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23-2370 Commissions Parks and Recreation Master Plan CITY OF MERIDIAN RESOLUTION NO. 23-2370 BY THE CITY COUNCIL: BORTON, CAVENER, HOAGLUN, OVERTON, PERRAULT, STRADER A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MERIDIAN, ADOPTING THE CITY OF MERIDIAN PARKS AND RECREATION MASTER PLAN;AUTHORIZING THE PARKS AND RECREATION STAFF TO IMPLEMENT THE MASTER PLAN; AND PROVIDING AN EFFECTIVE DATE. WHEREAS,the updated City of Meridian, Idaho Parks and Recreation Master Plan, attached hereto as Exhibit A ("Master Plan"), was prepared following collection of input from City staff, community stakeholders and analysis of inventory, level of service, operations, and finances; WHEREAS, on January 11, 2023, the Meridian Parks and Recreation Commission reviewed the Master Plan and recommended its approval and adoption by City Council; WHEREAS, City Council finds that the Master Plan establishes the necessary framework for the Parks and Recreation Department to continue providing exceptional parks, recreation, and pathway services by realizing organizational efficiencies, financial opportunities, and programming, service, and amenity enhancements; and WHEREAS, the Mayor and City Council find that it is in the best interest of the health, safety, and welfare of the people of Meridian to approve and adopt the Master Plan; NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF MERIDIAN CITY, IDAHO: Section 1. That the updated City of Meridian, Idaho Parks and Recreation Master Plan attached as Exhibit A hereto is hereby approved and adopted by the City Council. Section 2. That the Meridian Parks and Recreation Department is hereby authorized to implement and carry out the provisions of the Master Plan. Section 3. That this Resolution shall be in full force and effect immediately upon its adoption and approval. ADOPTED by the City Council of the City of Meridian, Idaho, this 7th day of February, 2023. APPROVED by the Mayor of the City of Meridian, Idaho, this 7th day of February, 2023. APPROVED: ATTEST: Robert E. Simison, Mayor Chris Johnson, City Clerk RESOLUTION ADOPTING PARKS AND RECREATION MASTER PLAN PAGE. I WE ■ QID I N4,,;-� Ak ..+e' �9 1ti .... ��sir"Zf`'17T\!'eY7id:•77!'7. I 2023 Am OP , • TV lit 'Ili I � JI R 1 � � :R. 1•!1 0�• �-' r ♦ '�'•�� .-! ,� 4�•• - 1. ].i �i i�� I � �� f 1 -� `mot i-. .. f �� «� s�/c-'�'--'- _ .�.� i1� •� •` `i.lr�� ,.,` .1\ �� •.� ��y 0-i �i t 'y �i 11V�� t� - �'� ,r �•,,`i+1 j�� ' — —"`...\\\III, � .F � � �_rI y�``• �, �a. �:—� PLACEHOLDER FOR FUTURE APPROVAL LETTER. Tabte of Contents 1.0 Executive Summary .......................................................................................8 A. Purpose of this Plan .........................................................................................8 B. Planning Process Summary..............................................................................9 C. Recommendations .........................................................................................10 2.0 Introduction of the Planning Context....................................................... 19 A. Purpose of this Plan ....................................................................................... 19 B. Parks and Recreation Department Overview............................................... 20 C. Mission, Vision, and Values.......................................................................... 20 D. Related Planning Efforts and Integration......................................................21 E. Methodology of this Planning Process ..........................................................21 3.0 What We Want — Our Community, Trends & Identified Needs........ 23 A. Demographic Profile..................................................................................... 23 B. Current Trends................................................................................................29 C. Community and Stakeholder Input ..............................................................37 D. Random Invitation Community Needs Assessment Survey Summary........ 40 4.0 Who We Are - Organizational & Financial Assessment..................... 44 A. Organizational Analysis .............................................................................. 44 B. Recreation Program Analysis........................................................................ 48 C. Financial Analysis......................................................................................... 49 D. Maintenance and Operations Analysis....................................................... 56 5.0 Pathways Assessment & Recommendations ........................................ 62 A. Introduction................................................................................................... 62 B. Pathway System Overview........................................................................... 63 C. Importance of Pathways/Need................................................................... 64 D. Progress Update/Policies Implemented...................................................... 65 E. Opportunities/Recommendations ............................................................... 66 F. Key Stakeholders for Pathway Implementation............................................ 68 G. Implementation and Maintenance Priorities ............................................... 68 H. Implementation Costs for Plan Build-Out .....................................................70 I. Pathway Maintenance and Operations.........................................................70 6.0 What We Have - Parks & Facilities Inventory Assesment...................73 A. Step 1 : Inventory - What Do We Have?.......................................................73 B. Step 2: Assessment and Analysis - How Are We Doing?............................ 83 7.0 Where We Go From Here — Recommendations & Action Plan.......... 98 A. Recommendations ........................................................................................ 98 B. Goals, Objectives, and Actions.................................................................. 104 C. Implementation Guidelines/Strategies ...................................................... 112 Appendicies ........................................................................................................ 114 Appendix A — GRASP® Glossary .................................................................. 114 Appendix B — General Maintenance Standards for Quality Parks and Facilities inMeridian, Idaho .......................................................................................... 150 .07 19 PARKS AND RECREATION MASTER PLAN 5` J: { W _ 4 � - �` - UPDATE V List of Figures Figure 1: Projected Population Growth in City of Meridian, 2000 - 2030.......................................25 Figure 2:Age Distribution in Meridian Compared to State of Idaho.................................................26 Figure 3: Race Comparison for Total Population in City of Meridian.................................................26 Figure 4: Educational Attainment in Meridian.....................................................................................27 Figure 5: Median Household Income Distribution, 2021 Estimates ...................................................27 Figure 6:Ada County Health Rankings Overview .............................................................................29 Figure 7:Adult Participation for Fitness Activities................................................................................30 Figure 8:Adult Participation in Outdoor Recreation ..........................................................................30 Figure 9:Adult Participation in Team Sports .......................................................................................31 Figure 10: Non-Traditional Services Desired in Community Center...................................................34 Figure 11: Meridian Parks and Recreation 2022 Organizational Chart............................................47 Figure 12:Actuals FY15 — FY22 ..........................................................................................................50 Figure 13: Selected Idaho Parks and Recreation Expenditures per Capita — 2022/23 ...................51 Figure 14: Resource Allocation Methodology.....................................................................................52 Figure 15: Meridian Residents Opinions Regarding Current Program and Facility Fees...................53 Figure 16: Potential Impact on Participation from Fee Increases .......................................................53 Figure 17: Importance of Facilities and Amenities, Recreation Programs,and Services to Meridian 57 Figure 18: Needs Met for Facilities and Amenities in Meridian .........................................................57 Figure 19:Top Three Community Issues for Suggested Improvement.................................................58 Figure20: Pathways Map................................................................................................................... 79 Figure 21: System Inventory Examples ...............................................................................................74 Figure 22: Example of a GRASP® LOS Perspectives Heat Map........................................................84 Figure 23:Walkability Barriers"Cut-off" Service Areas where Applicable.....................................85 Figure 24:Walkable Access to Outdoor Recreation Opportunities Provided by Meridian Parks....86 Figure 25:Walkable Access to Outdoor Recreation Opportunities by All Providers........................87 Figure26:Walk High-Value Area.......................................................................................................88 Figure 27: GRASP®Walkable Gap Analysis (10 min = '/2 mile Service Area).................................89 Figure 28: Percentage of Population by Service Level........................................................................89 Figure 29: Neighborhood Access to Outdoor Recreation Opportunities Provided by Meridian Parks ...............................................................................................................................................................90 Figure 30:Walkable Access to Outdoor Recreation Opportunities by All Providers.........................91 Figure 31: Neighborhood Access High-Value Area ...........................................................................92 Figure 32: Neighborhood Gap Analysis (1 mile service)...................................................................92 Figure 33: Percentage of Population by Service Level........................................................................93 List of Tablies Table 1: Distribution of Meridian Budgeted Staffing...........................................................................46 Table 2: Meridian Parks and Recreation Revenues and Expenses (FY 2015 — FY 2022).................49 Table3: 2023 Park Impact Fees..........................................................................................................53 Table 4:Anticipated Funds from Impact Fees through 2050..............................................................54 Table 5: Capital Improvement Projects................................................................................................68 Table 6: Summary of Developed Parks/Outdoor Locations &their Components............................77 Table7: Indoor Facility Summary........................................................................................................78 Table 8: Park Classification Summary..................................................................................................80 Table 9: Park Scores by Classifications................................................................................................83 Table 10:Target Park Calculation .......................................................................................................88 Table 11: GRASP® Comparative Data............................................................................................... 94 Table 12: Master Plan Comparison..................................................................................................... 95 Table 13: Meridian Capacities ............................................................................................................97 Table 14:Acres of Park Land per 1,000 Residents .............................................................................98 Table 15: Outdoor Park and Recreation Facilities — Median Population Served per Facility...........98 f 1 .0 EXECUTIVE i p- A. PURPOSE OF THIS PLAN This Parks and Recreation Master is an update of the i 2015 Parks and Recreation Master Plan. Development of this updated plan took place from October 2021 to December 2022, and included a community ■ engagement, leadership interviews, a needs assessment survey, inventory and level of service analysis, operational and maintenance analysis, and financial analysis. The Master Plan Update provides the framework to respond to the evolving needs of this growing community. 4W EEL- --"dew- 8 City of Meridian, Idaho Executive Summary B. PLANNING PROCESS ASSESSMENT AND ANALYSIS SUMMARYReview and assessment of relevant plans. This project has been guided by a Meridian Parks Measurement of the current delivery of service for and Recreation project team made up of City City facilities using the GRASP® Level of Service Analysis and allowing for a target level of service staff, with input from the Parks and Recreation to be determined that is both feasible and aligned Commission and the City Council. This team with the desires of citizens as expressed through provided input to the BerryDunn consulting the citizen survey.This analysis is also represented team throughout the planning process.This graphically in GRASP® Perspectives. collaborative effort created a plan that fully utilizes Exploration of finance and funding mechanisms to the consultant's expertise and incorporates the support development and sustainability within the local knowledge and institutional history that only system. community members can provide.The project consisted of the following tasks: NEEDS ASSESSMENT COMMUNITY ENGAGEMENT Consideration of the profile of the community and demographics, including population growth. Review of previous planning efforts,City historical information. Research of trends related to Meridian and American lifestyles to help guide the efforts of Parks and Extensive community involvement effort including Recreation over the next several years. focus groups, meetings with key stakeholders, and a community-wide public meeting. OPERATIONAL ANI MARKETING Interviews with elected officials. Statistically valid community interest and opinion Analyze parks and recreation programming andservice delivery. survey. Conduct an organizational Strengths,Weaknesses, Opportunities, and Threats(SWOT)Analysis. FACILITY INVENTORY Develop a broad assessment of the overall parks and Update inventory of parks and facilities using existing recreation operations. mapping, staff interviews, and on-site visits to verify amenities and assess the condition of the facilities and surrounding areas. RECOMMENDATIONS: GOALS, OBJECTIVES, I GRASP* ACTION PLAN LEVEL IF SERVICE ANALYSIS Identification and categorization of recommendations into themes with goals, objectives, and an action plan Interviews with staff to provide information about for implementation. City facilities and services, along with insight Development of an action plan for capital regarding the current practices and experiences of improvements including cost,funding source the City in serving its residents and visitors. potentials, and timeframe to support the Identification of homeowner association (HOA)and implementation of the plan. alternative providers of recreation services to provide insight regarding the market opportunities in the area for potential new facilities and services. OTHER PLAN Analysis addressing recreation, parks, and related Review of current staffing and development of services. recommendation for future growth potential. Review of the Urban Forestry Management strategy. Review current Pathways Plan and develop updated recommendations. Conduct a conceptual study and public engagement for a new community center. Conduct a cost recovery and financial sustainability study. UPDATEPARKS AND RECREATION I MASTER PLAN Section 1.0 C. RECOMMENDATIONS After analyzing the Findings that resulted from this process, including the Key Issues Matrix, a summary of all research,the qualitative and quantitative data, the GRASP® LOS analyses, and input assembled for this study, a variety of recommendations have emerged to provide guidance in consideration of how to improve parks, recreation, and pathway opportunities in the City of Meridian. This section describes ways to enhance the level of service and the quality of life with improvement through organizational efficiencies,financial opportunities, improved programming and service delivery, and maintenance and improvements to facilities and amenities. . . - to Improve Organizational Efficiencies Objective 1.1 — Maintain existing level of service goal. The City of Meridian currently has a Level of Service planning goal that is 4 acres of developed park land per 1,000 persons. In 2022,the City is maintaining 3 acres per 1,000 population to keep up with the rapid growth of the City. Meridian should continue with the planning goal of 4 acres, while continuing to maintain the existing 3 acres. Additional ly,the City also has a planning goal of 0.59 square feet of indoor recreation space per 1,000 population.The City should maintain the planning goal for indoor recreation space. Objective 1.2— Enhance and improve internal and external communication regarding department activities and services. The Parks and Recreation Department currently has a Marketing Plan (Communication Plan)that guides the Department's efforts in communicating and promoting its activities, services, and facilities. As part of a larger effort,the City of Meridian has an active communication roundtable that the Department should actively participate with. In addition to the roundtable,the Department should take advantage of training opportunities for new communication methods and branding efforts. The marketing and communication of Parks and Recreation Department activities should be enhanced with a focused effort on adopting open lines of communication and meetings with partners and potential partners within the community. Objective 1.3— Maintain existing quality standards for facilities and amenities. A top priority from the public response is to continue to maintain and make improvements to existing facilities. The Department should continue to improve and upgrade existing facilities and amenities as well as address low scoring components through the CFP Plan and the Life Cycle Replacement Program. The City-Wide Strategic Plan also identifies: • Completing a golf course Master Plan * completed in 2021-2022 • Creating a plan for Tier2 and Tier 3 golf course improvements • Developing the Urban Forestry Management Plan with existing staff* completed in 2021-2022 • Taking the Urban Forestry Management Plan to the Planning Commission and City Council for feedback and acceptance * completed in 2021-2022 • Implementing the park identity and theming plan Executive Summary Objective 1.4- Utilize technology to improve customer service and efficiencies. The Department should continue to use a mixed method approach to communicating with the public about programs, services, and opportunities. Mobile marketing is a trend of the future.Young adults engage in mobile data applications at much higher rates than adults in age brackets 30 and older. Usage rates of mobile applications demonstrate that chronologically across four major age cohorts, Millennials tend to get information more frequently using mobile devices, such as smart phones. Parks and Recreation should explore adding navigation apps for parks and pathways. Teaming with the public app AIITrails would be a good starting point. The City-Wide Strategic Plan also identifies adding Wi-Fi in Phase 2 of the Discovery Park development. Objective 1.5- Increase appropriate partnerships within the community. The City of Meridian Parks and Recreation Department currently partners with a number of agencies to provide programs and activities to the community. The Department should continue to explore additional opportunities, as well as build on their existing partnerships. The City-Wide Strategic Plan recommends establishing a timeline to transfer pool operations from WARD to the City. * Operations were transferred in the summer of 2022. Objective 1.6-Staff appropriately to meet demand and maintain established quality of service. As recommended in the Master Plan and based on the Staffing Plan for programs, services, new facilities, pathways, parks, and facility upgrades, it is important to maintain staffing levels to maintain current performance standards. The Department should explore opportunities to increase staffing levels as growth continues. This will require new positions both in parks and recreation. The City-Wide Strategic Plan also recommends promoting and growing the current volunteer program. ti t r I �I Section 1.0 Goal #2: Maintain and Improve Facilities and Amenities Objective 2.1 —Maintain and improve existing facilities. The Department should continue to implement existing plans,the CFP, Life Cycle Replacement Programs, and the Master Plan.These plans should be reviewed annually and updated as needed. The City-Wide Strategic Plan also identifies: Renovating the existing on-course restrooms for ADA compliance at Lakeview Golf Course • Replacing old equipment for improved golf course maintenance operations • Upgrading the golf course irrigation system Objective 2.2— Expand pathways and connectivity. The Department should continue to update and implement the existing Pathways Master Plan as development continues. As new and existing pathways are designed and renovated,the Department should explore ways to the improve pathway inspections and approval process. To assist with the implementation and oversight of this process,the City should consider the addition of a Parks Operation Crew Chief. The City-Wide Strategic Plan also identifies: • Construction of the six identified pathway connections • Implementation of formal pathway standards based on size, route/loop, and incorporate testing and acceptance requirements prior to final approval • Partnering with the Urban Land Institute (ULI)for place-making and amenity design on the Five Mile Creek Pathway • Creating branding and wayfinding tools for priority pathway segments Objective 2.3—Add indoor recreation space. • Based on feedback from focus group participants and the survey results, there is a need for additional indoor recreation space. The Department should continue to explore opportunities to add additional indoor recreation space either through partnerships, purchase of an existing facility, or construction of a new community center. Another option would be to explore opportunities to add community centers to newly planned elementary and middle schools or future regional parks. • The City-Wide Strategic Plan recommended conducting a needs assessment and conceptual planning for a new community center. As part of this planning process, a feasibility study was conducted, and conceptual designs were developed.The feasibility study and conceptual Executive Summary Objective 2.4— Develop new amenities at existing parks based on level of service analysis. Demand for usage of Meridian parks and athletic facilities continue to grow, and the Department should look for opportunities to add new amenities to enhance the experience for users. As Meridian continues to grow,the Department should look for opportunities to add parks and pathways in those new growth areas. Also, based on the GRASP®analysis,the Department should look for opportunities to add new components at existing parks where the level of service is below threshold. The City-Wide Strategic Plan also recommends: • Design of Phase 2 for Discovery Park and bid for development*completed in 2021-2022 • Construct Phase 2 of Discovery Park using CMGC and design • Construct a teen activity area at Discovery Park in Phase 2 Objective 2.5—Acquire new land for parks Based on population growth and a LOS goal of reaching 4 acres of developed park land per 1,000 population, the Department needs to continue to find and purchase additional land for future park development. When considering new parks, priority should be given to areas where LOS is below threshold. Objective 2.6— Improve parking at parks. Parking was an issue that was identified at most of the focus groups and in the survey. The Department should continue to monitor parking during peak usage times and explore the need to improve and manage parking at parks with popular amenities, activities, and events. Another consideration would be to explore alternative transportation options to reduce parking demand for large scale events. Objective 2.7—Continue to monitor ADA needs in the community. Parks and Recreation currently has an ADA Accessibility Transition Plan which identifies needed changes during the self-evaluation process. The Department should continue to monitor new facilities and upgrades for compliance. Objective 2.8— Upgrade comfort, convenience, and customer service amenities to existing facilities. As the Department is making upgrades to and improving existing facilities, it should explore opportunities to add shade, storage, security lighting, and other amenities at existing facilities. Where appropriate, look for opportunities to add public art to new and existing facilities. The City-Wide Strategic Plan also recommends: Working with the Meridian Arts Commission to finalize a plan for future public art projects • Completing the addition of the Meridian Speedway to the Historic Register • Investigating new locations to add to the Historic Register Section 1.0 Goal #2: Maintain and Improve Facilities and Amenities (continued) Objective 2.9—Create park identity in existing and new parks. As citizen interest grows, and demand for new and different amenities at parks are identified,the Department should explore opportunities to add unique features, such as destination playgrounds, public art, signage, unique shelters, natural play areas, and/or climbing elements at new and existing parks. The newly adopted City-Wide Strategic Plan also has a goal to foster development of Phase 2 of Discovery Parks that uniquely blends arts, entertainment, adventure sports, and culture. Objective 2.10—Address current and future needs for athletic fields. As demand warrants, explore opportunities to add rectangle and diamond fields as usage increases. To help increase field time, add sports field lighting to new facilities and improvements to lighting at existing facilities where appropriate. Objective 2.11 —Consider programming needs when adding new components to existing parks or when developing new parks. As the Department continues to develop new parks and renovate existing parks, continue to evaluate the programming needs of the community when developing new parks or when adding new components to existing parks. Objective 2.12 — Maintain component-based inventory and level of service standards. The Department should review the component-based inventory from the 2022 Master Plan Update when planning new parks and installing new amenities. The inventory and GIS database should be updated for tracking of new components. Objective 2.13 —Continue to maintain life cycle replacement plan. The Department should continue to monitor and update its life cycle replacement plan annually. Executive Summary Goal #3: Continue to Improve Programs and Service Delivery Objective 3.1 —Continue to address recreational programming and activity needs of the community. The Department should continue to look for opportunities to expand indoor recreational programs and activities. The community would like to see additional programs for tweens,teens, people with special needs, and seniors. As new programs are developed, continue to monitor recreational trends to stay current with programming and demand. As popularity in program offerings and activities increases, continue to look for opportunities to expand programs around working hours and commuting citizens schedules. Continue to explore opportunities to produce, attract, promote, and maintain events in the City. Exploring opportunities to offer new programs in outdo or adventure recreation to teens and active adults. Continue to monitor participation and demand for family-centered recreational programs and adjust to meet the needs of the community. The City-Wide Strategic Plan also recommends: • Expanding class and program offerings at the new community center • Expanding summer camps to 3-4 sites to help meet community demand • Attracting a national, qualifying sports tournament • Expanding traditional and non-traditional sports leagues and tournaments • Adapting and expanding community events to meet community needs • Adding a City event to enrich Dairy Days • Providing the Parks Division resources to support Dairy Days - ` 5- � '`r _ y. , — :.- • C. � - S. PARKS AND RECREATION Section 1.0 . . Opportunities Objective 4.1 — Increase special event and activities sponsorships. The Department should continue to secure sponsorships for existing and future events. Objective 4.2— Evaluate developer impact fee ordinance. The Department should continue to monitor impact fees from new developments as growth continues. The ordinance should be reviewed every 3-5 years to keep current with the LOS. Additionally,the Department should review its impact fee revenue annually to align with CFP requests and existing LOS. Objective 4.3— Pursue grant and philanthropic opportunities. The Department currently takes advantage of grant opportunities available for programming, services, and facility improvements. The Department should continue to pursue any and all grant opportunities at the federal, state, regional, and local levels. Working with the City's CDBG Grant Administrator, explore opportunities to use CDBG funds for parks, pathways, and/or recreation facilities. Objective 4.4—Implement a Cost Recovery and Pricing Policy. The Department currently has a practice of cost recovery, but it varies based on the different service areas. The Department should implement the recommendations from the Cost Recovery and Pricing Policy study completed during this master planning process. The Department should continue to support the current Care Enough to Share Scholarship Program through increased marketing and awareness of the program to attract more families. Explore feasibility of additional revenue sources for parks and recreation as identified in the "Present and Projected Fiscal Resources" section of the Master Plan. Executive Summary Highlights from the 2023 Master Plan Update In alignment with the Impact Fees Study, new land needed for future park land FUTURE PARK LAND: overthe next 10 years increased to 120.5 acres in orderto maintain the current 3.14 acres/1000 population. INDOOR RECREATION In alignment with the new Impact Fee Study,a new goal for indoor recreation SPACE: space level of service of 0.59 sq.ft. per thousand was added which will require 22,827 sq.ft. over the next 10 years. STRATEGIC PLAN The Master Plan incorporated all of the relevant tactics from the updated City- ALIGNMENT: wide Strategic Plan into the update action plan. PRIORITY INDOOR& Through the statistically valid citizen survey,we've confirmed that the highest OUTDOOR FACILITIES: priority indoor recreation priority is the new community center. The highest priority outdoor recreation priority continues to be new pathways. ADDING NEW Meridian has added the swimming pool and golf course to the master plan COMPONENTS: statistics and analyses. Notable changes in the GRASP Level of Service are generally park and component additions have kept pace with population growth, number of park GRASP ANALYSIS: site grew from 21 to 25,the number of components grew from 207 to 256, and most notable is the percentage of residents with walkable access to a recreation component increased from 50%to 68%. The GIS inventory has been updated to include 4 new facilities and 49 INVENTORY UPDATE: new components that have been built since the previous master plan. Additionally,the inventory identified over 260 additional acres of parkland from Homeowner's Associations and private recreation providers. ADA TRANSITION PLAN: An ADA Transition Plan was noted as a need in the previous master plan. This plan notes that the ADA transition plan has been completed since the last plan. UPDATED GIS DATA: This master plan process will provide updated GIS data for the component- based inventory for use in the City's GIS database. PARKS AND RECREATION I MASTER PLAN UPDATE THIS PAGE IS INTENTIONALLY LEFT BLANK. k 2.0 INTRODUCTION F THE PLANNING C A. PURPOSE OF THIS PLAN This Parks and Recreation Master is an update of the 2015 Parks and Recreation Master Plan. Development of this updated plan took place from October 2021 to December 2022, and included a community engagement, leadership interviews, a needs assessment survey, inventory and level of service analysis, operational and maintenance analysis, and financial analysis. The Master Plan Update provides the framework to respond to the evolving needs of this growing community. - 0 i L PARKS AND RECREATION MASTER PLAN UPDATE 19 Section 2.0 B. PARKS AND RECREATION DEPARTMENT OVERVIEW Parks and Recreation is responsible for maintaining public open spaces and for providing a quality system of parks and recreation facilities and positive leisure opportunities available to all persons in the community. The Department is also responsible for the development and maintenance of the pathways system and the urban forest. The Meridian Parks and Recreation system consists of 528.52 acres of parkland, 381.862 maintained, 65.758 undeveloped, and 80.9 acres of contracted sites. The system is made up of 25 parks, 15.53 miles of City-maintained pathways, and 28.54 miles of pathways maintained by others, Lakeview Golf Course, Meridian Swimming Pool,the Meridian Homecourt, a senior center, and a community center. Additionally, Parks and Recreation offers a variety of recreational programs, adult sports leagues, and special events, and handles shelter/field reservations and temporary use permits. C. MISSION, VISION, AND VALUES As part of the 2015 Master Planning process, the Department developed a Mission,Vision, and Values (MVV). The MVV were reviewed as part of the Master Plan Update. MISSION VISION 115 The Meridian Parks and Recreation Department's mission is to enhance our Meridian Parks and Recreation is a premier community's quality of life by providing department that provides family-focused innovatively designed parks,connected opportunities for the Meridian community pathways,and diverse recreational and responds to a growing and changing opportunities for all citizens of Meridian population. that create lasting memories. FOCUS AREAS 04. Quality Community � We provide quality parks, We build the sense of We provide places and pathways,and recreational community in Meridian by opportunities that create opportunities that are connecting people through quality of life experiences,bring beautifully designed, parks,pathways,programs, balance to working individuals exceptionally maintained, and events that bring and families,and are fun and safe,and create memories enjoyment to individuals enjoyable.At the end of the day, for the citizens and visitors to and families of all ages and this is what it's all about! Meridian. abilities. 20 CITY OF • Introduction D. RELATED PLANNING EFFORTS AND INTEGRATION As part of the master planning process, BerryDunn evaluated and utilized information from recent past and/or current planning work. The consultant team consolidated relevant information from these planning documents, inventory maps, budgets,work plans, and funding plans utilized by the Parks and Recreation Department to facilitate the comprehensive coordination of direction and recommendations. Documents included: • City of Meridian Strategic Plan (2021-2025) • 2015 Parks and Recreation Master Plan • City of Meridian Comprehensive Plan (2019) • ULI Meridian Pathways Briefing Book (2022) • Pathways Master Plan • Impact Fees Study • Ten Mile Specific Area Plan • Future Land Use Map E. METHODOLOGY OF THIS PLANNING PROCESS This project has been guided by a Meridian Parks and Recreation project team made up of City staff, with input from the Parks and Recreation Commission and the City Council. This team provided input to the BerryDunn consulting team throughout the planning process. This collaborative effort created a plan that fully utilizes the consultant's expertise and incorporates the local knowledge and institutional history that only community members can provide.The project consisted of the following tasks: • Strategic Kick-off: - October 10, 2021 • Leadership Interviews—October 13-15, 2021 • Survey—October 2021 —January 2022 • Community Center Feasibility Study— November 2021 —April 2022 • Community Engagement— November 2021 • Focus Groups— November 16-18, 2021 • Public Presentation— November 18, 2021 • Inventory— November 2021 • Level of Service Analysis—December 2021 • Cost Recovery Study—January-May 2022 • Findings Presentation— February 23-24, 2022 • Draft Recommendations Presentation —September 2022 • Draft & Final Plan Presentation —December 2022 THIS PAGE IS INTENTIONALLY LEFT BLANK. . 0 WHAT WE WANT - OUR COMMUNITY, TRENDS III IDENTIFIED NEEDS A. DEMOGRAPHIC PROFILE Population and Demographics Trends Gaining a clear understanding of the existing and projected demographic character of the City is an important component of the planning process for the Meridian Parks and Recreation Master Plan. By analyzing population data, trends emerge that can inform decision-making and resource allocation. Fes'f :l �i 7 � I PARKS AND RECREATION MASTER PLAN UPDATE 23 Section 3.0 Key demographic components were analyzed to identify trends that may influence the planning and provision of public parks and recreation services in Hampton over the next five years and beyond. Community characteristics analyzed and discussed below consist of: • Existing and Projected Population Totals • Age Distribution • Ethnic/Racial diversity • Educational Attainment • Household Information • Employment By analyzing population data, trends emerge that can inform decision making and resource allocation strategies for the provision of parks, recreation, and open space management. This demographic profile was compiled in January 2021 from a combination of sources including the Esri Business Analyst, American Community Survey, and U.S. Census. The full demographics report was provided as a staff document. The following topics are covered in detail here: i AGE Ft POPULATION GENDER RACE&ETHNIC HOUSEHOLD EMPLOYMENT SUMMARY DISTRIBUTION CHARACTER DATA CITY OF MERIDIAN,IDAHO .�- What We Want — Our • mmunity, Trends & Identified Needs City of Meridian Demographic Profilew The City of Meridian demographic profile was developed to provide an analysis of household and economic data in the area, helping to understand the type of park and recreation components that may best serve the community. BerryDunn worked with the City of Meridian to identify the best source for population data and estimates. Data referenced throughout this report was primarily sourced from Esri Business Analyst as of January 2021, utilizing the U.S Census data from 2020 to provide estimates for 2021. In addition, when applicable, other sources were referenced such as the American Community Survey and the Robert Wood Johnson Foundation's County Health Rankings for data related to health outcomes. Comparisons to the State of Idaho and the United States were referenced to provide additional context and understanding to the demographic make-up of the City of Meridian. Poputation Meridian has experienced significant growth in the past two decades. In 2000, Meridian had a population of 42,569. The City added an estimated 82,221 new residents over the past ■ ■ two decades. From 2010 to 2021, the annual compound growth rate was estimated at 4.29%, compared to 1.68% in Idaho, and 0.70% in the United States. In 2021,the population in the City was estimated at 124,790—with an anticipated growth rate of 124,790 2.69% compound annual growth rate between 2021 and 2026. If POPULATION this growth rate trend continues,the City could reach more than Source:2021 Esri Business Analyst 142,000 residents in 2026. 160,000 142,522 140,000 124,790 120,000 100,000 77,797 30,000 60,000 42,569 40,000 20,000 0 2000 Total Population 2010 Total Population 2021 Total Population 2026 Total Population Figure 1: Projected Population Growth in City of Meridian,2000-2030 Source:Esri Business Analyst RECREATIONPARKS AND Section 3.0 According to Esri Business Analyst, the median age in the City of Meridian was 34.3 years old in 2021, younger than the State of Idaho (36.3) and the United States (38.8). The median age is projected to stay relatively the same at 34.2 years old in 2026. 34.3 MEDIAN AGE The age distribution in the City of Meridian in 2021 was generally younger than the State of Idaho and the United States. Over 25% Source:2021 Esri Business Analyst of the population was between the ages of 0 and 14 years old, compared to 21% in Idaho and 18% of the United States. 10.00% 9.00% 8.00% 7.00% 6.00% I 5.00% 4.00% 3.00% 2.00% 1.000/0 I III I 0.00% ��Q 1O,r ry`L� �`LQ O n�� Obi bfib° NO N Orb y1q Orb `bhx e � D R h 5 b 1 1 ■City of Meridian ■Idaho ■USA Figure 2:Age Distribution in Meridian Compared to State of Idaho Source:2021 Esri Business Analyst Diversityof • Understanding the race and ethnic character of Meridian residents is important because it can be reflective of the diverse history, values, and heritage of the community. This type of information can assist the City in creating and offering recreational programs that are relevant and meaningful to residents. In addition,this type of data when combined with the Level of Service analysis can be used in finding gaps and disparities when it comes to equitable access to parks. In the City of Meridian,the majority(90.1%) of residents identify as white. Only 8.4% of residents are of Hispanic origin. HISPANIC TWO OR MORE OTHER ASIAN AFRICAN WHITE POPULATION RACES RACES POPULATION AMERICAN POPULATION POPULATION 8.4% 3.6% 2.4% 2.2% 1.0% 90.1% Figure 3: Race Comparison for Total Population in City of Meridian Source:Esri Business Analyst Educational Attainment = CITY OF • What We Want — Our • mmunity, Trends & Identified Needs Figure 4 below shows the percentage of residents (25+)that obtained various levels of education in the City of Meridian. Only four percent of the residents had not received a high school or equivalent diploma, while more than 25% had completed a Bachelor's Degree, and 13% had obtained a Graduate or Professional Level Degree. This is higher than the State of Idaho overall (10.4%) but on average with the United States overall (13%). Less than 9th 9-12th Grade/No �----- Graduate/Professional _ Degree Grade Diploma 1% 3% High School I Diploma 18% G ED/Alternative _ Credential i Bachelor's Degree 3% 1 y' 25% 1 Some College/No ' Degree Associate's Degree 25% 12% Figure 4: Educational Attainment in Meridian Source:Esri Business Analyst Household Overview According to the American Community Survey, approximately 8.75% of City households were under the poverty level, with a median household income of$78,960. The household income in the City was higher than the State of Idaho ($59,510) and the United States ($64,730), with 18.3% of residents earning between $100,000 and $149,999 annually. Only 5.0% of households made less than $15,000 per year. 25.0% 20.0% r 15.0% 10.0% 5.0% 0.0% ' O°° qOq qAq qqQ qQQ qAq QAq QAq a�E ss5p. INQ, %,\" ci 1 Q, ^�1 �e o o° o4Z o°� ps ps sR`L 69 ■City of Meridian ■Idaho ■USA Figure 5:Median Household Income Distribution,2021 Estimates Source:Esri Business Analyst RECREATIONPARKS AND Section 3.0 Employment In 2021, an estimated 2.6% of Meridian's population was unemployed, lower than the State of Idaho (4.2%) and the =�= United States (6.2%). Approximately 74% of the population was employed in white collar positions, which encompass jobs where employees typically perform managerial, technical, administrative, and/or professional capacities. Another 17% of 2.6% the City's population were employed in blue collar positions, such UNEMPLOYMENT RATE as construction, maintenance, etc. Finally, 8% Meridian residents were employed in the service industry. An estimated 82.3% of Source:2021 Esri Business Analyst working residents drive alone to work,while 19% of residents spent seven plus hours a week commuting to and from work. People • - According to the American Community Survey, 9.30% of Meridian's population in 2020 experienced living with some sort of disability. This is lower than the state at 13.7% but still reaffirms the importance of inclusive programming and ADA transition plans for parks and facilities. Respondents of the American Community Survey who report any one of the six disability types (identified below) are considered to have a disability. Likewise, an individual may identify has experiencing more than one disability. Therefore,the percentages below do not equal the total percentage of individuals who live with a disability in the City. Types of disabilities within City of Meridian: • Hearing difficulty—2.9% • Vision difficulty— 1.4% • Cognitive difficulty—3.2% • Ambulatory difficulty—4.5% • Self-care difficulty— 1.9% • Independent living difficulty—4.3% Health • Wellness Understanding the status of a community's health can help inform policies related to recreation and fitness. Robert Wood Johnson Foundation's County Health Rankings and Roadmaps provides annual insight on the general health of national, state, and county populations. The City of Meridian y- w is located in Ada County which was ranked among the healthiest counties in Idaho; in 2020, it ranked 3rd out of 44 counties in Idaho for Health Outcomes. Figure 6 on the following page provides additional information regarding the County's health data as it may relate to parks, recreation, and community services.' The strengths indicated below are those areas where the City of Meridian ranked higher than top U.S. performers or the State of Idaho. The areas to explore are those where the County ranked lower than the State or top U.S. performers. 1 Robert Wood Johnson Foundation,County Health Rankings 2020,http://www.Countyhealthrankings.org = CITY OF MERIDIAN,IDAHO What We Want — Our Community, • • • Needs STRENGTHS AREAS TO EXPLORE • PHYSICAL INACTIVITY ADULT SMOKING • UNINSURED ADULT OBSEITY • PRIMARY CARE PHYSICIANS 0 SEXUALLY TRANSMITTED • DENTISTS INFECTIONS • MENTAL HEALTH PROVIDERS • PREVENTABLE HOSPITAL STAYS Figure 6:Ada County Health Rankings Overview Source:Robert Wood Johnson Foundation's County Health Rankings and Roadmaps B. CURRENT TRENDS The provision of public parks and recreation services can be influenced by a wide variety of trends, including the desires of different age groups within the population, community values, and popularity of a variety of recreational activities and amenities.Within this section of the Plan, a number of local and national trends are reviewed that should be considered by the City when determining where to allocate resources toward the provision of parks, recreational facilities, and recreational programming for residents and visitors. Park • Recreation Influ- • Trends The following pages summarize some of the key trends that could impact the City of Meridian over the next five to ten years. In addition, Esri Business Analyst provides estimates for activity participation and consumer behavior based on a specific methodology and survey data to makeup what Esri terms "Market Potential Index." EstimatedSection 3.0 Local Participation The following charts showcase the participation in fitness activities, outdoor recreation, and sports teams for adults 25 and older, compared to the State of Idaho. The activities with the highest participation include walking for exercise, swimming, hiking,jogging/running, and weightlifting. 30.0% 28.3% 25.0% 20.0% 19.0% 15.0% , 13.6% 10.0% 10.0% 8 0% 5.0% "3.91% 2.8 0.0% Aerobics Pilates Swimming Walking For Weight Lifting Yoga Zumba Exercise �City of Meridian -Idaho Figure 7:Adult Participation For Fitness Activities Source:Esri Business Analyst In regard to fitness activities,walking for exercise was the most popular, with almost 30% of adult participation. Swimming followed next,with 19% of adult participation. Finally,weightlifting was another popular activity with 13.6% participation. 16.0% 13.5% 14.4%13.8% 14.0% 12.0% 10.7% 1 10.0% 8.0% 6-7 6.0% 3.9% 4.4% 4% 4.1 3 o 4.0% 2.4% 4% % 0.0% • , , • rats `1 �a`f1 nail Pto Qac o�c Q` akaNCO o�� awe `eIS, oc oar r 0 Gacoe e��•�r ��r �`r��o' S000i Zo ��° �`�� O� �J �City of Meridian -Idaho Figure 8:Adult Participation in Outdoor Recreation Source:Esri Business Analyst The most popular outdoor recreation activity in 2021 was hiking with almost 15% participation. Jogging or running was second (13.8%)followed by overnight camping trips (13.5%). INCITY OF .IAN,IDAHO What We Want — Our • mmunity, Trends & Identified Needs 10.0% 9.0% 8.6% 8.0% 7.0% 6.0% 5.0% 4.1/o 0 4.6% 4.6% 4 2% 4.0% 3.4% 3.0% 2.7% 2.0% 1.0% 0.0% Baseball Basketball Football Soccer Softball Tennis Volleyball City of Meridian Idaho Figure 9:Adult Participation in Team Sports Source:Esri Business Analyst The most popular team sport in Meridian is basketball at 8.6%, followed by football and soccer both at 4.6%, and then tennis (4.2%). Regional and National Trends The following sections summarize regional and national trends that are relevant to Meridian, Idaho. This report details the trends and interests that were identified within the public engagement process. The information contained in this report can be used by staff when planning new programs, considering additions to parks and new park amenities, and creating the annual budget and capital improvement plan. Understanding trends can also help an organization reach new audiences. Trends could also determine where to direct additional data collection efforts within an organization. The full Trends Report was provided as a staff document: A wide variety of sources were used in gathering information for this report, including: • American College of Sports Medicine (ACSM) • American Council on Exercise (ACE) • Forbes • Harris Poll Results/The Stagwell Group • Impacts Experience • National Recreation and Park Association (NRPA) • The Aspen Institute • The Learning Resource Network (LERN) • The New York Times • The Outdoor Industry Association • The Society of Health and Physical Educators (SHAPE America) • USA Pickleball website Section 3.0 Administrative Trends Municipal parks and recreation structures and delivery systems have changed and more alternative methods of delivering services are emerging. Certain services are being contracted out and cooperative agreements with non-profit groups and other public institutions are being developed. Newer partners include health systems, social services,justice system, education,the corporate sector, and community service agencies. These partnerships reflect both a broader interpretation of the mandate of parks and recreation agencies and the increased willingness of other sectors to work together to address community issues. The relationship with health agencies is vital in promoting wellness. The traditional relationship with education agencies and the sharing of facilities through joint use agreements is evolving into cooperative planning and programming aimed at addressing youth inactivity levels and community needs. In addition,the role of parks and recreation management has shifted beyond traditional facility oversight and activity programming. The ability to evaluate and interpret data is a critical component of strategic decision making. In an article titled "The Digital Transformation of Parks and Rec" in the Parks and Recreation Magazine from February 2019,there are several components that allow agencies to keep up with administrative trends and become an agent of change: 1. Develop a digital transformation strategy— How will your agency innovate and adapt to technology? 2. Anticipate needs of the community through data—What information from your facilities, programs, and services can be collected and utilized for decision making? 3. Continuous education - How can you educate yourself and your team to have more knowledge and skills as technology evolves? 4. Focus on efficiency— In what ways can your operations be streamlined? 5. Embrace change as a leader— How can you help your staff to see the value in new systems and processes? b. Reach out digitally— Be sure that the public knows how to find you and ways that they can be involved. Conservation One of the key pillars of parks and recreation is the role that it plays in conservation. Managing and protecting open space, providing opportunities for people to connect with nature, and educating communities about conservation are all incredibly important. One of the key components of conservation is addressing climate change. Local parks and recreation can help by building climate resilient communities through water management, green infrastructure, and sustainability. A report by NRPA in 2017 titled "Park and Recreation Sustainability Practices" surveyed over 400 park and recreation agencies and found the top five ways that local departments are acting on conservation and climate change include: • Alternative Transportation—77% reduce carbon footprint through offering transportation alternatives • Watershed Management—70% adopt protective measures for watershed management • Air Quality—53% plant and manage tree canopy that improves air quality Sustainable Education—52% educate the public about sustainability practices Stormwater Management—51% proactively reduce stormwater through green infrastructure Marketing & Social - • In today's modern world, there is ample opportunity to promote and market parks and recreation services. The process of assessing marketing efforts begins with a needs assessment that details how the community prefers to receive information. Then, a Marketing Plan should be developed that is catered to the agency's resources, including staff,time, and budget. This should guide the agency for one to three years; at which time the Marketing Plan should be updated. 32 CITY OF MERIDIAN, . • What We Want — Our Community, • • • Needs Technology has made it easier to reach a broad, location-dependent audience who can be segmented by demographics. However, it has also caused a gap in the way parks and recreation agencies are able to communicate. Agencies around the country have previously not dedicated substantial funding to marketing, however it is becoming a critical piece to receiving participants. Without dedicated staff and support, it is difficult to keep up with social media trends which seem to change daily. Furthermore, with an overarching desire to standardize a municipality's brand,there may be limitations to the access and control that a parks and recreation agency has over their marketing. It is essential that professionals become advocates for additional resources,training, and education. Having a strong presence on social networks,through email marketing, and through traditional marketing will help enhance the perception from the community. Partnerships (Pubtic, Private, and Intradepartmentat) Burgeoning populations require access to facilities outside of the current inventory in typical parks and recreation agencies, and the ability to partner with other departments within a municipality is crucial to meeting the programming needs of a community. Forming healthy partnerships with public libraries and school districts to utilize facilities and collaborate on programs is one of the top priorities for agencies that do not currently have agreements in place. Additionally, offering cooperative, consortium-based programs with existing non-profit and private entities allows several organizations to join partnerships to collectively offer programs in specific niche areas. For example, if one organization has the best computer labs,facilities, and instructors, then they offer that program for the consortium. If another organization has the largest aquatic center with trained staff,then they offer aquatics programs for the consortium, potentially eliminating duplication in programming. The COVID-19 pandemic has reinforced the need for partnerships due to budget and staff cuts. Community Centers Community centers are public gathering places where people of the community may socialize, participate in recreational or educational activities, obtain information, and seek counseling or support services, amongst other things. 2Several studies have found a correlation between the outdoor leisure involvement that community centers provide and a person's greater environmental concern. The main impact from the addition of these centers is the improvement in community health, social connectivity, and mental well-being. A national long-term study conducted of over 17,000 teens who frequented recreation facilities found that they were 75 percent more likely to engage in the highest category of moderate to strenuous physical exercise. Since these activities that they partake in involve a considerable amount of effort, the benefits have been shown to include "reduced obesity, a diminished risk of disease, an enhanced immune system and most importantly, increased life expectancy".3 Clubs and sports offered by community centers also strengthen social connections and reduce social isolation.4 Along with an increase in social connectivity brought by community centers comes a sense of satisfaction with a person's choice of friends and perceived success in life. The evidence strongly suggests that this satisfaction can rise to much higher levels if participation in outdoor recreation begins in childhood. The following infographic demonstrates the potential for community services in offering non-traditional services. 2 Community centers.County Health Rankings&Roadmaps.(2020,January 21).https://www.countyhealthrankings.orgz take-action-to-improve-hea Ith/what-works-for-hea Ith/strateg ies/commun ity-centers. 3 National Association of Community Health Centers,Inc.(2012,August).Powering Healthier Communities: November 2010 Community Health Centers Address the Social Determinants of Health. 4 Community centers.County Health Rankings&Roadmaps.(2020,January 21).https://www.countyhealthrankings.orgz take-action-to-improve-hea Ith/what-works-for-hea Ith/strateg ies/commun ity-centers. PARKS AND RECREATION I MASTER PLAN UPDATE 1 33 Section 3.0 r Recreationan ImportantCommunities Nationwide Per a recent NRPA poll,Americans urge their local recreation center to offer a wide variety of nontraditional services,incurtling_. W Healthy Programming Nature-Based Living Classes for Older Adults Activities 51% 46% 43 Access to Inclusive Facilities Health Computers and for All Abilities Clinics and ,t the Internet and Needs Services 43% 41% 38% These are in addition to services traditionally offered by park and recreation agencies—including fitness centers, out-of-school time programming and aquatic facilities. ` �dr�P�a�� www.nrpa.org/Park-Pulse LNRPA aa� A=so�1ar�oI eeause r aeserve Figure 10:Non-Traditional Services Desired in Community Center Source:NRPA Park Pulse Community • - Community-wide events and festivals often act as essential place-making activities for residents, economic drivers, and urban brand builders. Chad Kaydo describes the phenomenon in the Governing Magazine: County and municipal officials and entrepreneurs "see the power of cultural festivals, innovation-focused business conferences and the like as a way to spur short term tourism while shaping an image of the host City as a cool, dynamic location where companies and citizens in modern, creative industries can thrive." 5 According to the 2020 Event Trends Report by EventBrite,the following trends are expected to impact event planners and community builders in the coming years:' • Focus on Sustainability: Zero-waste events are quickly becoming an expectation. Some of the primary ways of prioritizing environmental sustainability include e-tickets, reusable, or biodegradable items, offering vegan/vegetarian options, encouraging public transport and carpooling, and working with venues that recycle. • Diversity, Equity, and Inclusion (DEI): Ensuring that the venue is inclusive to not only all abilities by offering ADA facilities, but also welcoming to all races, ethnicities, and backgrounds through signage, messaging, and the lineup of speakers. Ways to incorporate a focus on inclusivity include planning for diversity through speakers,talent, and subject matter, enacting a code of conduct that promotes equity, and possibly providing scholarships to attendees. • Engaging Experiences: Being able to customize and cater the facility to create immersive events that bring together culture, art, music, and elements of a company's brand will be critical in creating a more authentic experience. 5 Kaydo,Chad. "Cities Create Music,Cultural Festivals to Make Money." Governing,Governing, 18 Dec.2013,www. governing.com/archive/gov-cities-create-music-festivals.htmi.Accessed 30 Sept.2021. 6 "The 2020 Event Trends Report-Eventbrite." Eventbrite US Blog,2020,www.eventbrite.com/blog/academy/2020- event-trends-report/.Accessed 30 Sept.2021. = CITY OF • What We Want — Our • mmunity, Trends & Identified Needs Golf Courses - Uses - Agencies may decide to repurpose traditional golf courses into more creative spaces for new opportunities. While modifications may require additional equipment or expenses, some changes offer new programs with minimal costs. Below are some of the primary ways that golf courses are utilizing and reactivating their spaces to draw more attention, participants, and revenue. • Disc Golf According to the Professional Disc Golf Association (PDGA), disc golf has increased in participation significantly since its initial start in 1975. Approximately 92% of players are male and 8%female. In 2018, PDGA had 46,457 active members; 2,496 were under 18. In 2010,the number of disc golf courses worldwide was 3,276. In 2018,that number increased more than 150%to 8,364. The majority of play takes place in the United States.7 • Footgolf o A true mix of soccer and golf, footgolf is a sport played on a golf course where the players goal is to kick a soccer ball into a cup in as few shots as possible. The sport was invented in 2009 and most formal league play is managed through American FootGolf League. Footgolf is an international sport, and it is estimated to be played in over 20 countries. 8 According to the World Golf Foundation study on Alternative Golf Experiences (2015), Footgolf is estimated to be in 445 facilities in worldwide. Approximately 87% of participants are very likely to continue playing and 81% are satisfied with Footgolf. 9 • 5k Run/Walks Perhaps one of the most well-known recreational activities is the road race. The most popular race distance is the 5k. There were approximately 8.84 million registrants for 5ks in the United States in 2017, claiming 49% of all registrants (compared to the half-marathon at number two with 11% of all registrants). Women make up about 59% of participants with 41% being male. 10 • Fat Biking One of the newest trends in adventure cycling is "fat bike," multiple speed bikes that are made to ride where other bikes can't be ridden, with tires that are up to 5 inches wide run at low-pressure for extra traction. Most fat bikes are used to ride on snow but they are also very effective for riding on any loose surface like sand or mud. They also work well on most rough terrain or just riding through the woods. This bike offers unique opportunities to experience nature in ways that wouldn't be possible otherwise." • Special Events and Weddings Golf courses can provide an ideal venue for special events. With an often picturesque viewshed and well-maintained landscaping, golf courses are becoming more popular for events such as banquets, conferences, and weddings. 7 "2018 Disc Golf Demographics," Professional Disc Golf Association.Accessed October 2019. 8 Linton Weeks, "FootGolf:A New Sport Explored in 19 Questions," NPR:https://www.npr.org/sections/ theprotojournalist/2014/03/13/288546935/footgolf-a-new-sport-explored-in-19-questions,March 13,2014 9 "Alternative Golf Experiences,"World Golf Foundation:http://ngcoa.0rg/ewebeditpro5/upload/AGEReport 12.15. pdf,December 2015. 10 "U.S. Road Race Participation Numbers Hold Steady for 2017," Running USA,https:Hrunningusa.org/RUSA/ News/2018/U.S. Road Race Participation Numbers Hold Steady for 2017.as'x,Accessed October 2019. 11 Steven Pease, "Fat Bikes,How to Get the Most Out of Winter Cycling," Minnesota Cycling Examiner,http://www. examiner.com/article/fat-bikes-the-latest-trend-adventure-cycling,February 1,2014. RECREATIONPARKS AND Section 3.0 Sustain ility . • Sustainability and eco-friendliness have become a priority in park design. Parks provide ideal opportunities for green infrastructure, as sites are often already highly visible, multifunctional public spaces that typically include green elements. The use of green infrastructure has increased over the last decade as knowledge of its benefits has grown. High-performance landscapes with green infrastructure provide a number of benefits to communities, including: • Greenjobs • Opportunities for recreation, education, and relaxation • Economic growth • Improved water and water quality • Community resilience • Lower urban heat island effects • Manage flood risks • New and improved wildlife habitat The implementation of green storm water infrastructure duplicates a natural process to prevent, capture, and/or filter storm water runoff. A survey by the Trust for Public Land found that more than 5,000 acres of parkland in 48 major cities have been modified in some way to control storm water. With community parks containing thousands of acres across the country,there is a multitude of opportunities for integrating green infrastructure into park systems nationwide. Common green storm water infrastructure projects include bio-retention, bio swales, constructed wetlands, impervious surface disconnections, green roofs, permeable pavements, rainwater harvesting, stream restoration, urban tree canopy, land conservation, vegetation management, and vegetated buffers. Outdoor & Adventure Recreation Trends Adventure Programming It is common for adventure excursions to be hosted by private outfitters; however, more municipalities have started to offer exciting experiences such as zip lining, challenge/obstacle courses, and other risk- taking elements on a local level. These agencies may form partnerships with specialized companies to provide adventure packages. Private companies may hire and train their own staff, maintain equipment, and develop marketing campaigns. A lease agreement may grant the municipality a certain percentage of gross revenues. Outdoor Adventure Impact from Covid-19 Consumers are seeking activities to help them stay occupied and healthy as Covid-19 necessitates social distancing. As a result, a number of outdoor activities have experienced growth. Many sought out family-based activities in order to keep everyone safe and increase health. A Harris Poll from October 2020 found that 69% of Americans reported a heightened appreciation for outdoor spaces during the pandemic, with 65%sharing that they try to get outside of the house as much as possible. Outdoor cycling tops the list of popular outdoor activities as bicycle sales increased 63% (as of June 2020) compared to the same time period the year prior. For the first several months of the Covid-19 outbreak,the growth in bicycle sales was from family-friendly bikes. Then the growth in sales shifted to higher-end bicycles (including road bikes and full suspension mountain bikes). This was likely due to a shortage of family-friendly bikes as well as from cyclists more willing to invest in the activity for the future. 36 CITY OF MERIDIAN,IDAHO What We Want — Our Community, • • • Needs Paddle sports (including kayaks, paddleboards, rafts, and canoes) have also increased in popularity as the sale of equipment rose 56% in 2020 over the prior year. Inflatable versions of kayaks and paddleboards have gained in popularity due to their cost and the ability of the consumer to store these bulky pieces of equipment. Many people will not flock back to fitness centers to exercise following the Covid-19 outbreak. With the desire to keep moving, however, people are walking and running outdoors when the weather is suitable. Outdoor walking and running clubs will continue to be a popular way for people to exercise with others in a safe manner. u. uOMMUNITY AND STAKEHOLDER INPUT Public input was held in November 16-18, 2021, at various locations within the City. There was a total of eight meetings with focus groups, four meetings with stakeholders, and targeted teen and senior focus groups. In addition, the consultant team conducted interviews with the elected officials and the City leadership. Focus group participation was by invitation extended via the parks and recreation staff with the idea of mixing area residents and stakeholders with differing points of view to solicit a broad-based perspective. Each meeting was approximately 90 minutes long. A series of questions were facilitated by the consultant team to ensure adequate input was received from all attendees. On November 18, 2021, an open, public forum was held at the Meridian City Hall to present the results of the public engagement meetings and to receive feedback and validation from the public. The forum was offered both in person and virtually. A series of questions were asked of the participants, ranging from strengths and weaknesses, to programs, to amenities. The majority of participants had lived in the community for more than 20 years, with a tie for the second largest group having lived in Meridian between less than 5 years and 10-19 years. Participants were also asked about community values and priorities. A summary of responses follow; however, a full summary was provided as a staff document. lift- PARKS AND RECREATION MASTER PLAN �1 i UPDATE 37 Section 3.0 Strengths Staff/leadership approachable,responsive,open to new ideas,follow through Diversity of offerings(facilities and programs[movies in the park]) Location of parks well planned,bikeable,for everyone,parks are an asset Partnerships(Library,other Departments,Organizations) Parks are well maintained Foresight/planni ngfi nfrastructure/keeping up with growth Amenities at the park(the extras) Accessibility Department serves the commu nity well Communication{ease of access) Focus Group Strengths Areas of Improvement Lack of parking Communication Need more athletic fields(diamonds for youth) Greater need for more open space,more park space Lack oftournament field facility Lack of indoor fields Lack of lighted fields Lack of connectivity,bike parks,trails Facilities for programs not as good as parks Greater need for more reservable space(outdoor/indoor) Courts for basketball,tennis,pickleball Focus Group Areas of Improvement or satisfied with current programs or satisfied with current quality of offered by the department parks and facilities offered by the department 82%of participants rated the level of 65%of participants rated the quality maintenance for parks and facilities as of customer services excellent with excellent or very good another 19% rating as very good Focus Group Satisfaction Ratings CITY OF • What We Want — Our • mmunity, Trends Identified Needs Desired Programs and Activities Competitive swimming • Activity Fair/Special events Official traning programs Adaptive recreation • Adventure based,especially attractive toteens More movies in the park Bocci Ball • Cooking classes Disc Golf Dodgeball Evening programs • Histodra l programs Teen night Horseshoe Markets Pickleball Programs for working with your ha rids • Races/triathlons I nt ra m U ra i s Swim lessons Tennis Indoor Soccer and Futsal,Adult Soccer Focus Group Additional. Programs Additional Facilities and Amenities Indoor sports complex Multi-purpose fields Indoor swimming pools JUMP(Jacks Urban Meeting Place) Lighted fields Indoor field facility Synthetic turf Auditorium Parking Communitygarden Table and chairs hang out space,power,Wi-Pi(used for gathering,studying) Outdoor aquatics Disc Golf(year round,dedicated) Adds kate park Ice Rink Event venue(rentable) Community Center Rockwall Focus Group New Facitities Priorities Connectivity Indoor facility Rectangular fields to support demand Land acquisition Manage growth Create a multi-sport complex Upgrade all parksto offer more amenities Useable community center Inclusiveness Providing ample space and accessibility for our growing community Adventure type amenities(Bike Park,Skate Park) RECREATIONFocus Group Prorities PARKS AND Section 3.0 In summary,focus group participants are very satisfied with the current programs offered (64%) and with the quality of parks and facilities (86%). And the top priorities over the next five years are connectivity, an indoor facility, additional rectangle fields, and land acquisition. D. RANDOM INVITATION COMMUNITY NEEDS ASSESSMENT SURVEY SUMMARY Introduction - . . . . . The purpose of this survey was to gather public feedback on City of Meridian parks open space, pathways, and recreation facilities, services, and programs. This survey research effort and subsequent analysis were designed and conducted to assist the City of Meridian in updating its Parks and Recreation Master Plan regarding existing and potential future facilities and services. The survey was conducted using three primary methods: 1) a mail-back survey, 2) an online, invitation- only web survey to further encourage response from those residents already within the defined invitation sample, 3) an open link online survey for members of the public who were not part of the invitation sample. The analysis herein primarily focuses on responses from the invitation sample. However, open link responses are additionally analyzed and discussed in a separate section of the report, highlighting similarities from the invitation sample. A total of 3,500 surveys were mailed to a random sample of Meridian residents in October 2021, 312 completed responses were received. The margin of error for the statistically valid responses is approximately +/- 5.5 percentage points calculated for questions at 50 percent response. The open link survey received an additional 378 completed responses for a total of 690 responses. Summary of - • Findings This section provides a brief overview of some of the key findings in the survey. The summary focuses primarily on the statistically valid invitation sample. A full copy of the Final Survey Report and Open- ended Responses were provided as a staff document. Key finding from the survey are shown below: KEY FINDINGS COMMUNICATION Both samples agree that emails from the city(63%),social media(40%),the Meridian Parks and Recreation Activity Guide(35%),and The City of Meridian website(29%)are the best methods for communication about parks and recreation opportunities.The interest in the all the different methods suggests that residents prefer a variety of communication methods. COMMUNITY The Invite sample and the Open link sample are mostly in agreement of which types of amenities they would like to see at the new community center,with the top priorities being an outdoor plaza/activity space(64%), indoor activity/event space(58%),and fitness/wellness space(57%). Invite respondents would like to see a variety of programs and services offered at the new community center that cater to different ages(children, teens,adults and seniors). Open link respondents are more interested in community education classes. = CITY OF . . • What We Want — Our Community, • • • Needs CURRENT CONDITIONS Pathways and trails are considered the most important facilities/amenities to households,with 86%of the invite sample rating trails a 4 or 5,with 5 being"very important".There is also strong interest in picnic shelters, playgrounds,and swimming pools/aquatic facilities. Rodeo grounds were of lesser importance.The Invite sample indicates that amenities at larger, more athletic-focused facilities are meeting their needs.They are most satisfied with playgrounds,athletic fields,and ball fields.Overall,there is high satisfaction with at least half rating most facilities as a 4 or 5 with 5 being"completely"meeting needs. Swimming pools/aquatic facilities could use a bit more attention,as they are considered relatively important to households but rate lower in terms of meeting needs.Along with aquatics,other top areas of focus for the Invite sample include paths/trails and the community/recreation center. FUTURE FACILITIES,AMENITIES AND PROGRAMS Invite respondents feel strongly that pathways and trails are the top priority to be added,expanded,or improved in Meridian, mentioned by almost half(48%)within the top 3 most important needs. After trails, invite respondents rank a community/recreation center highest(26%),followed by an indoor aquatics facility(24%), dog parks(22%),shade structures in parks(18%),and improved park amenities(16%).Open link respondents were generally in agreement but pickleball was also a focus for this sample.The top areas that would increase utilization of parks and facilities are shade(46%)and awareness of programs/communications (44%),followed by additional facilities and amenities(24%)and quality of equipment(23%). VALUESANDVISION The top three community issues that the City of Meridian Parks and Recreation should focus on improving are pathway connectivity(47%), land preservation/acquisition (32%),and maintenance of parks and facilities (31%).The Open link sample agrees on pathway connectivity(44%) but is also comparatively more interested in developing new parks in under-served areas(36%). FINANCIAL CHOICES There is a lack of consensus on whether fee increases would affect participation. Invite respondents are more sensitive to fee increases. Overall,there is general satisfaction with the current fees for both facilities and programs. However, more than half of the Invite sample were unsure about the fees for facilities and programs.Very few respondents believe the fees to be too high (4-6%). If respondents had $100 to spend on parks and recreation facilities, Invite respondents would allocate about 1/5 of the total(about$20)to adding more pathways. Other top priorities would be making improvements and maintaining existing park facilities($14)and expanding aquatics($14). Open link respondents are generally in agreement on the top 3 areas of spend but also allocate comparatively more money to outdoor athletic fields and courts. PARKS AND • UPDATE Section 3.0 In 2015, GreenPlay completed a Parks and Recreation Master Plan also using RRC as the survey firm. With the merger of GreenPlay and BerryDunn,the project manager from the 2015 study was also the project manager for the 2022 update. This allowed the consultant team to conduct comparisons from the survey responses from 2015 and 2022 to see if the community's needs and desires had changed during the time. When looking at future needs to add, expand, or improve, in 2015 the top five responses were pathways and trails (50%), indoor aquatic facility(33%), community/recreation center (27%), and shade structures in parks and improved park amenities (23%). The results in 2021 were very similar for the top five responses with pathways and trails repeating as the top need (49%), followed by community/ recreation center (27%), indoor aquatic facility (24%), dog parks (23%), and shade structures in parks rounding out the top 5 responses. Future Needs Q 14:Which three future needs would be MOST important to you and your household to be added,expanded,or improved in Meridian? 2021 Survey 2015 Survey Pathways&trails 49% so% Community/recreation center -27% -27% Indoor aquatics facility -24% -33% Dog parks -23% -1996 Shade structures in parks -1896 -23% Improved park amenities(drinking fountains,restrooms,benches,etc.)-16% -23% Playgrounds -16% -17% Fie ldhouse/gymnasium space -14% 4% Pickleball courts -12% 11% Lights for outdoor athletic facilities -1296 6% Performing arts center -1296 _9% New parks _1J.% _11% Ice rink _1096 _10% Fishing ponds _10% -12% Exercise station s along tra i is in parks -8% _11% Outdoor athletic fields/courts -8% -14% Splash pads -7% -8% Parking at recreational facilities ■5% E 5% Public art in the parks 4% _$-A Disc golf 4% E 5% Rodeo/equestrian facility 1% 3% Other(previously specified) _9% 4% n= 278 626 CITY OF • What We Want — Our • mmunity, Trends & Identified Needs Another comparison questions asked participants to allocate $100 in $5 increments to a list of identified projects and services. In 2015 the top priorities were to expand aquatics ($19.44), add more pathways ($17.69), make improvements and/or renovate and maintain existing park facilities ($12.62), expand programs and activities ($11.29), and recreation center, including gym space and related activities. In 2021, priorities shifted so because the City purchased the Aquatic Center and the Home Court indoor athletics facility. The top four responses in 2021 were add more pathways ($19.54), make improvements and/or renovate and maintain existing park facilities ($14.13), expand aquatics ($13.91), add new parks (($9.46), and recreation center including gym space and related activities. Allocation of Funding Adding more pathways is still a top priority.However,respondents allocated a greater amount to expanding aquatics and expanding programs and services in 2015. 019:With$5 increments being the smallest amount you might use,ifyou had$100 to spend on parks and recreation facilities,services a nd/or programs,how would you allocate that$100 across the following categories? Rating Category 2021 Survey 2015 Survey Add more pathways S19.54 S17.0) ':9ake improvementswd remvale antl $1413 $12.62 maintain ersting park facilRies Expand aquatics(irdwr ar aWd-,pool,splash $13.91 $19.44 pads,et.) Add new parks $9.46 ®$8.63 Recreation cemer,including gym space and $8.43 $8.75 R tedactivdies New ar-paM communiry Cenler(com munry S823 �$6.16 class/meeting rooms,activity spaces,etc) Expand programs and acfivilies(mare teen programs,senor programs,etc) $7.58 E11.29 Add ould-,athletic belt and mudsICIIIIIIIIII S727 CIIIIIIIIIIIII S7.14 Other enhancements(please specify heknv) S6.16 l S3.27 Provide more cry-wide special events $5.30 S5.02 „y PARKS AND RECREATION MASTER PLAN UPDATE k� .a p: � ir• 4mO WHO WE ARE ORGANIZATIONAL & FINANCIAL ., ASSESSMENT A. ORGANIZATIONAL ANALYSIS BerryDunn broadly assessed the current organizational and management structure and staffing of the Department with respect to effectiveness and efficiency. PEW tt 10 MA 44 City of Meridian, Idaho Who Organizationat BerryDunn broadly assessed the current organizational and management structure and staffing of the Department with respect to effectiveness and efficiency. Under the guidance of the Mayor and the City Council,the Parks and Recreation Director autonomously oversees daily operations including the budget, personnel, policy development, parks and pathways, facilities, special events,the Homecourt sports and fitness facility, Golf operations, and recreation programs and facilities. Supporting the Director is a leadership team that includes the Recreation Manager, Parks Superintendent, and the Facilities Manager. Staffing includes 48 full-time and 2 regular part-time positions broken out into six functional categories as shown in the organizational chart.12 No employees in the Department are represented under collective bargaining agreements. • Administration Division includes the Director's office, marketing, and other support services • The Parks Division includes daily operation and upkeep of the parks and outdoor spaces, pathways, and natural areas • The Recreation Division includes recreation, enrichment and leisure programs, special events and program operations, youth programs, senior services, and youth and adult sports programs The Aquatics Division includes responsibility for the seasonal operation of the Meridian Community Pool • The Golf Division includes the Lakeview Golf Course,the pro-shop, golf instruction, and events • The Homecourt Division includes oversight of the sports and fitness facility Full-time positions are supplemented by$1,098,000 in seasonal and casual labor budgets. Like other parks and recreation agencies across the United States,the Department has been challenged to receive adequate applicant pools over the past few years. Full-time department staffing was minimally affected by the COVID-19 pandemic and remained fairly consistent between FY 2020 and FY 2022. Addition of the Lakeview Golf Course accounted for an addition of nine full-time positions in FY 2022. V AL 12 The six divisions represent functional areas and not necessarily reporting relationships. RECREATIONPARKS AND Section Comparing Meridian's Staffing to Other Typical Agencies In most typical agencies, golf is considered an enterprise activity and as such, is not included when comparing staffing levels for traditional parks and recreation services. As such,the nine full-time positions and the seasonal/casual positions are not included in the comparative analysis. In the current FY 2022 budget,the City supplemented the 39 full-time and 2 part-time positions with an additional 43 full-time equivalent (FTE) seasonal positions (20 in recreation and 23 in Parks Operations). The largest of the employee groups being lifeguards. In total,the City provides 83 FTE or 6.2 FTE per 10,000 residents. Comparing the City to other similar agencies in the 2022 NRPA Agency Performance Review, the City is in a broad range of agencies based on population. The category suggests that FTEs for typical agencies are between 4.3 (low)to 11.9 (high)with a median of 8.1 per 10,000 residents. Since Meridian's population of 133,470 is closer to the lower quartile and not the median, the consultant team suggest that staffing of approximately 6-7 FTE per 10,000 residents appears appropriate. To improve the current level of service in line with other typical agencies,the Department may want to consider addition of five to six new positions. As well, growth to a population of 142,522 by 2026 suggests an additional need for 5.58 positions to deliver the Department's current level of service. By 2050,the City's population is expected to increase over 33%to 197,463. This dramatic growth will require new parks and facilities necessitating additional operating and maintenance requirements. Another consideration is the distribution of positions. Most departments distribute positions in a manner that best suits its mission and community and typical agencies may dedicate 45% of available positions to park operations and maintenance, 31%to recreation, 17%to administration, 3%to capital development, and 3%to other positions. The Department distribution of staffing is shown in Table 1. The take-a-way is that the Department could certainly consider additional positions in the administrative area as the City grows. Typicat Staffing 2022 Meridian Budgeted Distribution Position Distribution Operations/Maintenance 45% 53% Recreation Programs 31% 43% FTE Administration 17% 3% FTE Capital Development 3% 0% FTE Other 3% 0% Total 100% 100% Table 1:Distribution of Meridian Budgeted Staffing 6 R - x 1 1� 7, Future Staffing Considerations observationsAfter evaluating the -.. positions to operate and its system over the next five years and up to an additional five positions as growth occurs in the City. AM.Ilk l Recr-711on MERIDIAN PARKS AND • Director 2022 ORGANIZATIONAL CHART Marketing Administrative Aff Coariiinator Ass6tarrt u Pay Faclily Reaeation Supemtendent Manager Manager Palk �� Head Gan Site Recreation Recreation MalntenanCe Profesaiorrel Supermors {`,00rdinator Goord'nekx (Ac6uities and Manager �General Homecourt(3) Speael ems} Manager Events Parirs Park Golf Course Marntenance Mairrlenance Asssfent Assislant Gon Homecourt Volunteer Assistant Crew Chief Superintendent Professionals Faciily p��m Ark 8 Gunure Foreman (3} Specialist PIr fi,��tor �ord'nat°r (2} Senior Mairrlenance Mair�e ante Mantenenoe C'On Mlairterenoe Teotnicians Technicians Technician Mantenance Aquatics Administrative Tednroiens(3} [2) 3} Technician(2) GOIf shop {oordiantor 4ssistant 9(2J F�rSISta<It Figure 11:Meridian Parks and Recreation 2022 Organizational Chart Park Park Reeaea�n M e intenan ce Operations �� Crew Chief Crew Chief �gCa�d�r �npefVlSOr nrel� Recreallon senior Mantenance Maintenance Reoreatian Teehnioiens Technician Coordinator Pathways Cily 1lrbarist Prgject Manager PARKS AND RECREATION �MASTER PLAN UPDATE 47 Section B. RECREATION PROGRAM ANALYSIS Program Development Understanding core services in the delivery of parks and recreation services will allow the City of Meridian Parks and Recreation Department to improve upon those areas while developing strategies to assist in the delivery of other services. The basis of determining core services should come from the vision and mission developed by the City and what brings the greatest community benefit in balance with the competencies of the Department, current trends, and the market. The Department should pursue program development around the priorities identified by customer feedback, program evaluation process, and research. The following criteria should be examined when developing new programs. • Need: outgrowth of a current popular program, or enough demonstrated demand to successfully support a minimal start (one class for instance) • Budget: accounting for all costs and anticipated (conservative) revenues should meet cost recovery target established by the Department Location: appropriate, available, and within budget Instructor: qualified, available, and within budget Materials and Supplies: available and within budget Marketing Effort: adequate and timely opportunity to reach intended market, within budget (either existing marketing budget or as part of new program budget) Further research into what types of programming would be successful needs to be done. Successful programs utilize continuous creative assessments, research, and planning. The Department has a process that evaluates the success of current program offerings and criteria to determine if new program ideas should be instituted or if changes should be made to current programs. Maintaining the current dashboards and evaluation process will help to ensure success. Moreover, new leisure and recreation trends may drive different needs. It is very easy to focus on programs that have worked for a number of years, especially if they are still drawing enough interested participants to justify the program's continuation. Starting new programs, based on community demand and/or trends, can be risky, due to the inability to predict their success. If the program interest seems great, as with those identified in the citizen survey, then the programs should be expanded. Available space may hinder new or expanded opportunities in some cases. Using historical participation levels to determine program popularity and participant feedback can be helpful in deciding if programs should be continued. In addition, utilizing citizen surveys and participant feedback, and researching trends in park and recreational programming are useful tools in determining future programming needs and desires. Sources for trends information include: • State Parks and Recreation Associations and Conferences • National Recreation and Parks Association • International Health, Racquet, and Sports Association • Parks and Recreation Trade Publications • Outdoor Recreation Publications 48 CITY OF MERIDIAN, . • Who Organizationat Program Evaluati• All current programs should be evaluated annually to determine if they should be continued, changed (market segment focus,time/day offered, etc.), or discontinued. A few simple questions should be asked about each program that includes: • Is participation increasing or decreasing? If participation is increasing,then it could clearly mean that the program should be continued. If participation is decreasing, are there any steps to take to increase interest through marketing efforts, a change in the time/day of the program is offered, and a change in the format or instructor? If not, it may be time to discontinue the program. • Is there information contained in the participation feedback that can be used to improve the program? • Are cost recovery goals being met? If not, can fees be realistically increased? • Is there another provider of the program that is more suitable to offer it? If yes,the Department could provide referrals for its customers for the program it does not or is not willing or able to offer. • Is this program taking up facility space that could be used for expansion of more popular programs or new programs in demand by the community? C. FINANCIAL ANALYSIS Current Circumstances and Trends The City adopts an annual budget that sets priorities, guides staff, and provides the primary resources to meet the parks and recreation needs of the community. The general fund is the primary operating fund and is comprised of property tax revenues, sales tax revenues, liquor sales revenue sharing, building permit revenue, and various intergovernmental sources. Other sources contributing to the general fund are grants,fees and charges generated by the Department. The Department is budgeted to receive 7.2 million in revenues in FY 2023 and anticipates 10.2 million in operating expenses and 18.6 million in capital expenditures. The historical budget data from FY2015 to FY2022, demonstrate higher cost recovery than most typical parks and recreation agencies across the United States (23.6%) and much higher that agencies of similar size to Meridian (19.5%). See Table 2: Meridian Parks and Recreation Actuals= 11111116 Revenues FY35 FY16 FY17 FY18 FY19 FY20 FY21 FY22 General Fund Revenues/Fees and Charges $ 709,637 $ 792,109 $ 1,099,976 $ 1,294,662 $ 1,614,513 $ 675,186 $ 2,674,996 $ 3,515,222 Expenditures FYl6 FY16 FY17 FY18 FY19 FY20 FY21 FY22 Personnel $ 1,916,114 $ 2,136,695 $ 2,438,918 $ 2,605,195 $ 2,880,306 $ 3,060,439 $ 3,890,502 $ 4,269,309 Operating Expenses $ 1,574,742 $ 1,557,323 $ 1,729,652 $ 1,976,620 $ 2,243,481 $ 2,001,133 $ 3,342,527 $ 4,666,513 Total Expenses $ 3,490,856 $ 3,694,018 $ 4,168,571 $ 4,581,815 $ 5,123,788 $ 5,061,572 $ 7,233,029 $ 8,935,822 Total Cost Recovery 20% 21% 26% 28% 32% 13% 37% 39% Table 2:Meridian Parks and Recreation Revenues and Expenses(FY 2015 — FY 2022) RECREATIONPARKS AND Section Revenue and expense trends for the Department were greatly impacted by the COVID-19 pandemic in 2020 but have rebounded and continue to recover. Trends for non-capital budgets are shown in Figure 12. Expenses also continue to trend upward fueled by both recovery and 30 million in capital expenditures proposed in FY 2022 and FY 2023. The Western Ada Recreation District (WARD) and golf were included in the budget only in FY 2022 as part of a transition of the golf course to the City. Golf will be included in annual budgets moving forward.13 Meridian Parks and Recreation Actuals FY15 to FY 22 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 General Fund Revenues/Fees and Charges Operating Expenses Personnel Figure 12:Actuals FY15 — FY22 Measuring Department's Investment in Parks and Recreation There are several ways to gauge the Department's investment. Benchmarking against other similar communities can assist with planning and leadership decisions. However, because each community is different, benchmarking is not intended to be a sole tool for making management decisions. Operating Expenditures per Capita NRPA aggregates and reports annually in its Agency TYPICAL OPERATING Performance Review on typical agency operating EXPENDITURES expenditures per capita. In 2021,the typical parks PER CAPITA: and recreation agency similar in size to Meridian spent between $43.03 and $154.92 per capita or a median of $74.22� r„~ $74.22 for each resident. In 2022, the City spent $63.57 per resident This was lower than the median but within the YEAR typical range. Source:2022 NRPA Agency Local Comparison Performance Review It may also be helpful to consider the operating (non-capital) investment per capita made by other parks and recreation agencies in Idaho. While benchmarking analysis provides another perspective, it is important to acknowledge that each agency has different goals, standards and most important, methods of accounting. It may be helpful to compare other agencies in Idaho to best understand Meridian's investment. See Figure 13. 13 General fund cost recovery is calculated by dividing revenues and operating subsidy by operating expenditures • Organizationat IIII III IIII I g _ Selected Idaho Parks and Recreation Expenditures per Capita - 2022/23 ?00 150 100 50 0 Boise(237,446 Meridian[13347D Napa(96,825 population) Idaho falls(66898 Pocatello(57092 population) population] population) population) Figure 13:Selected Idaho Parks and Recreation Expenditures per Capita —2022/23 Allocating Resources and Setting Fees While all parks and recreation facilities, programs, and services are intended to improve the lives of community members, not all facilities, programs, and services should necessarily receive the same level of subsidy. In general,the more a facility, program, or service provides a community benefit to its community members,the more that service should be paid for by taxpayers through the use of general fund allocation. The more a facility, program, or service provides individual benefits,the more that service should be paid for through user fees. BerryDunn has long championed such a philosophy, demonstrated using the "Pyramid Resource Allocation Methodology." As part of this planning effort, BerryDunn is working to complete a methodology study for the City. The resource allocation/cost recovery pyramid is in Figure 14. This philosophy, when applied appropriately can assist the Department to set consistent fees and charges and best meet the needs of the Meridian community. Section Allocating Resources and Setting Fees While all parks and recreation facilities, programs, and services are intended to improve the lives of community members, not all facilities, programs, and services should necessarily receive the same level of subsidy. In general,the more a facility, program, or service provides a community benefit to its community members,the more that service should be paid for by taxpayers through the use of general fund allocation. The more a facility, program, or service provides individual benefits, the more that service should be paid for through user fees. BerryDunn has long championed such a philosophy, demonstrated using the "Pyramid Resource Allocation Methodology." As part of this planning effort, BerryDunn is working to complete a methodology study for the City. The resource allocation/cost recovery pyramid is in Figure 14. This philosophy, when applied appropriately can assist the Department to set consistent fees and charges and best meet the needs of the Meridian community. • Private or semi private lessons • Admission Based Rentals 5.Mostly ~ Merchandise&Vending fndividua! Tenant Facility Lease Benefit Lakeview Golf Club • Shelter Rental • Concession Leases 4.Considerable • Trips Individual Benefit • Adult Recreation Classes&Programs • Youth Recreation Classes&Programs 3.Balanced Community Swim Lessons and Individual Benefit . City Sports Leagues&Tournaments • Private or Semi-private Lessons • Admission Based Rentals • Merchandise&Vending 2. Considerable Community Benefit • Tenant Facility Lease • Lakeview Golf Club • Park&Pathway Use 1. Mostly Community Benefit • Community Special Events • Arts&Culture Programs • Volunteer Opportunities Figure 14: Resource Allocation Methodology Meridian Community Members Opinions about Fees and Charges The needs assessment survey asked respondents about their satisfaction with current fees for both facilities and programs and the impact on participation. More than half of the invite sample were unsure about fees for facilities and programs.Very few respondents (5%) believe the fees are too high. = CITY OF MERIDIAN, • • Organizationat Q 18:How do you feel about the current program and facility fees charged directly to you by Meridian Parks and Recreation? 2021 Survey 2015 Survey Fees are too high for the value received W6% _11% Fees are acceptable for the value received 32% -30% Facilities Fees are underpriced for the va l Lie received 12% 12% Don't know/unsure 59% 5T n= 294 652 Fees are too high for the value received 1496 Fees are acceptable for the Value received 35% 29% Programs Fees are underpriced for the value received 11�% 1% Don't know/unsure 59% 5696 n= 283 635 Figure 15:Meridian Residents Opinions Regarding Current Program and Facility Fees When asked about the potential impact of fee increases on participation, there was a lack of consensus on whether fee increases would impact participation, although a majority (54%) believe fee increases may impact their participation. Q 17:If fee increases were made for Meridian Parks,which of the following best describes the potential impact on your participation Invite Sample Open Link Overall Fee increases would not limit participation at all -25% 33% rl 29% Fee increases would limit participation somewhat 37% 45% 41% Fee increases would limit participation significantly -18% k273 Don't know/uncertain -20% 14% n= 300 573 Figure 16: Potential Impact on Participation from Fee Increases Managing Growth through Impact Fees There are three basic options to pay for growth. Either (1) existing residents pay for new growth through taxes or fees; (2) provide parks and recreation services at a lower level of service by absorbing growth into existing resources; or (3) developers and home builders pay for the impact of growth so that the growth pays its own way. This applies to both land on which to develop parks, and the actual costs for developing the space. Option 1 unfairly assigns responsibility for funding of growth. Option 2 creates a slippery slope, where the level of service(often determined as a percentage of developed acreage per 1,000 residents)will decrease over time, as new residential developments are added without contributing to the funding of new parks. This may lead to higher density of use or the need to travel further distances to gain access to parks. Option 3 allows growth to pay its own way in an equitable manner. Home builders typically include park development in the price of the homes, as they would other infrastructure costs. In line with the City's 2019 methodology study and 67-8204 1000 SO Ft.or less $781 (16) of the Idaho Development Impact Fee Act, park impact 1001 to 1500 SO Ft. $1,361 fees are derived using the cost per service unit multiplied by the average number of service units per dwelling. In Table 1501 to 2500 SO Ft. $1,770 3, single family residential dwelling units are considered by 2501 to 3200 SO Ft. $2,098 square feet and multi-family units are charged the same fee 3201 SO Ft.or more $2,447 and calculated based on the total square feet of the building/ number of units. Although an option, no commercial impact Table 3:2023 Park Impact Fees fees are collected (police and fire facilities both collect a commercial impact fee). This fee is intended to provide both park land and development of new park improvements. Section These fees are charged per the City fee schedule and are not escalated resulting from increased cost of construction or land. The 2022 methodology study calculations may be understating the cost to provide new park space in 2022 and in the future without applying an annual escalator. Cash flow from impact fees can be anticipated in Table 4. Anticipated Funds from Impact Fees Average Number of Low Fees Median Fees High Fees Population Population Household Anticipated (Based on$781 (Based on$1,614 (Based on$2,447 Growth Size New Dwelling collected per per dwelling unit) per dwelling unit) Units dwelling unit) 2021 124,700 N/A 2.97 N/A - - - 2026 142,522 17,732 2.97 5,970 $4,662,570 $9,345,060 $14,608,590 2060 197,463 54,941 2.97 18,498 $14,446,938 $29,855,772 $45,264,606 Table 4:Anticipated Funds from Impact Fees through 2050 Funding Mechanisms Availabie to the Department BerryDunn has compiled a list of potential funding sources and strategies for public parks and recreation identified through over 26 years of consulting with agencies across the United States. Thirty- nine new potential funding opportunities were identified as funding sources the Department could or would consider in the future. The strategies were identified as potential options for new or expanded revenue, and cost savings strategies. Traditional Parks & Recreation Operations and Capital Development Funding Sources There are a variety of mechanisms that local governments can employ to provide services and to make public improvements. Parks and recreation operating, and capital development funding typically comes from conventional sources such as sales, use, and property tax referenda voted upon by the community, along with developer exactions. Operating funds are typically capped by legislation; may fluctuate based on the economy, public spending, or assessed valuation; and may not always keep up with inflationary factors. In the case of capital development, "borrowed funds" sunset with the completion of loan repayment and are not available to carry over or re-invest without voter approval. Explained below are the salient points of traditional funding sources. Many of these strategies may be currently in use to some extent by your agency. Alternative Operations and Capital Development Funding Sources Alternative funding sources include a variety of different or nonconventional public-sector strategies for diversifying the funding base beyond traditional tax-based support. The following is a list of known industry funding practices, potential sources, and strategies, as compiled by BerryDunn. Some of the strategies might currently be used by your agency, but they might not be used to maximum effectiveness or capacity. Those that might not currently be used by your agency should be considered for a projects or the operation's specific relevance. NOTE:Not every funding mechanism on this list may be allowable by law,as the laws,regulations,statutes,ordinances,and systems of governance vary from City to City,county to county,and state to state.The authority to put forth referenda or institute exactions must be researched for validity within your City and your state,as this list is comprised of the financial practices from across the nation.Some referenda are passed by simple majority of those who vote,while others require a larger percentage to pass.In certain circumstances,referenda are passed by the majority of eligible voters versus just those who vote. = CITY OF MERIDIAN,IDAHO • We Are Organizational & Financial Assessment Key Findings Observations and staff feedback were considered to determine if the current organizational structure and financial investments were satisfactory. The analysis included the observations and assessments from this analysis and resulted in the following observations: 1. The City invests less than the Median number of positions compared to typical agencies the size of Meridian. They need to add 5 to 6 positions in order to come in line with typical staffing. 2. Population growth will require additional positions in addition to those identified to maintain the current level of service. 3. The number of positions dedicated to administration and to parks maintenance and operations are below what would typically be expected. Staffing for recreation program areas is often limited to one employee. This will create a staffing shortage as demand grows and new programs are introduced. 4. The Department does an excellent job managing cost recovery 5. The recent resource allocation and cost recovery study will greatly assist the Department to allocate resources and set fees in the future 6. Just under half of the needs assessment survey respondents suggested that fees are acceptable or underpriced for both facilities and programs.A very small percent of survey respondents thought fees were too high. 7. 70% of needs assessment survey respondents reported that fee increases may impact participation in Department sponsored activities 8. The City's investment in operating the parks and recreation system was slightly lower than what may be expected for an agency serving a similar population but was within the typical range. This investment was among the lowest compared to other selected Idaho parks and recreation agencies. 9. The City's impact fee methodology was updated in 2022 and the fees were escalated for increases in construction and land costs. The fee study was adopted by City Council in November 2022. 10. Among many opportunities to fund the Department, 39 options were identified that the Department would consider or possibly consider using in the future. These options were provided as a staff document. UPDATEPARKS AND RECREATION I MASTER PLAN Section D. MAINTENANCE AND OPERATIONS ANALYSIS Maintenance and Operations The consultants assessed parks maintenance and operations practices to assist the Parks and Recreation Department in providing safe, clean, and green parks,trails, and open space. The evaluation, analysis, and recommendations are intended to identify efficiencies and opportunities to help the Department meet its maintenance and operational objectives. 1.0 Investment in Parks Maintenance and Operations Proper investment in maintenance of parkland can slow the depreciation of parkland, increase public perception of Department operations, and increase property values surrounding parks. Poor parks maintenance can lead to increased crime, vandalism, and increased renovation costs. 1.1 Operating Expenditures Per Acre One way to measure the City's investment in parks and recreation is to look at the investment per acre of park and non-park space. Currently,the Department manages and maintains 530 acres of developed and undeveloped park land and open space,trails, and other sites. The Department investment for maintenance (annual net cost after revenue) is $1,952,204 (2021/2022 operating budget) or$3,683 per acre. Typical agencies may spend from $3,096 (low)to $14,793 (high), with a median of$7,449 per acre of park and non-park space. 1.2 Residents Per Park Park maintenance costs typically increase with the density of use in public spaces. As such,the National Recreation and Park Association (NRPA) metrics (2021 NRPA Agency Performance Review) suggest that a typical park system serving a population between 100,000 and 250,000 would provide between one park per 2,205 people on the lower quartile to 5,854 on the upper quartile. The City provides one park per 4,992 people compared to a national median of 3,170. While the City provides parks within the typical range for communities its size, serving a denser population than the median creates additional budget pressure for the Department. People per park is calculated based on the 2021 population (124,790) divided by Meridian's 25 parks. 1.3 Managing Growth In November 2022, DP Guthrie, LLP completed an update to the City's impact fee methodology that describes the potential residential growth and need for additional park land, park development, and recreation facilities. The study projected that the population would increase by 38,433 to 171,903 in 2032. Based on this growth,the study concluded that an additional 87 acres of developed parks will be needed to support the increased population at a similar level of service as Meridian residents enjoy today. Applying the current cost to maintain an acre of land, $3,683 per acre, (current budget/ current acres of developed parks), an additional $320,421 will be needed to continue to maintain the park system.This will require both full-time and seasonal positions (supervisory and non-supervisory), operating and maintenance equipment, and supplies. A majority of the growth is anticipated to occur by 2026. These estimates are based on costs in 2022 without escalation for inflation. = CITY OF MERIDIAN, • • We Are Organizationat & Financiat Assessment 2.0 Use of - • . and Pathways The needs assessment survey identified community needs and desires regarding park use and related facilities and amenities.The survey revealed that 96% of survey respondents rated pathways/trails as having the greatest need,followed by picnic shelters at 83% and playgrounds at 75%. See Figure 17. Importance to the community implies a need for an appropriate level of park maintenance. Q 13:What are the the greatest needs for indoor and outdoor faci Iities to be added,expanded,or improved in Meridian over the next 5 or 10 years? Indoor Facilities: ■:-oc ae an mw a •Invite sample Only ■z �3 Percent Responding ■4 Rating Category Avg. n= 1&2 3 48.5 ■s-verym,o.eaM communiryrrecreamna 3.9 273 0 16% 17% 67% Indmragnat-lady 38 268 12L_ 18% 18% 64% Fieldnan&gymna.rmr- 36 257 �21% 25% �54% Perf-mgarrsaesc 3.3 265 �30% 27% �� Ice rink 3.0 265 38% -28% Figure 17:Importance of Facilities and Amenities,Recreation Programs,and Services to Meridian Satisfaction2.1 • Park Amenities The survey demonstrated that the community is very satisfied with the quality of the parks, which reflects on park maintenance practices. On a scale of 1 (not at all satisfied)to 5 (very satisfied),the results from the combined random and invite sample rated playgrounds (4.0), picnic shelters (3.9), splash pads (3.7), and ballfields (3.7)the highest. When asked to rank their top three opportunities for improvement, only 27% of survey respondents suggested improvements in park maintenance as a priority. See Figures 18 and 19. Q 10:Please rate how you think the followingfaciIities!amenities and programs/services are currently meeting the needs of the community. Facilities and Amenities: "All Only Rating CaletjM Invite Sample Open Link Overall Playgrounds t• 4.1 40 4.0 nanr lds(basabaluso6bak,et) 40 3.6 ti 3.8 Athletics Ids(sir,la-,footbal( 4.0 3.4 3.7 Picnk snene. t 38 39 39 nog parks 3.8 33 3.5 splash pads 3.7 i 3.6 t. 3.7 colfCon- 36 3.3 35 Tennismurts t 3.5 3.4 3.5 Outdoor basketball marls 3.5 3.3 3.4 Communityrreereatm-Tla .t 3.4 'l 3.0 t 32 Pnth-ysnrnd� i 34 t 32 33 M-r gym space 3.3 2.9 3.1 Sximming p-64,q-fi,r-ilia 32 t 2.7 t 2.9 Rodengrourds 29 2.3 26 Figure 18: Needs Met for Facilities and Amenities in Meridian RECREATIONPARKS AND Section1 Q 16:What top three community issues should the City of Meridian Parks and Recreation focus on improving? Invite Sample Open Link Overall Pathwayconnec w 12 47% IM 44% 46% Third Rank Land pro .tionfaoqu,tm tMR 32% 9sc 29% ®i. 31% ■Seeend Rank Fli tRank Maintenance of parl6andfaciltl— � 9"b 31% � ]°i, 23% � 27% Figure 19:Top Three Community Issues for Suggested Improvement ' 3.0 Park Maintenance Staffing Resources The Department provides 18 full-time positions to operate and maintain the parks and facilities. The positions are overseen by the Parks Superintendent who is supported in the daily operation of the parks and golf course by the Park Maintenance Manager and Golf Course Superintendent. Three positions are dedicated to maintaining the turf, greens, t-boxes,fairways, and other horticultural practices at the golf course. In addition, the Parks Maintenance Manager is responsible for 11.5 seasonal/casual Full-Time equivalents (FTE) positions. The seasonal employees are limited to eight consecutive months of work and at times are offered extended positions through local temporary employment agencies. The budget for seasonal/casual maintenance positions is approximately$400,000 per year. Staff work five-day-per-week schedules, rotating weekend work shifts. Daily maintenance, trash removal, project work, restroom maintenance, etc. are completed daily. The Department uses SOME limited contracted services to support some of the smaller operations and tasks. Due to COVID-19 and other factors, hourly wages for the seasonal/casual workforce have been significantly increased (30%) over the past two years to attract and retain staff. As a result, the budget in 2023 is anticipated to support four less FTEs than prior to the COVID-19 pandemic. While the maintenance team continues to work efficiently "doing more with less",the increased workloads on existing staff may not be sustainable, leading to additional challenges related to employee retention. Restoration of the seasonal staff budget (-$120,000) due to the increased wages is encouraged. 3.1 Lakeview Golf Ctub The full-time golf course staff are supplemented by a seasonal budget of$58,000 per year. Seasonal employees perform mowing and other outdoor maintenance. Employees are offered a golf benefit to maintain and attract college students, retired community members, etc. = CITY OF MERIDIAN, • Who Organizationat 4.0 Park Maintenance Team Responsibilities The Park Maintenance Team is responsible for 92 sites that include neighborhood, community, sports, and regional parks, seven miles of pathways, parking lots,tree wells, public works sites, medians, corridors, slopes, downtown locations, fire stations, drains, and other areas. A majority of time is spent maintaining the Department's parks. Additional responsibilities include: • Snow and ice control at all City facilities • Downtown trees, benches • Downtown holiday decorating/floats • Security camera systems in parks • Downtown seasonal banners • Welcome to Meridian monuments and signs • Downtown flower program • Downtown tree program The Department manages a joint use agreement with West Ada School District that includes maintenance of a very well used 3-acre play area at Hillsdale Elementary that requires significant maintenance. The Department is assisted through additional partnerships that include Meridian Co-op Gardeners, West Ada School District, Police Activities League, Meridian Youth Baseball, etc. Support4.1 • Recreation Events The Park Maintenance Team's support of special events setup/teardown is generally around 650 to 800 work hours per year. Permitted events (non-City sponsored) present a significant level of work for the Maintenance Team during the June/July months. Events held and permitted in the parks require the team to prepare and clean the parks and facilities for each event. 4.2 Maintaining Restrooms Year-round restrooms include 150+ stalls and are locked and unlocked on timers. Restroom maintenance requires a significant proportion of the daily workload. 4.3 Maintaining Athletic Facitities The Park Maintenance Team maintains 25 diamond and 13 rectangle playing fields, some with shared responsibility with a private little league organization that completes day-of game field preparation. The Meridian Youth Baseball (MYB) private organization works closely with the Department to help ensure adequate rest periods for the fields. It appears the Department has adequate resources to maintain the playing fields. 4.4 Nuisance Behavior In many communities across the United States, issues due to vandalism and homelessness are placing an ever-growing burden on park maintenance team workloads. The impacts from nuisance behavior are relatively minimal in Meridian. RECREATIONPARKS AND Section I , I .5 Park Maintenance Standards andPerformance The Department does not have a published maintenance standard, although the parks all receive a high level of consistent maintenance, regardless of classification. Both written and adopted maintenance standards and performance measures are encouraged to help with appropriate and timely park maintenance. Performance Measures The Department is encouraged to develop S.M.A.R.T. (Specific, Measurable, Achievable, Relevant, and Time Bound) performance measures in the following and other areas related to core parks maintenance functions. Examples of potential measures are included for reference (in italics). • Litter control —All litter should generally be removed from the parks daily within 24 hours. Litter control minimum service may be two to three times per week in very low-use areas. • Graffiti—Should be removed within 48 hours/24 hours if offensive language/graphics. The City should maintain an inventory of replacement signs. • Repairs to assets—Should be made within 48 hours and signs posted closing an amenity needing repair. Repairs to all elements should be done immediately when problems are discovered provided that replacement parts and technicians are available to accomplish the job. When disruptions to the public might be major and the repair is not critical, repairs may be postponed to a time that is least disruptive to the usage patterns. • Restroom maintenance and service—Should be completed daily, each day a restroom is open to the public, and as needed based on permits. • Park inspections— Thorough inspections should be completed weekly;staff should inspect restrooms and playgrounds daily. • Irrigation — Turf should have a green appearance except for dedicated natural areas. Priority areas for irrigation should be reviewed annually. Park Maintenance Standards for Quality Parks and Facilities Some sample maintenance standards are in Appendix A of the plan and are meant to be a starting point for the Department to review and consider as a list of basic maintenance standards for all parks and recreational facilities. Examples of park components and amenities to develop maintenance standards for include: • Drinking Fountains 0 Bleachers • Signage 0 Lights • Ornamental Plants and Trees 0 Restrooms • Walkways and Trails 0 Portable Toilets • Trash Receptacles 0 Playgrounds • Fencing 0 Play Equipment • Security and Exterior Lights 0 Picnic Areas and Shelters • General Use Turf Areas 0 Grills • Athletic Use Turf Areas • Tennis Courts • Athletic Facilities and Competitive Play 0 Outdoor Basketball Courts Fields 0 Benches • Irrigation 0 Pickleball Court • Open Space Areas • Organizationat 5.0 Sustainable Equipment and Efficiencies The Department has invested in sustainable technology over the past five years in bottle fill drinking fountains, LED lights, etc. The Department may consider a potential future fleet conversion to hybrid, plug-in hybrid, or electric vehicles (EVs). This would require an investment in charging stations. • 1 Key Eindings 1. The Parks Maintenance Team does an excellent job maintaining parks and grounds. The community is very satisfied with park maintenance. 2. The City's investment in parks maintenance and operation appears reasonable compared to other agencies serving similar sized communities. 3. The Department has sustained a budget reduction to its seasonal and casual budget in the past few years as a result of increased wages. An increase of approximately$120,000 per year in the seasonal budget is needed to restore the Department's level of maintenance service. 4. Growth will necessitate additional park acres and positions that the Department should consider(frontline and administrative positions) as population increases. 5. Growth will also require supervisory positions to maintain effective spans of control. 6. Written park maintenance standards may assist the Department's effectiveness. 'r x. PARKS AND k a " Nam:= RECREATION 5. 0 PATHWAYS ASSESSMENT RECOMMENDATIONS A. INTRODUCTION This section is intended as an update to the Meridian Pathways Master Plan (Adopted in 2007 and previously amended in January of 2010) and a tool to further aid in the implementation of that plan. It does not suggest any significant changes to proposed expansion of the pathway system as outlined in the original plan, but rather seeks to accomplish the following objectives: • Quantify the impacts of pathway system expansion in terms of cost for ongoing maintenance, given the significant proposed increase to pathway mileage at plan build-out. • Establish guidelines for what portion of the pathway system is appropriate and sustainable for the City to maintain. • Establish City priorities for near-term pathway implementation that will have the greatest impact on connectivity. • Propose changes to existing policy that will facilitate ongoing expansion and designate maintenance responsibilities so as to meet the needs of the City,the development community,and other stakeholders. L< mow 62 City of Meridian, Idaho Pathways Assessment B. PATHWAY SYSTEM OVERVIEW EXISTING MULTI-USE PATHWAYS Total Existing Pathways in Meridian = 50.65 miles Some pathways were built by City of Meridian, most were conditioned/built with development Above number includes: • Multi-use pathway within parks • 10' wide asphalt pathways within City limits and 10' sidewalks designated as pathway, does not include street crossings, no micro paths Of the above number, the City owns and maintains 15.64 miles Not maintained by City of Meridian (Remainder of multi-use pathways) 35.01 miles RECENT PATHWAY DEVELOPMENT Developer pathways constructed within the past 2 years 4 -4.5 miles last 2 years— Kim's estimate only(mostly NW&S Meridian) City Miles added in 2021 (Fairview Ave Sidewalk) 0.11 miles ^both of these line items included in 50.65 mile figure above PENDING CITY PROJECTS City Pathway Infill Projects Currently in Development 1.75 miles • Creason Pathway Connection (contract awarded,const to start in June 2022) • Linder Road Infill (out to bid,construction Summer 2022) • Locust Grove Infill (out to bid,construction Summer 2022) • Five Mile Pathway—between Ten Mile and Black Cat Roads (in final design phase) ADDITIONAL PROPOSED MILEAGE Proposed Multi-Use Pathways per current adopted pathways plan 135 miles Additional Proposed Pathways (working layer/not yet adopted by Council) 20 miles ^within current City Area of Impact TOTAL EXISTING AND PROPOSED 180.65 miles MULTI-USE PATHWAYS AT BUILDOUT Assuming a static scenario of: • Adopted pathways only • No pathway plan changes from today's date C. IMPORTANCE OF PATHWAYS/NEED Pathways make communities more livable by helping to reduce reliance on the automobile, decrease vehicular demand on roadways, and encourage community health and connectivity. A connective pathway system has the potential to improve the environment and mitigate for traffic congestion. Additionally, pathways provide ongoing opportunities to promote physical, social, and mental health. Beyond connecting people to places, pathways also provide ongoing opportunities to educate the community through informative signage, highlight historical events through wayfinding, and allows us to connect interpersonally as a community. Throughout the needs assessment and outreach phase of this planning effort, community members consistently rated pathways as a high priority when given opportunity to comment via stakeholder group, survey, and/or public meetings. This reflects a national trend wherein pathways are increasingly important to communities. While Meridian has identified an extensive pathway system for development, connectivity between existing pathways and proposed pathways continues to be a challenge Some of the challenges for pathway connectivity are due to existing major roadways that present potential barriers to pedestrian traffic, and existing development that occurred prior to required pedestrian pathway connections. Stakeholders The City of Meridian understands that in order to achieve their pathways mater plan goal and create a connective community through the implementation of a pathway network, stakeholder relations are key.Various stakeholders have been identified as follows as potential opportunities for collaboration for supporting the City of Meridian Pathways Master Plan. Irrigation Districts Nampa-Meridian Irrigation District— Major Stakeholder. Settlers Irrigation District— Fewer land holdings in Meridian. The Boise Project • West Ada School District History of successfully partnering with the school district. Joint use of school facilities plays a key role in filling recreation demand for ball fields and active recreation facilities. School properties are important when it comes to making connections, and offer opportunities for safer crossings and connections,further off(or outside of) public rights- of-way. • Developers Residential Subdivision Developers Commercial Developments Private Sector Development (religious institutions, etc.) • Landowners adjacent to waterways that have been identified as a pathway opportunity • Homeowners'Associations (HOAs) (residential, commercial, institutional) • City of Meridian— Building Department • ACHD— Right-of-Way Road sections and required sidewalks and their widths • ITD—where applicable • Railroads Potential for sharing existing rights-of-way that can achieve connection on a more regional level. CITY OF MERIDIAN, • D. PROGRESS UPDATE/POLICIES IMPLEMENTED Since adoption of the original Meridian Pathways Master Plan, significant progress has been made toward implementation. Much of this has focused on the establishment of policy and planning practices around pathway development that will lay the groundwork for greater connectivity moving forward. Policy and Procedural Improvements Achieved Since Approval of Original Plan • Entitlements process for development now requires dedicated easements for pathways and pedestrian connections that are maintained by the respective HOA's • Plan review for all new development must be routed through the Pathways Project Manager for design input and approval, in addition to other departments as required. • Developers are required to provide better documentation of construction standards/as- builts for pathways that may later be deeded to the City. Developers must submit the City of Meridian approved pathway pavement section during the design review and preliminary plat submittal. • Standard specifications, City provided details, and notes for pathway construction have been developed in conjunction with Meridian Public Works—similar to a performance specification. • Pathway entitlement is no longer a part of the Development Agreement. • Expectation has been established among developers that working with the City to provide pathway connections will be a standard project requirement. The City has seen improved cooperation and general acknowledgement from the development community that pathways benefit and add value to their final product. • Larger planter widths adjacent to pathways will allow for mature tree growth and shade for users during the summer months. c-t PARKS AND - - t RECREATION Section 5.0 E. OPPORTUNITIES/RECOMMENDATIONS PerspectiveMaintain a Regional• Emphasize the need to look beyond Meridian to neighboring communities and think in terms of regional connections to Boise River Greenbelt, Eagle, Nampa, Caldwell, Star, and Kuna. The pending acquisition of Margaret Aldape Park presents an opportunity for Meridian to connect to the Boise River Greenbelt system. This will provide connection to the rest of the Treasure Valley on a regional level to the east. Connections to adjacent municipalities should be explored and encouraged to develop a seamless transition between the various agencies. Develop destination nodes along the pathways that will guide a user from pathway section to pathway section. Integrate linear parks and community gathering places along the pathway network. This should be looked at from a hierarchy of uses in coordination with the pathway hierarchy. Develop a story and identity for the pathways and relate that to the community. Create community agency and care for the pathways through community art. • Use proximity to schools, when possible, and take advantage of existing signaled crossings in school zones. Provide pedestrian connections between all schools and pathway system. Safe Routes to Schools have already been mapped. Examine these in greater detail and adjust as necessary. Find/create connections between multi-use pathways and schools. �s Ae CITY _f fir. OF MERIDIAN,IDAHO Pathways Assessment Equity and Neighborhood Connections Providing equitable opportunities, spaces, and connections within the City of Meridian though the pathway systems will create a healthier community. • Identify areas that are more than a 10-minute walk to a City pathways network to create areas of focused pathway development • Provide development incentives for infill areas that create a 5-minute walk to a City pathway network • Require wayfinding signage for developments that show distance and direction to another connected pathway. • Identify community areas that are underserved by the pathway network and link schools with the Saft Routes program. • Identify ADA accessible routes within the GIS system and make it accessible for the public. • Establish neighborhood pathway partnerships and community representatives. • Identify key areas that need pathways for connectivity. • Identify areas that are more than a 10-minute walk to a pathway system and incentives pathway implementation for equitable use of the pathways. • Provide wayfinding: educational, distance to next pathway system, and pathway names • Increase the planter width adjacent to the pathways to encourage health and mature tree grown and canopy cover. Subdivision Development • Continue to work with developers to dedicate pathway easements and make strong pedestrian connections through the use of themed wayfinding signage. • Pedestrian connections shall be identified, approved, and preserved prior to development. • Coordinate with developers during the entitlements process to allow alternative routes through developments, regardless of ditch or waterway location (if applicable). Require a pathways inspection prior to issuing approval of substantial completion. Existing Rights-of-Way Where pathways must be integrated with public rights-of-way, revise street sections to provide for wider sidewalks and greater separation from major roadways, if possible. As-Builts and Documentation • The Building Department shall notify the Parks & Pathways Project Manager of all pathways, once built. Institute mechanisms for better post-construction reporting and documentation. Section 5.0 F. KEY STAKEHOLDERS FOR PATHWAY IMPLEMENTATION In recent years,the City has made significant progress in terms of policy to further development of the pathway system as pertains to involvement by other property owners and stakeholders.This momentum must continue, and relationships further developed, with the following key stakeholders. Irrigation Districts • Due to the linear nature of waterways, Irrigation Districts (especially Nampa-Meridian) are key to advancing connectivity of the Meridian pathways plan. It is imperative that the City continues to partner with irrigation districts relative to the following challenges: • Pathway development along existing canals, irrigation ditches, and laterals needs to be addressed at a more comprehensive level. • Crossings present a special difficulty in that many waterways do not emerge at intersections where pedestrian crossings exist and are safely articulated. For example, it is not acceptable for pathways to emerge at the edge of a 45 mph collector road with minimal shoulder and no proximity to an intersection for safe crossing. • In the past, irrigation districts have refused pathway proposals prior to any constructive discussion regarding their development. Both parties now have a history of working together and must continue to fine-tune this partnership as each new pathway segment is implemented. Developers • Residential and commercial developments present challenges when it comes to providing pathway easements. The City must work closely with developers during the planning phases, as it can be prohibitive to accomplish these connections after the fact. • Allow for development incentives for pathways with added amenities and larger open space dedication G. IMPLEMENTATION AND MAINTENANCE PRIORITIES Because so many miles of pathway have been identified for development per the Pathways Master Plan, it is recommended that City resources focus on implementation and maintenance of the following major components of the system. Once a strong framework is established, users will enjoy greater connectivity, and secondary pathways can then tie into and expand the reach of the overall system. The following pathways have been identified as high priorities for Capital Improvement Projects and maintenance funds. This is intended as a general guideline for resource allocation by the City, as timing and location of private development may catalyze construction of lower priority pathways by others. ProposedHigh Priority Pathways Existing Miles Five-Mile Creek Pathway 2.37 8.64 11.01 Ten-Mile Creek Pathway 2.03 9.00 11.03 Rail-with-Trail 0 8.08 8.08 TOTAL PROPOSED 6.71 28.73 30.18 Miles Table 5:Capital Improvement Projects = CITY OF MERIDIAN,IDAHO Pathways Assessment Regional • . of Rail-with-Trail This proposed pathway will have a significant impact on regional connectivity, as it will encompass a 22- mile right of way, with eight of those miles passing through the City of Meridian. The combination Rail- with-Trail section, as proposed, will run between the historic railroad depots in Boise and Nampa. Pathways Hierarchy(see details for additional information and requirements) • Canal Pathway o 10' wide paved pathways detached from a roadway for the shared use for nonmotorized users • Residential Pathway o 10' wide paved pathway adjacent to a roadway with a 6'-8'wide landscape buffer between the roadway and the pathway for nonmotorized users • Rail-With-Trail Pathway o 10'-14' wide paved pathway located within the Union Pacific Railroad Corridor right-of-way from Nampa to Boise • Micro Pathway A narrow paved pathway(minimum 5') providing connectivity to destinations such as school or through residential developments • Unpaved or Soft Surface Pathway 3'-8'wide unpaved pathway constructed of gravel, dirt, crushed aggregate, or other semi- pervious surface • Sidewalk 4'-8' wide concrete pathway adjacent to a roadway, either attached or detached, to serve pedestrians and wheelchair-mobile individuals,typical of residential subdivisions. • Bicycle Lane 4'-6' wide designated area on the roadway, typically major arterial and collector roadways, located to the right of vehicular traffic migration and identified through striping, signage, pavement markings as designated through the Ada County Highway District. Development of the Meridian Pathways Master Plan and network will provide an added benefit to the neighboring jurisdictions and collaboration with these jurisdictions will be crucial for the overall success of a regional pathway system for the grater Meridian area. Developing pathway connections with adjacent jurisdictions and create a bridge program that will aide in creating a seamless transition between the pathways at the jurisdictional boundaries. Other organizations such as COMPASS, regional partners, and federal grant programs should be considered at the beginning of the planning and implementation process. • - ' • • • - • It is anticipated that implementation of this pathway will be driven largely by private developers, with ongoing maintenance provided by Homeowners'Associations. It is recommended that there be a clear hierarchy of pathways that apply for various situations. Determine where to have a concrete versus asphalt pathway installed based on what the use of each type of pathway will be. Section 5.0 H. IMPLEMENTATION COSTS FOR PLAN BUILD-OUT Even with a mandate to focus resources on the development of a few high-priority segments, cost to construct these pathways will be considerable. Pathways have been identified as a major priority for the City of Meridian but given the demands on public funds for other recreational facilities,the cost for build-out of the pathway system must necessarily be considered within a greater funding context and borne, in large part, by private sector development. It is recommended that the City seek donor or sponsorship for pathway implementation and funding where possible such as state,federal, public, and private, corporate entities. Additional funding through annual budgetary allotment is also recommended to fund current and future maintenance projects. I. PATHWAY MAINTENANCE AND OPERATIONS Implications of System Expansion on Maintenance With growth in recent years,the City has taken advantage of opportunities to develop pathway connections through proposed developments.Verbiage around these development agreements continues to evolve, but in the past, situations have arisen in which the City has been deeded ownership (and associated maintenance) of a pathway not constructed to City standards. It is essential to establish mechanisms for construction documentation of pathways that will guarantee new segments are built to City standards, not only to ensure public safety, but to also minimize maintenance impacts over time.A City inspection should be required prior to issuing substantial completion to ensure that it has been installed per the City of Meridian's approved pathway section details. Need for Shared Responsibility As time goes on, even with high standards for construction,the pathway system will grow beyond the ability of the City to maintain it. Ultimate responsibility for maintenance of the pathway system must be shared between the City and private landowners(often Homeowners' associations). It is recommended that the City transition to requiring that maintenance of future pathways implemented as part of subdivision developments be borne by private stakeholders and adjacent landowners. It is also recommended that the City establish a timeline for maintenance inspections and replacement activities. Asphalt inspected every five years after installation, concrete inspected every 10 years after installation, and recreational trails inspected every three years.This information should be updated in the City's GIS system so that it is explicitly known what needs inspection and when replacement will be required. Evaluate pathway successes and those that need improvement to keep refining the implementation and development process. Pathways Assessment Linear Rights-of-Way/Canal Pathways Irrigation district requirements for pathway development: City acts as single point of contact City must maintain pathway segments or coordinate maintenance with private sector/HOAs • City must enforce irrigation district requirements with other parties Individual licensing agreement recommendations: • Require HOAs to maintain pathways, in perpetuity, to standards for safe public use and established landscape aesthetics. • Incorporate strong wording in these agreements to make clear to private developers that the City will no longer assume long-term maintenance of pathways. • Shall institute mechanisms for enforcement and oversight. • Establish neighborhood pathway partnerships and community representatives. Replacement Cycle for Paved Pathways Clear delineation of maintenance responsibility is a necessity, owing to the limited life span of asphalt pavement (30 years on average). In order for pathways to remain safe and well- maintained as the system ages, a portion of paved pathway segments will require periodic re-paving on an ongoing basis. In other words, similar to the way City trees are pruned on a five-year cycle, so must pathways be resurfaced on a periodic maintenance rotation. It is recommended that there be an updated master plan in GIS that show existing pathways and their surfaces as well as proposed pathways that Meridian will build/maintain. They system will allow for tracking and budgeting for future maintenance activities. PARKS AND RECREATION MASTER PLAN UPDATE - A - I . ,c s Section 5.0 Life Cycle Repaving Costs Assuming a total pathway system comprised of 133 miles of pathway that require re-paving every 30 years, estimated minimum cost to repave the entire system is as follows: 133 miles of pathway x$369,600/mile = $49.2 million every 30 years or = $1,638,560 annually Additional pathways proposed in the Master Plan are desired by the community and essential to the ultimate success of the plan. However, because this increased mileage carries significant cost implications, maintenance of the system in its entirety will ultimately lie beyond the resources of the City. Assumptions: Average lifespan of pathway segment is 30 years. Priority pathways include: Five Mile Creek Pathway. Ten Mile Creek Pathway. Meridian Loop. Rail-With-Trail. Connective Pathways to Existing Greenbelt. Relevant Studies and Planning Efforts The following studies, completed since the Pathways Master Plan (adopted 2007; amended 2010, 2012) should be considered relative to the existing plan and recommendations contained in this chapter. • Arterial Crossing Study. • Union Pacific Railroad/Rail with Trail Study(January 2015). • Destination Downtown. Information gathering and updates to downtown streetscapes. Includes detailed pavement sections, also standard notes and specifications. Summary Significant progress has been made toward implementation of the current Pathways Master Plan. Because connectivity continues to be a challenge, it is recommended that the City focus implementation efforts on a few priority pathways. Beyond that, given the extent of the proposed system and an understanding of the projected costs for build-out and ongoing maintenance, it becomes clear that these demands will, over time, exceed the resources of the City. Moving forward, it will be crucial to shift some of the construction burden to private developers, who will typically retain ownership and maintenance responsibilities for these pathways, so they may better contribute to the sustainability and success of the overall system. Pathways staff will need to expand as the pathway network expands. Inspections of new construction and maintenance inspections will take time. Increased staff will be needed to review and approve all plans that include pathways. Staff will need to expand to maintain amenities and trash receptacles, painted striping where applicable, weed abatement, surface patches and repairs, etc. There is also a need to create an updated master plan that show existing pathways and their surfaces as well as proposed pathways that Meridian will build and maintain. 6mO WHAT WE HAVE - PARKS FACILITIES INVENTORY ASSESMENT A. STEP 1: INVENTORY - WHAT 00 WE HAVE? In November 2021, the consultant team used the Geo-Referenced Amenities Standards Process (GRASP)®- IT audit tool in each park and facility to count and score the function and quality of: • Components — things you go to a park to use, examples: playground, tennis court, picnic shelter. • Modifiers — things that enhance comfort and convenience, examples: shade, drinking fountains, restrooms. Evaluators assigned a quality value (between 0 and 3) to each park site, component, and modifiers, allowing the comparison of sites and analysis of the overall level of service provided by the Meridian park system. (more detail on GRASP® found in Appendix A) 1� i PARKS AND RECREATION MASTER PLAN UPDATE 73 Section 6.0 Assessment Summary Observations based on visits to each park or facility include the following: • Parks are very consistent across the board. Well-maintained with high standards. Restrooms are very clean and well-maintained. • Noted: most of the parks have public art. Implementation of a previous plan recommendation plan to create an identity for each individual park. • Addition of bike repair stations in many parks. • Many of the parks can benefit aesthetically from increased use of berms and landforms. • Turf conditions are excellent. • There is a high priority to plant trees in many of the parks Figure 20:System Inventory Examples(right) Photos depict various examples and conditions from those visits. 7 CITY OF • InventoryWhat We Have - Parks Facilities Keith Bird Legacy Park N City of Meridian Legend A 0 Meridian Parks O Component [3 City of Meridian O Meridian Existing Pathway,Existing west Ada School District QSchool Proposed Pathway,Existing western Ada Recreation District O YMCA On Street Route,Existing Boise Library District Alternative Route,Existing BUREAU OF RECLAMATION Other Micro Path,Existing F1� Meridian City Limit _ 5 Cr � C157 * *C1' 1� CIII % C-145 f "��4 C 192 i� Keith Bird Legacy ark a t C147 �. j - l� t 4 Source:Esri,Maxar,GeoE e,E-arthstar Geographies,CNES/ irbus DS, USDA,USES,AeroGRID,IGN,and the GiS User Community RECREATIONffF PARKS AND Section 6.0 Keith Bird Legacy Park Address: 3737 W Lost Rapids Dr, Park Overview: Park Cumulative Scores: Meridian, ID 83646 Newer construction. The park is typical for GIS Acres 7.50 Meridian neighborhood park. Lots of seating,nice 52 Owner City of Meridian amenities Classification:Neighborhood GRASP® GRASP® Community Neighborhood Inventory Date: 11/17/2021 Score score Comfort and Convenience Scores: 2 -Design and Ambiance l-1 1 -Trail Connection 2 -Dog Pick-Up Station 2 -Park Access 3 -Seating 0 -Seasonal Plantings 2 -Bike Parking 2 -Parking 2 -Picnic Tables 2 -Shade 2 -Drinking Fountains 2 -Restrooms 2 -BBQ Grills 2 -Ornamental Plantings 2 -Security Lighting Components: MAP ID N C Qty Lights Observations Score Score Basketball, Practice C157 2 2 1 Half court Fitness Area C146 2 2 1 Loop Walk C144 2 2 1 Open Turf C192 2 2 1 Other C193 2 2 2 Game tables in the plaza with checkers or chess board PARCEL L155 2 2 1 Playground, Local C145 2 2 1 Public Art C191 2 2 1 Sculpture Rectangular Field, Large C147 2 2 1 Shelter, Large C156 2 2 1 N Score=Neighborhood Score/C Score=Community Score/Qty=Quantity Parks Summary Table 6 shows the Meridian parks organized by classification. The table indicates acres and the number of components located within each park. € s u ? 3 : � � � ➢ ➢ - 693E € a � e33 � e § � � € : P : � } � % 3 [ Section 6.0 Indoor Facilities Indoor facilities are summarized in the following table. Boys and Girls Club 1 1 1 5 City H al I 2 1 Cde Valley Christian School 2 Heritage Middle School 1 H om ec ourt 4 1 Meridian Academy 1 Meridian C orn m u n ity Center 2 Meridian Middle Schaal 1 Meridian Senior Center 1 1 5 1 1 ParamountElementa ry School 1 Tomlinson Sou[h Meridian YMCA 1 3 2 1 4 1 1 Victory M iddle Sc hcol 2 Willow Creek E lem entary Sc hod 1 Table 7: Indoor Facility Summary Pathways Summary From the 2020 Pathways Plan, "The City of Meridian currently has nearly 12 miles of paved pathways. However, all the pathways within the City of Meridian are discontinuous, making it more difficult for residents to utilize and access the full pathway system. Many existing parks have internal circulation pathways connected to the larger network, providing excellent destinations and resting points along the pathway network." "The City of Meridian is platted on a square-mile grid distinguished by major collector/minor arterial roads every mile. Many of these roads carry heavy traffic volumes at traffic speeds of 35 mph and above, making non-signalized at-grade crossings difficult. In addition, Interstate 84 bisects the north and south portions of the City, limiting the number of pathway connections that can be made across the freeway." "The existing City of Meridian pathway system is a tremendous resource. The City needs to focus on filling in the existing gaps within the built-out portion of the City in the future. At the same time, residential development implements the pathways plan in the undeveloped portions of Meridian." "The Meridian Pathways Master Plan is a guide for pathway development over the next 20 to 50 years. The Plan proposes an extensive pathway network stemming from the existing canal system within and around the City. The Plan includes an inventory of existing pathways and micro-paths and a comprehensive network of future pathways. These pathways will connect residents to schools, parks, businesses, neighborhoods, and various recreational and entertainment destinations." GIS Data from this map was incorporated into the level of service analysis. InventoryWhat We Have - Parks & Facilities Assesment Recreational Pathways Meridian, Idaho 2020 �_ •,.r. --- � Legend ��•,�.....:' ♦ .....:Area of City Impact •Q�:w.ti ��♦ ,♦ -- -Alternative Route Existing Pathway Long-Term Route •. F'W .e�YSw �_. :..- "T• 4y.�� . —Micro Pall s •;; On Street Route •" L_ W@HINDEN,BUVD, r-r •••••••^ Proposed Pathway E•eHINDEN�BLVD r :''•...if• "^'•°•^�'» '� Five Mile Pathway c k Z r. ,....:.:.:a rc Me tl an Loop Pathway 1 � Ra108 ,....... �� Meridian Parka W MCMILLANRD-- -••�+•--p ----- �—yy MCMILWN RD ua .p i ...., e: Z •'n... � r p �� 2 NS �... I''. W 'TIMpR p TM _- f . - -E-USTICK RDr j Pill- ..,e...,. ?� L I - VIE W-EHERRV EN _ p p ;V�FA AVER z �W-PINE-AVE-2. `O I E PINE•AVE ''E PINEAVE E-PIN£-A'V ry 2... +.........� pP,., p E`FRANK,IN-RD m m �`,», •� rr 1••- �` py;A'N'D-RD E-OVERLAND R.- ' o W IAMONfiRD „ ...g Q:1,- p;.•'�r-�L�,.�' .. .� ut W VICTORY-RD W VICTORY RD te r-- -E-VICTORY-RD - -E VICTORY-RD- u Z... 7- _j•• _ f W �WAMIT'-�D AMITY-RD* E AMI I E•AMITY RD . y 1!. { i g :..... .� ...... - i[ :1 _ i, a ' w -....., EiEIAKE HAZEL-RD�- Miles • - »c r—s a i ----------E'COWFy181A-RD�� NOTE:This document is intended as a planning tool for recreational pathway use.Actual conditions in the field may vary. Figure 20:Pathways Map Park Classifications See Appendix A for more information on park classifications. Section 6.0 Component-Based Level of Service Classification In general,the Meridian Park Classification System appears to work well with the current inventory. Each class of parks or facilities fall within reasonable ranges for acres and quantity of GRASP® components. The following table summarizes the classification system by park, component diversity, total components, and acres. Based on existing conditions, parks fall into the following classifications. Classification Location Diverse Total Acres Components Components Discovery Park 11 13 77 Regional Parks Julius M. Kleiner Park 25 39 56 Settlers Park 15 33 56 Bear Creek Park 11 13 19 Fuller Park 11 16 17 Heroes Park 10 11 30 Community Parks Hillsdale Park 7 8 10 Storey Park 8 10 18 Tully Park 12 13 18 8th Street Park 5 5 3 Centennial Park 6 6 0.5 Champion Park 7 8 6 Chateau Park 8 9 7 Gordon Harris Park 5 5 11 Neighborhood Parks Keith Bird Legacy Park 8 8 7 Renaissance Park 8 9 7 Reta Huskey Park 8 10 9 Seasons Park 7 8 7 Settlers Village Park 1 1 0.6 City Hall Plaza 6 6 1 Fire Station No.4 Park 2 2 1 Special Use Generations Plaza 4 4 0.2 (Sports Park, Golf, Trailhead) Meridian Swimming Pool 3 3 1 Lakeview Golf Course 2 2 120 Ten Mile Trailhead 1 1 1 Table 8:Park Classification Summary = CITY OF MERIDIAN, . • ParksWhat We Have - Inventory Alternative Providers The following alternative providers are located within or near the Meridian boundary and may provide various services. Park or Facility ership .JILAI I ra...li ca fi' Heritage Middle School Ball Fields 6 West Ada School District Special Use 4 1 Jabil Fields 8 West Ada School District Special Use 2 USER Undeveloped 31 Bureau of Reclamation Undeveloped C.F.McDevitt Park 39 Boise Nei hborhood Park 1 7 1 4 1 1 1 1 1 1 1 Cameron Park 1 Boise Nei hborhood Park 1 1 Cottonwood Park 8 Boise Nei hborhood Park 2 1 1 1 Pe ermintPark 7 Boise Nei hborhood Park 1 1 1 1 1 1 S camore Park 7 Boise Neighborhood Park 1 1 1 Many Home Owners' Association (HOA) and private providers also provide service throughout Meridian. They account for over 260 acres of additional parkland. These properties often have restricted access to the general public but serve adjacent residents or members.The following table summarizes the total number of each component identified at these facilities based on aerial photography and limited site visits. . -.. 6 30 9 .. 15 � 1 • 1 ••• 5 •• 109 6 . . 4 • • • • 89 513• Hart,—Morgan Stem Academy 1 1 1 1 1 1 1 • - 1 S35 Central Academy 1 2 S15 Chaparral Elementary School 1 1 1 1 1 1 • S12 Chief Joseph Elementary School 1 1 1 1 1 49 S39 Compass Public Charter School S,8 Crossroads Middle School , 1 , • 5 807 H iscwery Elem eulary School 1 1 1 1 - • 4 832 Heritage Middle School 1 1 1 1 1 S38 Hillsdale Elementary School 1 1 1 1 SO4 Hunter Elementary School 1 1 1 1 4 S17 Lewis&Clark Middle School 1 1 1 1 1 1 1 •• 805 Lowell Scotl Middle School 1 1 1 1 1 1 822 Mary McPherson Elementary School 1 1 1 1 1 1 Find additional alternative provider details in 337 MendianAnademy 1 1 S16 Meridian Elementary School 1 1 1 1 1 Appendix A. S40 Meridian High School 3 a 6 814 Mendian Middle School 1 1 1 1 1 S34 Mountain View Hgh School 3 4 2 6 1 831 Pammount Elementary School 1 , , , Schools SOB Pathways Middle School 1 1 S21 Pepper Ridge Elementary School , 1 1 1 S20 Peregrine Elementary School 1 1 1 1 1 Sol Pioneer School ofthe Ms 1 1 1 11 1 1 The analysis recognizes that schools offer 810 Ponderosa Elementary School 1 1 , 1 1 some recreation opportunities to the general S33 Prospect Elementary School , pp S33 Renaissance High School community but often have limited public access. S,l Rorkiver Valley Elie High Schuelry School , 1 1 S36 Rocky Mountain High School 3 4 6 1 Some schools also provide valued indoor 808 Sawtooth Middle School 1 1 1 1 S28 Siena Elementary School 1 1 1 1 1 1 facilities for programming by the department. I S19 ISpaklingSTEMAcademy 1 1 , , Find additional schools' data in Appendix A. 809 VictorUstick Elementary School l S02 Victory Mitldle School 2 2 2 6 1 827 Wilk-Creek Elementary I 1 1 1 1 1 1 1 1 RECREATIONPARKS AND Section 6.0 System Map The system inventory map shows Meridian's relative size and distribution of existing parks and recreation facilities. Parks & Recreation System Map Meridian,Idaho Legend Indoor Facility -- 20 -� '� -__ _�__ --Existing Trail/Pathway -lij Willow Cre,k - — --I __� Proposed Keith Birtl� `J J Legacy Par Elemeb[ary Element ry -f ? � �I TraillPathway roe Ik 'Par k Iz - '1=�Qi� =Freeway I Interstate Fl�n7age itlktlle C .McDevitt Highway eme_ sNhdoPBatli L Perk M ivae —Major Street/Road Hentge y� otlon tl Other Street Road Middle Sshoo/_ L_ �---rl' `Camreron a Lake I River Stream Rete Huskey rk --_ _ t- r 55 park City of Meridian J = _ hemp, n Boise ersi We tern Ada Recreation Ten Mile' 1-�-�" —IJ ��r. t! an, usnck District i s seadons Trailin `r/,�_I �� - rJ 'L_, , J Western Ada School Parke - t ally Park -�� j Y r District law - ulius- .KI finer e hat eau 8th Street P c +Bureau of Reclamation ' ark r Mendian` VialgeePark_ I rkl School t Meridian errs Library J - I ridi'an HOA Parks Regional Pi*rk n '.� ((({ ��....,,,,/////Meridla idd/eII--Sc�I , Fairviev SattiaiCentr.n_ Property d Cble V.Uey Ct School L f_1�Meridian City Limit T AA'J liar �-BoyI 8 Girls Club AW.Hagiart Comm mry-enar l _ ,``Park ~_ Ern_ rations Plaza n r—— _ -� cit¢HaII ��<ennlal�ak - tt ffHomeronrt I, na,an- I_I Chamber o/ � ��gcatleTy - _ J an larl bi moral- IJ"�.Franklin L'--� Swimming Pool tdrer/.park�_,_ Syca ore�\ it i-_� . -��'^'-Ir--�.� Parkm ^`_I � �I � 1 I� I - � L_ Jabil `r JJJ p Overla ntlJ "`J � Gordor'Haarris PepF-i ` Park iJ Park C ee rk zrk 1 I "'Illy I _ _ Fire S fioh i Middle Schoo! ,^ lNp.4l,Park vi�roy -1 e J ark MCA -1 Hillside Park 0 % t 2 Miles ` t.-.-. McpPratlucetlFaCAyofMe'itlien-Sy The GRASP@Tmm This Map lslntendetl Fa Planning&Oiscussim Purposes Only- ��IJ -�� I c. r Please Refer TO The Pmject 0oormenfFa Mep Oeisls � Lagentl Elements Mny Very Slightly In Size,Colm &Transparency From Those Shown On Map ` GIS Data Sou roes Maylnclude' City of Meridian,ESRI,GRASP@ Team-January 2022 Copyright©2022 Meridian Columbi Figure 21:System Map Larger scale maps are located in Appendix A. InventoryWhat We Have - Parks & Facilities B. STEP 2: ASSESSMENT AND ANALYSIS - HOW ARE WE DOING? Regional Parks Park Scoring Park scoring illustrates how the parks and components community Neighborhood Score Score serve residents and users. There is no ultimate or Settlers Park 382 166 perfect score. These scores often make the most Julius M.Kleiner Memorial Park 339 257 sense when compared within the same classification, DiscaveryPark 86 68 Le., when comparing one Community Park to another Community Park. It may be reasonable that there is a wide range of scores within a category. Still, it may also Community Parks be an opportunity to re-evaluate a park's particular classification based on the level of service it provides mmunity Neighborhood to the community or neighborhood it serves. In the Score Scare Fuller Park L 91 Aii. 70 case of Discovery Park, it is in Phase I development Tully Park ■ 73 I LL- 62 would mean adding Community and Neighborhood 6earCreekPark ■ 67 53 value as further development occurs. Heroes Park ■ 62 52 Storey Park I rn IM51 In addition to locating components,the assessment Hillsdale Park includes quality,function, condition, and modifiers. Cumulative scores reflect the number and quality of Neiahborhood and Mini Parks these components and the availability of modifiers such as restrooms, drinking fountains, seating, parking, Community Neighborhood and shade. Higher scores reflect more and better Parkorl'acility smr re recreation opportunities than lower scores. Keith Bird Legacy Park ` 57iM 52 M Reta Huskey Park 44 Renaissance Park 47 Chateau Park M43 Champion Park _38 Seasons Park llllllllllllllI" IIIIIIIIIIIIIIIIF38 Centennial Park lllllllllllllll r 36 Gordon Harris Park 1111W 31 IL&L 31 Sth Street Park IL 29 _P9 Settlers Village Park 4 1 4 9t' *y4 Special Uses Communi Neighborhood Score Score City Hall Plaza 1 34 01 34 Generations Plaza RL 24 L 24 Meridian Swimming Pool IIIIIIIIIIIIIIIIIIiii�9 `14 y Lakeview Golf Course _14 _14 Fire Station No.4 Park _13 _13 Ten Mile TraiIhead 10 10 Heritage Middle School Ball Fields 7 2 JablJl Fields 7 1 4 Table 9: Park Scores by Classifications RECREATIONPARKS AND Section 6.0 Level of Service Analysis What is the Level of Service, and why do we use it? Level of Service (LOS) measures how a system provides residents access to parks, open spaces, pathways, and other facilities. It indicates the ability of people to connect with the outdoors and nature and pursue active lifestyles with implications for health and wellness,the local economy, and quality of life. LOS for a park and recreation system tends to mirror community values, reflective of peoples' connection to their communities. It is also useful in benchmarking current conditions and directing future planning efforts. The service offered by a park or a component is a function of two main variables: • What is available at a specific location • How easy it is for a user to get to it. What Is GRASP®? GRASP has been applied in many communities across the country to measure LOS. With GRASP®, information from the inventory combined with GIS software produces analytic maps and data, called perspectives, that show the distribution and quality of these services. What Do Perspectives Do for Us? Perspectives can take the form of maps, statistics, diagrams, tables, and charts. These analyses provide benchmarks or insights useful in determining community success in delivering services. The inventory performed with the GRASP®-IT tool provides details of what is available at any given location, and GIS analysis measures user access. People use various ways of reaching a recreation destination: on foot, on a bike, in a car, via public transportation, or some combination. In GRASP® perspectives,there are two distinct types of service areas for examining the park system to account for this variability: • Walkable Access - uses a distance of th mile, a suitable distance for a ten-minute walk. • Neighborhood Access - uses a travel distance of one-mile to each component. It is intended to account for users traveling from home or elsewhere to a park or facility, most likely by bike, bus, or automobile. Combining the service area for each component and � ham I n the assigned GRASP®score into one overlay creates ' p �ai'k Ustick a "heat" map representing the cumulative value of all components. This allows the LOS to be measured for any resident/user or location within the study area. In ly the mapping, the darker orange shading,the higher the LOS. Further discussion on perspectives and GRASP® - — - r`--J ll Kleiner terminology is found in Appendix A. Pa Fk E ark Verrdr n kFairvietiv f ZSrnjiukCvntur' Figure 22:Example of a GRASP®LOS Perspectives Heat Map NOTES: • Proximity relates to access.A component within a specified distance of a location is considered"accessible." "Access"in this analysis does not refer to access as defined in the Americans with Disabilities Act(ADA). • Walkable access is affected by barriers,obstacles to free and comfortable foot travel.GRASP@ analysis accounts for these barriers. • The LOS value at a particular location is the cumulative value of all the accessible components within a given service area. 84 CITY OF • InventoryWhat We Have - Parks & Facilities Walkable Access To Recreation Pedestrian Barriers Pedestrian barriers such as major streets, highways, railroads, and rivers significantly impact walkable access in Meridian. Zones created by identified barriers, displayed as dark purple lines, serve as discrete areas accessible without crossing a major street or another obstacle. Various green parcels represent parks and properties, and brown parcels are schools. 20 Gr O Y.'��nill r a u do wa b - IL Ilb Lar Cr, pry - Fairview 77 m 0 'a u Vitt4:�+ ictof; l � L L i Legend -Inset Map QPedestrian Barriers Meridian City Limit Coiu mb e Figure 23:Walkability Barriers"Cut-off"Service Areas(where applicable) The dark purple boundaries represent pedestrian barriers. Walkability measures how user-friendly an area is to people traveling on foot and benefits a community in many ways related to public health, social equity, and the local economy. Many factors influence walkability, including the quality of pathways, sidewalks, or other pedestrian rights-of-way, traffic and road conditions, land use patterns, and public safety considerations. Walkability analysis measures access to recreation by walking. One-half mile catchment radii have been placed around each component and shaded according to the GRASP®score. Scores are doubled within this catchment to reflect the added value of walkable proximity, allowing direct comparisons between neighborhood access and walkable access. Environmental barriers can limit walkability. The LOS in the walkability analysis has been "cut-off" by identified barriers where applicable. Section 6.0 The following analyses shows the LOS available, based on a ten-minute walk. Gray areas fall outside of a ten-minute walk to recreation opportunities. The images' darker gradient areas indicate higher quality recreation assets based on the ten-minute walk. The first analysis shows only service provided by Meridian parks and the second analysis included Meridian parks and other providers. Meridian Service --- r p � f' r—o , i � Mun illar. 55 n u Q J m■ 7 �w7 Cherry � � � LiairV1 g � � s Franklin I er and J — Legend-Inset Map L, _ GRASPC)LOS _`r� `J Jyl Vicfo Range:0 to 644 + `- No Access within 10 y r f L-:Vq min walk Less Access within _ �- 10 min walk `J G reate r A cce ss within 10 min walk Ca lumhia Figure 24:Walkable Access to Outdoor Recreation Opportunities Provided by Meridian Parks(only) CITY OF MERIDIAN,IDAHO InventoryWhat We Have - Parks Facilities Meridian Service with HOA Parks z0 — !I I — o Ii a'x i—I IH C rL L -_ a� ❑ d v oo�1 ter. Ma d1lan I r �JL L Cherry ba 0Li ran it J r� e v?= tL--- �J er and II � t Legend r I n+ n \ VI ry( victory c G RA SP(R:)L o S r--- Range:0 to 680 9 __',f ° f ° _ No Access within 10 min walk Less Access within 10 min walk J d _ _ .�J Greater Access �- .l I within 10 min walk lumhia Figure 25:Walkable Access to Outdoor Recreation Opportunities by All Providers In general,these images show that Meridian has an excellent distribution of parks and facilities. The orange shading in the maps allows for an understanding of LOS distribution across the City. Areas of higher concentration are at several locations throughout the City, but most predominant is around Kleiner Park. The following figure shows the high-value area near the l; � ., red star indicates the maximum GRASP®value area. From f ��•�� this location near Kleiner Park, users can access all 39 components at Kleiner Park. In addition,the senior center, five HOA parks (12 components), and an elementary school are all accessible within a ten-minute walk. i I Figure 26:Walk High-Value Area RECREATIONPARKS AND Section 6.0 While the heat maps are an important tool in looking at equity and distribution of services,they are limited in some areas. For example,they do not indicate what LOS is appropriate. Therefore, additional analysis is performed. The ability to show where LOS is adequate or inadequate is an advantage of using GIS analysis. First, an appropriate or target LOS for Meridian residents is determined. The target value would be comparable to a typical or average Neighborhood Park in Meridian (see following table). The diversity within these parks represents the critical finding that parks vary greatly yet score similarly in the GRASP®system. Based on the previous plan and analysis a target of a park with at least eight different components or a park with five components and a nearby trail/pathway. Examples of these parks in Meridian are Chateau, Keith Bird Legacy, Renaissance, and Rita Huskey Parks. Chateau Park 7 Neighborhood 2 1 1 1 1 1 1 1 8 9 Keith Bird Legacy Park 7 Neighborhood 1 1 1 1 1 1 1 1 8 8 Renaissance Park 7 Neighborhood 2 1 1 1 1 1 1 1 8 9 Reta Hus key Park 9 N. boyhood 1 1 1 1 3 1 1 1 8 10 Table 10:Target Park Calculation Walkability Gap Analysis These "target value" parks and their components will likely attract users from a walkable distance. The following map brackets GRASP®values to areas that meet this target score, fall below the target, or offer no service within walking distance. Purple areas indicate where walkable LOS values meet or exceed the target in the following figure.Areas shown in yellow can be considered areas of opportunity. Currently parks and assets in these areas do not meet the target value. Improving the LOS value in such areas may be possible by enhancing the component quantity and quality in existing parks without acquiring new lands or developing new parks. Another option might be to address pedestrian barriers in the immediate area. In this analysis, 48% of the City's land area has LOS that exceeds the target value or, in other words, is purple. 6% percent (gray) is without access to recreation opportunities within a 10-minute walk.Yellow regions (46%) have access to some recreation but not at the target level. s, r Now Now Q _- I ........... .. tS.. NMI = CITY OF • InventoryWhat We Have - Parks & Facilities Walkable Access to Outdoor Recreation Opportunities Meridian,Idaho Legend G1RAS1o0)Gap Analysis Target 86A W// Ire A th - I •MeT.ss or Exceeds 1 IK i Bird �}- EI ry P11r;F 4rC } T-��-- '-- LgacYP k T-'� F,¢_man 4 z Below Target H ary 'Park Ir lr�i� NOAccess wRhin lg H�dWt6ge @IZtlle C F.McDevitt -_. SNhdol Ball Itl L Perk IMn 4 Indoor Facility M Earettng H 9 S IhiM 610 d ti TaillPathway L,-t -I»� r�F �aPPmeron Proposed 4..H k y'Pa rk Park a TmillPathway J__ �1�RC- —Freeway I Irdersfafe I1_-� 4j.__ers�.L�� l�!ark p5n Highway T-M le I P3'ik I.lust Malor street l Road Tra'Iheatl "l- nine,street I Road Park I T�71(y PJrk-•--- Lakev'ew y hateau l,,,iii�_�xSlm`t Par{i �i �Ik KI rror Lake l Ri-1 Stream Golf Course Lui Settlem ark Mentlianl City of Meridian CWlape Park West Mar 1 r Lb ry s ndr n +Boise Reg onal P k r Mendia Mddl School, Fan 3NmolCentev Property FWestern Ada �, Col Valley Chnsri-School Recreahon Distdct (Park I MendiaH Cor?munrry Center Western Ada School GPrmraBons Plaza I, � District -� ktenniallPark Cil�}Hall l� � I I _ Bureau of jChamb,,of I I; y° j �Reclamabon _ Commerte y nkl,n i School rt rr S gPool to,�L ark I HOA Parks - Sycamore� u 'r Park CJ'Mendmn City Limit I � J bil l m ver Gordon' I� -k k Park�-"`.: 11 Z ar Cise�lc Par J. Yrcro .`I,J Park I. � _Fire Sk,tin 14 Middle School _ '�� >_Np9lrark lI i ' T uic�ory I� I[PP.,k IMCA W�E 1`�1 I 17}{ _ Hillsdale 0 Y� 7 2 `\ Miles L.�.-. j:..., _.. Map Produced Far CRyd Merka,-By The GRASPSTeem t'-'rl �� This MaPalnknded Far NaMni, &Dxusskn Purposes Only- `-� � ,--�1 of rY -I I P. Re TOThe Projed DowmentF.Wp Detals 11 v Legend Ekme Wy`%810tN11 Sae C- -- J I �� STransparen So,Those lalod On Map _-.lI GISData1,GRASMeT..-e IIIr `I \\ CMolMekeWWigi0202MTeam-January20]2 COPMigM©2022 Merkan Figure 27:GRASP®Walkable Gap Analysis(10 min= %2 mile Service Area) The results are more favorable when comparing this analysis to census data as Meridian is well positioned,with virtually all residents within walking distance to some outdoor recreation opportunities, including 68%within a target score(purple) area.These are positive results and offer opportunities for improvement in yellow or lower-scoring areas.This chart illustrates the population by service level. It indicates that parks are generally well placed and capture a higher population than land area. % of Population With Walkable Access to Outdoor Recreation 0% Percent Totaf Area=0 32% Percent Total Area >0 AND <86.40 68% Percent Total Area >=86.40 Figure 28: Percentage of Population by Service Level RECREATIONPARKS AND Section 6.0 I. }It, W ..... � F :•., ' ��` �`�� f �a-. " a � ��X � _� ,ram�� +'�_ ti Neighborhood Access to Recreation Analyses also examine neighborhood or one-mile access to recreation opportunities. Again, looking at service provided by Meridian parks only and then services by all providers. Darker gradient areas on the following images indicate higher quality recreation assets based on a one-mile service area. Meridian Service r' J r - � zo - __ * 1+1 r5 rt -z.J - c i a 55 1A Cherry , X� T � 17� d irvi a m verand r+ Legend -Inset Map +` ---1 GRASP®LOS �� ° 1 yi o victory Range: 0 to 600 i f ' L� No Access within 1 ti r mile `1•�_� —L ` tq�� Less Access within 1 �� 69 �, ;' U mile �- 4 ' ' q Greater Access E'J' within 1 mile t� I Figure 29:Neighborhood Access to Outdoor Recreation Opportunities Provided by Meridian Parks(only) = CITY OF • InventoryWhat We Have - Parks & Facilities Meridian Service with HOA Parks 20 J r L, IaLv j r �r^M1 �V :;.6 cq ■ ;�, r, g sherry i .F S }� w L a 9 •1 0 * 4 U verand r+ _ L L Legend - � r, ' 177 w GRASP®LOS �___I � L Ju' to victory r Range: 0 to 683 .a No Access within 1 mile 69 Less Access within 1 mile i 6 ~ _ I raj F� Greater Access +� r within 1 mile i L_—_ ou Figure 30:Walkable Access to Outdoor Recreation Opportunities by All Providers These maps show that Meridian has an excellent distribution of parks and facilities. Areas of higher concentration are distributed throughout the City, but most predominant is around Kleiner Park. The orange shading in the maps allows for an understanding of LOS distribution. For example, the red star indicates the most significant GRASP®value area (683) in the following figure. The dashed line is a one-mile service area. From here, residents can access three Meridian parks with 50 components, four HOA parks with 16 components, and two schools. a Section 6.0 lJ _ _ i _ 4 e RM •r raa ar-ter�r _ Figure 31: Neighborhood Access(High-Value Area — K- Neighborhood Gap Analysis In this gap analysis, 77% of Meridian is in a purple area (target score), 20%yellow and just 3% gray. Neighborhood Access to Outdoor Recreation Opportunities Meridian,Idaho fh•_-�'`+ } e Legend GRASP®Gap 28 1l _� �,-� -- Target:86.4 r A ^ Li NM/o^a'Gt't'k ��r'+ �• Meets or Exceeds jl,e G" l-t ermr,�r „py99 r„,�, Target LNe i P:r. �� r - ?- I Below Target r J., I. ¢ R n •~ = amp I�I No Access within l 1 t_ c�aalydpe le II4 c .Mmevel �mlle ! _ p ^r tic • Mc it O Indoor Facility 1 a 1.Existing Trall/Pathway _____--_• ` -____ - r (r�r- t __{. Proposed �- _i 55 ° _- '�-n ne T,,IIPathway Freeway l Interstate Highway pa^M I ,J' ` —Major Steel lRoad j T ••a L- - ^ �-i —Other Street/Road Y cP�� pvs - rty- .rcn �j Lake/River l Stream - r•1' -x ' [A!'r�ka'aJ 5vi Y' "ikW Part. l+.1[ City of Meridian _ - ,perryLW h y �iA 111¢ynlin �Boise 1 a1A •t,'• - h �.,.tl k. - eirvie xy xr/ r d 4 II.. "' Western Ada LWr L6iltry Zh dvr'SrAool �Racreation Ois[rid Il2r `3arsIdG.Vls CJLL ldv1 Co G Nrr Lrnai Western Ada School _ — t _ k a� l l O6RldnncPeze = p Diet�t �'-r-tf - !�- C Hall r�. 11 Burean c1 r Z o i Reclamation x I ; J •r -adv o aY n— eK x School • MtFnmIn09� 5y i,�l 4,} � + _ �C'.•er14 I.�.-_� _. �,y� - _HOA Parks - ft� ,_t Meridian City Limit • - ter---, .r---- _J -- � - 0se1a^d n i � - xn r_i-•� rart ' wcra•v 4" �- �� h i �' f Ire nldcrr scnml - , ,.-.r-HP.:, erx i �4f 4 --S •t'• I Ilr�a,b Miles 'y Map Pmdu�d For City of Meridian-By The GRASK Twor v This Map Is Intended For Planning 8 Dl—aim Purposes Only- 'a ` -.J I %ease Refer To The Pged Document For Map Details I' I Legend Elements May Vary Slightly In Shia,Color -- - r�. ❑ _ _�' B Tansparenq F-Those Shown On Map J I �J- - GISDataSourcesMayInclude: City of Meridian,ESRI,GRASP®Team-January 2022 ` _ ClumDl C%yrghM 2022 Meridian ___ Figure 32:Neighborhood Gap Analysis(I mile service) ANCITY OF • InventoryWhat We Have - Parks & Facilities A comparison to census data shows all residents live within a one-mile service area. Percentages are shown in the following pie chart. % of Population with Neighborhood Access to Outdoor Recreation 9% Percent Total Area=0 Percent Total Area >0 AND <86.40 Percent Total Area >=86.40 Figure 33:Percentage of Population by Service Level GRASP® Comparative Data Meridian parks are comparable to other agencies across the country by using these scores. The GRASP® National Dataset currently consists of 83 agencies, 5,488 parks, and nearly 30,800 components. Top 35ofall Top 35ofall Park Scores Park Scores 2 M 300 Components, Agencies, Parks When comparing Meridian to other agencies and parks in the dataset, six parks score in the top ten percent of all parks in the overall GRASP®score.Two of those two parks are in the top 35 parks overall. Additional findings in these comparisons reveal that Meridian is above the average of other similar- sized agencies in components per location,the average score per location, and components per capita. 2 Components Components Avg Score /1 K Population Per Location Per Location GVRD,CA-2 10 Peartand,TX-8 Victorvitle,CA-37 However, Meridian scores lower total park and in parks per capita. Total Locations Parks/1 K Population 125 10m2 GVRD,CA-0.3 The table (right) provides additional comparative data from other communities of similar populations to Meridian across the United States. Because every community is unique,there are no standards or "correct" numbers. Section 6.0 Greater Vallejo Hampton,VA Victorville,CA Meridian,ID Recreation Pearland,TX Average District,CA 2019 202D 2D22 2D20 2015 2015-2D22 136,128 127,D27 124,79D 119,217 101,900 121,932 � 4.7 2.7 5A 2.1 2.9 4 28,192 41,341 23,191 57,894 30,468 37,535 79 21 25 36 21 36 542 169 256 216 164 269 1 8 1D 6 8 8 2064 775 1694 875 1556 1,393 15 6 14 7 15 11 .� 26 37 68 24 74 46 ■ i 96% 57 h 97 h 52% 85% 77% ■ ■ 127 58 179 59 162 117 4 1 2 2 2 2 ■ 27 22 33 29 55A 33 2D% 34 h 68% 27% 50% 4D% 1731 6049 4992 3312 4852 4,187 0.58 D.11 0.20 D.3D 021 D.3 Betterthan the average Be low th a ar eraq e Table 11:GRASP®Comparative Data 2022 to 2015 Overall Comparison One advantage to a plan update is comparing the LOS results from 2015 to the most recent analysis. The following table shows many different comparisons and generally indicates that the LOS for residents has been maintained despite significant growth. While the population has increased,the number of parks, components, and overall LOS has increased to keep pace overall. Perhaps the most significant increase is in the percentage of residents with walkable access. Part of this increase reflects the appropriate locating of new parks and a more thorough inventory of existing HOA parks. What We Have - Parks & Facilities Inventory Assesment 2022 2015 194,790 94,289 23,191 18,159 ■ 25 21 256 207 1694 1317 • 14 14 67-8 62-7 a 97% 98% • a 179 196 2 2 + - 33 38 ■■ ■ 5-4 52 680/0 bu% - - - 4992 4490 •+ 020 022 Table 12: Master Plan Comparison Capacities Analysis A traditional tool for evaluating service is capacity analysis, which compares the number of assets to the population. It projects future needs based on a ratio of components per population (i.e., as the population grows over time, components may need to be added to maintain the same proportion). The following table shows the current capacities for selected elements in Meridian. While there are no correct ratios, use this table in conjunction with input from focus groups, staff, and the general public to determine if the current ratios are adequate. r � PARKS AND RECREATION MASTER PLAN UPDATE Section 6.0 TWA eC CuD on Cunent Ratio per .. . -d on Quantity 2021 Ratio component . .. Population 124,790 142,522 Aquatics,Spray Pad 5 0.04 24,958 6 1 Basketball Court 3 0.02 41,597 3 0 Basketball Practice 16 0.13 7,799 18 2 Climbing,Designated 2 0.02 62,395 2 0 Goncessions 9 0.07 13,866 10 1 Diamond Feld 19 0.16 6,668 22 3 Disc Golf 2 0.02 62,395 2 0 Dog Park 2 0.02 62,395 2 0 Educational Experience 2 0.02 62,395 2 0 Event Space 4 0.03 31,198 5 1 Fitness Area/Course 6 0.05 20,798 7 1 Game Court 2 0.02 62,395 2 0 Historic Feature 2 0.02 62,395 2 0 Horseshoe Court 2 0.02 62,395 2 0 Loop Walk 16 0.13 7,799 16 2 Open Turf 16 0.13 7,799 18 2 Passive Node 8 0.06 15,599 9 1 Pickleball Court 10 O.08 1Z479 11 1 Playground, Destination 3 0.02 41,597 3 0 Playground, Local 17 0.14 7,341 19 2 Public Art 7 0.06 17,827 6 1 Rectangular Feld Large 7 0.06 17,827 6 1 Rectangular Feld Multi le 2 0.02 62,396 2 0 Shelter Large 24 0.19 5,200 27 3 Shelter Small 12 0.10 10,399 14 2 Tennis Court 7 0.06 17,827 8 1 TraiIAr-cess Point 13 0.10 9,599 15 2 Trailhead 2 0.02 62,395 2 0 Volleyball Court 2 0.02 62,395 2 0 Water Access Developed 3 0.02 41,597 3 0 Water Access General 2 0.02 62,395 2 0 Water Open 2 0.02 62,395 2 0 All components with ccrrent quantities less than 5 are omitted Pojected population growth vill not likely trigger additional need in 5 years Table 13:Meridian Capacities The table's usefulness depends on future residents' interests and behaviors and the assumption that they are the same today. It also assumes that today's capacities are in line with needs. The capacities table bases analysis on the number of assets without regard to distribution, quality, or functionality. Higher LOS is achieved only by adding assets, regardless of the location, condition, or quality of those assets. In theory, the LOS combines location, quantity, and quality. Based on projected population growth, Meridian needs to add components shown in red and include many of those components currently found in a typical neighborhood park. Other components may be part of a future Discovery Park expansion and serve the greater community. Meridian provides approximately 3.9 acres per 1000 people. The City should consider adding 69 acres of developed parks over the next five years based on projected population growth to maintain that service level. InventoryWhat We Have - Parks Facilities to N v N Q Meridian Parks 464 Current Rat�oof ParkAcFesper000 Populaton UJRRENT POPLILA TON 2021 124,79D Current Ratio-of Park Acres per 1000 Population 3.9 PROJECTED POPLLATION-2026 142,522 Total acres needed to maintain current ratio park acres withgrowth* 553 Acres io add vfdevelvped Parks" 69 'Does not lncklde andevetgped park acres at West McRden R?Vonal Park Prcperty(40 Table 14:Acres of Park Land per 1,000 Residents Comparing Meridian to national statistics published in the "2021 NRPA Agency Performance Review: Park and Recreation Agency Performance Benchmarks", Meridian does well in some categories but falls short in others. Based on the calculations,the City falls short in a few components but many of those may be provided by other providers as indicated in the table notes. Meridian meets or exceeds the median in diamond fields and adult soccer fields. 2021 NRPAAgency Performance Review:Park and Recreation Agency Performance Benchmarks Outdoor Park and Recreation Facilities Median Need to add Need to add Agencies Number of Meridian Meridian to Meet with Offeringthis Residentsper Residentsper Residents Per Park NA 3,104 4,992 21 Acres of Park Land per 1,000 Resrdents NA 8.9 3.9 530 627 Basketball courts 97.4% 9,477 41,597 3 12 14 Community gardens 48.3% 72,238 NA 0 2 2 Diamond fields:baseball-adult 51.3% 38,899 -1-6 -15 Diamond fields:baseball-youth 78.0% 12,914 6,S68 19 -9 -8 Diamond fields:softball fields-adult 65.5% 28,081 -1s -14 Diamond fields:softball fields—yorah 59.3% 26,073 -14 -14 Dog park 64.9% 76,610 6Z,395 2 0 ❑ Playgrounds 94.4% 4,804 6,M0 20 6 10 Rectangular fields:multi-purpose 66.4% 10,792 2 3 Rectangular fields;soccerfield-adult 43.6% 20,000 12,476 10 -4 -3 Rectangular fields;soccerfield—youth 49.9% 12,646 ❑ 1 Skate park 39.3% 109,799 124,790 1 0 ❑ Tennis courts loutdooronly) 1 91.4% 1 5,919 17,827 8 13 16 Camparfsan based onmediml for 10Q XO to 250,L170 poprdatmo?comparison Surplus Possible Deficit Table 15:Outdoor Park and Recreation Facilities—Median Population Served per Facility More on Utilizing GRASP® Perspectives GRASP® perspectives evaluate the LOS throughout an area. Their purpose is to reveal possible gaps in service. However, it is not necessarily beneficial for all community parts to score equally in the analyses. The desired LOS for a location should depend on the type of service,the site's characteristics, and other factors such as community need, population growth forecasts, and land use issues. For example, commercial, institutional, and industrial areas often have lower service levels than residential areas. GRASP® perspectives focus attention on gap areas for further scrutiny.Analyses can determine if current levels of service are appropriate if used in conjunction with other assessment tools such as needs assessment surveys and a public input process. 7. 0 WHERE WE GO FROM HERE RECOMMENDATIONS ACTION- PLAN A. RECOMMENDATIONS After analyzing the Findings that resulted from this master planning process, including the Key Issues Matrix, a summary of all research, the qualitative and quantitative data, the GRASP® LOS analyses, and input assembled for this study, a variety of recommendations have emerged to provide guidance in consideration of how to improve parks, recreation, and pathway opportunities in the City of Meridian. This section describes ways to enhance the LOS and the quality of life with improvement through organizational efficiencies, financial opportunities, improved programming and service delivery, maintenance and improvements to facilities and amenities. t � �- ,s s_ — 4W �` 98 City of Meridian, Idaho Where We Go From Recommendations Action Plan GOAL 1: CONTINUE TO IMPROVE ORGANIZATIONAL EFFICIENCIES Objective 1.1 — Maintain existing LOS goal The City of Meridian currently has a LOS planning goal that is 4 acres of developed park land per 1,000 persons. In 2022, the City is maintaining 3 acres per 1,000 population to keep up with the rapid growth of the City. Meridian should continue with the planning goal of 4 acres, while continuing to maintain the existing 3 acres. Additionally,the City also has a planning goal of 0.59 square feet of indoor recreation space per 1,000 population. The City should maintain the planning goal for indoor recreation space. Objective 1.2 — Enhance and improve internal and external communication regarding department activities and services. The Parks and Recreation Department currently has a Marketing Plan (Communication Plan)that guides the Department's efforts in communicating and promoting its activities, services, and facilities. As part of a larger effort, the City of Meridian has an active communication roundtable that the Department should actively participate with. In addition to the roundtable,the Department should take advantage of training opportunities for new communication methods and branding efforts. The marketing and communication of Parks and Recreation Department activities should be enhanced with a focused effort on adopting open lines of communication and meetings with partners and potential partners within the community. Objective 1.3 — Maintain existing quality standards for facilities and amenities. A top priority from the public response is to continue to maintain and make improvements to existing facilities. The Department should continue to improve and upgrade existing facilities and amenities as well as address low scoring components through the CFP Plan and the Life Cycle Replacement Program. The City-Wide Strategic Plan also identifies: • Completing a golf course Master Plan * completed in 2021-2022 • Creating a plan for Tier 2 and Tier 3 golf course improvements • Developing the Urban Forestry Management Plan with existing staff* completed in 2021-2022 • Taking the Urban Forestry Management Plan to the Planning Commission and City Council for feedback and acceptance * completed in 2021-2022 • Implementing the park identity and theming plan Objective 1.4 — Utilize technology to improve customer service and efficiencies The Department should continue to use a mixed method approach to communicating with the public about programs, services, and opportunities. Mobile marketing is a trend of the future.Young adults engage in mobile data applications at much higher rates than adults in age brackets 30 and older. Usage rates of mobile applications demonstrate that chronologically across four major age cohorts, Millennials tend to get information more frequently using mobile devices, such as smart phones. Parks and Recreation should explore adding navigation apps for parks and pathways. Teaming with the public app AIITrails would be a good starting point. The City-Wide Strategic Plan also identifies adding Wi-Fi in Phase 2 of the Discovery Park development. Objective 1.5 — Increase appropriate partnerships within the community. The City of Meridian Parks and Recreation Department currently partners with a number of agencies to provide programs and activities to the community. The Department should continue to explore additional opportunities, as well as build on their existing partnerships. The City-Wide Strategic Plan recommends establishing a timeline to transfer pool operations from WARD to the City. * Operations were transferred in the summer of 2022. UPDATEPARKS AND RECREATION I MASTER PLAN Section 7.0 GOAL 1: CONTINUE TO IMPROVE ORGANIZATIONAL EFFICIENCIES CONTINUED Objective 1.6 — Staff appropriately to meet demand and maintain established quality of service. As recommended in the Master Plan and based on the Staffing Plan for programs, services, new facilities, pathways, parks, and facility upgrades, it is important to maintain staffing levels to maintain current performance standards.The Department should explore opportunities to increase staffing levels as growth continues. This will require new positions both in parks and recreation. The City-Wide Strategic Plan also recommends promoting and growing the current volunteer program. • 41194111 41JDJ1,T1R?_0VE_F& Objective 2.1 — Maintain and improve existing facilities. The Department should continue to implement existing plans,the CFP, Life Cycle Replacement Programs, and the Master Plan. These plans should be reviewed annually and updated as needed. The City-Wide Strategic Plan also identifies: • Renovating the existing on-course restrooms for ADA compliance at Lakeview Golf Club • Replacing old equipment for improved golf course maintenance operations • Upgrading the golf course irrigation system Objective 2.2 — Expand pathways and connectivity. The Department should continue to update and implement the existing Pathways Master Plan as development continues. As new and existing pathways are designed and renovated,the Department should explore ways to the improve pathway inspections and approval process. To assist with the implementation and oversight of this process, the City should consider the addition of a Parks Operation Crew Chief. The City-Wide Strategic Plan also identifies: • Construction of the six identified pathway connections • Implementation of formal pathway standards based on size, route/loop, and incorporate testing and acceptance requirements prior to final approval • Partnering with the ULI for place-making and amenity design on the Five Mile Creek Pathway • Creating branding and wayfinding tools for priority pathway segments Objective 2.3 — Add indoor recreation space. Based on feedback from focus group participants and the survey results,there is a need for additional indoor recreation space.The Department should continue to explore opportunities to add additional indoor recreation space either through partnerships, purchase of an existing facility, or construction of a new community center.Another option would be to explore opportunities to add community centers to newly planned elementary and middle schools or future regional parks. The City-Wide Strategic Plan recommended conducting a needs assessment and conceptual planning for a new community center. As part of this planning process, a feasibility study was conducted, and conceptual designs were developed. The feasibility study and conceptual designs were presented to City Council and the final report provided as a staff document. Where We Go • - Recommendations Action Objective 2.4 — Develop new amenities at existing parks based on LOS analysis. Demand for usage of Meridian parks and athletic facilities continue to grow, and the Department should look for opportunities to add new amenities to enhance the experience for users.As Meridian continues to grow, the Department should look for opportunities to add parks and pathways in those new growth areas. Also, based on the GRASP® analysis,the Department should look for opportunities to add new components at existing parks where the LOS is below threshold. The City-Wide Strategic Plan also recommends: • Design of Phase 2 for Discovery Park and bid for development * completed in 2021-2022 • Construct Phase 2 of Discovery Park using CMGC and design build methods • Construct a teen activity area at Discovery Park in Phase 2 Objective 2.5 — Acquire new land for parks. Based on population growth and a LOS goal of reaching 4 acres of developed park land per 1,000 population,the Department needs to continue to find and purchase additional land for future park development. When considering new parks, priority should be given to areas where LOS is below threshold. Objective 2.6 — Improve parking at parks. Parking was an issue that was identified at most of the focus groups and in the survey. The Department should continue to monitor parking during peak usage times and explore the need to improve and manage parking at parks with popular amenities, activities, and events. Another consideration would be to explore alternative transportation options to reduce parking demand for large scale events. Objective 2.7 — Continue to monitor ADA needs in the community. Parks and Recreation currently has an ADA Accessibility Transition Plan which identifies needed changes during the self-evaluation process. The Department should continue to monitor new facilities and upgrades for compliance. Objective 2.8 — Upgrade comfort, convenience, and customer service amenities to existing facilities. As the Department is making upgrades to and improving existing facilities, it should explore opportunities to add shade, storage, security lighting, and other amenities at existing facilities. Where appropriate, look for opportunities to add public art to new and existing facilities. The City-Wide Strategic Plan also recommends: • Working with the Meridian Arts Commission to finalize a plan for future public art projects • Completing the addition of the Meridian Speedway to the Historic Register • Investigating new locations to add to the Historic Register Objective 2.9 — Create park identity in existing and new parks. As citizen interest grows, and demand for new and different amenities at parks are identified,the Department should explore opportunities to add unique features, such as destination playgrounds, public art, signage, unique shelters, natural play areas, and/or climbing elements at new and existing parks. The newly adopted City-Wide Strategic Plan also has a goal to foster development of Phase 2 of Discovery Parks that uniquely blends arts, entertainment, adventure sports, and culture. Objective 2.10 — Address current and future needs for athletic fields. As demand warrants, explore opportunities to add rectangle and diamond fields as usage increases. To help increase field time, add sports field lighting to new facilities and improvements to lighting at existing facilities where appropriate. Section 7.0 •AL 2: MAINTAIN AND IMPROVE FACILITIES AND AMENITIES CONTINUED Objective 2.11 — Consider programming needs when adding new components to existing parks or when developing new parks. As the Department continues to develop new parks and renovate existing parks, continue to evaluate the programming needs of the community when developing new parks or when adding new components to existing parks. Objective 2.12 — Maintain component-based inventory and LOS standards. The Department should review the component-based inventory from the 2022 Master Plan Update when planning new parks and installing new amenities. The inventory and GIS database should be updated for tracking of new components. Objective 2.13 — Continue to maintain life cycle replacement plan. The Department should continue to monitor and update its life cycle replacement plan annually. •AL 3: CONTINUE TO IMPROVE PROGRAMS Objective 3.1 — Continue to address recreational programming and activity needs of the community. The Department should continue to look for opportunities to expand indoor recreational programs and activities. The community would like to see additional programs for tweens,teens, people with special needs, and seniors. As new programs are developed, continue to monitor recreational trends to stay current with programming and demand. As popularity in program offerings and activities increases, continue to look for opportunities to expand programs around working hours and commuting citizens schedules. Continue to explore opportunities to produce, attract, promote, and maintain events in the City. Exploring opportunities to offer new programs in outdoor adventure recreation to teens and active adults. Continue to monitor participation and demand for family-centered recreational programs and adjust to meet the needs of the community. The City-Wide Strategic Plan also recommends: • Expanding class and program offerings at the new community center • Expanding summer camps to 3-4 sites to help meet community demand • Attracting a national, qualifying sports tournament • Expanding traditional and non-traditional sports leagues and tournaments • Adapting and expanding community events to meet community needs • Adding a City event to enrich Dairy Days • Providing the Parks Division resources to support Dairy Days Where We • • - Recommendations Action GOAL 4: INCREASE FINANCIAL OPPORTUNITIES Objective 4.1 — Increase special event and activities sponsorships. The Department should continue to secure sponsorships for existing and future events. Objective 4.2 — Evaluate developer impact fee ordinance. The Department should continue to monitor impact fees from new developments as growth continues. The ordinance should be reviewed every 3-5 years to keep current with the LOS. Additionally,the Department should review its impact fee revenue annually to align with CFP requests and existing LOS. Objective 4.3 — Pursue grant and philanthropic opportunities. The Department currently takes advantage of grant opportunities available for programming, services, and facility improvements. The Department should continue to pursue any and all grant opportunities at the federal, state, regional, and local levels. Working with the City's CDBG Grant Administrator, explore opportunities to use CDBG funds for parks, pathways, and/or recreation facilities. Objective 4.4 —Implement a Cost Recovery and Pricing Policy. The Department currently has a practice of cost recovery, but it varies based on the different service areas. The Department should implement the recommendations from the Cost Recovery and Pricing Policy study completed during this master planning process. The Department should continue to support the current Care Enough to Share Scholarship Program through increased marketing and awareness of the program to attract more families. Explore feasibility of additional revenue sources for parks and recreation as identified in the "Present and Projected Fiscal Resources" section of the Master Plan. } �I I t f� � '1 - RECREATIONPARKS AND Section 7.0 B. GOALS, OBJECTIVES, AND ACTIONS: The following Goals, Objectives, and Action Items for the recommendations are drawn from the public input, inventory, LOS analysis, community survey,findings feedback, and all the information gathered during the master planning process with a primary focus on maintaining, sustaining, and improving City of Meridian parks, recreation, and pathways. All cost estimates are in 2022 figures where applicable. Most costs are dependent on the extent of the enhancements and improvements determined. Timeframe to complete is designated as: • Short term (up to 3 years) • Mid-term (4-6 years) Long term (7-10 years) GOAL 1: CONTINUE TO IMPROVE ORGANIZATIONAL EFFICIENCIES Objective 11.11: Maintain existing LOS goal Actions Timeframe to Complete 1.1.a Continue the planning goal of 4 acres of park land per 1,000 population and On-going existing component levels in parks; immediate goal is to maintain the 3 acres per 1,000 population that Meridian historically maintains. 1.1.b Continue the planning goal of 0.59 square feet of indoor recreation space per On-going 1,000 population. Objective 1.2: Enhance and improve internal and external communication regarding department activities and services Timeframe to Actions Complete 1.2.a Participate in communication roundtables and meet regularly to discuss Short Term communication and promotional activities and options. 1.2.b On-going Provide training on new communication methods and branding efforts. 1.2.c Promote MPR active recreation classes through the Meridian Moves Program, as Short Term noted in the City-Wide Strategic Plan. � CITY OF MERIDIAN, . • Where We • • - Recommendations Action Objective 1.3: Maintain existing quality standards for facilities and amenities Timeframe to Actions Complete 1.3.a Continue to improve and upgrade existing facilities and amenities through the On-going CFP and the Life Cycle Replacement programs. 1.3.b Short Term Complete the golf course Master Plan, as noted in the City-Wide Strategic Plan. 1.3.c Create a plan for Tier 2 and Tier 3 golf course improvements into the CFP, as Short to Mid Term noted in the City-Wide Strategic Plan. 1.3.d Develop the Urban Forestry Management Plan with existing staff, as noted in Short Term the City-Wide Strategic Plan. 1.3.e Take the Urban Forestry Management Plan to the MPR Commission and City Short Term Council for feedback and acceptance, as noted in the City-Wide Strategic Plan. 1.3.f Implement the park identity and theming plan, as noted in the City-Wide Short Term Strategic Plan. Objective 1.4: Utilize technology to improve customer service and efficiencies Actions Timeframe to Complete 1.4.a Continue to employ a mixed method approach to communicating with the public Short Term about programs, services, and opportunities. 1.4.b Add a pathway app for wayfinding and customer service, also team with AIITrails Short Term as a starting point. 1.4.c Short Term Add Wi-Fi in Discovery Park, Phase 2, as noted in the City-Wide Strategic Plan. Section 7.0 Objective 1.5: Increase potential partnerships within the community Timeframe to Actions Complete 1.5.a On-going Build on existing partnerships. 1.5.b Continue to explore additional partnerships and build on alternative providers to On-going increase LOS. 1.5.c Partner with WARD to establish a timeline to transfer pool operations, as noted Short Term in the City-Wide Strategic Plan. Objective Staff appropriately to meet demand and maintain established quality of service Timeframe to Actions 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 On-going programs are acquired, developed, and implemented. 1.6.b Promote and grow the volunteer program, as noted in the City-Wide Strategic On-going Plan. GOAL 2: MAINTAIN AND IMPROVE FACILITIES AND AMENITIES Objective 2.1 - Maintain and improve existing facilities _--monswr�W Timeframe to Actions Complete 2.1.a Continue to implement existing plans, CFP, Master Plan, and Life Cycle On-going Replacement programs. 2.1.b Review existing plans, CFP, Master Plan, and Life Cycle Replacement programs On-going and update as needed. 2.1.c Short to Mid Renovate the existing on-course restroom for ADA compliance (at Lakeview Golf Term Club), as noted in the City-Wide Strategic Plan. 2.1.d Short to Mid Replace old equipment for improved golf course maintenance operations, as Term noted in the City-Wide Strategic Plan. 2.1.e Short to Mid Upgrade the golf course irrigation system, as noted in the City-Wide Strategic Term Plan. Where We • • - Recommendations Action Objective 2.2: Expand pathways and connectivity Timeframe to Actions Complete 2.2.a Continue to update existing Pathways Master Plan; review annually and make On-going updates as needed. 2.2.b Explore ways to improve the pathway inspection and approval process. Consider On-going adding a Parks Operations Crew Chief position to oversee. 2.2.c Construct the six identified pathway connections, as noted in the City-Wide Short Term Strategic Plan. Objective 2.2 (continued): Expand pathways and connectivity 2.2.d Implement formal pathway standards based on size, route/loop, and incorporate On-going testing and acceptance requirements prior to final approval, as noted in the City- Wide Strategic Plan. 2.2.e Partner with the ULI for place-making and amenity design on the Five Mile Creek Short Term Pathway, as noted in the City-Wide Strategic Plan. 2.2.f Create branding and wayfinding tools for priority pathway segments, as noted in On-going the City-Wide Strategic Plan. Objective 2.3: Add indoor recreation space Actions Timeframe to Complete 2.3.a Continue to explore opportunities to add additional indoor recreation space Short Term either through partnerships, purchase of an existing facility, or construction of a new Community Center. 2.3.b Conduct a needs assessment and concept planning for a new community center, Short Term as noted in the City-Wide Strategic Plan. 2.3.c Mid-Term Explore opportunities to add additional community centers to newly planned Long Term elementary and middle schools or future regional parks. Section 7.0 Objective 2.4: Develop new amenities at new and existing parks based on LOS analysis Timeframe to Actions Complete 2.4.a Short Term Look for opportunities to add parks and pathways in new growth areas. Mid-Term Long Term 2.4.b Short Term Look for opportunities to add new components at existing parks where LOS is Mid-Term below threshold. Long Term 2.4.c Short Term Design and bid Discovery Park, Phase 2, as noted in the City-Wide Strategic Plan. 2.4.d Construct Phase 2 (Discovery Park) using CMGC and design build methods, as Short Term noted in the City-Wide Strategic Plan. 2.4.e Construct a teen activity area in Discovery Park, Phase 2, as noted in the City- Short Term Wide Strategic Plan. Objective 2.5: Acquire new land for parks Actions Timeframe to Complete 2.5.a Mid to Long Continue to find and purchase additional land for future park development. Term 2.5.b Mid to Long When considering new parks, look where LOS is below threshold. Term Objective 2.6: Evaluate parking at parks, events, and scheduled activities Timeframe to Actions Complete 2.6.a Short to Mid Explore opportunities to improve and manage parking at parks with popular Term amenities, activities, and events. 2.6.b Short to Mid Consider alternative transportation options to reduce parking demand for large Term scale events, especially with large TUP events in parks. Objective 2.7: Continue to monitor ADA needs of the community Timeframe to Actions Complete 2.7.a Short Term Continue to monitor new facilities and upgrades for ADA compliance. Mid-Term Long Term Where We • • - Recommendations Action Objective 2.8: Upgrade comfort, convenience, and customer service amenities to existing facilities Timeframe to Actions Complete 2.8.a Short Term Explore opportunities to add shade, storage, security lighting, etc. appropriately Mid-Term at existing facilities. Long Term 2.8.b Short Term Explore opportunities to add public art appropriately at existing facilities. Mid-Term Long Term 2.8.c Short Term Work with the Meridian Arts Commission to finalize a plan for future public art Mid-Term projects, as noted in the City-Wide Strategic Plan. Long Term 2.8.d Short Term to Complete the addition of Meridian Speedway to the Historic Register, as noted in Mid-term the City-Wide Strategic Plan. 2.8.e Investigate new locations to add to the Historic Register, as noted in the City- On-going Wide Strategic Plan. Objective 2.9: Create park identity in existing and new parks Timeframe to Actions Complete 2.9.a Explore opportunities to add unique features, such as signage, destination Short to Mid playgrounds, public art, unique shelters,theming, entertainment, and cultural Term features, natural play areas and/or climbing elements. 2.9.b Short to Mid Foster development of Phase 2 of Discovery Park that uniquely blend arts, Term entertainment, adventure sports, and culture. Objective 2.10: Address current and future needs for athletic fields Timeframe to Actions Complete 2.10.a Explore opportunities to add both rectangle and diamond athletic fields as use Short to Mid and demands warrant. Term 2.10.b Short to Mid Where appropriate, add or improve sports field lighting to new and existing Term facilities. Section 7.0 Objective 2.11: Consider programming needs when adding new components to existing parks or when developing new parks Timeframe to Actions Complete 2.11.a Short to Mid Continue to evaluate the programming needs of the community when developing Term new parks or when adding new components to existing parks. Objective 2.12: Maintain component-based inventory and LOS standards Timeframe to Actions Complete 2.12.a Short to Mid Review the updated component-based inventory and LOS standard when Term planning new parks and amenities. 2.12.b Short to Mid As new parks and components are built, update GIS database for tracking. Term Objective 2.13: Continue to maintain life cycle replacement plan Timeframe to Actions Complete 2.13.a Continue to maintain the life cycle replacement plan and update annually. On-going GOAL 3: CONTINUE TO IMPROVE PROGRAMS AND SERVICE DELIVERY Objective 3.1: Continue to address recreational programming and activity needs of the community W"--Timeframe to ons Complete 3.1.b Expand class and program offerings at the new community center, as noted in the On-going City-Wide Strategic Plan. 3.1.c Expand summer camps to 3-4 sites to help meet community demand, as noted in On-going the City-Wide Strategic Plan. 3.1.d Continue to monitor recreational trends to stay current with programming and On-going demand. Where We • • - Recommendations Action Timeframe to Actions Complete 3.1.e Continue to look for opportunities to expand programs around working hours and On-going commuting citizens. 3.1.f On-going Explore opportunities to produce, attract, promote, and maintain events. 3.1.9 Attract a national, qualifying sports tournament to Meridian, as noted in the City- On-going Wide Strategic Plan. 3.1.h Expand both traditional and non-traditional sports leagues and tournaments, as On-going noted in the City-Wide Strategic Plan. 3.1.i Adapt and expand community events to meet community needs, as noted in the On-going City-Wide Strategic Plan. 3.1.j On-going Add a City Event to enrich Dairy Days, as noted in the City-Wide Strategic Plan. 3.1.k Provide Parks resources to support Dairy Days, as noted in the City-Wide Strategic On-going Plan. 3.1.1 Explore opportunities to offer new programs in outdoor adventure recreation to On-going teens and active adults. 3.1.m Continue to monitor participation and demand for family-centered recreational On-going programs and adjust to meet the needs of the community. GOAL 4: INCREASE FINANCIAL OPPORTUNITIES Objective 4.1 Increase special event and activities sponsorships Actions Timeframe to Complete 4.1.a Short Term Continue to secure sponsorships for events and activities. Mid-Term Long Term Objective OrdinanceEvaluate Impact Fee Timeframe to Actions Complete 4.2.a Continue to monitor impact fees from new developments. On-going 4.2.b On-going Review Impact Fee Ordinance every 3-5 years and adjust as needed. RECREATIONPARKS AND Section 7.0 Objective 4.3: Pursue grant and philanthropic opportunities Timeframe to Actions Complete 4.3.a Short Term Continue to seek philanthropic donations and grant opportunities. 4.3.b Work with the City's CDBG Grant Administrator to seek opportunities to use On-going CDBG funds for parks, pathways, and/or recreation facilities. Objective 4.4: Implement a Cost Recovery and Pricing Policy Actions Timeframe to Complete 4.4.a Implement the recommendations from the Cost Recovery and Pricing Policy study On-going completed during the master planning update process. 4.4.b Continue to support current Care Enough to Share (Scholarship Program)through On-going increased marketing and awareness of the program to attract more families. 4.4.c Explore feasibility of additional revenue sources for parks and recreation as Short Term identified in the "Present and Projected Fiscal Resources" section of the Master Plan. C. IMPLEMENTATION GUIDELINES/STRATEGIES The following is a listing of suggestions for successful implementation of the Parks and Recreation Master Plan. These elements represent the commitment and discipline required to integrate the process into daily operations, now and in the future. • The Parks and Recreation Master Plan becomes the guidepost for the Department.When decisions or responses to the community are needed, the plan becomes the reference point for decision making and whether or not new issues or responses to the community are of higher importance than what has been established as existing direction. • The Parks and Recreation Master Plan information should be included as part of the new employee orientation program. • Post the Executive Summary of the plan on the website and track results on the site.This will assist in providing the community with information about the Department's strategic direction and its commitment to results. It may also be helpful to print a color brochure of the Executive Summary to distribute to interested partners and community members to provide a quick snapshot of the plan. • A staff member or team should have responsibility of being the project manager or "champion" of the plan's implementation to help ensure success. This champion is responsible for monitoring the plan's progress and works with other staff, City management, and other departments to effectively integrate the plan within operations. • A staff member or team should be assigned accountability for each recommendation. The project lead will Where We Go From Recommendations Action Plan 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. Imptementation Guidetines: Strategies for Success . r Plan becomes the Establish a staff member Each member reports on At end of year,perform Conduct staff meetings If new ideas arise guidepost for the or team to serve as his/her action item in a annual review of the plan on a quarterly or semi- throughout the year, quarterly report. department. project champions. and document changes to annual basis to review include them on a objectives and action progress. written"parking IoY' Implement knowledge of Assign member or team items and note priority and review to see if they pan for new employee recommendations and changes. add or replace to orientation program hold accountable. existing initiatives. 000000000000 Post Executive Summary Divide the plan into Develop a spreadsheet Update major Post a chart of each At the 5-year mark of of the plan on the separate fiscal years or use strategic planning stakeholders on plan's year's recommendations the plan,complete a Agency's website. and report 1 year at a software listing goals, implementation on an on office walls in shortened update time as ongoing work objectives,action items, annual basis. administrative areas including a repeat of the Print a color brochure of plan start dates,completion with check-off column statistically valid survey the Executive Summary dates,and staff and demographic Develop strategies for member's name. projections. each action item Adjust recommendations as necessary. RECREATIONPARKS AND iri APPENDIX A - GRASPS GLOSSARY AIRIDIAN MtKIDIAN HISTORIC • • HISTORIC • ► OWNTOWN -.T DOWNTOWN ESTABLISHED 1 893 ESTABLISHED 1 893 E PINE AVE r y Y BOYS AND i 1 GIRLS CLUB L 1 ± ♦� C .!1l�� i t + + 114 City of Meridian, Idaho 1 • Q Gtossary Buffer: see catchment area Catchment area: a circular map overlay that radiates outward in all directions from a component and represents a reasonable travel distance from the edge of the circle to the asset. Used to indicate access to an asset in a LOS assessment Component: an amenity such as a playground, picnic shelter, basketball court, or athletic field that allows people to exercise, socialize, and maintain a healthy physical, mental, and social wellbeing Geo-Referenced Amenities Standards Process® (GRASP®): a proprietary composite- values methodology that takes quality and functionality of assets and amenities into account in a LOS assessment GRASP® Level of service (LOS): the extent to which a recreation system provides community access to recreational assets and amenities GRASP®-IT audit tool: an instrument developed for assessing the quality and other characteristics of parks, trails, and other public lands and facilities. The tested, reliable, and valid tool has been used nationwide in more than 125 park systems inventories. Low-score component: a component given a GRASP®score of"1" or"0" as it fails to meet expectations Lower-service area: an area of a District that has some GRASP® LOS but falls below the minimum standard threshold for the overall LOS Modifier: a basic site amenity that supports users during a visit to a park or recreation site, to include elements such as restrooms, shade, parking, drinking fountains, seating, BBQ grills, security lighting, and bicycle racks, among others No-service area: an area of a District with no GRASP® LOS Perspective: A perspective is a map or data quantification, such as a table or chart, produced using the GRASP® methodology that helps illustrate how recreational assets serve a community Radius: see catchment area Recreational Connectivity: the extent to which community recreational resources are transitionally linked allows for easy and enjoyable travel between them. Recreational Trail: A recreation trail can be a soft or hard-surfaced off-street path that promotes active or passive movement through parklands or natural areas. Recreational trails are typically planned and managed by parks and recreation professionals or departments. Service area: all or part of a catchment area ascribed a particular GRASP® score that reflects the LOS provided by a specific recreational asset, a set of assets, or an entire recreation system Appendix Threshold: a minimum LOS standard typically determined based on community expectations Trail: any off-street or on-street connection dedicated to pedestrian, bicycle, or other non- motorized users Trail network: A trail network is a functional and connected part of a trail system. Different networks are separated from other trail networks by missing trail connections or barriers such as roadways, rivers, or railroad tracks. Trail system: all trails in a community that serve pedestrian, bicycle, and alternative transportation users for purposes of both recreation and transportation Transportation trail: A transportation trail is a hard-surface trail, such as a district sidewalk, intended for traveling from one place to another in a community or region. These trails typically run outside of parklands and are managed by Public Works or another district utility department. GRASP® Components and Definitions GRASP@ Outdoor Component List GRASP® Outdoor Definition Component Type Adventure An area designated for activities such as ropes courses, zip-lines, Course challenge courses. The type specified in the comments. Amusement Carousel, train, go-carts, bumper cars, or other ride-upon features. Ride The ride has an operator and controlled access. Aquatics, An aquatic complex has at least one immersion pool and other Complex features intended for aquatic recreation. Aquatics, Lap Pool A swimming pool intended for swimming laps. Aquatics, A swimming pool intended for leisure water activities. May include Leisure Pool zero-depth entry, slides, and spray features. GRASP@ Gtossary GRASP@ Outdoor Component List GRASP® Outdoor Definition Component Type Aquatics, Spray A water play feature without immersion intended for interaction with Pad moving water. Aquatics, A therapy pool is a temperature-controlled pool intended for Therapy Pool rehabilitation and therapy. Basketball Court A dedicated full-sized outdoor court with two goals. Basketball, A basketball goal for half-court play or practice, including goals in Practice spaces associated with other uses like parking lots. A batting cage is a stand-alone facility with pitching machines and Batting Cage restricted entry. Bike Complex A bike complex accommodates various bike skills activities with multiple features or skill areas. A designated area for non-motorized bicycle use, constructed of Bike Course concrete, wood, or compacted earth. May include a pump track, velodrome, skills course. Defined campsites may include a variety of facilities such as Camping,Defined restrooms, picnic tables, water supply. Use the official agency count for quantity if available. Indicates allowance for users to stay overnight in the outdoors in Camping, undefined sites. Undefined camping receives a quantity of one for Undefined each park or location. Use this component when the number of campsites is not available or for dispersed camping. Climbing, A designated natural or human-made facility provided or managed by Designated an agency for recreation climbing but is not limited to play. Climbing, Indicates allowance for users to participate in a climbing activity. Use a General quantity of one for each park or other location. Appendix GRASP@ Outdoor Component List GRASP® Outdoor Definition Component Type Concession A facility used for the selling, rental, or other provision of food, drinks, goods, and services to the public. Diamond Field Softball and baseball fields, suitable for organized diamond sports games. Not specific to size or age-appropriateness. Diamond Field, Many ballfields at a single location are suitable for tournaments. Complex Diamond Field, An open or grassy area is used to practice diamond. It doesn't lend itself to organized diamond sports games and from open turf by the Practice presence of a backstop. Disc Golf A designated area for disc golf. Quantities: 18 hole course = 1; 9 hole course =.5 Dog Park An area explicitly designated as an off-leash area for dogs and their guardians. Signs, structures, or features that provide an educational, cultural, or Educational historical experience. They are distinguished from public art by the Experience presence of interpretive signs or other information. Assign a quantity of one for each contiguous site. Equestrian An area designated for equestrian use and typically applied to facilities Facility other than trails. Event Space A designated area or facility for an outdoor class, performance, or special event, including an amphitheater, bandshell, stage. Fitness Course Features intended for personal fitness activities. A course receives a quantity of one for each complete grouping of fitness equipment. Game Court Outdoor court designed for a game other than tennis, basketball, and volleyball distinguished from a multi-use pad, including bocce, GRASP@ Gtossary Outdoor Component GRASP® Outdoor Definition Component Type shuffleboard, and lawn bowling. The type specified in the comments. Quantity counted per court. Garden, A garden area that provides community members a place to have a Community personal vegetable or flower garden. An area designed and maintained to provide a focal point or Garden, Display destination, including a rose garden, fern garden, native plant garden, wildlife/habitat garden, and an arboretum. Golf A course designed and intended for the sport of golf counted per 18 holes. Quantities: 18-hole course = 1; 9-hole course =.5 Golf, Miniature A course designed and intended as a multi-hole golf putting game. Golf, Practice An area designated for golf practice or lessons, including driving ranges and putting greens. Horseshoe Court A designated area for the game of horseshoes, including permanent pits of regulation length. Quantity counted per court. Horseshoes Several regulation horseshoe courts in a single location. They are Complex suitable for tournaments. Ice Hockey Regulation size outdoor rink explicitly built for ice hockey games and practice. General ice skating included in "Winter Sport." Inline Hockey Regulation size outdoor rink built specifically for in-line hockey games and practice. Opportunity to complete a circuit on foot or by non-motorized travel Loop Walk mode. Suitable for use as an exercise circuit or leisure walking. Quantity of one for each park or other location unless more than one particular course is present. UPDATEPARKS AND RECREATION I MASTER PLAN Appendix GRASP@ Outdoor Component List GRASP® Outdoor Definition Component Type A painted area with games such as hopscotch, 4 square, tetherball Multi-Use Pad found in schoolyards. As distinguished from "Games Court," which is typically single-use. Describes an area in a park that contains plants and landforms that Natural Area are remnants of or replicate undisturbed native regions of the local ecology. It can include grasslands, woodlands, and wetlands. A grassy area that is not suitable for programmed field sports due to Open Turf size, slope, location, or physical obstructions. It may be used for games of catch, tag, or other informal play and uses that require an open grassy area. Other An active or passive component that does not fall under another definition. Specified in comments. A place designed to create a pause or particular focus within a park Passive Node includes seating areas, plazas, overlooks, and not intended for programmed use. Pickleball Court A designated court designed primarily for pickleball play. A designated area with a grouping of picnic tables suitable for Picnic Ground organized picnic activities. Account for individual picnic tables as Comfort and Convenience modifiers. A destination playground attracts families from the entire community. Playground,Destination Typically has restrooms and parking on-site. May include special features like a climbing wall, spray feature, or adventure play. Playground, A local playground serves the needs of the surrounding neighborhood. Local Includes developed playgrounds and designated nature play areas. These parks generally do not have restrooms or on-site parking. GRASP@ Gtossary Outdoor Component GRASP® Outdoor Definition Component Type Public Art Any art installation on public property. Art receives a quantity of one for each contiguous site. Rectangular Several rectangular fields in a single location. A complex is suitable for Field Complex tournament use. Describes a specific field large enough to host one adult rectangular Rectangular field sports game such as soccer, football, lacrosse, rugby, and field hockey. The approximate field size is 180' x 300' (60 x 100 yards). The Field, Large field may have goals and lines specific to an individual sport that may change with the permitted use. Describes an area large enough to host one adult rectangular field sports game and a minimum of one other event/game, but with an undetermined number of actual fields. This category describes a large Rectangular open grassy area arranged in configurations for any number of Field, Multiple rectangular field sports. Sports may include but are not limited to: soccer, football, lacrosse, rugby, and field hockey. The field may have goals and lines specific to an individual sport that may change with the permitted use. Describes a specific field too small to host a regulation adult rectangular field sports game but accommodates at least one youth Rectangular field sports game. Sports may include but are not limited to: soccer, Field, Small football, lacrosse, rugby, and field hockey. A field may have goals and lines specific to a particular sport that may change with a permitted use. A shade shelter or pavilion large enough to accommodate a group Shelter, Large picnic or other event for a minimum of 13 seated. Address lack of seating in scoring. A shade shelter, large enough to accommodate a family picnic or other Shelter, Small event for approximately 4-12 persons with seating for a minimum of 4. Appendix GRASP@ Outdoor Component List GRASP® Outdoor Definition Component Type Covered benches for seating up to 4 people are included in comfort and convenience scoring and should not be included here. A small or single feature primarily for wheel sports such as Skate Feature skateboarding, in-line skating. The component may or may not allow freestyle biking. Categorize dedicated bike facilities as Bike Course. An area set aside primarily for wheel sports such as skateboarding and in-line skating. The park may allow freestyle biking. It may be Skate Park specific to one user group or allow for several user types and accommodate various abilities. Typically has a variety of concrete or modular features. Target Range A designated area for practice or competitive target activities. The type specified, such as archery or firearms, in comments. Tennis Complex Multiple regulation courts in a single location with amenities suitable for tournament use. A court that is suitable for recreation or competitive play. Quick-start or Tennis Court other non-standard types specified in comments. Tennis, Practice A wall intended for practicing tennis. Wall Track, Athletic A multi-lane, regulation-sized running track appropriate for track and field events. A trail, paved or unpaved, is separated from the road and provides recreational opportunities or connections to walkers, bikers, Trail, Multi-Use rollerbladers, and equestrian users. Paths that make a circuit within a single site are Loop Walks. GRASP@ Gliossary Outdoor Component GRASP® Outdoor Definition Component Type An unpaved path is located within a park or natural area that provides Trail, Primitive recreational opportunities or connections to users. Minimal surface improvements that may or may not meet accessibility standards. Trail, Water A river, stream, canal, or other waterway trails for floating, paddling, or other watercraft. A designated staging area at a trail access point may include Trailhead restrooms, an information kiosk, parking, drinking water, trash receptacles, and seating. Volleyball Court One full-sized court. It may be a hard or soft surface, including grass and sand. May have permanent or portable posts and nets. Wall Ball Court Walled courts are associated with sports such as handball and racquetball—the type specified in the comments. Water Access, A developed water access point includes docks, piers, kayak courses, Developed boat ramps, fishing facilities. It is specified in comments, including the quantity for each unique type. Measures a user's general ability to access the edge of open water. Water Access,General May include undeveloped shoreline. Typically receives a quantity of one for each contiguous site. This passive water-based amenity provides a visual focal point that Water Feature includes fountains and waterfalls. Water, Open A body of water such as a pond, stream, river, wetland with open water, lake, or reservoir. An area designated for a winter sport or activity. For example, a Winter Sport downhill ski area, nordic ski area, sledding hill, tobacco run, and recreational ice. The type specified in the comments. Appendix Inventory Methods and Process The planning team's detailed GIS (Geographic Information System) inventory first prepared a preliminary list of existing components using aerial photography and GIS data. Components identified in aerial photos were located and labeled. Next, the team conducted field visits to confirm or revise preliminary component data, make notes regarding sites or assets, and understand the system. The inventory for this study focused primarily on components at public parks. Each element's evaluation ensures it serves its intended function, noting any parts needing refurbishment, replacement, or removal. The inventory also included recording site comfort and convenience amenities such as shade, drinking fountains, restrooms, and modifiers. Collection of the following information during site visits: Component type and geo-location Component functionality Based on the condition, size, site capacity, and overall quality, assessment scoring. The inventory team used the following three-tier rating system to evaluate these: • 1 = Below Expectations • 2 = Meets Expectations • 3 = Exceeds Expectations ■ Site modifiers ■ Site design and ambiance ■ Site photos ■ General comments 1 • Q Gtossary Asset Scoring All components were scored based on condition, size, site capacity, and overall quality, reflecting the user's expectations of recreational features. Beyond the quality and functionality of components, however, GRASP® LOS analysis considers other essential aspects of a park or recreation site. Not all parks are created equal, and their surroundings may determine the quality of a user's experience. For example, the GRASP® system acknowledges the essential differences between identical playground structures as displayed in the following example photos: In addition to scoring components, GRASP&IT assesses each park site or indoor facility for comfort, convenience, and ambient qualities. These qualities include the availability of restrooms, drinking water, shade, scenery. These modifier values then enhance or amplify component scores at any given location. This inventory atlas consists of the GIS data displayed by location on an aerial photograph. Compiled GIS information collected during the site visit, including all GIS data and staff input. An accompanying data sheet for each site lists modifier and component scores and observations and comments. Analyzing the existing parks, open space, trails, and recreation systems determines how they serve the public. Level of Service (LOS) defines the capacity of various components and facilities to meet the public's needs regarding the size or quantity of a given facility. Appendix Park Classifications The Nature of Classification Systems Most park and recreation agencies organize lands and facilities into various classes, types, categories, or other schemes as a planning and management tool. Park classification systems are commonly utilized by park and recreation agencies. However, once established, classification schemes are rarely modified. Over time, they may lose effectiveness as a tool due to changing agency or community values. Purposes for classifying lands and facilities into different categories include: • Determination of policies and strategies for management and operation of lands and facilities. • Definition of categories of need for land and facilities and identifying potential acquisitions to meet those needs. • Establish policies and strategies for land acquisition, including exactions, easements, leases, and other processes, in addition to fee-simple purchase. • Establish benchmarks and goals for providing services and measure the efforts towards meeting these. In 1995, the National Park and Recreation Association published the following classification table. It represented the most current thinking on classification and standards for parklands and facilities. NRPA Parks and Open Space Classifications(1995) Parks,Open Space,and Pathways Classification Table Parks and Open Space Classifications Classification General Description Location Size Criteria Mini-Park Used to address limited.isolated or unique Less 1M mile distance in Between 2500 sq,ft and one recreational needs residential setting acre in size Neighborhood park remains the basic unit of the park Up to to 1/2 mile distance and 5 acres is considered Neighborhood system and serves as the recreational and social uninterrupted by non-residentialminimum size.5 to 10 acres is Park focus of the neighborhood,Focus is on informal activity and passive recreation roads and other physical barriers optimal Depending on circumstances,combining parks with School-Park school sites can fulfill the space requirements for Determined by location of school Variable depends on function other classes of parks,such as neighborhood, district property community,sorts complex,and special use Serves broader purpose than neighborhood park. Determined by the quality and As needed to accommodate Community Focus is on meeting community-based recreation suitability of the site,Usually desired uses. Usually Park needs,as well as preserving unique landscapes and serves two or more neighborhoods between 30 and 50 acres o ens ces within a 3-mile distance Large Urban parks serve a broader purpose than community parks and are used when community and Determined by the quality and As needed to accommodate Large Urban neighborhood parks are not adequate to serve the desired uses_Usually a Park needs of the community.Focus is on meeting suitability of the site.Usually minimum of 50 acres with 75 community-based recreational needs as well as serves the entire community or more acres being optimal preserving unique landscapes and open s aces Natural Lands set aside for preservation of significant natural Resource availability and Resource resources,remnant landscapes,open space and Opportunity Variable Areas visual aesthetics or buffering Greenways Effectively tie the park system components together to Resource availability and Variable form a continuous park environment Opportunity Consolidates heavily programmed athletic fields and Determined by projected Sports associated facilities to larger and fewer sites Strategically located Community- demand usually a minimum of Complex strategically located throughout the community wide facilities 25 acres with 40 to 80 acres being optimal Special Use Covers a broad range of parks and recreation facilities Variable—dependent on specific Variable Park oriented toward single-purpose use use Private Parks and recreational facilities that are privately Variable—dependent on specific Park/Recreation owned yet contribute to the public park and recreation use Variable Facilitysystem CITY OF • 1 • Q Gtossary NRPA has since moved to GIS mapping of Park and Recreation Lands. The GRASP® methodology is one example of a GIS-driven, component-based system that may be used for both classification and LOS analysis. Classifications must be clear, straightforward, and understandable. Often methods are adopted that are ambiguous or use conflicting criteria for defining individual classes of lands and facilities. Planners and administrators often try to do too many things at once within a single scheme. A common failing of classification systems is that they tend to be used based on parcel size rather than land use. Often, a large parcel has a wide and diverse set of uses. No single classification encompasses the full range of purposes that the parcel addresses. So a classification is chosen from among the possible choices. Still, it cannot describe all of the functions of that parcel. A common solution is to develop a new category that fits the parcel. Over time, this leads to too many classes and becomes unwieldy and less useful. Consider a site located in a residential area on 20 or 30 acres with a wooded section and a developed park portion. It may have a playground intended for use by the neighborhood but not much else. This site would be classified as a neighborhood park based on usage but a community park based on size. An exception must be made to the standard to assign it to one classification or the other. That same park might have a large lawn area used for soccer games. The combination of size and use would place it in the community park category. Still, everyone considers it a neighborhood park because of its location and the people it serves. Another exception is made to the standard. Or a new classification is created to address the unique situation. Classifications are of relatively little importance to the general public. A visitor chooses to visit a particular park or facility for its amenities, not based on its classification. A park name that includes its classification, such as Meridian Community Park, may suggest to the potential visitor what amenities it contains. However, the choice to visit is still based on the amenities found there regardless of name or classification. Classifications may be most valuable for internal use by an agency. Use or Function Based Level-of-Service Classification Another useful classification system is applied on a land-use rather than a parcel basis. To do this: a. List the various types of uses found within the agency's lands and facilities. b. Sort these into helpful categories relevant to the assets' planning, operation, and management. i. For example, if sports-oriented parks are managed differently than neighborhood parks, a clear and understandable definition of what uses constitute a neighborhood park should be developed. Appendix c. Once the use categories are defined, all of the land and facilities owned and managed by an agency should be evaluated to identify which parts fall within the various classifications. i. This should be done on use rather than a parcel basis. ii. A sports-oriented park may be defined by boundaries that reflect the use. iii. These boundaries may not necessarily coincide with parcel boundaries (though often they will). iv. These boundaries can be drawn in a GIS system and stored on separate layers from the parcel boundaries. V. By creating a new layer in the GIS with classifications based on use or functions, the classification system can be used more effectively to measure and manage the agency's assets. GRASP@ Gtossary Meridian Park Classifications and Descriptions Proposed Uni ue GRASP®Component Proposed Total GRASP® General Design and Development Range based on Component Range based on Proposed Classification Proposed General Description Guidelines Size and Street Frontage Guidelines Current Inventory Current l nventory Appropriate components may include but not be limited to: Destination Playground Servea broad purposeto thecommunity Dog Park and region while still providing adequate Sports Fields neighborhood level ofserviceto adjacent Splash Pads 50+acres based on current inventory Regional Park(Large Urban residents.Focus is on components that Event Space Park) occur in quantities,size and design to Open Turf Full access on at least two sides of park. 15 to 21 39+ serve large groups or community wide Shelter At least one side of the park should have events.May serve users from across city Basketball,Tennis,Picklebal 1,etc. access from a collector or arterial street. or region.Because of service area requires Loop Walk adequate parking facilities. Public Art Typical Comfort and Convenience Amenities(Picnic tables,benches,bike racks,drinking fountains,restroom,etc) Appropriate components may incl ude but not be limited to: Serve a broad purpose to the community Destination Playground whilestill providing adequate Dog Park neighborhood level of service to adjacent Sports Fields Open Turf 15 to 30 acres based on current inventory residents.Focus is on components that Shelter Community Park occur in quantities,size and design to Basketball or Other Courts Visible from adjoining street and street 7to9 8to 15 serve large groups or community wide Loop Walk frontage on at least two sides with 400 events.Generally serves users within 1-3 public Art feet minimum mile radius.Requires adequate parking to Typical Comfortand Convenience minimize neighborhood conflict. Amenities(Picnic tables,benches,bike racks,drinking fountains,restroom,etc) Appropriate components may include but The basic unit of the park system and not be limited to: serves as the recreational and social Local Playground focus of the neighborhood.Level of Open Turf .5 to 11 acres based on current inventory service is primarily provided to Shelter (City Standard Size is 7 acres) Neighborhood Park individual,families and small groups Basketball or Other Court Game 5 to 6 4.5 to 6 through unique components.Generally Loop Walk Visible from adjoining street and 200 feet serves residents within 1/2 mile walking Public Art of street frontage distance up to one mile and limited on-site Typical Comfort and Convenience parking provided. Amenities(Picnic tables,benches,bike racks,drinking fountains,restroom,etc) Covers a broad range of parks and Appropriate components may vary based recreational facilities oriented toward on use. Varies by use Special Use Park Typi cal Comfortand Convenience Varies Varies single-purpose use,limited,isolated or Amenities(Picnic tables,benches,bike Streetfrontage my vary by useand size unique recreational needs. racks,drinking fountains,restroom,etc) Appropriate components mayvary based on use. Varies by use Sports Park Sport oriented facility. Typical Comfortand Convenience Varies Varies Amenities(Picnic tables,benches,bike Street frontage my vary byuseand size racks,drinking fountains,restroom,etc) RECREATIONPARKS AND Appendix A 00 p 3 a a � a t H d O J lL J H V y yy a O Z 3 7 3 J N O O O i W J LL 12 6 Q A {y6 m O OO 0- 1yp R d L L .d O R or Facility Q Q m m C a x � O .181.1 m N H > 3 AMBERCREEK SUB NO 02ASTORIASUB BAINBRIDGE SUB NO 02BEDFORD PLACE SUB NO 03 BELLINGHAM PARK SUB NO 01 BIRCHSTONE CREEK SUBBLACKROCK SUB NO 01 :. BRIDGETOWER SUB NO 01 CHATSWORTH SUB CHERRY CROSSING SUBCHESTERFIELD SUB NO 04 COBBLEFIELD CROSSING SUB COBRE BASIN SUB NO 01 COURTYARDS AT TEN MILE SUB CROSSFIELD SUB NO 01 CROSSFIELD SUB NO 04 EDINBURGH PLACE SUB NO 01 ESTANCIASUB GRAMERCYSUB F.FTIWTIA�: • 0��0�� • 0��0�� • m w CITY OF MERIDIAN,IDAHO GRASP@ Glossary �NJ OR 00 0 3 IL a L a H d O J LL 0 .O L V 9 'O !6 7 O E io p Z C C 7 J N O — 10 cyi 2r r v y - d 'o o m v a ii :. : m m t7 d m >CL w 2 a, a t s a R y E `O 0 a A ai t s d P i�j�dL HILLS CENTURY FARM SUB NO 01HOLLYBROOK SUB NO 01 LOCHSA FALLS SUB NO 04 JERICHO SUB KINGSBRIDGE SUB NO 01 LANDING SUB NO 08 LARKSPUR SUB NO 02 LYNDHURST GROVE SUB MEADOWSMACAILE MADELYNN ESTATES SUB MEDFORD PLACE SUB MARLIN SUB NO 01 MESSINA HILLS SUB NO 01MESSINA HILLS SUB NO 03 MESSINA MEADOWS SUB NO 01 MESSINA VILLAGE SUB NO 02 MILLIRON PLACE SUBMOSHERS FARM SUB NORMANDY SUB NO 03 OAKCREEK SUB NO 01 r.-rimra"4701.qr.-rBTe7dmr-.r.re Me Rockhampton 11 Park Rockhampton Park PARKS AND RECREATION MASTER PLAN UPDATE Appendix A 0 O o. ILrL T 3 � j O d J V p io p Z C C 7 J N O - 1■ maLL !6 {0 Y Y N O. C 'y CI !6 w r0+ C d Gf Cr v tyo !0 H to O OO C. A lT0 A d L C d O O Park or Facility Q Q m m G C9 x -1 O a a a a m to H > SAGEWOOD SUB SAGUARO CANYON SUB NO 02 SPORTSMAN POINTE SUB NO 03 SPURWING GREENS SUB SUNDANCE SUB NO 02 SUTHERLAND FARM SUB NO 04 TIBURON MEADOWS ■ ■ • 1TRAILWAY PARK • �....�....-.......... TREE FARM SUB ••1 ©.........-.......... TURNBERRY SUB NO 1 �.........-..�....... TUSCANY LAKES SUB NO 1 �.........�..�....... ©.�.......�..�....... VENTANA SUB 1 • 1• 1 ©.�.......�..�....... \ACENZA SUB NO 1 WOODBURN SUB m.�.�.....0.........� WILKINS RANCH VILLAGE SUB OA/Private Totals WIPMEMEMEM6L.0 ..L.A�EEMB9 5 4 1 4 CITY OF MERIDIAN,IDAHO GRASP@ Gliossary Park Classifications S13 Barbara Morgan Stem Academy 1 1 1 > > 1 8 1.1 2 17.6 0.5 8.8 S35 Central Academy 1 1 2 1.1 2 4.4 0.5 22 S15 Chaparral Elementary School 1 1 1 1 1 1 1 7 1.1 2 15.4 0.5 7.7 S12 Chief Joseph Elementary Schad 1 1 1 1 1 1 6 1.1 2 132 0.5 6.6 S39 Compass Public Charter Schod 1 1 1.1 2 22 0.5 1.1 S18 Crossroads Middle School 1 1 1 1 4 1.1 2 8.8 0.5 4.4 SO7 Discovery Elementary School 1 1 1 1 5 1.1 2 11.0 0.5 5.5 S32 Heritage Middle School 1 1 1 1 1 1 6 1 1.1 2 132 0.5 66 S30 Hillsdale Elementary School 1 1 1 1 4 1.1 2 8.8 0.5 4.4 SO4 Hunter Elementary School 1 1 1 1 1 5 1.1 2 11 D 05 55 S17 Lewis&Clark Middle School 1 1 1 1 1 1 1 1 8 1.1 2 17.6 0.5 8.8 S05 Lowell Scott Middle School 1 1 1 1 1 1 7 1.1 2 15.4 0.5 7.7 S22 Mary McPherson Elementary School 1 1 1 1 1 1 1 7 1.1 2 15.4 0.5 7.7 S37 Meridian Academy 1 1 3 1.1 2 66 0.5 3.3 S16 Meridian Elementary School 1 1 1 1 1 6 1.1 2 13.2 0.5 6.6 S40 Meridian High School 3 3 s 1 5 1.1 1 2 11.0 0.0 0.0 S14 Meridian Middle School 1 1 1 1 1 6 1.1 2 132 0.5 6.6 S34 Mountain View High School 3 4 2 6 1 1 6 1.1 2 132 0.0 0.0 S31 Paramount Elementary School 1 1 1 1 1 5 1.1 2 11.0 0.5 5.5 SO6 Pathways Middle School 1 1 1 1 4 1.1 2 88 0.5 44 S21 Pepper Ridge Elementary School 1 1 1 1 1 5 1.1 2 11.0 0.5 5.5 S20 Peregrine Elementary School 1 1 1 1 1 1 6 1.1 2 132 0.5 fi 6 S01 Pioneer School of the Arts 1 1 1 1 1 1 1 7 1.1 2 15.4 0.5 7.7 S10 Ponderosa Elementary School 1 1 1 1 1 1 1 1 8 1.1 2 17.6 0.5 8.8 S29 Prospect Elementary School 1 1 1 1 1 2 6 1.1 2 13.2 0.5 6.6 S33 Renaissance High School 3 1 1.1 2 2.2 0.0 0.0 S11 River Valley Elementary School 1 1 1 1 1 1 4 7 1.1 2 15.4 0.5 7.7 S36 Rocky Mountain High School 3 a 6 1 5 5 1.1 2 11.0 0.0 0.0 S08 Sawtoolh Middle School 1 1 1 1 1 1 6 7 1.1 2 15.4 0.5 7.7 S28 Siena Elementary School 1 1 1 1 1 1 7 1 7 1.1 2 154 0.5 7.7 S19 Spalding STEM Academy 1 1 1 1 9 6 1.1 2 132 0.5 6.6 SO9 UstickElementarySchool 1 1 1 1 1 10 6 1.1 2 132 0.5 fi 6 SO2 Victory Middle School 2 2 2 6 1 11 6 1.1 2 13-21 0.5 6.6 S27 Willow Creek Elementary 1 1 1 1 1 1 12 7 1.1 2 15.4 0.5 7.7 FSO1 Futu re S c hool A 1 1 1.1 2 2.2 0.0 0.0 FSO2 Future School B t 1 1.1 2 2.2 0.0 0.0 FS03 Future School C 1 1 1.1 2 2.2 0.0 0.0 FS04 Future School❑ 1 1 1.1 2 2.2 0.0 0.0 FS05 Future School E 1 1 1.1 2 2.2 0.0 0.0 FS06 Future School F 1 1 1.1 2 2.2 0.0 0.0 FSO7 Future School G 1 1 1.1 2 22 0.0 0.0 FSOB Future School H 1 1 1 1 2 22 0.0 0.0 19 26 20 17 31 8 16 3 17 3 29 4 RECREATIONPARKS AND Appendix Composite-Values Level of Service Analysis Methodology GRASP® Score Each park or recreation location and components have been assigned a GRASP® Score. A basic algorithm calculates scoring totals, accounting for component and modifier scores, every park, and facility in the inventory. The resulting ratings reflect the overall value of that site. Scores for each inventory site and its components may be found in the GRASP® Inventory Atlas. The following illustration shows this relationship. GRASP®Score Calculation *Component -"Design & Assessment *The sum of site Ambiance" as a •Component Score modifiers stand-alone GRASP'Score determine a modifier multiplier Catchment Areas Catchment areas, also called buffers, or service areas, are drawn around each component. The GRASP® Score for that component is then applied to that buffer and overlapped with all other component catchment areas. This process yields the data used to create perspective maps and analytical charts. GRASP@ Gtossary Perspectives Score = z Maps and data produced using the GRASP® methodology are known as perspectives—each perspective models service across the study area. The system can be further analyzed to derive statistical information about service in various ways. Maps, Score S ~...,. tables, and charts provide benchmarks or insights a "nPw community may use to determine its success in delivering services. Plotting service areas for multiple components on a map produces a picture representing the cumulative LOS provided by that set of elements in a geographic area. In the following example graphic illustrates the GRASP® process, assuming that all three components and the park boundary itself are scored a "2". The overlap of their service areas yields higher or lower overall scores for different study areas. On a map, darker shades result from the overlap of multiple service areas. They indicate areas served by more or higher quality components. There is a GRASP®Value that reflects cumulative scoring for nearby assets for any given spot. The figure below, provides an example. Example of GRASP® Level of Service (LOS) S RarkhampF Ustick l_ti _ l � r — — JUN- •i- 0 I. F I Iner Pa!'k 'ark Me ridian I-airview RECREATIONPARKS AND • . Appendix More on Utilizing GRASPO Perspectives GRASP@ perspectives evaluate the LOS throughout a community from various points of view. Their purpose is to reveal possible gaps in service and provide a metric to understand a recreation system. However, it is not necessarily beneficial for all community parts to score equally in the analyses. The desired LOS for a location should depend on the type of service, the place's characteristics, and other factors such as community need, population growth forecasts, and land use issues. For example, commercial, institutional, and industrial areas might have lower LOS for parks and recreation opportunities than residential areas. GRASP@ perspectives focus attention on gap areas for further scrutiny. Perspectives used in conjunction with other assessment tools such as community needs surveys and a public input process to determine if current levels of service are appropriate in a given location. Plans provide similar levels of service to new, developing neighborhoods. Or it may be determined that different LOS are adequate or suitable. Therefore, a new set of criteria may be utilized that differs from existing community patterns to reflect these distinctions. Brief History of Level of Service Analysis To help standardize parks and recreation planning, many parks & recreation professionals look for ways to benchmark and provide "national standards." These standards might include how many acres, how many ballfields, pools, playgrounds a community should have. In 1906 the fledgling "Playground Association of America" called for playground space equal to 30 square feet per child. In the 1970s and early 1980s, the first detailed published works on these topics began emerging (Gold, 1973; Lancaster, 1983). In time "rule of thumb" ratios emerged with 10 acres of parklands per thousand, becoming the most widely accepted norm. Other normative guides also have been cited as traditional standards but have been less widely accepted. In 1983, Roger Lancaster compiled a book called "Recreation, Park and Open Space Standards and Guidelines," published by the National Park and Recreation Association (NRPA). In this publication, Mr. Lancaster centered on a recommendation "that a park system, at minimum, be composed of a core system of parklands, with a total of 6.25 to 10.5 acres of developed open space per 1,000 population (Lancaster, 1983, p. 56). The guidelines went further to recommend an appropriate mix of park types, sizes, service areas, acreages, and standards regarding the number of available recreational facilities per thousand population. While published by NRPA, the table became widely known as "the NRPA standards," but these were never formally adopted for use by NRPA. Since that time, various publications have updated and expanded upon possible "standards," several of which have been published by NRPA. Many of these publications did a benchmark and other normative research to determine what an "average LOS" should be. Organizations such as NRPA and the American Academy for Park and Recreation Administration have focused on accreditation standards for agencies. These standards have been less directed towards outcomes and performance and more on planning, organizational structure, and management processes. The popularly referred to as "NRPA standards" for LOS, as such, do not exist. 1 • Q Gtossary It is critical to realize that the above standards can be valuable when referenced as "norms" for capacity but not necessarily as the target standards for which a community should strive. Each agency is different, and many factors are not addressed by the criteria above. For example: • Does "developed acreage" include golf courses"? What about indoor and passive facilities? • What are the standards for skateparks? Ice Arenas? Public Art? Etc.? • What if it's an urban land-locked community? What if it's a small town surrounded by open Federal lands? • What about quality and condition? What if there's a bunch of ballfields, but they are not maintained? • And many other questions. GRASP® (Geo-Referenced Amenities Standards Program) A new methodology for determining the LOS is appropriate to address these and other relevant questions. Composite-values methods are applied to measure and portray the service provided by parks and recreation systems. This methodology's primary research and development were funded jointly by GreenPlay, LLC, a management consulting firm for parks, open space, and related agencies; Design Concepts, a landscape architecture and planning firm; and Geowest, a spatial information management firm. The trademarked name for the composite-values methodology process is called GRASP® (Geo-Referenced Amenities Standards Program). For this methodology, capacity is only part of the LOS equation. Consider other factors, including quality, condition, location, comfort, convenience, and ambiance. Parks, trails, recreation, and open space are part of an overall infrastructure for a community made up of various components, such as playgrounds, multi-purpose fields, passive areas. The explanations and characteristics listed above affect the amount of service provided by the system's parts follow. • Quality-The service provided by anything, whether it is a playground, soccer field, or swimming pool, is affected by quality. A playground with various features, such as climbers, slides, and swings, provides a higher degree of service than one with only an old teeter-totter and some "monkey-bars." • Condition-The condition of a component also affects its service. A playground in disrepair with unsafe equipment does not offer the same function as one in good condition. Similarly, a soccer field with a smooth surface of well-maintained grass certainly provides more service than one full of weeds, ruts, and other hazards. • Location -To be served by something, you need to be able to get to it. The typical park playground serves people who live within easy reach than someone living across town. Therefore, service is dependent upon proximity and access. Appendix • Comfort and Convenience —The service provided by a component, such as a playground, is increased by having amenities such as shade, seating, and a restroom nearby. Comfort enhances the experience of using a component. Convenience encourages people to use an element, which increased the amount of service that it offers. Easy access and the availability of trash receptacles, bike racks, or nearby parking are examples of conveniences that enhance the service provided by a component. • Design and Ambience—Simple observation proves that places that "feel" right attract people. A sense of safety and security, pleasant surroundings, attractive views, and a sense of place impact ambiance. A well-designed park is preferable to a poorly designed one, enhancing its components' degree of service. This methodology records each component's geographic location, quantity, and capacity. Also, it uses comfort, convenience, and ambiance as characteristics that are part of the context and setting of a component. They are not characteristics of the element itself, but they enhance the value when they exist. Combining and analyzing each component's composite values makes it possible to measure the service provided by a parks and recreation system from various perspectives and for any given location. Typically, this begins with deciding on "relevant components," collecting an accurate inventory of those components, and analysis. Maps and tables represent the results of the GRASP® study. Making Justifiable Decisions GRASP® stores all data generated from the GRASP® evaluation in an electronic database. It is available and owned by the agency for use in various ways. The database tracks facilities and programs and can schedule services, maintenance, and components' replacement. In addition to determining LOS, it can project long-term capital and life-cycle costing needs. The GRASP® methodology provides accurate LOS and facility inventory information and integrates with other tools to help agencies decide. It is relatively easy to maintain, updatable, and creates easily understood graphic depictions of issues. Combined with a needs assessment, public and staff involvement, program, and financial assessment, GRASP® allows an agency to defensibly make recommendations on priorities for ongoing resource allocations along with capital and operational funding. 1 • Q Gtossary Addressing Low-Scoring Components Components whose functionality ranks below expectations are identified and scored with a "one." Find a list of these as extracted from the inventory dataset below. When raising the score of a component through improvement or replacement, the LOS is increased. The following is an outline strategy for addressing the repair/refurbishment/replacement or repurposing of low-functioning components. • Determine why the component is functioning below expectations. • Was it poorly conceived in the first place? • Is it something that was not needed? • Is it the wrong size, type, or configuration? • Is it poorly placed or located in a way that conflicts with other activities or detracts from its use? • Have the needs changed so that the component is now outdated, obsolete, or no longer needed? • Has it been damaged? • Has the component's maintenance been deferred or neglected to the point where it no longer functions as intended? • Does the component score low because it is not available to the public in a way that meets expectations? • Is the component old, outdated, or otherwise dysfunctional but has historical or sentimental value? An example would be an archaic structure in a park such as a stone barbecue grill that is not restorable to its original purpose but has historical significance. PARKS AND RECREATION I MASTER PLAN UPDATE Appendix Depending on the answers from the first step, select a strategy for addressing the low- functioning component: • Does the need for that type of element in its current location still exist? In that case, the feature should be repaired or replaced to match its original condition as much as possible. • If the need for that type of component has changed, replace it with a new one that fits the current requirements. • If a component is poorly located or poorly designed to start with, consider relocating, redesigning, or otherwise modifying it. • Remove a component because of changing demands unless it can be maintained in good condition without excessive expense or has historical or sentimental value. In- line hockey rinks may fall into this category. If it has been allowed to deteriorate because the community has no desire for in-line hockey, repurpose it into some other use. • Through ongoing public input and as needs and trends evolve, there may be the identification of new demands for existing parks. In that case, the decision may include removal or repurpose a current component, even if it is functional. • As tennis's popularity declined and demand for courts dropped off in some communities over recent decades, functional courts became skate parks or in-line rinks. In most cases, this was an interim use, intended to satisfy a short-term need until a decision to either construct a permanent facility or let the fad fade. The need for in-line rinks now seems to have diminished. In contrast, temporary skate parks or pickleball courts on tennis courts have now had permanent locations of their own. • One community repurposed a ball diamond into a dog park. The diamond is well- suited because it is already fenced. Combining the skinned infield where the dogs enter and natural grass in the outfield where traffic disperses. In time this facility either becomes a permanent facility or is constructed elsewhere. It could also turn out that dog parks fade in popularity and dog owners have other preferences. Meanwhile, the use of the diamond for this purpose is an excellent interim solution. 1 • Q Gtossary List of Low-Scoring Components and Modifiers Outdoor Low Scoring Components (The following components scored low during site visits) One softball,one baseball.These fields are not the CO21 Store Park Diamond Field 2 1 1 ualit of other fields in town C200 Reta Hus key Park Fitness Area 1 1 1 Minimal fitness equipment compared to others C270 Centennial Park Trail Access Point 1 1 1 Minimal C212 8th Street Park Trailhead 1 1 1 Less developed,but seems to be used as trailhead Low Scoring Outdoor Modifiers Red highlighted modifiers scored low. Green highlights show good or excellent quality at this location. Modifiers represented by N/A were not present at the time of site visits. These scores do not imply that all parks and facilities should have all modifiers but positively impact the user experience. 8th Street Park Nei hborhood 2 2 2 2 2 2 2 2 2 2 0 0 2 Bear Creek Park Communit 2 2 1 2 2 2 2 2 1 2 2 2 2 0 2 Centennial Park Mini 2 2 2 0 0 0 2 2 2 2 2 2 0 0 2 Champion Park Neighborhood 2 2 2 2 2 2 0 2 1 2 2 2 0 0 2 Chateau Park Neighborhood 2 2 1 2 2 2 0 2 2 0 2 2 1 0 2 City Hall Plaza Special Use 2 2 1 2 0 0 2 2 2 0 2 2 2 0 0 Discovery Park Community 2 2 2 2 2 2 2 2 2 1 2 2 1 1 2 Fire Station No.4 Park Mini 2 0 2 1 0 0 2 0 0 0 2 2 2 0 0 0 Fuller Park Community 2 2 2 2 2 2 0 2 2 2 2 2 2 2 Generations Plaza Special Use 2 2 2 0 0 2 2 0 2 0 2 2 2 2 2 Gordon Harris Park Neighborhood 2 2 2 2 2 2 0 2 2 2 2 2 1 2 2 Heroes Park Community 2 2 2 2 2 2 2 2 2 2 2 2 2 = 2 Hillsdale Park Community 2 2 2 2 2 0 2 2 2 0 2 2 0 1 2 Julius M.Kleiner Park Regional = 2 2 2 2 2 2 2 2 2 Keith Bird Legacy Park Neighborhood 2 2 2 2 2 2 2 1 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 Nei hborhood 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 2 2 1 2 2 Seasons Park Neighborhood 2 2 2 2 2 2 0 2 2 0 2 2 1 2 2 Settlers Park Regional 2 2 2 2 2 2 2 2 2 2 2 2 Storey Park Community 2 2 2 2 2 2 1 2 2 2 2 2 1 2 2 Ten Nile Trailhead Future 2 2 2 0 2 0 0 2 0lFM 2 2 0 0 0 Tully Park Community 2 2 2 2 2 2 2 1 2 1 2 1 2 1 2 1 2 1 1 2 2 RECREATIONPARKS AND • Appendix Level of Service Improvements Addressing Lower and No Service Areas One way of using the GRASP® Perspectives is to prioritize identified gap areas. For example, several regions with low or no service were identified in the walkable access analysis. Future growth or subdivision development may significantly impact future gap areas. Further investigations of these areas can help when prioritizing future improvements or recreation opportunities. Prioritization of improvements may consider multiple factors, including providing maximum impact to the highest number of residents. Social equity factors, such as average household income, could also influence priorities. Component Inventory and Assessment Maintaining and improving existing facilities typically ranks very high in public input. Existing features that fall short of expectations should be enhanced to address this concern. Components have been assessed based on condition and. Identify and treat those with low scores, as explained below. The assessment should be updated regularly to assure the upgrade or improvements of components affected by wear and tear over time. Addressing Low-Scoring Components • Low Scoring Components (discussed previously) • Booster Components One way to enhance service is by adding components at specific park sites or recreation facilities to "boost" the score of a park or area. These are most effective in low-service areas where parks exist that have space for additional features. • High Demand Components The statistically valid survey asks respondents to rank facilities by importance based on those that needed to add or improve. Many of these needs may be addressed by upgrading facilities, retrofitting lesser used assets, and adding components that could serve as future program opportunities. Consider these high-demand components when adding new elements to the system. 1 • Q Gtossary Trends in Parks and Recreation Trends to consider when deciding what to do with low-functioning facilities, or improving existing parks to serve the needs of residents, include things like: Dog parks continue to grow in popularity and may be related to an aging demographic in America. It is also a basic form of socializing for people who may have once socialized with other parents in their child's soccer league. Now that the kids are grown, they enjoy the company of other dog owners at the dog park. And for singles, a dog park is an excellent place to meet people. Meridian has dog parks at Storey Park and Discovery Park. Skateboarding and other wheel sports continue to grow in popularity. Distributing skating features throughout the community provides greater access to this activity for younger people who cannot drive to a more extensive centralized skate park. Add skate features to neighborhood parks in place of larger skate parks. Tully Park has a skate park in addition to the adjacent, Boise skatepark at C.F.McDevitt Park A desire for locally-grown food and concerns about health, sustainability, and other issues leads to community food gardens in parks and other public spaces. Julius M. Kleiner Park has a community garden. Events in parks, from a neighborhood "movie in the park" to large festivals in regional parks, are growing in popularity to build a sense of community and generate revenues. Providing spaces for these could become a trend. Meridian has identified event spaces at City Hall Plaza, Generations Plaza, Julius M. Kleiner Park and Discovery Park. Spraygrounds are growing in popularity, even in colder climates. An extensive and growing selection of products raises the bar on expectations and offers new possibilities for creative facilities. Meridian has spray pads at Generations Plaza, Settlers Park, Julius M. Kleiner Park, Hillsdale Park, and Discovery Park New playgrounds are emerging, including discovery, nature, adventure, and even inter- generational play. Some of these rely upon movable parts, supervised play areas, and other variations from the standard fixed "post and platform" playgrounds found in the typical park across America. These types of nature-based opportunities help connect children and families to the outdoors. Integrating nature into parks by creating natural areas is a trend for many reasons. These include a desire to make parks more sustainable and introduce people of all ages to the natural environment. THIS PAGE IS INTENTIONALLY LEFT BLANK. Parks & Recreation System Map Meridian, Idaho �, E IDIAN 'q .wHo r Legend J� I- J - Willow Creek — — Indoor Facility Keith ILh__� y h Keith Birdp7 Elementa ' J -� Park ry Paramount. _ f '\.Existing Trail/Pathway Legacy Pa ��L-Heroes Elementary Proposed - - - `_Park r z i - 9 AIIIIIIIIIIIII Trail/Pathway �� H'erita a Middle .-� , 9 C.F.McDevitt Freeway/Interstate School Ball Fields Park Mc illan Heritage I - Highway Middle SchoolM Park Cottonwood _Major Street/Road Cameron - Other Street/Road - Rreta Huskey Park - _ - _ Park Edna Lake/River/Stream - i — l iChamplon i City of Meridian r - Settlers PtrkUstick l , Ten Mile Park- --- -- - Boise Seasons - r Trailhead / '^ - Western Ada School Park_ Tully'Par , --- r District i T'keview - = 4ulius M.KI iner r oif a Chateau 8th Street Park Park i Bureau of Reclamation - Park Settlers L Meridian - i School t M'eridian Village Park j ,,- Kerry Library `, f Meridian Pedestrian Barriers f�egional Bark-r r - ' r- HOA Parks Meridian Middle School Fairview -Senior Center, _ Property - ' F. '-. 1 _ Meridian City Limit �� - C�o�le Valley Christian-School uller `7 Boys&Girls Club 20 J f Meridian Communi Center Park ° __ ty r rations Plaza —(- - - �� Ce ten al Park "- - �r=-_-'-cityHall - -' p Meridian- 0 OHomecourt ice' �i Chamber �� Icademy� -- Commerce \ - Meridian _ , -� L_ Franklin ; -� - S imming Pool -� > millan tarey lrk _ ° _ -*---j r-- Sycamore 55 _ -�Ih Park n _ - do _ ,• Ustick Jabil ---- ar- -` Overland - E_� GordonHarns Peppermint , � Li Fairvi - W -- - rBearCreek Park Park i _ D Park Victory \ I Fire Station Emerald ti Middle School _ No.4 Park"�,- � --- Victory _ i Overland Renaissance Park N l �--2 MAY 69 l W E n ��_ YMCA -- --- L� Hillsdale S A \ Park 69 0 1/2 1 2 teI— Miles L Map Produced For City of Meridian-By The GRASP®Team L' -' This Map Is Intended For Planning&Discussion Purposes Only- -I Please Refer To The Project Document For Map Details k Lake Hazel Legend-Inset Map Legend Elements May Vary Slightly In Size,Color &Transparency From Those Shown On Map I O Pedestrian Barriers GIS Data Sources May Include: - Meridian City Limit City of Meridian,ESRI,GRASP®Team-January 2022 Copyright©2022 Meridian ________ Columbia I Columbia THIS PAGE IS INTENTIONALLY LEFT BLANK. Walkable Access to Outdoor Recreation Opportunities Meridian, Idaho , ----- ,IJ' , Meridian Service Legend with HOA Parks - -� 20- s 3 --- ------- - GRASP®Gap Analysis Willow Creek -- ��-I _ zo �� —® Keith Bird Elements - �� _ - Target:86.47- Keith Elementary Paramount a j Legacy Park - =i I Meets or Exceeds P l - -�-Hero�s �- Elementary - Target r L F 0 ❑ , k r - o ¢]��_ _ l Q d o.°� ��Qo-fi:, Mc illan -- Below Target r- �� 1 1 ' Merits a Middle g C.F.McDevitt u n ( j �r , Park Mc illan No Access within 10 _ _J �I School Ball Fields + i bsNb min walk ' Heritage rrM Cottonwood I r I- Middle School = parkIndoor Facility `1 , 11 "�-__` rCameron ,�Existing i '' Ca,erry .L a�-------- _ _ r 55 Park Ed Trail/Pathway avwe o Reta Huskey Park - _ _ na L-,a fly, ,.IProposed a d s r Park Champion j ust Trail/Pathway ' - -� Settle' ,� ick ran m Ten Mile =Freeway I Interstate � Trailhead 1 j_' �� _�--�' �-� , I I_ a �Highway Se O -._ - �� ter.—__red verand Park �'TullyIFark Major Street/Road 4 ° 1 d hChateau 8 h street Park w ius .Kleiner _ °L / If Course p k i Le end r p f Other Street/Road Park f Settlers ( I 9 Meridian-- � -ifj ory( victory Village Park Lake/River/Stream c at Meridiafi Libra �I __ GRASP®LOS herry Library endian Regional Park 1 --,2FS ,-9i ior-center• City of Meridian Range:0 to 680 g Meridian Middle School \ Fairview I � y 9 \ � a � ➢- ��-,� Property �J Cole Valley Christian School I� i Boise No Access within 10 `I'�- ' - �� d ��` .- FUller Boys)&Girl,Club J� ' min walk I- 69 ° -7 9 q-I �J Park Meridian Community Center Western Ada School -, '- t -'I Generations Plazarti;-- f ` District Less Access within -�= — I -• CentennialPark I 10 min walk 1----- City Hall L Li Bureau of 1 J rl Meridian = Reclamation T I 1 �F� OHomecourt Chamber of �IIcademy ��-�- Commerce - - School Greater Access 1 Meridian L_ � Franklin _ Swimming o within 10 min walk i _-'� Stcirev.Park i!-7 -T Sycamore HOA Parksg _ -- -- U oumbia I � I, r Park Meridian City Limit 1 1 _ �,_r ,_r Meridian Service -- h Jabil y� r _ _ Overland - r' I J .� ® 1J Mc illan _ Gordon I-ari�is Peppermint , - Park Park Bear Ci;eek --- 1 I` r _ U - �stic .. VictoryiPark c- � -- _ Statio ®T N�lo 4,Park Victory �_� �, O e` Middle School _ I i -' Cherry �, a auvi,ew a ^` Q _ I� _Park L.—J �' L r1drKlin � �= tiL---r _ 69 Ir - m verand— �\ i YMCA W E --- --- -�\ - m Legend-Inset Map L GRASP®LOS Hills Bale r1 J L Victory-Uj ory( S r j �� Pzlrk Range:0 to 644 1 - �_ �� 0 1/22 -- I No Access within 10 �lT f C 7lJ min walk _I ,z_ - L z Miles I_ I -L - - ° 1 ---- Less Access within Map Produced For City of Meridian-By The GRASP®Team r 10 min walk - This Map Is Intended For Planning&Discussion Purposes Only- �$ry J 1 Please Refer To The Project Document For Map Details I 1 ,� k ��' Legend Elements May Vary Slightly In Size,Color -�--_J !-1 ------- G rl T Greater Access &Transparency From Those Shown On Map J GIS Data Sources May Include: within 10 min walk J City of Meridian,ESRI,GRASP®Team-January 2022 pp 1 \ -- Copyright©2022Meridian I ______ Cblumbi oumbia THIS PAGE IS INTENTIONALLY LEFT BLANK. Neighborhood Access to Outdoor Recreation Opportunities Meridian, Idaho r, ---- Meridian Service Legend with HOA Parks 20 -- �- - --- -� --��--�---; �GRASP®Gap Analysis �� _ so / -- - �- Willow -.eek — Tar et:86.4 -r 'J�o� Keith Bird �le► enta, q,l - ,� g �,I° ° r --- ❑ "mount. a - Legaey,P f Meets or Exceeds p CS o r}e p l I_ ��Homes c'a mentary -- Target El -� I �Par k�l t l z _ Q f ' c an - 1 - - 7=1 i I_ Below Target - -r Ji a Q ^S-- n i H�iritage 1'niildle C.F.McDevitt ss - n St he of s�ii Fields No Access within 1 ustl A -i Park Mc illan mile c-° k �u _ Heritage �f t�-opt7777, oF , f / t t -rr�+� Cottonwood r- -- J Middle School Park Indoor Facility n1,_J \� sl - �. I -- ----I t _ 1 '1 I 1 .� V r---❑ Cameron ,ti Existing ra erry a I_ -- --- ---- ---� F' J o Fairview -o 5 Trail/Pathway - - _- ` C 5 Park Edna - I� Reta Huskey Park - - � _ � � -I - ----- i - Proposed i �S lersi i Champion Trail/Pathway - Park Ustick Franklin _ --- =Freeway i Interstate I _ - - Ten Mile 1__I � y r Trailhead / '-- �� Seasons - r �r �_- �' - - - = Highway verland ^ Park Tully Fark� L Al r —Major Street/Road 't - LakeviewJPark C - = JuIius41.KI ner 1 - u 8th Street Pa:4; �eaR r Golf Cours park ( Other Street/Road - -1 VI ory( Victory r Settlers L Legend T, 1) F ,� Meridian-- T@'iplage Park I Lake/River River/ R , Wt Meridian i 1 v ►y I Meridian GRASPO LOS --- L. a�- I Libra Regional Park - r�enioi-Center-i City of Meridian Range:0 to 683 9 \g _ Meridian.Middle Scher 1, `\ Fairview Property Cole Valley Christian School i Boise No Access within 1 `I' - - -°ffl , 9 ' ' �WF_ullBoys&Girls Clb d� - mile - l' q1 J � 1 r I Mendtan Cun tmunity Center Western Ada School Gei��r`ons Plaza r�r-Ji—� J Less Access within 1 District I - -- - � - City H' I I _ -Certennial�Park �� Bureau of mile - rMeridian 1, Reclamation I J I �Ho e- url -4,hamber f' �j Asade►ny �- Meridian mmerce _ Franklin L :12; School Greater Access y - Swimmin ooI L F _' within 1 mile I ! g orey�P rk--] I- . - HOA Parks Cola bia I �- Sycamore , Park �� Meridian City Limit �� Meridian Service IU r _ _ Overland , p i r IF G- ordon[1arr-is Peppermint ? � Q Q 1- Mcr iillan S Park Park F� � 55 = \l! r Ean - ------/ Bear Clef k - Park N lficto - ry / _ t � Fire StaUo Middle School - J _J - a4 Park Victory ► 7�1 a t i - J Cherry 'b. — Fairvi,e JLi 1 -- 'F � r^ o U Remiss ::ce--- - r Park � ranklin N 4 T rz verland '^ F, -� YMCA W E _ (_ - I-�,\ Legend-Inset Map -- J GRASP®LOS � J ° Victor Ils'tale v S Park Range:0 to 600 I - No Access within 1 ;�� T t a� 0 1/21 2 _ _ A mile �l :z_�- I, z �� Miles - _ - L I� i - _ ❑ qv-1 �� Less Access within 1 �i l`w Map Produced For City of Meridian-By The GRASP®Team \ mile This Map Is Intended For Planning&Discussion Purposes Only- ��I ---, 1 i -ovE:ry Please Refer To The Project Document For Map Details , Legend Elements May Vary Slightly In Size,Color - r �I -�-- -A\ Greater Access � FI &Transparency From Those Shown On Map \ within 1 mile - - j GIS Data Sources May Include: - City of Meridian,ESRI,GRASP®Team-January 2022 I I�l; C blumbi colun,bia I --- Copyright©2022 Meridian I _-_� 1111 APPENDIX B - GENERAL , MAINTENANCE N D FOR ' QUALITY PARKS IN MERIDIAN , •.T 4 _ Ar L k 1 ] 3 � 'F •� �I 1 1 '� � ' rJ :�• 1 �1 TTF4 k - e. art� ' + 150 City of Meridian, Idaho ' �' a. Generat Maintenance Standards for • Facitities These sample maintenance standards are meant to be a starting point for the department to review and consider as a basic desired maintenance standards for all parks and recreational facilities. Parks Grounds • Grounds mowed and trimmed on a regular schedule • Park is free of litter, debris, and hazards • Parking lots, if applicable, are clean; striped; and free of debris, holes, and tripping hazards Drinking Fountains (where applicable) • Fountains are accessible and operational • Fountains are in appropriate locations and in compliance with ADA • Fountains are installed on a solid surface and free of standing water and debris • Drain system is operational Signage • Park identification signs are secure and properly installed in a noticeable location • Handicapped parking signs are secure, visible, and installed to code • Park rules signs are secure and properly installed in a noticeable location • Restroom signs are secure and visible • Signs are clean, painted, and free of protrusions and graffiti • Directional signs provided as needed in appropriate locations • Signs include City logo and contact phone number Ornamental Plants and Trees • Plants and trees are healthy and free of disease and insects • Plant beds are free of litter, debris, and weeds • Plant selection is appropriate for season and area usage • Trees trimmed and shaped on a regular basis, inspect for, and remove hazardous trees as needed • Tree species selection should provide a wide variety of native and selected non- native trees where appropriate • Tree wells and planting beds mulched for protection and water conservation Appendix Walkways and Trails • May be hard surface or soft surface depending on location and intended use • Soft surface trails are free of water collecting depressions and erosion • Walkways and trails have a uniform surface, positive drainage, are level with ground and free of trip hazards and excessive material deflection • Walkways and trails are free of litter, debris, sediment, and seasonal snow • Walkways and trails meet ADA requirements • Walkways and trails provide unobstructed access and are free from low and protruding tree limbs, guide wires, signposts, and ornamental plants • Walkways in irrigated park areas are neatly edged • Walkways and trails are clear of weeds and grass growth in cracks and expansion joints; adequate trash receptacles provided • Guard rails and safety fencing provided in appropriate locations • Routine safety and function inspections are performed including surface, culverts, water crossings, signage, and vegetation Trash Receptacles (random locations) • Receptacles are clean and free of odor with liners in place • Receptacles are painted, free of damage and missing parts, and properly anchored • Roll-off containers and dumpsters are clean, screened, and placed in non-intrusive locations • Area around trash receptacles is clean and free of trash and debris • Area around roll-off containers and dumpsters is clean and free of trash and debris Fencing • Fences are intact, structurally sound, and free of damage or deterioration • Nails, bolts, and screws are flush with surface with no exposed sharp points • Fences have no excessive voids, cracks, or splintering Security and Exterior Lights • 90% of security and exterior lights are operational • No electrical conducting wires are exposed • Lights comply with appropriate building code • Poles and components are secured in ground, operational and straight Bridges • Bridges have a uniform surface, are free of trip hazards, and are free of graffiti • Lumber and other materials are structurally sound, free of cracking deterioration and splintering • Bridges comply with ADA requirements • Bridges have handrails intact and properly installed and anchored • Bridges are free of litter and debris Generat Maintenance Standards for • Facitities General Use Turf Areas • Turf areas are free of litter and debris • Turf areas are mowed and trimmed on a regular schedule • Turf areas have a uniform surface and are well drained • Areas have clean trash receptacles present that are in good condition • Turf is free of disease, insects, and weeds • Supplemental irrigation is provided as needed • Turf areas are fertilized and aerated on a regular basis Athletic Use Turf Areas • Turf areas are free of litter and debris • Turf areas are mowed and trimmed according to usage schedule • Turf areas have a uniform surface and are well drained • Playing surface maintained according to sport specific guidelines • Areas have clean trash receptacles present that are in good condition • Turf is free of disease, insects, and weeds • Supplemental irrigation is provided as needed • Turf areas are fertilized and aerated on a regular basis Irrigation • Irrigation system is fully operational with complete and uniform coverage • System is free of leaks; backflow prevention devices are in place and functioning properly • Heads are installed properly for intended use • Heads are properly adjusted with rotations and arcs to set to reduce water runoff • Systems are set to run at specific times to minimize evaporation and waste • Systems function checks are conducted on a regular basis • Repair excavations are properly compacted, and turf restored Open Space Areas • Native grasses mowed, if necessary, according to specific management plans, with focus on promoting natural growth heights and cycles and wildlife habitat • Trail corridors and picnic areas mowed as needed • Trail surfaces are free of debris and weeds • Native tree and shrub growth are encouraged • Wildlife habitat and water quality preservation emphasized • Rules and regulations and identification signs are posted in noticeable locations • Annual and noxious weeds are controlled as needed • Property access points and boundaries are clearly marked Appendix Athletic Facilities and Competitive Play Fields Turf • Turf has a healthy dense stand of grass and coverage is no less than 95 percent of playable area • Play area has a uniform surface and is well drained • Turf to be mowed at the appropriate height for the type of grass used, time of season, and type of field use • Turf is free of any litter or debris • Apply top dressing and over seeding as needed to maintain healthy grass • Fields may be closed for use periodically to allow for turf recovery • Turf is free of disease, insects, and weeds Softball Infields • Infields have a uniform surface and are free of lips, holes, and trip hazards • Infields are well drained with no standing water areas • Infields have proper soil composition for intended use with ball field mix added as needed • Infields are free of weeds and grass • Infields are free of rocks, dirt clods, and debris • Bases and plates are properly installed, level, and are at proper distances and anchored according to manufacturer's specifications and league requirements • Fields dragged and lined as needed according to use schedules Bleachers • Hardware is intact, and bracing and safety rails tightly connected • Seating surface is clean, smooth, free of protrusions and have no exposed sharp edges or pointed corners • Clean trash receptacles provided and in good condition, area under bleachers free of trash Lights • Electrical system and components are operational and in compliance with applicable building codes • 90% of lamps for each field are operational • No electrical conducting wires exposed • Ballast boxes and components are properly installed and secured • Lights provide uniform coverage on facilities and fixtures and are adjusted to eliminate dark or blind areas • Fixtures securely fastened to poles and poles secured in ground according to manufacturer's specifications • Poles and fixtures inspected immediately after any major wind, ice, or hailstorm Generat Maintenance Standards forand Facitities Fencing • Fencing material is galvanized chin link and appropriate gauge wire for specified use • Fencing material is properly secured to support rails • Support rails are properly connected and straight • Fencing is free of holes and protrusions • Fabric is straight and free of bending and sagging • Gates and latches are operational Restrooms/Portable Toilets • Toilets are clean, sanitary, and properly stocked with paper products • Lights and ventilation systems are operational • Toilets, stall doors, and hand air dryers are operational • Buildings and enclosures are free of graffiti • Doors are properly marked according to gender • Restrooms have clean trash receptacles • All doors and locks are operational • Restrooms/portable toilets are in compliance with ADA requirements • All restrooms stocked with hand sanitizer Appendix Playgrounds Play Equipment • Equipment and surrounding play areas meet ASTM and National Playground Safety Institute (NPSI) standards • Play equipment and hardware is intact • Play equipment is free of graffiti • Age appropriateness for equipment is noted with proper signage • Regular inspection and repair program is in place and enforced Surfacing • Fall surface is clean, level, and free of debris • Fall surface meets ASTM and NPSI standards • Fall surface is well drained • Rubber cushion surfaces are free of holes and tears • Rubber cushion surfaces are secure to base material and curbing Borders • Playground borders are well defined and intact • Playground borders meet ASTM and NPSI standards Decks • Planks are intact, smooth, structurally sound, free of splinters and no cracks greater than '/4 inch • Nails, bolts, and screws are flush with surface • Planks are level with no excessive warping General • Slides and climbing devices are properly anchored • All moving parts are properly lubricated and functioning as intended • S-hooks and swing seats are in good operating condition • Damaged or under repair equipment is removed or properly marked and isolated from public use until repaired • Playgrounds should adhere to the Americans with Disabilities Act standards Generat Maintenance Standards for • Facitities Picnic Areas and Shelters General • Access to facilities complies with ADA • Shelters are clean, sanitary, and free of graffiti • Lights and electrical plugs are operational and comply with appropriate building codes • Vegetation around structure is trimmed back to reduce hazards and does not impede entry and egress • Grounds around structure are mowed, trimmed and free of litter, debris, and hazards • Shelters are structurally sound, clean, painted with no rotted lumber or rusted metal and no loose siding or loose shingles • Water fountains and hose bibs (if provided) are operational • Signage and rules and regulations information are posted in a noticeable location Tables • Tables are clean, free of dust, mildew, and graffiti • Table hardware is intact • Table frames are intact, and slats are properly secured • Table seats and tops are smooth with no protrusions and have no exposed sharp edges or pointed corners Grills • Grills are operational and free of rust and metal deterioration • Grills are clean and free of grease build-up • Grill racks are operational and secure, and grills are properly anchored to reduce hazard and theft Trash Receptacles • Receptacles are clean, free of odors and liners in place • Receptacles are painted, free of damaged or missing parts and properly anchored • Area around receptacles is clean and free of trash and debris Appendix Tennis Courts Surfacing • Surface is smooth, level, and well drained with no standing water • Surface is free of large cracks, holes, and trip hazards • Surface is painted and striped in accordance with U.S. Tennis Association court specifications and for Pickle ball where appropriate • Worn painted surfaces do not exceed 30 percent of total court surface • Surface is free of litter, debris, gravel, and graffiti Nets • Nets and wind screens are free of tears and frays • Nets are properly installed and secured to support poles • Nets have center stripes installed at the regulated height and are anchored to the court • Support poles have hardware intact and are properly anchored and installed • Wind screens are properly installed and secured to fencing Fencing • Fencing is galvanized chain link and is the appropriate gauge wire for specified use • Fencing material is properly secured to support rails • Support rails are properly secured and straight • Fencing is free of holes, protrusions, and catch points • Fabric is straight and free of bending or sagging • Gates and latches are operational • Windscreens are tightly secured and free of tears and holes Generat Maintenance Standards for • Facitities Outdoor Basketball Courts Surfacing • Surface is smooth, level, well drained, and free of standing water • Surface is free of large cracks, holes, and tripping hazards • Surface is painted and striped per court specifications • Surface is free of litter, debris, gravel, and graffiti Goals and Backboards • Goals and backboards are level with hardware intact • Goals and backboard are painted • Nets are properly hung and free of tears and fraying • Support poles are secure in ground and straight Sand Volleyball Courts Nets • Nets are free from holes and are not torn or tattered • Nets are hung tightly at specified height • Nets are securely attached to support poles • Support poles have hardware intact, are properly anchored and installed Sand Surface • Court surface is loose sand • Surface is smooth with good drainage and no standing water • Surface is free of weeds, grass, debris, and litter Borders • Borders are well defined and intact • Borders meet International Volleyball Federation (FIVB), ASTM and NPSI standards • Surrounding area is free of debris and encroaching landscaping to reduce hazard Appendix Ponds and Lakes Water • Aerators, if provided, are operational • Pond surface is at least 90% free of vegetation • Water area is free of trash and debris • Bank areas are smooth and free of washouts and erosion, rip rap in place where needed • Ponds and lakes, where appropriate, are stocked with appropriate species of fish • Inlet and outlet structures are operational • Appropriate and seasonal rules and regulations signage is in place at noticeable locations Fishing Piers and Decks • Planks are intact, smooth, structurally sound, free of splinters and have no cracks greater than '/4 inch • Nails, bolts, and screws are flush with surface • Planks are level with no excessive warping • Handrails are present and structurally sound • Piers and decks comply with ADA • Trash receptacles provided nearby Benches • Hardware is intact and structurally sound • Nails, bolts, or screws are flush with surface • Seats and backing are smooth with no protrusions, have no sharp edges or pointed corners, and are structurally sound • Benches are secured in ground and properly installed Generat Maintenance Standards forand Facitities PARKS • RECREATION I MASTER PLAN UPDATE