 42 Figure 11: Meridian Parks and Recreation 2022 Organizational Chart Meridian Parks and Recreation 2022 Organizational Chart Parks and Recreation Director Park Superintendent Park Maintenance Manager Parks Maintenance Assistant Foreman SeniorMaintenance Technicians (3) Maintenance Technicians (2) Park Maintenance Crew Chief Senior Maintgenance Technicians (3) Maintenance Technician Park Maintenance Crew Chief Senior Maintenance Technicians (3) Maintenance Technician Park Operations Crew Chief Golf Course Superintendent Golf Course Assistant Superintendent Golf Maintenance Technician (2) City Arborist Pathways Project Manager Facility Manager Head Golf Professional/ General Manager Site Supervisors Homecourt (3) Assistant Golf Professionals (3) Homecourt Facility Specialist P/T (2) Golf Shop Assistant Recreation Manager Recreation Coordiantor Special Events Recreation Coordinator (Activities and Camps) Volunteer Program Coordinator Arts & Culture Coordinator Aquatics Coordiantor Administrative Assistant 1 (2) Recreation Coordinator (Sports & Extermal Events Site Supervisor Recreation Aquatics Coordinator Marketing Coordinator Administrative Assistant Page 78 Item 3. Meridian Parks and Recreation Master Plan Update 4.0 Who We Are - Organizational and Financial Assessment | 43 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. Page 79 Item 3. Meridian Parks and Recreation Master Plan Update 4.0 Who We Are - Organizational and Financial Assessment | 44 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 Program Evaluation 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? 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 Page 80 Item 3. Meridian Parks and Recreation Master Plan Update 4.0 Who We Are - Organizational and Financial Assessment | 45 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, and development impact fees. 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: Table 2: Meridian Parks and Recreation Revenues and Expenses (FY 2020 – FY 2022) 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 West 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 Figure 12: Revenue and Expense Trends FY20 – FY23 13 General fund cost recovery is calculated by dividing revenues and operating subsidy by operating expenditures 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 -$ -$ 1,200,000$ Impact Fees 4,695,399$ 4,358,647$ 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 3,060,439$ 3,890,502$ 4,158,825$ Operating Expenses 2,001,133$ 3,342,527$ 4,325,954$ Capital Expenses 5,905,795$ 1,111,937$ 12,017,860$ Total Expenditures 10,967,367$ 8,344,966$ 20,502,639$ Total Cost Recovery 13%37%39% Page 81 Item 3. Meridian Parks and Recreation Master Plan Update 4.0 Who We Are - Organizational and Financial Assessment | 46 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 Performance Review on typical agency operating expenditures per capita. In 2021, the typical parks and recreation agency similar in size to Meridian spent between $43.03 and $154.92 per capita or a median of $74.22 for each resident. In 2022, the City spent $63.57 per resident This was lower than the median but within the typical range. Local Comparison 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. Figure 13: Selected Idaho Parks and Recreation Expenditures per Capita – 2022/23 $- $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 FY 20 F& 21 FY22 Meridian Parks and Recreation Revenue and Expense Trends Revenues Expenses - Non Capital TYPICAL OPERATING EXPENDITURES PER CAPITA: $74.22/Year Source: 2022 NRPA Agency Performance Review Page 82 Item 3. Meridian Parks and Recreation Master Plan Update 4.0 Who We Are - Organizational and Financial Assessment | 47 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. Figure 14: Resource Allocation Methodology 0 50 100 150 200 Boise (237,446 population) Meridian (133470 population) Napa (96,825 population)Idaho falls (66898 population) Pocatello (57092 population) Selected Idaho Parks and Recreation Expenditures per Capita -2022/23 Page 83 Item 3. Meridian Parks and Recreation Master Plan Update 4.0 Who We Are - Organizational and Financial Assessment | 48 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. 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 participate, although a majority (54%) believe fee increases may impact their participation. Page 84 Item 3. Meridian Parks and Recreation Master Plan Update 4.0 Who We Are - Organizational and Financial Assessment | 49 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 (16) of the Idaho Development Impact Fee Act, park impact fees are derived using the cost per service unit multiplied by the average number of service units per dwelling. In Table 2, single family residential dwelling units are considered by square feet and multi-family units are charged the same fee and calculated based on the total square feet of the building/number of units. Although an option, no commercial impact 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. Table 3: 2023 Park Impact Fees 1000 SQ feet or less $781 1001 to 1500 SQ Feet $1,361 1501 to 2500 SQ Feet $1,770 2501 to 3200 SQ Feet $2,098 3201 Sq feet or more $2,447 Invite Sample Open Link Overall Fee increases would not limit participation at all Fee increases would limit participation somewhat Fee increases would limit participation significantly Don't know/uncertain n= 20% 18% 37% 25% 300 14% 8% 45% 33% 273 17% 13% 41% 29% 573 Q 17: If fee increases were made for Meridian Parks, which of the following best describes the potential impact on your participation Page 85 Item 3. Meridian Parks and Recreation Master Plan Update 4.0 Who We Are - Organizational and Financial Assessment | 50 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. Table 4: Anticipated Funds from impact Fees through 2050 Anticipated Funds from Impact Fees Population Population Growth Average Household Size Number of Anticipated New Dwelling Units Low Fees (Based on $781 collected per dwelling unit) Median Fees (Based on $1,614 per dwelling unit) High Fees (Based on $2,447 per 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 Funding Mechanisms Available 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 and 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 Page 86 Item 3. Meridian Parks and Recreation Master Plan Update 4.0 Who We Are - Organizational and Financial Assessment | 51 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. 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. 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 through 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 through lowest among other selected Idaho parks and recreation agencies 9. While the City’s impact fee methodology is very current, fees established in the 2019 methodology study are not escalated for increases in construction and land costs which Page 87 Item 3. Meridian Parks and Recreation Master Plan Update 4.0 Who We Are - Organizational and Financial Assessment | 52 since 2020 have grown significantly. This leaves the Department with potential underfunded park land and development funding. 10. Among many opportunities to fund the Department, 39 options were identified that the Department would consider or possibly consider using in the future. Maintenance and Operations Analysis Maintenance and Operations Analysis 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 Page 88 Item 3. Meridian Parks and Recreation Master Plan Update 4.0 Who We Are - Organizational and Financial Assessment | 53 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. 2.0 Use of Department Parks 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 1. Importance to the community implies a need for an appropriate level of park maintenance. Figure 1: Importance of Facilities and Amenities, Recreation Programs, and Services to Meridian 2.1 Satisfaction with Parks and 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 2 and 3. Page 89 Item 3. Meridian Parks and Recreation Master Plan Update 4.0 Who We Are - Organizational and Financial Assessment | 54 Figure 2: Needs Met for Facilities and Amenities in Meridian Figure 3: Top Three Community Issues the City of Meridian Parks and Recreation Should Focus on Improving 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. Page 90 Item 3. Meridian Parks and Recreation Master Plan Update 4.0 Who We Are - Organizational and Financial Assessment | 55 3.1 The Lakeview Golf Course 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. 4.0 Park Maintenance Team Responsibilities The 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. 4.1 Support for Recreation Events The 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. Page 91 Item 3. Meridian Parks and Recreation Master Plan Update 4.0 Who We Are - Organizational and Financial Assessment | 56 4.3 Maintaining Athletic Facilities The 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. 4.5 Park Maintenance Standards and Performance Measures 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. Page 92 Item 3. Meridian Parks and Recreation Master Plan Update 4.0 Who We Are - Organizational and Financial Assessment | 57 • 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 1 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 • Signage • Ornamental Plants and Trees • Walkways and Trails • Trash Receptacles • Fencing • Security and Exterior Lights • General Use Turf Areas • Athletic Use Turf Areas • Athletic Facilities and Competitive Play Fields • Irrigation • Open Space Areas • Bleachers • Lights • Restrooms • Portable Toilets • Playgrounds • Play Equipment • Picnic Areas and Shelters • Grills • Tennis Courts • Outdoor Basketball Courts • Benches • Pickleball Court Page 93 Item 3. Meridian Parks and Recreation Master Plan Update 5.0 Pathways Assessment & Recommendations | 58 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. 6.0 Key Findings 1. The Parks Management 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. Page 94 Item 3. Meridian Parks and Recreation Master Plan Update 5.0 Pathways Assessment & Recommendations | 59 5.0 Pathways Assessment & Recommendations 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. Pathway System Overview The current breakdown of Meridian’s existing pathways, by type, is as follows: • 14.8 miles of pathways currently maintained by the City o 7.9 miles in parks o 6.9 miles along canals and other areas • 14 miles (approximately) maintained by HOAs and other entities • 28.8 Miles of Total Developed Pathways Provide a breakdown of the various pathway types/surfaces for maintenance purposes. Show what is type of pathway is currently in demand and link this to the need for maintenance. Per the existing pathways plan, an additional 104.2 miles have been identified for development 14. This amounts to a total projected mileage at build out of 133 miles. 14 Per Dave Peterson, Design Concepts Numbers per Meridian Pathways Master Plan, current mileage updates per Jay Gibbons. Page 95 Item 3. Meridian Parks and Recreation Master Plan Update 5.0 Pathways Assessment & Recommendations | 60 Provide a graphic that illustrates the 104.2 miles as well as identifies the primary, secondary, and tertiary pathway systems (see Opportunities and Recommendations for more information) 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. Need 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 o Nampa-Meridian Irrigation District – Major Stakeholder. o Settlers Irrigation District – Fewer land holdings in Meridian. o The Boise Project • West Ada School District o History of successfully partnering with the school district. o Joint use of school facilities plays a key role in filling recreation demand for ball fields and active recreation facilities. Page 96 Item 3. Meridian Parks and Recreation Master Plan Update 5.0 Pathways Assessment & Recommendations | 61 o 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 o Residential Subdivision Developers o Commercial Developments o 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 o Potential for sharing existing rights-of-way that can achieve connection on a more regional level. 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. Page 97 Item 3. Meridian Parks and Recreation Master Plan Update 5.0 Pathways Assessment & Recommendations | 62 • 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. Opportunities/Recommendations Maintain a Regional Perspective • 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. Schools • 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. o Examine these in greater detail and adjust as necessary. Page 98 Item 3. Meridian Parks and Recreation Master Plan Update 5.0 Pathways Assessment & Recommendations | 63 o Find/create connections between multi-use pathways and schools. 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 Page 99 Item 3. Meridian Parks and Recreation Master Plan Update 5.0 Pathways Assessment & Recommendations | 64 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. 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 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 Page 100 Item 3. Meridian Parks and Recreation Master Plan Update 5.0 Pathways Assessment & Recommendations | 65 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. Table 5:Capital Improvement Projects High Priority Pathways Existing Miles Proposed Miles Total 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 30.18 Miles Regional Impact 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) • 12’ Wide Major Destination Pathway • 6’ Wide Neighborhood Destination Route • 3’ Wide Recreational Trail 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. All Other Proposed Pathways 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 Page 101 Item 3. Meridian Parks and Recreation Master Plan Update 5.0 Pathways Assessment & Recommendations | 66 have a concrete versus asphalt pathway installed based on what the use of each type of pathway will be. 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. At the time of this plan, construction cost for a 10’ wide asphalt path was approximately $70 per lineal foot, or $369,600 per mile. For estimating purposes, this figure includes base material and preparation, as well as asphalt paving, but no administrative or design costs associated with construction. 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. 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 insure 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. Page 102 Item 3. Meridian Parks and Recreation Master Plan Update 5.0 Pathways Assessment & Recommendations | 67 Evaluate pathway successes and those that need improvement to keep refining the implementation and development process. 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. 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 Page 103 Item 3. Meridian Parks and Recreation Master Plan Update 5.0 Pathways Assessment & Recommendations | 68 significant cost implications, maintenance of the system in its entirety will ultimately lie beyond the resources of the City. Assumptions: • Unit cost to repave is calculated at $70 per lineal foot or $369,600 per mile for a 10-foot wide asphalt pathway. • Average lifespan of pathway segment is 30 years. • Priority pathways include: o Five Mile Creek Pathway o Ten Mile Creek Pathway o Rail-With-Trail 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 o Information gathering and updates to downtown streetscapes o 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 Page 104 Item 3. Meridian Parks and Recreation Master Plan Update 5.0 Pathways Assessment & Recommendations | 69 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. Page 105 Item 3. Meridian Parks and Recreation Master Plan Update 6.0 What We Have – Parks and Facilities Inventory and Assessment | 70 6.0 What We Have – Parks and Facilities Inventory and Assessment Step 1: Inventory – What Do 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 x) Assessment Summary Observations based on visits to each park or facility include the following:  Parks are very consistent across the board. o Well-maintained with high standards  Restrooms are very clean and well-maintained  Noted: most of the parks have public art o 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 17: System inventory examples (right) Photos depict various examples and conditions from those visits. Page 106 Item 3. Meridian Parks and Recreation Master Plan Update 6.0 What We Have – Parks and Facilities Inventory and Assessment | 71 Figure 18: Example of Keith Bird Legacy Park scorecard and Geographic Information Systems (GIS) inventory. See the Inventory Atlas, a supplemental document to the Master Plan. Team members created a scorecard and GIS inventory map for each park in Meridian. The Inventory Atlas provided as a supplemental document to the Master Plan includes all parks and facilities. Page 107 Item 3. Meridian Parks and Recreation Master Plan Update 6.0 What We Have – Parks and Facilities Inventory and Assessment | 72 Parks Summary Table 5 shows the Meridian parks organized by classification. The table indicates acres and the number of components located within each park. Table 6: Summary of developed parks/outdoor locations and their components (sorted by park classification) Park or Facility Acres Ownership Classification Aquatics, Lap Pool Aquatics, Leisure Pool Aquatics, Spray Pad Basketball Court Basketball, Practice Climbing, Designated Concessions Diamond Field Diamond Field, Diamond Field, Practice Disc Golf Dog Park Educational Experience Equestrian Facility Event Space Fitness Area Fitness Course Game Court Garden, Community Garden, Display Golf Golf, Practice Historic Feature Horseshoe Complex Horseshoe Court Loop Walk Open Turf Passive Node Pickleball Court Playground, Playground, Local Public Art Rectangular Field, Rectangular Field, Rectangular Field, Shelter, Large Shelter, Small Skate Park Tennis Complex Tennis Court Trail Access Point Trailhead Volleyball Court Water Access, Water Access, General Water Feature Water, Open Discovery Park 77 City of Meridian Regional 1 1 1 2 1 1 1 1 1 2 1 Julius M. Kleiner Park 58 City of Meridian Regional 1 1 1 1 1 1 1 2 1 1 1 3 1 3 4 1 2 1 3 2 1 1 3 1 1 Settlers Park 56 City of Meridian Regional 1 1 2 8 1 1 1 1 3 1 1 2 2 1 7 Bear Creek Park 19 City of Meridian Community 2 1 2 1 1 1 1 1 1 1 1 Fuller Park 17 City of Meridian Community 1 3 1 1 1 1 4 1 1 1 1 Heroes Park 30 City of Meridian Community 1 2 1 1 1 1 1 1 1 1 Hillsdale Park 10 City of Meridian Community 1 1 1 1 1 2 1 Storey Park 18 City of Meridian Community 2 1 2 1 1 1 1 1 Tully Park 18 City of Meridian Community 1 1 2 1 1 1 1 1 1 1 1 1 8th Street Park 3 City of Meridian Neighborhood 1 1 1 1 1 Champion Park 6 City of Meridian Neighborhood 2 1 1 1 1 1 1 Centennial Park 0.5 City of Meridian Neighborhood 1 1 1 1 1 1 Chateau Park 7 City of Meridian Neighborhood 2 1 1 1 1 1 1 1 Gordon Harris Park 11 City of Meridian Neighborhood 1 1 1 1 1 Keith Bird Legacy Park 7 City of Meridian Neighborhood 1 1 1 1 1 1 1 1 Renaissance Park 7 City of Meridian Neighborhood 2 1 1 1 1 1 1 1 Page 108 Item 3. Meridian Parks and Recreation Master Plan Update 6.0 What We Have – Parks and Facilities Inventory and Assessment | 73 Park or Facility Acres Ownership Classification Aquatics, Lap Pool Aquatics, Leisure Pool Aquatics, Spray Pad Basketball Court Basketball, Practice Climbing, Designated Concessions Diamond Field Diamond Field, Diamond Field, Practice Disc Golf Dog Park Educational Experience Equestrian Facility Event Space Fitness Area Fitness Course Game Court Garden, Community Garden, Display Golf Golf, Practice Historic Feature Horseshoe Complex Horseshoe Court Loop Walk Open Turf Passive Node Pickleball Court Playground, Playground, Local Public Art Rectangular Field, Rectangular Field, Rectangular Field, Shelter, Large Shelter, Small Skate Park Tennis Complex Tennis Court Trail Access Point Trailhead Volleyball Court Water Access, Water Access, General Water Feature Water, Open Reta Huskey Park 9 City of Meridian Neighborhood 1 1 1 1 3 1 1 1 Seasons Park 7 City of Meridian Neighborhood 2 1 1 1 1 1 1 Settlers Village Park 0.6 City of Meridian Neighborhood 1 City Hall Plaza 1 City of Meridian Special Use 1 1 1 1 1 1 Fire Station No.4 Park 1 City of Meridian Special Use 1 1 Generations Plaza 0 City of Meridian Special Use 1 1 1 1 Meridian Swimming Pool 1 City of Meridian Special Use 1 1 1 Lakeview Golf Course 120 City of Meridian Golf 1 1 Ten Mile Trailhead 1 City of Meridian Trailhead 1 West Meridian Regional Park Property 46 City of Meridian Future 1 Page 109 Item 3. Meridian Parks and Recreation Master Plan Update 6.0 What We Have – Parks and Facilities Inventory and Assessment | 74 Indoor Facilities Indoor facilities are summarized in the following table. 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 Indoor Facility Arts and CraftsAquaitc, PoolFitness / DanceGalleryGymnasiumKitchenKitchen - KitchenetteMulti-purposePatio / Outdoor seatingPlaygroundRetail / Pro-shopWeight / Cardio EquipmentBoys and Girls Club 1 1 1 6 City Hall 2 1 Cole Valley Christian School 2 Heritage Middle School 1 Homecourt 4 1 Meridian Academy 1 Meridian Community Center 2 Meridian Middle School 1 Meridian Senior Center 1 1 5 1 1 Paramount Elementary School 1 Tomlinson South Meridian YMCA 1 3 2 1 4 1 1 Victory Middle School 2 Willow Creek Elementary School 1 Page 110 Item 3. Meridian Parks and Recreation Master Plan Update 6.0 What We Have – Parks and Facilities Inventory and Assessment | 75 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 Figure 19: Pathways Map . Page 111 Item 3. Meridian Parks and Recreation Master Plan Update 6.0 What We Have – Parks and Facilities Inventory and Assessment | 76 Park Classifications See appendix x for more information on park classifications. 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. Table 8: Park Classification Summary Classification Location Diverse Components Total Components Acres Regional Parks Discovery Park 11 13 77 Julius M. Kleiner Park 25 39 56 Settlers Park 15 33 56 Community Parks Bear Creek Park 11 13 19 Fuller Park 11 16 17 Heroes Park 10 11 30 Hillsdale Park 7 8 10 Storey Park 8 10 18 Tully Park 12 13 18 Neighborhood Parks 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 Keith Bird Legacy Park 8 8 7 Renaissance Park 8 9 7 Reta Huskey Park 8 10 9 Seasons Park 7 8 7 Page 112 Item 3. Meridian Parks and Recreation Master Plan Update 6.0 What We Have – Parks and Facilities Inventory and Assessment | 77 Classification Location Diverse Components Total Components Acres Settlers Village Park 1 1 0.6 Special Use (Sports Park, Golf, Trailhead) City Hall Plaza 6 6 1 Fire Station No.4 Park 2 2 1 Generations Plaza 4 4 0.2 Meridian Swimming Pool 3 3 1 Lakeview Golf Course 2 2 120 Ten Mile Trailhead 1 1 1 Alternative Providers The following alternative providers are located within or near the Meridian boundary and may provide various services. 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. Park or Facility Acres Ownership Classification Basketball CourtConcessionsDiamond FieldDiamond Field, ComplexDiamond Field, PracticeLoop WalkOpen TurfPlayground, LocalRectangular Field, LargeRectangular Field, SmallShelter, LargeShelter, SmallSkate ParkTennis CourtWater Access, GeneralWater, OpenHeritage Middle School Ball Fields 6 West Ada School District Special Use 4 1 Jabil Fields 8 West Ada School District Special Use 2 USBR Undeveloped 31 Bureau of Reclamation Undeveloped C.F. McDevitt Park 39 Boise Neighborhood Park 1 7 1 4 1 1 1 1 1 1 1 Cameron Park 1 Boise Neighborhood Park 1 1 Cottonwood Park 8 Boise Neighborhood Park 2 1 1 1 Peppermint Park 7 Boise Neighborhood Park 1 1 1 1 1 1 Sycamore Park 7 Boise Neighborhood Park 1 1 1 Page 113 Item 3. Meridian Parks and Recreation Master Plan Update 6.0 What We Have – Parks and Facilities Inventory and Assessment | 78 Find additional alternative provider details in appendix x. Schools The analysis recognizes that schools offer some recreation opportunities to the general community but often have limited public access. Some schools also provide valued indoor facilities for programming by the department. Find additional schools data in appendix x. Aquatics, Lap Pool 6 Aquatics, Leisure Pool 30 Aquatics, Therapy Pool 1 Basketball Court 9 Basketball, Practice 15 Disc Golf 1 Game Court 1 Horseshoe Court 1 Loop Walk 5 Open Turf 109 Passive Node 6 Playground, Destination 4 Playground, Local 89 Rectangular Field, Multiple 1 Shelter, Large 2 Shelter, Small 49 Tennis Court 5 Volleyball Court 4 Water Feature 1 Water, Open 4 Page 114 Item 3. Meridian Parks and Recreation Master Plan Update 6.0 What We Have – Parks and Facilities Inventory and Assessment | 79 Table 9: School inventory summary Map ID LOCATION PlaygroundOpen TurfMulti-use CourtBasketballRectangular Fields, All SizesDiamond, PracticeDiamond BallfieldShelter, All SizesLoop WalkVolleyballTennisAthletic TrackS13 Barbara Morgan Stem Academy 1 1 1 1 1 1 1 S35 Central Academy 1 S15 Chaparral Elementary School 1 1 1 1 1 1 S12 Chief Joseph Elementary School 1 1 1 1 1 S39 Compass Public Charter School S18 Crossroads Middle School 1 1 1 S07 Discovery Elementary School 1 1 1 1 S32 Heritage Middle School 1 1 1 1 1 S38 Hillsdale Elementary School 1 1 1 S04 Hunter Elementary School 1 1 1 1 S17 Lewis & Clark Middle School 1 1 1 1 1 1 1 S05 Lowell Scott Middle School 1 1 1 1 1 1 S22 Mary McPherson Elementary School 1 1 1 1 1 1 S37 Meridian Academy 1 1 S16 Meridian Elementary School 1 1 1 1 1 S40 Meridian High School 3 3 6 1 S14 Meridian Middle School 1 1 1 1 1 S34 Mountain View High School 3 4 2 6 1 S31 Paramount Elementary School 1 1 1 1 S06 Pathways Middle School 1 1 1 S21 Pepper Ridge Elementary School 1 1 1 1 S20 Peregrine Elementary School 1 1 1 1 1 S01 Pioneer School of the Arts 1 1 1 1 1 1 S10 Ponderosa Elementary School 1 1 1 1 1 1 1 S29 Prospect Elementary School 1 1 1 1 1 S33 Renaissance High School S11 River Valley Elementary School 1 1 1 1 1 1 S36 Rocky Mountain High School 3 4 6 1 S08 Sawtooth Middle School 1 1 1 1 1 1 S28 Siena Elementary School 1 1 1 1 1 1 S19 Spalding STEM Academy 1 1 1 1 1 S09 Ustick Elementary School 1 1 1 1 1 S02 Victory Middle School 2 2 2 6 1 S27 Willow Creek Elementary 1 1 1 1 1 1 Page 115 Item 3. Meridian Parks and Recreation Master Plan Update 6.0 What We Have – Parks and Facilities Inventory and Assessment | 80 System Map The system inventory map shows Meridian's relative size and distribution of existing parks and recreation facilities. Figure 20: System Map. Larger scale maps are located in the appendix. Page 116 Item 3. Meridian Parks and Recreation Master Plan Update 6.0 What We Have – Parks and Facilities Inventory and Assessment | 81 Step 2: Assessment and Analysis - How Are We Doing? Park Scoring Park scoring illustrates how the parks and components serve residents and users. There is no ultimate or perfect score. These scores often make the most sense when compared within the same classification, I.e., 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 be an opportunity to re-evaluate a park's particular classification based on the level of service it provides to the community or neighborhood it serves. In the case of Discovery Park, it is in Phase I development would mean adding Community and Neighborhood value as further development occurs. In addition to locating components, the assessment includes quality, function, condition, and modifiers. Cumulative scores reflect the number and quality of these components and the availability of modifiers such as restrooms, drinking fountains, seating, parking, and shade. Higher scores reflect more and better recreation opportunities than lower scores. Table 10: Park Scores by Classifications Regional Parks Community Parks Park or Facility Community Score Neighborhood Score Settlers Park 382 166 Julius M. Kleiner Park 339 257 Discovery Park 86 68 Park or Facility Community Score Neighborhood Score Fuller Park 91 70 Tully Park 73 62 Bear Creek Park 67 53 Heroes Park 62 52 Storey Park 60 51 Hillsdale Park 43 38 Page 117 Item 3. Meridian Parks and Recreation Master Plan Update 6.0 What We Have – Parks and Facilities Inventory and Assessment | 82 Neighborhood and Mini Parks Special Uses Park or Facility Community Score Neighborhood Score Keith Bird Legacy Park 57 52 Reta Huskey Park 55 44 Renaissance Park 52 47 Chateau Park 48 43 Champion Park 43 38 Seasons Park 43 38 Centennial Park 36 36 Gordon Harris Park 31 31 8th Street Park 29 29 Settlers Village Park 4 4 Park or Facility Community Score Neighborhood Score City Hall Plaza 34 34 Generations Plaza 24 24 Meridian Swimming Pool 19 14 Lakeview Golf Course 14 14 Fire Station No.4 Park 13 13 Ten Mile Trailhead 10 10 Heritage Middle School Ball Fields 7 2 Jabil Fields 7 4 Page 118 Item 3. Meridian Parks and Recreation Master Plan Update 6.0 What We Have – Parks and Facilities Inventory and Assessment | 83 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 ½ 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. Page 119 Item 3. Meridian Parks and Recreation Master Plan Update 6.0 What We Have – Parks and Facilities Inventory and Assessment | 84 Combining the service area for each component and the assigned GRASP® score into one overlay creates 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 the mapping, the darker orange shading, the higher the LOS. Further discussion on perspectives and GRASP® terminology is found in the appendix. Figure 21: 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. Page 120 Item 3. Meridian Parks and Recreation Master Plan Update 6.0 What We Have – Parks and Facilities Inventory and Assessment | 85 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. Figure 22: 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. 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. Page 121 Item 3. Meridian Parks and Recreation Master Plan Update 6.0 What We Have – Parks and Facilities Inventory and Assessment | 86 Figure 23: Walkable access to outdoor recreation opportunities provided by Meridian parks (only) Page 122 Item 3. Meridian Parks and Recreation Master Plan Update 6.0 What We Have – Parks and Facilities Inventory and Assessment | 87 Figure 24: 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 red star indicates the maximum GRASP® value area. From 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. Page 123 Item 3. Meridian Parks and Recreation Master Plan Update 6.0 What We Have – Parks and Facilities Inventory and Assessment | 88 Figure 25: Walk High-Value Area 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. Table 11: Target Park Calculation Park or Facility Acres Classification Basketball, PracticeDiamond Field, PracticeFitness AreaLoop WalkOpen TurfPickleball CourtPlayground, LocalPublic ArtRectangular Field, LargeShelter, LargeShelter, SmallTrail Access PointComponent DiversityTotal Components 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 Huskey Park 9 Neighborhood 1 1 1 1 3 1 1 1 8 10 Page 124 Item 3. Meridian Parks and Recreation Master Plan Update 6.0 What We Have – Parks and Facilities Inventory and Assessment | 89 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. Figure 26: GRASP® Walkable Gap analysis Page 125 Item 3. Meridian Parks and Recreation Master Plan Update 6.0 What We Have – Parks and Facilities Inventory and Assessment | 90 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. Figure 27: Percentage of Population by service level 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. 0% 32% 68% % of Population with Walkable Access to Outdoor Recreation Percent Total Area =0 Percent Total Area >0 AND <86.40 Percent Total Area >=86.40 Page 126 Item 3. Meridian Parks and Recreation Master Plan Update 6.0 What We Have – Parks and Facilities Inventory and Assessment | 91 Figure 28: Neighborhood access to outdoor recreation opportunities provided by Meridian parks (only) Page 127 Item 3. Meridian Parks and Recreation Master Plan Update 6.0 What We Have – Parks and Facilities Inventory and Assessment | 92 Figure 29: 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. Page 128 Item 3. Meridian Parks and Recreation Master Plan Update 6.0 What We Have – Parks and Facilities Inventory and Assessment | 93 Figure 30: Neighborhood Access High-Value Area Page 129 Item 3. Meridian Parks and Recreation Master Plan Update 6.0 What We Have – Parks and Facilities Inventory and Assessment | 94 Neighborhood Gap Analysis In this gap analysis, 77% of Meridian is in a purple area (target score), 20% yellow and just 3% gray. Figure 31: Neighborhood Gap Analysis Page 130 Item 3. Meridian Parks and Recreation Master Plan Update 6.0 What We Have – Parks and Facilities Inventory and Assessment | 95 A comparison to census data shows all residents live within a one-mile service area. Percentages are shown in the following pie chart. Figure 32: Percentage of Population by service level Page 131 Item 3. Meridian Parks and Recreation Master Plan Update 6.0 What We Have – Parks and Facilities Inventory and Assessment | 96 GRASP® Comparative Data Meridian parks are comparable to other agencies across the country by using these scores. The GRASP® National Dataset currently consists of 83 agencies, 5,488 parks, and nearly 30,800 components. 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. However, Meridian scores lower total park and in parks per capita. 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. Table 12: GRASP® Comparative Data (right) City / Agency Hampton, VA Victorville, CA Meridian, ID Greater Vallejo Recreation District, CA Pearland, TX Average Year 2019 2020 2022 2020 2015 2015-2022 Population 136,728 127,027 124,790 119,217 101,900 121,932 Population Density (per acre)4.7 2.7 5.4 2.1 2.9 4 Study Area Size (Acres)28,792 47,341 23,191 57,884 30,468 37,535 # of Sites (Parks, Facilties, etc.)79 21 25 36 21 36 Total Number of Components 542 169 256 216 164 269 Average # of Components per Site 7 8 10 6 8 8 Total GRASP® Value (Entire System) 2064 775 1694 875 1556 1,393 GRASP® Index 15 6 14 7 15 11 Average Score/Site 26 37 68 24 74 46 % of Total Area w/LOS >0 96%57%97%52%85%77% Average LOS per Acre Served 127 58 179 59 162 117 Components per Capita 4 1 2 2 2 2 Average LOS / Population Density per Acre 27 22 33 29 55.4 33 % of Population with Walkable Target Access 20%34%68%27%50%40% People per Park 1731 6049 4992 3312 4852 4,187 Park per 1k People 0.58 0.17 0.20 0.30 0.21 0.3 Better than the average Below the average Page 132 Item 3. Meridian Parks and Recreation Master Plan Update 6.0 What We Have – Parks and Facilities Inventory and Assessment | 97 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. Table 13: 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. Year 2022 2015 Population 124,790 94,289 City Limit (Acres)23,191 18,159 # of Sites (Parks, Facilties, etc.)25 21 Total # of Components 256 207 Total GRASP® Value (Entire System) 1694 1317 GRASP® Index 14 14 Ave. Score per Site 67.8 62.7 % of Total Area w/LOS >0 97%98% Average LOS per Acres Served 179 196 Components Per Capita 2 2 Average LOS/Population Density 33 38 Population Density (per acre)5.4 5.2 % of Population with Walkable Target Access 68%50% People per Park 4992 4490 Park per 1k People 0.20 0.22 Page 133 Item 3. Meridian Parks and Recreation Master Plan Update 6.0 What We Have – Parks and Facilities Inventory and Assessment | 98 Table 14: 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 Current Quantity Current Population 2021 Current Ratio Ratio per component Projected Population 2026 Total Needed B ased on Growth Add 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 Concessions 9 0.07 13,866 10 1 Diamond Field 19 0.15 6,568 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 18 2 Open Turf 16 0.13 7,799 18 2 Passive Node 8 0.06 15,599 9 1 Pickleball Court 10 0.08 12,479 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 8 1 Rectangular Field, Large 7 0.06 17,827 8 1 Rectangular Field, Multiple 2 0.02 62,395 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 Trail Access 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 compenents with current quantities less than 5 are omitted. Pojected population growth will not likely trigger additional need in 5 years Page 134 Item 3. Meridian Parks and Recreation Master Plan Update 6.0 What We Have – Parks and Facilities Inventory and Assessment | 99 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. Table 15: 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. 2022 GIS AcresINVENTORY Meridian Parks 484 Current Ratio of Park Acres per 1000 Population CURRENT POPULATION 2021 124,790 Current Ratio of Park Acres per 1000 Population 3.9 PROJECTED POPULATION - 2026 142,522 Total acres needed to maintain current ratio park acres with growth*553 Acres to add of developed Parks*69 *Does not include undeveloped park acres at West Meridian Regional Park Property (46) Page 135 Item 3. Meridian Parks and Recreation Master Plan Update 6.0 What We Have – Parks and Facilities Inventory and Assessment | 100 Table 16: 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 Outdoor Facility Agencies Offering this Facility Median Number of Residents per Facility Meridian Residents per Facility Meridian Current Quantity Need to add to meet current median Need to add with population growth Residents Per Park NA 3,104 4,992 21 Acres of Park Land per 1,000 Residents NA 8.9 3.9 530 627 Basketball courts 87.4% 8,477 41,597 3 12 14 Community gardens 48.3% 72,238 NA 0 2 2 Diamond fields: baseball - adult 51.3% 38,899 -16 -15 Diamond fields: baseball - youth 78.0% 12,914 -9 -8 Diamond fields: softball fields - adult 65.5% 28,081 -15 -14 Diamond fields: softball fields – youth 59.3% 26,073 -14 -14 Dog park 64.9% 76,610 62,395 2 0 0 Playgrounds 94.4% 4,804 6,240 20 6 10 Rectangular fields: multi-purpose 66.4% 10,792 2 3 Rectangular fields: soccer field - adult 43.6% 20,000 -4 -3 Rectangular fields: soccer field – youth 48.9% 12,646 0 1 Skate park 39.3% 109,798 124,790 1 0 0 Tennis courts (outdoor only) 81.4% 5,818 17,827 8 13 16 2021 NRPA Agency Performance Review: Park and Recreation Agency Performance Benchmarks Outdoor Park and Recreation Facilities Comparison based on median for 100,000 to 250,000 population comparison Surplus Possible Deficit 196,568 12,476 10 Page 136 Item 3. Meridian Parks and Recreation Master Plan Update 7.0 Where We Go From Here – Recommendations and Action Plan | 101 7.0 Where We Go From Here – Recommendations and 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. 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. Page 137 Item 3. Meridian Parks and Recreation Master Plan Update 7.0 Where We Go From Here – Recommendations and Action Plan | 102 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 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 AllTrails 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. Page 138 Item 3. Meridian Parks and Recreation Master Plan Update 7.0 Where We Go From Here – Recommendations and Action Plan | 103 The City-Wide Strategic Plan also recommends promoting and growing the current volunteer program. 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 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 Page 139 Item 3. Meridian Parks and Recreation Master Plan Update 7.0 Where We Go From Here – Recommendations and Action Plan | 104 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. 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. Page 140 Item 3. Meridian Parks and Recreation Master Plan Update 7.0 Where We Go From Here – Recommendations and Action Plan | 105 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. 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. Page 141 Item 3. Meridian Parks and Recreation Master Plan Update 7.0 Where We Go From Here – Recommendations and Action Plan | 106 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. 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 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 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. Page 142 Item 3. Meridian Parks and Recreation Master Plan Update 7.0 Where We Go From Here – Recommendations and Action Plan | 107 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. 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 1.1: Maintain existing LOS goal Actions Capital Cost Estimate Operational Budget Impact Timeframe to Complete Page 143 Item 3. Meridian Parks and Recreation Master Plan Update 7.0 Where We Go From Here – Recommendations and Action Plan | 108 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 to maintain the 3 acres per 1,000 population that Meridian historically maintains. TBD Staff Time On-going 1.1.b Continue the planning goal of 0.59 square feet of indoor recreation space per 1,000 population. TBD Staff Time On-going Objective 1.2: Enhance and improve internal and external communication regarding department activities and services Actions Capital Cost Estimate Operational Budget Impact Timeframe to Complete 1.2.a Participate in communication roundtables and meet regularly to discuss communication and promotional activities and options. $0 Staff Time Short Term 1.2.b Provide training on new communication methods and branding efforts. $0 Staff Time On-going 1.2.c Promote MPR active recreation classes through the Meridian Moves Program, as noted in the City-Wide Strategic Plan. TBD Staff Time Short Term Objective 1.3: Maintain existing quality standards for facilities and amenities Actions Capital Cost Estimate Operational Budget Impact Timeframe to Complete 1.3.a Continue to improve and upgrade existing facilities and amenities through the CFP and the Life Cycle Replacement programs. See CFP Plan and Life Cycle Replacement Programs Staff Time On-going 1.3.b Complete the golf course Master Plan, as noted in the City-Wide Strategic Plan. TBD TBD Short Term Page 144 Item 3. Meridian Parks and Recreation Master Plan Update 7.0 Where We Go From Here – Recommendations and Action Plan | 109 1.3.c Create a plan for Tier 2 and Tier 3 golf course improvements into the CFP, as noted in the City-Wide Strategic Plan. See CFP Plan. Staff Time Short to Mid Term 1.3.d Develop the Urban Forestry Management Plan with existing staff, as noted in the City- Wide Strategic Plan. $0 Staff Time Short Term 1.3.e Take the Urban Forestry Management Plan to the MPR Commission and City Council for feedback and acceptance, as noted in the City-Wide Strategic Plan. $0 Staff Time Short Term 1.3.f Implement the park identity and theming plan, as noted in the City-Wide Strategic Plan. $0 Staff Time Short Term Objective 1.4: Utilize technology to improve customer service and efficiencies Actions Capital Cost Estimate Operational Budget Impact Timeframe to Complete 1.4.a Continue to employ a mixed method approach to communicating with the public about programs, services, and opportunities. TBD Staff Time Short Term 1.4.b Add a pathway app for wayfinding and customer service, also team with AllTrails as a starting point. TBD TBD Short Term 1.4.c Add Wi-Fi in Discovery Park, Phase 2, as noted in the City-Wide Strategic Plan. TBD TBD Short Term Objective 1.5: Increase potential partnerships within the community Actions Capital Cost Estimate Operational Budget Impact Timeframe to Complete 1.5.a Build on existing partnerships. $0 Staff Time TBD On-going Page 145 Item 3. Meridian Parks and Recreation Master Plan Update 7.0 Where We Go From Here – Recommendations and Action Plan | 110 Goal 2: Maintain and Improve Facilities and Amenities Objective 2.1 Maintain and improve existing facilities Actions Capital Cost Estimate Operational Budget Impact Timeframe to Complete 2.1.a Continue to implement existing plans, CFP, Master Plan, and Life Cycle Replacement programs. TBD Staff Time On-going 2.1.b TBD Staff Time On-going Potential increased revenue or decreased expenses 1.5.b Continue to explore additional partnerships and build on alternative providers to increase LOS. TBD Staff Time On-going 1.5.c Partner with WARD to establish a timeline to transfer pool operations, as noted in the City- Wide Strategic Plan. TBD TBD Short Term Objective 1.6: Staff appropriately to meet demand and maintain established quality of service Actions Capital Cost Estimate Operational Budget Impact Timeframe to Complete 1.6.a Based on the Staffing Plan, explore opportunities to increase staffing to meet current needs and maintain optimal staffing level as new parks, facilities, and programs are acquired, developed, and implemented. $0 Will vary based on positions hired On-going 1.6.b Promote and grow the volunteer program, as noted in the City-Wide Strategic Plan. TBD Staff Time On-going Page 146 Item 3. Meridian Parks and Recreation Master Plan Update 7.0 Where We Go From Here – Recommendations and Action Plan | 111 Review existing plans, CFP, Master Plan, and Life Cycle Replacement programs and update as needed. 2.1.c Renovate the existing on-course restroom for ADA compliance (at Lakeview Golf Club), as noted in the City-Wide Strategic Plan. TBD TBD Short to Mid Term 2.1.d Replace old equipment for improved golf course maintenance operations, as noted in the City-Wide Strategic Plan. TBD TBD Short to Mid Term 2.1.e Upgrade the golf course irrigation system, as noted in the City-Wide Strategic Plan. TBD TBD Short to Mid Term Objective 2.2: Expand pathways and connectivity Actions Capital Cost Estimate Operational Budget Impact Timeframe to Complete 2.2.a Continue to update existing Pathways Master Plan; review annually and make updates as needed. TBD $0 On-going 2.2.b Explore ways to improve the pathway inspection and approval process. Consider adding a Parks Operations Crew Chief position to oversee. TBD $0 On-going 2.2.c Construct the six identified pathway connections, as noted in the City-Wide Strategic Plan. TBD TBD Short Term 2.2.d Implement formal pathway standards based on size, route/loop, and incorporate testing and acceptance requirements prior to final approval, as noted in the City-Wide Strategic Plan. TBD TBD On-going Page 147 Item 3. Meridian Parks and Recreation Master Plan Update 7.0 Where We Go From Here – Recommendations and Action Plan | 112 2.2.e Partner with the ULI for place-making and amenity design on the Five Mile Creek Pathway, as noted in the City-Wide Strategic Plan. $15,000 TBD Short Term 2.2.f Create branding and wayfinding tools for priority pathway segments, as noted in the City-Wide Strategic Plan. TBD TBD On-going Objective 2.3: Add indoor recreation space Actions Capital Cost Estimate Operational Budget Impact Timeframe to Complete 2.3.a 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. Cost will vary based on approach TBD Short Term 2.3.b Conduct a needs assessment and concept planning for a new community center, as noted in the City-Wide Strategic Plan. Conducted as part of the 2022 Master Plan TBD Short Term 2.3.c Explore opportunities to add additional community centers to newly planned elementary and middle schools or future regional parks. TBD TBD Mid-Term Long Term Objective 2.4: Develop new amenities at new and existing parks based on LOS analysis Actions Capital Cost Estimate Operational Budget Impact Timeframe to Complete 2.4.a Look for opportunities to add parks and pathways in new growth areas. TBD TBD Short Term Mid-Term Long Term Page 148 Item 3. Meridian Parks and Recreation Master Plan Update 7.0 Where We Go From Here – Recommendations and Action Plan | 113 2.4.b Look for opportunities to add new components at existing parks where LOS is below threshold. TBD TBD Short Term Mid-Term Long Term 2.4.c Design and bid Discovery Park, Phase 2, as noted in the City-Wide Strategic Plan. TBD TBD Short Term 2.4.d Construct Phase 2 (Discovery Park) using CMGC and design build methods, as noted in the City-Wide Strategic Plan. TBD TBD Short Term 2.4.e Construct a teen activity area in Discovery Park, Phase 2, as noted in the City-Wide Strategic Plan. TBD TBD Short Term Objective 2.5: Acquire new land for parks Actions Capital Cost Estimate Operational Budget Impact Timeframe to Complete 2.5.a Continue to find and purchase additional land for future park development. TBD Staff Time Mid to Long Term 2.5.b When considering new parks, look where LOS is below threshold. TBD Staff Time Mid to Long Term Objective 2.6: Evaluate parking at parks, events, and scheduled activities Actions Capital Cost Estimate Operational Budget Impact Timeframe to Complete 2.6.a Explore opportunities to improve and manage parking at parks with popular amenities, activities, and events. TBD Staff Time Short to Mid Term Page 149 Item 3. Meridian Parks and Recreation Master Plan Update 7.0 Where We Go From Here – Recommendations and Action Plan | 114 2.6.b Consider alternative transportation options to reduce parking demand for large scale events, especially with large TUP events in parks. TBD Staff Time Short to Mid Term Objective 2.7: Continue to monitor ADA needs of the community Actions Capital Cost Estimate Operational Budget Impact Timeframe to Complete 2.7.a Continue to monitor new facilities and upgrades for ADA compliance. TBD Staff Time Short Term Mid-Term Long Term Objective 2.8: Upgrade comfort, convenience, and customer service amenities to existing facilities Actions Capital Cost Estimate Operational Budget Impact Timeframe to Complete 2.8.a Explore opportunities to add shade, storage, security lighting, etc. appropriately at existing facilities. TBD Staff Time Short Term Mid-Term Long Term 2.8.b Explore opportunities to add public art appropriately at existing facilities. TBD Staff Time Short Term Mid-Term Long Term 2.8.c Work with the Meridian Arts Commission to finalize a plan for future public art projects, as noted in the City-Wide Strategic Plan. TBD TBD Short Term Mid-Term Long Term 2.8.d Complete the addition of Meridian Speedway to the Historic Register, as noted in the City- Wide Strategic Plan. TBD TBD Short Term to Mid-term Page 150 Item 3. Meridian Parks and Recreation Master Plan Update 7.0 Where We Go From Here – Recommendations and Action Plan | 115 2.8.e Investigate new locations to add to the Historic Register, as noted in the City-Wide Strategic Plan. TBD TBD On-going Objective 2.9: Create park identity in existing and new parks Actions Capital Cost Estimate Operational Budget Impact Timeframe to Complete 2.9.a Explore opportunities to add unique features, such as signage, destination playgrounds, public art, unique shelters, theming, entertainment, and cultural features, natural play areas and/or climbing elements. TBD Staff Time Short to Mid Term 2.9.b Foster development of Phase 2 of Discovery Park that uniquely blend arts, entertainment, adventure sports, and culture. TBD Staff Time Short to Mid Term Objective 2.10: Address current and future needs for athletic fields Actions Capital Cost Estimate Operational Budget Impact Timeframe to Complete 2.10.a Explore opportunities to add both rectangle and diamond athletic fields as use and demands warrant. TBD TBD Short to Mid Term 2.10.b Where appropriate, add or improve sports field lighting to new and existing facilities. TBD TBD Short to Mid Term Objective 2.11: Consider programming needs when adding new components to existing parks or when developing new parks Actions Capital Cost Estimate Operational Budget Impact Timeframe to Complete Page 151 Item 3. Meridian Parks and Recreation Master Plan Update 7.0 Where We Go From Here – Recommendations and Action Plan | 116 2.11.a Continue to evaluate the programming needs of the community when developing new parks or when adding new components to existing parks. TBD Staff Time Short to Mid Term Objective 2.12: Maintain component-based inventory and LOS standards Actions Capital Cost Estimate Operational Budget Impact Timeframe to Complete 2.12.a Review the updated component-based inventory and LOS standard when planning new parks and amenities. TBD Staff Time Short to Mid Term 2.12.b As new parks and components are built, update GIS database for tracking. TBD Staff Time Short to Mid Term Objective 2.13: Continue to maintain life cycle replacement plan Actions Capital Cost Estimate Operational Budget Impact Timeframe to Complete 2.13.a Continue to maintain the life cycle replacement plan and update annually. TBD Staff Time On-going Goal 3: Continue to Improve Programs and Service Delivery 3.1.b $0 Staff Time On-going Objective 3.1: Continue to address recreational programming and activity needs of the community Actions Capital Cost Estimate Operational Budget Impact Timeframe to Complete 3.1.a Continue to look for opportunities to expand indoor recreational programs and activities. $0 Staff Time Short Term Page 152 Item 3. Meridian Parks and Recreation Master Plan Update 7.0 Where We Go From Here – Recommendations and Action Plan | 117 Expand class and program offerings at the new community center, as noted in the City- Wide Strategic Plan. 3.1.c Expand summer camps to 3-4 sites to help meet community demand, as noted in the City-Wide Strategic Plan. TBD Staff Time On-going 3.1.d Continue to monitor recreational trends to stay current with programming and demand. $0 Staff Time On-going 3.1.e Continue to look for opportunities to expand programs around working hours and commuting citizens. $0 Staff Time On-going 3.1.f Explore opportunities to produce, attract, promote, and maintain events. $0 Staff Time On-going 3.1.g Attract a national, qualifying sports tournament to Meridian, as noted in the City-Wide Strategic Plan. TBD TBD On-going 3.1.h Expand both traditional and non-traditional sports leagues and tournaments, as noted in the City-Wide Strategic Plan. TBD TBD On-going 3.1.i Adapt and expand community events to meet community needs, as noted in the City-Wide Strategic Plan. TBD Staff Time On-going 3.1.j Add a City Event to enrich Dairy Days, as noted in the City-Wide Strategic Plan. TBD Staff Time On-going 3.1.k Provide Parks resources to support Dairy Days, as noted in the City-Wide Strategic Plan. TBD Staff Time On-going 3.1.l Explore opportunities to offer new programs in outdoor adventure recreation to teens and active adults. TBD Staff Time On-going Page 153 Item 3. Meridian Parks and Recreation Master Plan Update 7.0 Where We Go From Here – Recommendations and Action Plan | 118 3.1.m Continue to monitor participation and demand for family-centered recreational programs and adjust to meet the needs of the community. TBD Staff Time On-going Goal 4: Increase Financial Opportunities Objective 4.1 Increase special event and activities sponsorships Actions Capital Cost Estimate Operational Budget Impact Timeframe to Complete 4.1.a Continue to secure sponsorships for events and activities. $0 Staff Time TBD Potential increased revenue or decreased expenses Short Term Mid-Term Long Term Objective 4.2: Evaluate Impact Fee Ordinance Actions Capital Cost Estimate Operational Budget Impact Timeframe to Complete 4.2.a Continue to monitor impact fees from new developments. $0 Staff Time On-going 4.2.b Review Impact Fee Ordinance every 3-5 years and adjust as needed. $0 Staff Time On-going Objective 4.3: Pursue grant and philanthropic opportunities Actions Capital Cost Estimate Operational Budget Impact Timeframe to Complete 4.3.a Continue to seek philanthropic donations and grant opportunities. $0 Staff Time Short Term Page 154 Item 3. Meridian Parks and Recreation Master Plan Update 7.0 Where We Go From Here – Recommendations and Action Plan | 119 4.3.b Work with the City’s CDBG Grant Administrator to seek opportunities to use CDBG funds for parks, pathways, and/or recreation facilities. TBD TBD On-going Objective 4.4: Implement a Cost Recovery and Pricing Policy Actions Capital Cost Estimate Operational Budget Impact Timeframe to Complete 4.4.a Implement the recommendations from the Cost Recovery and Pricing Policy study completed during the master planning update process. $0 Staff Time On-going 4.4.b Continue to support current Care Enough to Share (Scholarship Program) through increased marketing and awareness of the program to attract more families. $0 $0 On-going 4.4.c Explore feasibility of additional revenue sources for parks and recreation as identified in the “Present and Projected Fiscal Resources” section of the Master Plan. TBD Staff Time Short Term 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. Page 155 Item 3. Meridian Parks and Recreation Master Plan Update 7.0 Where We Go From Here – Recommendations and Action Plan | 120 • 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. • 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. Implementation Guidelines: Strategies for Success Page 156 Item 3. Meridian Parks and Recreation Master Plan Update 7.0 Where We Go From Here – Recommendations and Action Plan | 121 Page 157 Item 3. Meridian Parks and Recreation Master Plan Update Appendix A - GRASP® Glossary | 122 Appendix A - GRASP® Glossary 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. Page 158 Item 3. Meridian Parks and Recreation Master Plan Update Appendix A - GRASP® Glossary | 123 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 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 Component Type Definition Adventure Course An area designated for activities such as ropes courses, zip-lines, challenge courses. The type specified in the comments. Amusement Ride Carousel, train, go-carts, bumper cars, or other ride-upon features. The ride has an operator and controlled access. Aquatics, Complex An aquatic complex has at least one immersion pool and other features intended for aquatic recreation. Aquatics, Lap Pool A swimming pool intended for swimming laps. Aquatics, Leisure Pool A swimming pool intended for leisure water activities. May include zero-depth entry, slides, and spray features. Aquatics, Spray Pad A water play feature without immersion intended for interaction with moving water. Page 159 Item 3. Meridian Parks and Recreation Master Plan Update Appendix A - GRASP® Glossary | 124 GRASP® Outdoor Component List GRASP® Outdoor Component Type Definition Aquatics, Therapy Pool A therapy pool is a temperature-controlled pool intended for rehabilitation and therapy. Basketball Court A dedicated full-sized outdoor court with two goals. Basketball, Practice A basketball goal for half-court play or practice, including goals in spaces associated with other uses like parking lots. Batting Cage A batting cage is a stand-alone facility with pitching machines and restricted entry. Bike Complex A bike complex accommodates various bike skills activities with multiple features or skill areas. Bike Course A designated area for non-motorized bicycle use, constructed of concrete, wood, or compacted earth. May include a pump track, velodrome, skills course. Camping, Defined Defined campsites may include a variety of facilities such as restrooms, picnic tables, water supply. Use the official agency count for quantity if available. Camping, Undefined Indicates allowance for users to stay overnight in the outdoors in undefined sites. Undefined camping receives a quantity of one for each park or location. Use this component when the number of campsites is not available or for dispersed camping. Climbing, Designated A designated natural or human-made facility provided or managed by an agency for recreation climbing but is not limited to play. Climbing, General Indicates allowance for users to participate in a climbing activity. Use a quantity of one for each park or other location. Concession A facility used for the selling, rental, or other provision of food, drinks, goods, and services to the public. Page 160 Item 3. Meridian Parks and Recreation Master Plan Update Appendix A - GRASP® Glossary | 125 GRASP® Outdoor Component List GRASP® Outdoor Component Type Definition Diamond Field Softball and baseball fields, suitable for organized diamond sports games. Not specific to size or age-appropriateness. Diamond Field, Complex Many ballfields at a single location are suitable for tournaments. Diamond Field, Practice 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 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. Educational Experience Signs, structures, or features that provide an educational, cultural, or historical experience. They are distinguished from public art by the presence of interpretive signs or other information. Assign a quantity of one for each contiguous site. Equestrian Facility An area designated for equestrian use and typically applied to facilities 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, shuffleboard, and lawn bowling. The type specified in the comments. Quantity counted per court. Page 161 Item 3. Meridian Parks and Recreation Master Plan Update Appendix A - GRASP® Glossary | 126 GRASP® Outdoor Component List GRASP® Outdoor Component Type Definition Garden, Community A garden area that provides community members a place to have a personal vegetable or flower garden. Garden, Display An area designed and maintained to provide a focal point or 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 Complex Several regulation horseshoe courts in a single location. They are 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. Loop Walk Opportunity to complete a circuit on foot or by non-motorized travel 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. Multi-Use Pad A painted area with games such as hopscotch, 4 square, tetherball found in schoolyards. As distinguished from "Games Court," which is typically single-use. Page 162 Item 3. Meridian Parks and Recreation Master Plan Update Appendix A - GRASP® Glossary | 127 GRASP® Outdoor Component List GRASP® Outdoor Component Type Definition Natural Area Describes an area in a park that contains plants and landforms that are remnants of or replicate undisturbed native regions of the local ecology. It can include grasslands, woodlands, and wetlands. Open Turf A grassy area that is not suitable for programmed field sports due to 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. Passive Node A place designed to create a pause or particular focus within a park includes seating areas, plazas, overlooks, and not intended for programmed use. Pickleball Court A designated court designed primarily for pickleball play. Picnic Ground A designated area with a grouping of picnic tables suitable for organized picnic activities. Account for individual picnic tables as Comfort and Convenience modifiers. Playground, Destination A destination playground attracts families from the entire community. Typically has restrooms and parking on-site. May include special features like a climbing wall, spray feature, or adventure play. Playground, Local A local playground serves the needs of the surrounding neighborhood. Includes developed playgrounds and designated nature play areas. These parks generally do not have restrooms or on-site parking. Public Art Any art installation on public property. Art receives a quantity of one for each contiguous site. Page 163 Item 3. Meridian Parks and Recreation Master Plan Update Appendix A - GRASP® Glossary | 128 GRASP® Outdoor Component List GRASP® Outdoor Component Type Definition Rectangular Field Complex Several rectangular fields in a single location. A complex is suitable for tournament use. Rectangular Field, Large Describes a specific field large enough to host one adult 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 may have goals and lines specific to an individual sport that may change with the permitted use. Rectangular Field, Multiple 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 open grassy area arranged in configurations for any number of 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. Rectangular Field, Small Describes a specific field too small to host a regulation adult rectangular field sports game but accommodates at least one youth field sports game. Sports may include but are not limited to: soccer, 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. Shelter, Large A shade shelter or pavilion large enough to accommodate a group picnic or other event for a minimum of 13 seated. Address lack of seating in scoring. Shelter, Small A shade shelter, large enough to accommodate a family picnic or other event for approximately 4-12 persons with seating for a minimum of 4. Covered benches for seating up to 4 people are included in comfort and convenience scoring and should not be included here. Page 164 Item 3. Meridian Parks and Recreation Master Plan Update Appendix A - GRASP® Glossary | 129 GRASP® Outdoor Component List GRASP® Outdoor Component Type Definition Skate Feature A small or single feature primarily for wheel sports such as skateboarding, in-line skating. The component may or may not allow freestyle biking. Categorize dedicated bike facilities as Bike Course. Skate Park An area set aside primarily for wheel sports such as skateboarding and in-line skating. The park may allow freestyle biking. It may be 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. Tennis Court A court that is suitable for recreation or competitive play. Quick-start or other non-standard types specified in comments. Tennis, Practice Wall A wall intended for practicing tennis. Track, Athletic A multi-lane, regulation-sized running track appropriate for track and field events. Trail, Multi-Use A trail, paved or unpaved, is separated from the road and provides recreational opportunities or connections to walkers, bikers, rollerbladers, and equestrian users. Paths that make a circuit within a single site are Loop Walks. Trail, Primitive An unpaved path is located within a park or natural area that provides 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. Page 165 Item 3. Meridian Parks and Recreation Master Plan Update Appendix A - GRASP® Glossary | 130 GRASP® Outdoor Component List GRASP® Outdoor Component Type Definition Trailhead A designated staging area at a trail access point may include 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, Developed A developed water access point includes docks, piers, kayak courses, boat ramps, fishing facilities. It is specified in comments, including the quantity for each unique type. Water Access, General Measures a user's general ability to access the edge of open water. May include undeveloped shoreline. Typically receives a quantity of one for each contiguous site. Water Feature This passive water-based amenity provides a visual focal point that includes fountains and waterfalls. Water, Open A body of water such as a pond, stream, river, wetland with open water, lake, or reservoir. Winter Sport An area designated for a winter sport or activity. For example, a downhill ski area, nordic ski area, sledding hill, tobacco run, and recreational ice. The type specified in the comments. 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 Page 166 Item 3. Meridian Parks and Recreation Master Plan Update Appendix A - GRASP® Glossary | 131 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 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 figures: Figure 33 GRASP® examples Page 167 Item 3. Meridian Parks and Recreation Master Plan Update Appendix A - GRASP® Glossary | 132 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. 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. Page 168 Item 3. Meridian Parks and Recreation Master Plan Update Appendix A - GRASP® Glossary | 133 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. Page 169 Item 3. Meridian Parks and Recreation Master Plan Update Appendix A - GRASP® Glossary | 134 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. Page 170 Item 3. Meridian Parks and Recreation Master Plan Update Appendix A - GRASP® Glossary | 135 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. Page 171 Item 3. Meridian Parks and Recreation Master Plan Update Appendix A - GRASP® Glossary | 136 Table 17: Meridian Park Classifications and Descriptions Proposed Classification Proposed General Description General Design and Development Guidelines Size and Street Frontage Guidelines Proposed Unique GRASP® Component Range based on Current Inventory Proposed Total GRASP® Component Range based on Current Inventory Sports Park Sport oriented facility. Appropriate components may vary based on use. Typical Comfort and Convenience Amenities (Picnic tables, benches, bike racks, drinking fountains, restroom, etc) Varies by use Street frontage my vary by use and size Varies Varies Special Use Park Covers a broad range of parks and recreational facilities oriented toward s ingle-purpose use, limited, isolated or unique recreational needs. Appropriate components may vary based on use. Typical Comfort and Convenience Amenities (Picnic tables, benches, bike racks, drinking fountains, restroom, etc) Varies by use Street frontage my vary by use and size Varies Varies 15 to 30 acres based on current inventory Visible from adjoining street and street frontage on at least two sides with 400 feet minimum 7 to 9 8 to 15 Neighborhood Park The basic unit of the park system and serves as the recreational and social focus of the neighborhood. Level of service is primarily provided to individual, families and small groups through unique components. Generally serves residents within 1/2 mile walking distance up to one mile and limited on-site parking provided. Appropriate components may include but not be limited to: Local Playground Open Turf Shelter Basketball or Other Court Game Loop Walk Public Art Typical Comfort and Convenience Amenities (Picnic tables, benches, bike racks, drinking fountains, restroom, etc) .5 to 11 acres based on current inventory (City Standard Size is 7 acres) Visible from adjoining street and 200 feet of street frontage 5 to 6 4.5 to 6 Regional Park (Large Urban Park) Serve a broad purpose to the community and region while still providing adequate neighborhood level of service to adjacent residents. Focus is on components that occur in quantities, size and design to serve large groups or community wide events. May serve users from across city or region. Because of service area requires adequate parking facilities. Appropriate components may include but not be limited to: Destination Playground Dog Park Sports Fields Splash Pads Event Space Open Turf Shelter Basketball, Tennis, Pickleball, etc. Loop Walk Public Art Typical Comfort and Convenience Amenities (Picnic tables, benches, bike racks, drinking fountains, restroom, etc) 50+ acres based on current inventory Full access on at least two sides of park. At least one side of the park should have access from a collector or arterial street. 15 to 21 39+ Community Park Serve a broad purpose to the community while still providing adequate neighborhood level of service to adjacent residents. Focus is on components that occur in quantities, size and design to serve large groups or community wide events. Generally serves users within 1-3 mile radius. Requires adequate parking to minimize neighborhood conflict. Appropriate components may include but not be limited to: Destination Playground Dog Park Sports Fields Open Turf Shelter Basketball or Other Courts Loop Walk Public Art Typical Comfort and Convenience Amenities (Picnic tables, benches, bike racks, drinking fountains, restroom, etc) Page 172 Item 3. Meridian Parks and Recreation Master Plan Update Appendix A - GRASP® Glossary | 137 Additional Inventory HOA/Private Parks and Properties Park or Facility Acres Aquatics, Lap PoolAquatics, Leisure PoolAquatics, Therapy PoolBasketball CourtBasketball, PracticeDisc GolfGame CourtHorseshoe CourtLoop WalkOpen TurfPassive NodePlayground, DestinationPlayground, LocalRectangular Field, MultipleShelter, LargeShelter, SmallTennis CourtVolleyball CourtWater FeatureWater, OpenALEXANDRIA SUB 1 1 2 AMBERCREEK SUB NO 02 2 1 1 ARCADIA SUB 1 1 1 ASTORIA SUB 1 1 1 BAINBRIDGE SUB NO 02 1 1 1 1 BEDFORD PLACE SUB NO 03 1 1 1 1 BELLINGHAM PARK SUB NO 01 5 2 2 BIRCHSTONE CREEK SUB 1 1 1 BLACKROCK SUB NO 01 2 1 Boise Timber Thorns 19 1 BRIDGETOWER SUB NO 01 18 2 2 1 1 CABELLA CREEK SUB 3 1 1 CARDIGAN BAY SUB 0.3 1 1 CASTLEBROOK SUB NO 02 5 1 3 CAVEN RIDGE ESTATES EAST SUB NO 01 3 1 1 1 CEDARCREEK SUB 1 1 1 Century Farms HOA 1 1 1 1 CHAMPION PARK SUB NO 02 1 1 1 CHATSWORTH SUB 1 1 1 CHERRY CROSSING SUB 1 1 1 1 1 CHESTERFIELD SUB NO 04 0.5 1 1 1 COBBLEFIELD CROSSING SUB 1 1 COBRE BASIN SUB NO 01 4 1 2 3 1 COURTYARDS AT TEN MILE SUB 1 1 1 CROSSFIELD SUB NO 01 2 1 1 1 CROSSFIELD SUB NO 04 1 1 1 1 3 DANBURY FAIR SUB NO 01 1 DECATUR ESTATES SUB NO 01 1 1 EDINBURGH PLACE SUB NO 01 1 1 1 ESTANCIA SUB 1 1 1 FALL CREEK SUB NO 01 3 1 2 1 1 GOLDEN VALLEY SUB 0.3 1 1 GRAMERCY SUB 1 1 2 1 GRAMERCY SUB NO 01 1 2 1 1 HACIENDA SUB 2 1 1 1 1 HAVASU CREEK SUB NO 01 1 1 1 HERITAGE GROVE SUB 1 1 1 1 HIGHGATE SUB NO 02 0.2 1 1 HIGHTOWER SUB 1 1 1 1 Page 173 Item 3. Meridian Parks and Recreation Master Plan Update Appendix A - GRASP® Glossary | 138 Park or Facility Acres Aquatics, Lap PoolAquatics, Leisure PoolAquatics, Therapy PoolBasketball CourtBasketball, PracticeDisc GolfGame CourtHorseshoe CourtLoop WalkOpen TurfPassive NodePlayground, DestinationPlayground, LocalRectangular Field, MultipleShelter, LargeShelter, SmallTennis CourtVolleyball CourtWater FeatureWater, OpenHILLS CENTURY FARM SUB NO 01 7 1 1 1 3 2 HOLLYBROOK SUB NO 01 0.1 1 HOWRY LANE SUB NO 01 3 1 1 INGLENOOK SUB 0.4 1 IRVINE SUB NO 02 2 2 1 ISOLA CREEK SUB NO 01 1 1 1 1 JAYDAN VILLAGE SUB 1 1 JERICHO SUB 0.3 1 JUMP CREEK SUB NO 02 1 1 1 KINGSBRIDGE SUB NO 01 3 1 1 2 1 LAKE AT CHERRY LANE NO 05 AMD 0.4 1 LANDING SUB NO 08 2 1 1 1 LARKSPUR SUB NO 02 2 1 3 LOCHSA FALLS SUB NO 04 7 1 1 1 1 1 LYNDHURST GROVE SUB 0.2 1 1 MACAILE MEADOWS SUB 1 1 1 1 1 MADELYNN ESTATES SUB 3 1 3 MARLIN SUB NO 01 4 2 2 1 MEDFORD PLACE SUB 1 2 MESSINA HILLS SUB NO 01 1 1 MESSINA HILLS SUB NO 03 0.4 1 1 MESSINA MEADOWS SUB NO 01 3 8 MESSINA VILLAGE SUB NO 02 1 1 1 MILLIRON PLACE SUB 1 1 1 MOSHERS FARM SUB 0.3 1 NORMANDY SUB NO 03 2 1 1 OAKCREEK SUB NO 01 3 1 2 2 2 PACKARD ACRES SUB NO 03 1 1 1 PADDINGTON SUB 0.4 1 1 PARAMOUNT DIRECTOR SUB NO 01 1 1 1 1 PARAMOUNT DIRECTOR SUB NO 02 12 1 1 1 4 2 1 1 QUENZER COMMONS SUB NO 01 4 1 1 1 REDFEATHER ESTATES SUB NO 02 5 1 1 3 1 3 REFLECTION RIDGE SUB NO 01 6 1 2 1 1 1 Rockhampton II Park 3 1 1 Rockhampton Park 8 2 1 1 ROSELEAF SUB NO 01 2 1 2 1 ROUNDTREE PLACE SUB 0.4 1 1 SAGECREST SUB 0.4 1 1 Page 174 Item 3. Meridian Parks and Recreation Master Plan Update Appendix A - GRASP® Glossary | 139 Park or Facility Acres Aquatics, Lap PoolAquatics, Leisure PoolAquatics, Therapy PoolBasketball CourtBasketball, PracticeDisc GolfGame CourtHorseshoe CourtLoop WalkOpen TurfPassive NodePlayground, DestinationPlayground, LocalRectangular Field, MultipleShelter, LargeShelter, SmallTennis CourtVolleyball CourtWater FeatureWater, OpenSAGEWOOD SUB 1 1 1 SAGUARO CANYON SUB NO 02 4 1 2 2 SETTLEMENT BRIDGE SUB NO 01 4 1 2 2 SHERBROOKE HOLLOWS SUB NO 02 3 1 SIENNA CREEK SUB NO 01 1 1 SILVERLEAF SUB NO 02 3 1 2 1 SILVERWATER SUB NO 03 0.5 1 1 1 1 SNORTING BULL SUB NO 01 4 1 1 1 2 SOLITUDE PLACE SUB NO 02 3 1 1 1 SOMMERSBY SUB NO 02 1 1 1 2 SOUTHERN HIGHLANDS SUB NO 01 2 1 1 1 SPORTSMAN POINTE SUB NO 03 2 1 2 2 SPURWING GREENS SUB 1 3 STRADA BELLISSIMA SUB NO 01 0.2 1 SUNDANCE SUB NO 02 4 1 1 2 1 SUTHERLAND FARM SUB NO 04 8 2 2 1 The Village 0.4 1 1 1 TIBURON MEADOWS SUB 1 1 1 TRADEWINDS SUB NO 01 0.2 1 TRAILWAY PARK SUB 3 1 1 2 2 1 1 TREE FARM SUB NO 01 3 TURNBERRY SUB NO 02 0.2 1 TUSCANY LAKES SUB NO 02 1 1 1 TUSCANY VILLAGE SUB NO 01 2 1 1 1 VENTANA SUB NO 01 3 1 1 1 VICENZA SUB NO 02 11 1 1 1 1 VIENNA WOODS SUB NO 03 2 1 1 1 1 WHITEACRE SUB NO 01 3 1 1 WILKINS RANCH VILLAGE SUB 1 1 1 1 WOODBURN SUB 2 1 1 1 1 ZEBULON HEIGHTS SUB NO 04 4 1 1 1 2 1 HOA / Private Totals 259 6 30 1 9 15 1 1 1 5 109 6 4 89 1 2 49 5 4 1 4 Page 175 Item 3. Meridian Parks and Recreation Master Plan Update Appendix A - GRASP® Glossary | 140 School Inventory Map ID LOCATION PlaygroundOpen TurfMulti-use CourtBasketballRectangular Fields, All SizesDiamond, PracticeDiamond BallfieldShelter, All SizesLoop WalkVolleyballTennisAthletic TrackParcel ScoreSubtotalModifierDesign & AmbianceSubscoreDiscountFinal GRASP® ScoreS13 Barbara Morgan Stem Academy 1 1 1 1 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 2.2 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 School 1 1 1 1 1 1 6 1.1 2 13.2 0.5 6.6 S39 Compass Public Charter School 1 1 1.1 2 2.2 0.5 1.1 S18 Crossroads Middle School 1 1 1 1 4 1.1 2 8.8 0.5 4.4 S07 Discovery Elementary School 1 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 2 13.2 0.5 6.6 S38 Hillsdale Elementary School 1 1 1 1 4 1.1 2 8.8 0.5 4.4 S04 Hunter Elementary School 1 1 1 1 1 5 1.1 2 11.0 0.5 5.5 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 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 1 3 1.1 2 6.6 0.5 3.3 S16 Meridian Elementary School 1 1 1 1 1 1 6 1.1 2 13.2 0.5 6.6 S40 Meridian High School 3 3 6 1 1 5 1.1 2 11.0 0.0 0.0 S14 Meridian Middle School 1 1 1 1 1 1 6 1.1 2 13.2 0.5 6.6 S34 Mountain View High School 3 4 2 6 1 1 6 1.1 2 13.2 0.0 0.0 S31 Paramount Elementary School 1 1 1 1 1 5 1.1 2 11.0 0.5 5.5 S06 Pathways Middle School 1 1 1 1 4 1.1 2 8.8 0.5 4.4 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 13.2 0.5 6.6 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 4 6 1 5 5 1.1 2 11.0 0.0 0.0 S08 Sawtooth 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 7 1.1 2 15.4 0.5 7.7 S19 Spalding STEM Academy 1 1 1 1 1 9 6 1.1 2 13.2 0.5 6.6 S09 Ustick Elementary School 1 1 1 1 1 10 6 1.1 2 13.2 0.5 6.6 S02 Victory Middle School 2 2 2 6 1 11 6 1.1 2 13.2 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 FS01 Future School A 1 1 1.1 2 2.2 0.0 0.0 FS02 Future School B 1 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 D 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 FS07 Future School G 1 1 1.1 2 2.2 0.0 0.0 FS08 Future School H 1 1 1.1 2 2.2 0.0 0.0 19 26 20 17 31 8 16 3 17 3 29 4 Page 176 Item 3. Meridian Parks and Recreation Master Plan Update Appendix A - GRASP® Glossary | 141 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. Figure 34: GRASP® Score calculation. 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. Perspectives 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, tables, and charts provide benchmarks or insights a 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. Figure X: This 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. •Component Assessment Score 1 , 2 or 3 •The sum of site modifiers determine a multiplier 1.1, 1.2 or 1.3 •"Design & Ambiance" as a stand-alone modifier 1, 2 or 3 •Component GRASP® Score 4.8 Page 177 Item 3. Meridian Parks and Recreation Master Plan Update Appendix A - GRASP® Glossary | 142 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. Figure 34 below, provides an example. Figure 35 Example of GRASP® Level of Service (LOS) Page 178 Item 3. Meridian Parks and Recreation Master Plan Update Appendix A - GRASP® Glossary | 143 More on Utilizing GRASP® 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 Page 179 Item 3. Meridian Parks and Recreation Master Plan Update Appendix A - GRASP® Glossary | 144 management processes. The popularly referred to as "NRPA standards" for LOS, as such, do not exist. 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. Page 180 Item 3. Meridian Parks and Recreation Master Plan Update Appendix A - GRASP® Glossary | 145 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. 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. Page 181 Item 3. Meridian Parks and Recreation Master Plan Update Appendix A - GRASP® Glossary | 146 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. o Was it poorly conceived in the first place? o Is it something that was not needed? o Is it the wrong size, type, or configuration? o Is it poorly placed or located in a way that conflicts with other activities or detracts from its use? o Have the needs changed so that the component is now outdated, obsolete, or no longer needed? o Has it been damaged? o Has the component's maintenance been deferred or neglected to the point where it no longer functions as intended? o Does the component score low because it is not available to the public in a way that meets expectations? o 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. • Depending on the answers from the first step, select a strategy for addressing the low- functioning component: o 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. o If the need for that type of component has changed, replace it with a new one that fits the current requirements. o If a component is poorly located or poorly designed to start with, consider relocating, redesigning, or otherwise modifying it. o Remove a component because of changing demands unless it can be maintained in good condition without excessive expense or has historical or Page 182 Item 3. Meridian Parks and Recreation Master Plan Update Appendix A - GRASP® Glossary | 147 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. Page 183 Item 3. Meridian Parks and Recreation Master Plan Update Appendix A - GRASP® Glossary | 148 List of Low-Scoring Components and Modifiers Table 18 Outdoor Low Scoring Components. The following components scored low during site visits. Table 19: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. Map ID Park or Facility Component Quantity Neighborhood Score Community Score Observations C021 Storey Park Diamond Field 2 1 1 One softball, one baseball. These fields are not the quality of other fields in town C200 Reta Huskey 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 Park or Location Classification Design & AmbianceDrinking FountainsSeatingBBQ GrillsDog StationSecurity LightsBike RacksRestroomsShadeTrail ConnectionsPark AccessParkingSeasonal PlantingsOrnamental PlantingsPicnic Tables8th Street Park Neighborhood 2 2 2 2 2 2 2 3 3 2 2 2 0 0 2 Bear Creek Park Community 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 2 0 0 2 2 2 0 2 2 2 0 3 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 Community 2 2 2 2 2 2 0 2 2 3 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 2 3 2 Hillsdale Park Community 2 2 2 2 2 0 2 2 2 0 2 2 0 1 2 Julius M. Kleiner Park Regional 3 2 3 2 2 2 2 3 2 3 2 2 3 3 2 Keith Bird Legacy Park Neighborhood 2 2 3 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 Swimming Pool 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 Huskey Park Neighborhood 2 2 2 2 2 2 2 2 2 3 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 3 2 3 2 2 2 2 2 2 2 2 2 2 3 2 Storey Park Community 2 2 2 2 2 2 1 2 2 2 2 2 1 2 2 Ten Mile Trailhead Future 2 2 2 0 2 0 0 2 0 3 2 2 0 0 0 Tully Park Community 2 2 2 2 2 2 2 2 2 2 2 2 1 2 2 Page 184 Item 3. Meridian Parks and Recreation Master Plan Update Appendix A - GRASP® Glossary | 149 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 are 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. 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 Page 185 Item 3. Meridian Parks and Recreation Master Plan Update Appendix A - GRASP® Glossary | 150 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. Page 186 Item 3. Meridian Parks and Recreation Master Plan Update Appendix A - GRASP® Glossary | 151 GRASP Maps Page 187 Item 3. Meridian Parks and Recreation Master Plan Update Appendix B: : General Maintenance Standards for Quality Parks and Facilities in Meridian, Idaho | 152 Appendix B: : General Maintenance Standards for Quality Parks and Facilities in Meridian, Idaho Some sample maintenance standards are in appendix X of the plan and 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 Walkways and Trails Page 188 Item 3. Meridian Parks and Recreation Master Plan Update Appendix B: : General Maintenance Standards for Quality Parks and Facilities in Meridian, Idaho | 153 • 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 Page 189 Item 3. Meridian Parks and Recreation Master Plan Update Appendix B: : General Maintenance Standards for Quality Parks and Facilities in Meridian, Idaho | 154 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 Page 190 Item 3. Meridian Parks and Recreation Master Plan Update Appendix B: : General Maintenance Standards for Quality Parks and Facilities in Meridian, Idaho | 155 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 Page 191 Item 3. Meridian Parks and Recreation Master Plan Update Appendix B: : General Maintenance Standards for Quality Parks and Facilities in Meridian, Idaho | 156 • Poles and fixtures inspected immediately after any major wind, ice, or hailstorm 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 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 Page 192 Item 3. Meridian Parks and Recreation Master Plan Update Appendix B: : General Maintenance Standards for Quality Parks and Facilities in Meridian, Idaho | 157 Decks • Planks are intact, smooth, structurally sound, free of splinters and no cracks greater than ¼ 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 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 Page 193 Item 3. Meridian Parks and Recreation Master Plan Update Appendix B: : General Maintenance Standards for Quality Parks and Facilities in Meridian, Idaho | 158 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 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 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 Page 194 Item 3. Meridian Parks and Recreation Master Plan Update Appendix B: : General Maintenance Standards for Quality Parks and Facilities in Meridian, Idaho | 159 • 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 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 ¼ inch • Nails, bolts, and screws are flush with surface • Planks are level with no excessive warping • Handrails are present and structurally sound Page 195 Item 3. Meridian Parks and Recreation Master Plan Update Appendix B: : General Maintenance Standards for Quality Parks and Facilities in Meridian, Idaho | 160 • 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 Page 196 Item 3. Parks & Recreation Department Staff Reports ~ December 14, 2022 Page 1 of 7 Persons desiring accommodation for disabilities related to documents and/or hearings: Please contact the City Clerk’s Office at 888-4433 at least 48 hours prior to the meeting. PARKS & RECREATION DEPARTMENT STAFF REPORTS December 14, 2022 STEVE SIDDOWAY, DIRECTOR (Please note, a verbal report will be provided at the December 14, 2022 MPR Commission Meeting.) MIKE BARTON, PARKS SUPERINTENDENT (Please note, a verbal report will be provided at the December 14, 2022 MPR Commission Meeting.) GARRETT WHITE, RECREATION MANAGER (Please note, a verbal report will be provided at the December 14, 2022 MPR Commission Meeting.) RENEE WHITE, RECREATION COORDINATOR (SPECIAL EVENTS) 1. Christmas in Meridian is Back in Full Force – Winter Lights Parade and Christmas Tree Lighting was Friday, Dec. 2. The parade entries increased to 40 from last year’s 25. The entries looked festive. The Treasure Valley Children’s Theater walked the parade route before it started to entertain and delight eager parade viewers, while others watched the Christmas classic, “The Grinch Who Stole Christmas,” on the side of the Heritage Building. Sponsored by the Downtown Chamber of Commerce Committee, the Trolley offered free shuttle from the Alberton’s Parking lot to the parade route. Dance Arts Academy provided entertainment while Santa finished the parade route before reappearing on the stage to help us light the Christmas tree and visit with youth. The tree was lit with a bang. It was another huge success. 2. Winterland – Collaborating with local businesses, we are returning to the in-person format on Saturday, Dec. 10. Hosted in the gym at the Boys and Girls Club, the event offers cookie decorating, crafts, games, and photos with Santa. 3. Letters from Santa - The mailbox that delivers letters straight to Santa is once again set up in front of City Hall. We typically get around 1,200 letters and are Page 197 Item 6. Parks & Recreation Department Staff Reports ~ December 14, 2022 Page 2 of 7 Persons desiring accommodation for disabilities related to documents and/or hearings: Please contact the City Clerk’s Office at 888-4433 at least 48 hours prior to the meeting. happy to have the volunteers back to help with this project. Willow Spurlock is also stepping in to help with this project. 4. Community Light Display – Working with IT, we have created a map for the community to self-select their address as a location to come see Christmas lights. The community can view the map as a location finder! 5. Ornament Drop – The Meridian Arts Commission has stepped up to offer one more no-contact activity for Christmas in Meridian. This is modeled after the successful art drop – with a holiday twist. This event is now offered on Saturday to pair with the Winterland Festival. 6. Downtown Decorating – The Meridian Downtown Business Association is once again producing their decorating contest. Voting for the People’s Choice is offered as a downloadable app. 7. Shop Meridian Downtown Night – The Meridian Chamber Downtown Committee is hosting a shopping evening with pop-up vendors. The event was created to help fill the hole left by the cancellation of the annual Christmas Bazaar in City Hall. In its second year, this event promises to grow into an annual tradition. For these, and other Christmas in Meridian activities visit: christmasinmeridian.org JENNA FLETCHER, RECREATION COORDINATOR (CLASSES & CAMPS) 1. 2022 Fall Classes – Fall classes will be wrapping up within the next two to three weeks at the Community Center and at Homecourt. Numbers have looked great this fall. 2. 2023 Winter/Spring Guide – The Winter/Spring Activity Guide has been released, and registrations are open. The majority of 2023 classes will start right after the new year. We will start to advertise those classes in the next couple weeks. Classes will run through May of 2023. 3. Community Center/Meridian Pool – As of right now, we will still be able to hold classes at our current Community Center through December 2023. Our youth art classes have moved over to the Meridian Pool location, and everyone else will keep their classes at the Community Center. We will still continue to look for new spaces as we know that the Community Center will eventually go away. MAGGIE COMBS, RECREATION COORDINATOR (SPORTS) 1. 2022 Fall Volleyball League – We are wrapping up the Fall Volleyball season. We are currently playing games at Homecourt, Boys and Girls Club, and local schools. Page 198 Item 6. Parks & Recreation Department Staff Reports ~ December 14, 2022 Page 3 of 7 Persons desiring accommodation for disabilities related to documents and/or hearings: Please contact the City Clerk’s Office at 888-4433 at least 48 hours prior to the meeting. 2. 2023 Winter Volleyball League – League registration will be closing Wednesday, December 7, 2022 for the Women’s and Coed teams. Registrations are on a first- come, first-serve basis and not guaranteed until payment is received in full. 3. 2022-2023 Winter Basketball League – League play started this week for the Basketball season. We play games at Homecourt and the local schools. We have a total of 46 teams. 4. 2022 Holiday Classic Volleyball Tournament –The tournament took place on November 5th at the Homecourt. We hosted 36 teams, that made donations to help raise money to make Christmas morning a little brighter for kids. SKYLER COOK, RECREATION COORDINATOR 1 (SPORTS & EXTERNAL EVENTS) 1. Field Reservations  I am creating park permits for the 2023 season for all organizations that submitted an application.  I am collecting payments and liability insurance.  I am finalizing the MYB use agreement for Fuller Park and Mo Brooks. 2. External Events  I am reviewing the Temporary Use Permit process for the upcoming season and scheduling out events for 2023.  I am reviewing and improving the MPR short-term concessions permit process. 3. Sports Leagues & Tournaments  I am working on logistics for the Winter Cornhole League/Tournament. JAIME DEL BARRIO, VOLUNTEER PROGRAM COORDINATOR 1. Trunk or Treat - 24 volunteers put in about 82 hours for my first successful event since beginning this role in October. Road closures began earlier in the day, ensuring downtown Meridian remains clear of cars for this event. 2. Christmas Parade – For the Winterlights Parade, we had over 150 volunteers with over 450 hours to help keep the parade safe and fun for everyone. This entailed volunteers to check in, set up, road closures, crowd managers, and clean up both before, during, and after the parade. JAKE GARRO, HOMECOURT FACILITY MANAGER 1. Facility Operations – Hours are Monday – Friday 7:00 a.m. – 10:00 p.m.; Saturday – 10 a.m. to 6 p.m.; and Sunday – 12:30 p.m. to 8 p.m.  MPR Winter Coed Volleyball is taking place at the Homecourt on Monday & Thursday. This league will conclude mid-March. Page 199 Item 6. Parks & Recreation Department Staff Reports ~ December 14, 2022 Page 4 of 7 Persons desiring accommodation for disabilities related to documents and/or hearings: Please contact the City Clerk’s Office at 888-4433 at least 48 hours prior to the meeting.  MPR adult Basketball will be held Monday through Thursday beginning in December. This league will conclude in mid-March. 2. Upcoming Facility Reservations –  I AM ELITE BB TOURNAMENT – December 30, 31  Idaho Strike Volleyball – January 21, 22  USA Wrestling Tournament – February 10, 11  Idaho Select Basketball Camp – March 11  Idaho Select Basketball camp – May 13, 14 3. Community Education/Court 5 – Court 5 is consistently scheduled throughout the week each day for community education classes. Classes include gymnastics, tumbling, cheerleading, pickleball, and martials arts. Classes do take place during the weekend hours in Court 5 as well, typically during the afternoon hours on Sunday. 4. Community Athletic Groups – Working to finalize practice schedule for January 2023 through May 2023. Practices typically take place each evening Monday – Friday, 4:30pm – 10:00pm. 5. Weekend Facility Schedule – We are looking to improve our weekend operations, how the facility is scheduled, and/or what activities are offered during the weekend. Currently, during weekend hours, the facility is set up as follows: Court 1 two volleyball nets Court 2 & 3 basketball Court 4 three pickleball nets Court 5 pickleball when it becomes available 6. Lakeview Golf Course – I am working to finalize and switch all vendor accounts from Lakeview Golf Club to the City of Meridian. Vendor accounts included golf registration software, golf equipment, merchandise companies, and any vendor used for the maintenance side of golf operations as well. Page 200 Item 6. Parks & Recreation Department Staff Reports ~ December 14, 2022 Page 5 of 7 Persons desiring accommodation for disabilities related to documents and/or hearings: Please contact the City Clerk’s Office at 888-4433 at least 48 hours prior to the meeting. CASSANDRA SCHIFFLER, ARTS & CULTURE COORDINATOR 1. Meridian Ornament Drop – Saturday, December 10  Event will also coincide with the Children’s Winterland Festival.  Festive twist on the popular annual Meridian Art Drop.  Make handmade ornaments to “drop” in downtown for other to find and keep as a gift.  Can be hung from trees, propped on window sills, or placed in creative locations.  Please only keep one per person! 2. Request for Performing Arts Proposals -  I am working to finalize a call for Performing Arts Projects with funding awards for youth theater projects that occur in Meridian and benefit Meridian youth, residents, and visitors.  With MAC approval, the deadline to apply will be February 24, with projects occurring in FY23. 3. Historic Preservation Commission (HPC) -  The National Park Service (NPS) recently returned the Meridian Speedway nomination to the Idaho State Historic Preservation Office (SHPO) and requires some additional work before the property can be listed. In the next several months, SHPO staff will work closely with their National Register reviewer at NPS to complete the required edits and resubmit the nomination for listing. SHPO is hopeful that the property will be listed once the revisions to the nomination are complete.  HPC is considering preservation options for a historic farmstead with the last remaining double silo structure in the valley. A developer recently purchased the property and will likely tear down the historic structures for residential development. Page 201 Item 6. Parks & Recreation Department Staff Reports ~ December 14, 2022 Page 6 of 7 Persons desiring accommodation for disabilities related to documents and/or hearings: Please contact the City Clerk’s Office at 888-4433 at least 48 hours prior to the meeting. 4. Public Art Projects -  We had an unveiling ceremony November 12 at the unBound Library for the new mural on their building. (Right Image: Ribbon Cutting at unBound)  A ribbon-cutting ceremony for the new mural at Tully Park was postponed, due to weather, and is now planned to coincide with Unplug and Be Outside week. It will include a skate competition sponsored by Prestige Skate.  A mural project at the Meridian Pool is designed and ready to be approved by City Council. It is planned for installation in the spring, before the Pool opens to the public.  A pair of 8-foot mosaic sculptures by Nevada artist Eileen Gaye is ready to be approved by City Council. This public art project is planned for installation at the Five Mile Creek Pathway Trailhub next summer. (Right Image: Eileen Gaye’s “Water Metrics” public art project design mockup)  10 traffic box wraps have been installed and one new special project is being considered for an art piece by a high school student that was recently killed in a traffic incident near Ten Mile and Pine. (Right Image: High School student Terry Binder’s artwork for consideration at Ten Mile and Pine) Page 202 Item 6. Parks & Recreation Department Staff Reports ~ December 14, 2022 Page 7 of 7 Persons desiring accommodation for disabilities related to documents and/or hearings: Please contact the City Clerk’s Office at 888-4433 at least 48 hours prior to the meeting. 5. Initial Point Gallery -  The current exhibit at Initial Point Gallery features artwork by 24 artists in BOSCO (Boise Open Studios Collective Organization).  The reception for this show is Friday, December 16 from 4:30 – 7:00 p.m.  Opening receptions at the gallery will be held on the first Tuesdays of the month in 2023. Page 203 Item 6.