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HomeMy WebLinkAbout2014-0211 Jt Council-Parks PACKET k' g yC ~r - CITY OF 4 S EPA -ASH LAND $ REGR AGENDA FOR JOINT MEETING ASHLAND CITY COUNCIL ASHLAND PARKS & RECREATION COMMISSION February 11, 2015 Council Chambers 1175 E. Main Street 7:00 p.m. 1. CALL TO ORDE &J~ C OA h ruse ~ ~o~.~~- ►'~t~~ II. ROLL CALL Vol5Z K MV °a S, CLfM- , III. PUBLIC INPUT IV. REVIEW Or PARKS`COMMISSION GOALS AND OBJECTIVES FOR 2015-17 V. PARKS COMMISSION PROPOSAL RE: THE GROVE ` VI. SOU SWIMMING POOL UPDATE VII. OTHER BUSINESS FROM THE COUNCIL AND PARKS COMMISSION VIII. ADJOURNMENT In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Administrator's office at (541) 488-6002 (TTY phone number 1-800-735- 2900). Notification 72 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to the meeting (28 CFR 35.102-35.104 ADA Title I). ASHLAND PARKS AND RECREATION COMMISSION 340 S. PIONEER STREET ASHLAND, OREGON 97520 COMMISSIONERS: Michael A Black Mike Gardiner ~ Director Rick Landt Jim Lewis TEL: 541.488.5340 Matt Miller FAX 541.488.5314 parksinfo@ashiand.or.us Vanslon Shaw MEMORANDUM TO: Dave Kanner, City Administrator FROM: Michael A. Black, Director DATE: February 4, 2015 SUBJECT: Final Draft of Goals for 2015-17 Background Parks staff and the Ashland Parks and Recreation Commission met on December 151H 2014 to discuss the goals of the APRC for the upcoming biennium. From that meeting, a list of goals was created and subsequently ranked by the Commission to determine the priority of each goal. On January 26th, 2015 the attached goals were adopted by the Commission in a public meeting; they now represent the goals for the APRC for 2015 and 2016. We do plan to update the goals in 2016; however, the attached goals are intended to represent APRC priorities for the extent of the next biennium. The information below is related to the process that the Commission used to rank the goals, as well as some information on the top five items. The goals that have been prioritized through a voting process that included the following distribution of points: 1. Each member of the Commission and the four members of executive staff were given 18 votes each (blue dots) which totaled 750 points, or 75% of the total. 2. The five elected Commissioners (Gardiner, Landt, Lewis, Miller and Shaw) were then given an additional allotment of five votes each (red dots) that all totaled were equal to 250 points, or 25% of the total. Home of Famous Lithia Park Through the voting process the highest level goals were acknowledged, and conversely, the lowest priority goals were also identified. The lowest 21 goals, which received either no votes or as little as one vote, have either been eliminated or reformatted as objective items. After that reorganization, it leaves 37 goals over the following six categories: 1. Trails, Open Space and Land Conservation 2. Volunteers 3. Facilities and Programming 4. Planning and Development 5. Organization 6. Parks and Recreation Governance The top five rated goals are as follows (in order): 1. Facilitate a partnership between Parks and Recreation and a community partner, such as the YMCA, SOU and Ashland School District to build new competition- style year-round indoor swimming pool for the community. 2. Work with the City to facilitate the full transfer of The Grove into the long-term care and control of APRC. 3. Move forward with sidewalks on Winburn Way and Clay Street Dog Park. 4. Update Trails and Open Space Comp Plan 5. Move forward with the process of selection for a consultant for the Lithia Park Master Plan and begin planning process. Organization of Goals: As you review the goals, you will notice that there is some new information outlined in the documents. First, each goal has been ranked. The goals document shows each goal organized by priority under each respective category (i.e., 1.1 is ranked higher thanl.2, etc.). In addition you will notice some icons after each goal. There is a key on the bottom of each sheet, but I will list the key here as well. 1. (8) - denotes the priority points value of each goal on a scale from 1-8, 8 being the highest score after the voting. 2. - denotes the number of red dot votes, or high priority votes by Commissioners. 3. Triangles denote the level of effort each goal will require from staff to achieve the goal over the biennium. ♦ : High Staff Effort Moderate Effort ♦ : Typical Items/On-going Effort Typical Items/Ongoing Items can be characterized as those items that are important to designate as a goal; however, they will likely fit within the current work program and therefore will most likely not require additional resources. These are items that will typically begin with the words "ensure," "continue" or "evaluate." 2 ADOPTED Ashland Parks and Recreation Commission Proposed 2015-17 Goals January 26, 2015 Trails, Open Space and Land Conservation 1. In partnership with the City of Ashland and other stakeholders, review, update and implement the trails and open Space master plan. 1.1 Update Trails and Open Space Comp Plan. (6)99 1.2 Expand Bear Creek Greenway to its originally planned beginning/ending point at Emigrant Lake. (3)9 1.3 In partnership with stakeholder groups, acquire the land on open space plan with emphasis on Grizzly Peak viewscape. (3)90- 1.4 Continue to expand the trail system in the watershed while addressing the need for user-specific and environmentally/eco-friendly trails. (2) Volunteers 1. Enhance and expand the Volunteer in Parks (VIP) program. 1.1 Enhance visibility to community of volunteer opportunities, such as the adopt-a-park program and trail maintenance and construction. (4) 4 1.2 Develop a volunteer recognition program for individual recognition. (2) IF Facilities and Programming 1. Evaluate parks and recreation facilities and programs to ensure the quality of relevant programming and the highest and best use of facilities. 1.1 Work with the City to facilitate the full transfer of The Grove into the long-term care and control of APRC. (7)990- 1.2 Look at possibility of outdoor fitness equipment for all ages. (3) 1.3 Evaluate expanded and alternative use of the Senior Center to meet community needs.(3) 1.4 Consider the addition of a "pump track" and bicycle skills park to an APRC facility.(1) 1.5 Continue to enhance and expand events. (1)~ 1.6 Add new recreation programs as needs are demonstrated by public support and best practices. (1) 1 (3): Points Value low:l - High:8 9: Number of Priority Dots High Staff Effort Moderate Effort : Typical Items/On-going Effort 2. Enhance Oak Knoll Golf Course program and facilities. 2.1 Install playground at OKGC. (2)0o- 2.2 Evaluate the OKGC clubhouse for expanded use and improvements to facility and surrounding hardsacpe. (2)O 2.3 Work towards achieving a higher cost recovery percentage. (2)00- 2.4 Evaluate the installation of a foot golf course within existing golf course. (1) 2.5 Evaluate dog policy at OKGC. (1) 3. Evaluate current capital projects for feasibility, relevancy and implementation planning. 3.1 Move forward with sidewalks on Winburn Way and Clay Street Dog Park. (7)00 3.2 Evaluate all other current capital projects for potential inclusion or exclusion from the 15/17 budget. (3)0o. Planning & Development 1. Continue to build a relevant and functional parks and rec. infrastructure through master planning and implementation strategies. 1.1 Move forward with the process of selection for a consultant for the Lithia Park Master Plan and begin planning process. (5)•9 1.2 Evaluate all APRC facilities and structures for seismic and flood safety. (4)• 1.3 Ensure all approved capital projects are sufficiently planned and implemented on their own individual time lines. (3)0o- 1.4 Ensure walking-distance park access for Ashland residents (25 mile) while balancing the retention of natural green spaces. (2) 1.5 Work in conjunction with Community Development during the development application process to ensure compliance with APRC planning and goals. (2)00- 1.6 Develop a simple framework of projects to be completed each year projected out for the next two - four years with appropriate timelines, estimated costs and who has the responsibility to accomplish it. (1)o- 1.7 Ensure that all developed park spaces are accessible to the public and do not end up underutilized. (1) 1.8 Evaluate all parks for dog friendly options. (1) 1.9 Develop parks development standards and guidelines. (added after voting)► 2. Partner with community stakeholders with similar missions to leverage assets and provide better public services. 2.1 Facilitate a partnership between Parks and Recreation and a community partner, such as the YMCA, SOU and Ashland School District to build new competition-style year- round indoor swimming pool for the community. (8)•••♦ 2.1 Explore options for cooperation between community partners, such as Ashland School District and APRC to share services and facilities. (3)► 2 (3): Poi uts Value Iow:1 - f igh:8 Number of Priori ty Dots ♦ : high Staff Effort ► : Moderate Effort ` : Typical Items/On-going Effort Organization 1. Promote Ashland Parks and Recreation as an exemplary organization. 1.1 Seek local and national recognition for the high level of achievement within the programs and facilities of APRC such as the NRPA Gold Medal Award. (3)♦ 1.2 Continue APRC social networking strategies and invest in additional training of promotions employees to advance APRC's ability to effectively communicate through social media. (3)I 1.3 Continue to educate public and council regarding the wide scope of park responsibilities and benefits. (2) 2 Promote professional development amongst staff. 2.1 Ensure that staff is provided with the opportunity for professional development for the succession of the employee and to ensure relevancy with parks and recreation current best practices. (3) 3 Continue to evaluate and implement financial programs and strategies for higher cost recovery and financial resiliency. 3.1 Work with the finance department to develop a simple budget report that a lay person can understand that explains our projected income and how our money is to be allocated towards staffing, capital projects, and other costs. (4)000- 3.2 Evaluate and present a cost recovery implementation strategy for Commission approval. (2)O 3.3 Seek opportunities to increase revenues across recreation programs. (1)► 4 Maintain a capable and efficient organizational structure. 4.1 Implement a performance based non-cumulative bonus program for employees. (3)11,. 4.2 Evaluate current organizational structure for strengths, weaknesses, opportunities and threats. (2)► Parks and Recreation Governance 1. Review the policies of the APRC and amend existing policies as well as develop and implement new policies as needed. 1.1 Complete the Style and Communication Guide per the adopted MOU. (3)0 1.2 Change language and culture in APRC communications so that directions and design flows to what is allowable i.e. minimize the "no," maximize the "yes." (2)10- 1.3 Rebrand Ashland Parks and Recreation "Department" as Ashland Parks and Recreation Commission. (2) No, 3 (3): Points Value low:l - High:8 Number of Priority Dots ♦ : fliigh Staff Effort ► : Moderate Effort Typical Items/On-going Effort Parking Lot Items (This section is incomplete and constantly under review and amendment, and will not be considered part of the adopted goals) 1. Work on maintaining and improving relationships with City Council 2. Maximize transparency. 3. Serve as a role model for the community on environmental and sustainable best practices in park and structure design, construction and maintenance. 4 (3): Points Value low:I - tfigh:8 Number of Priori ty Dots ♦ : tfigh Staff Effort ► : Moderate Effort : Typical Items/On-going Effort 3 ASHLAND PARKSAND RECREATION COMMISSION 340 S. PIONEER STREET ASHLAND, OREGON 97520 COMMISSIONERS: Michael A Black Mike Gardiner Director Rick Landt PLVJ TEL: 541.488.5340 Jim Lewis FAX: 541.488.5314 Matt Miller parksinfo@ashland.or.us Vansbn Shaw MEMORANDUM TO: Dave Kanner, City Administrator FROM: Michael A. Black, APRC Director DATE: February 4, 2015 SUBJECT: The Long-term Disposition of the Grove As you know The Grove (the "Facility') is owned by the City and is loaned to the Ashland Parks and Recreation Commission (the "APRC'). The APRC has operated programs at the Facility for several years and we feel that it has been a significant benefit to the community to have it available for their recreation use. In addition to the recreation use, the Facility is used, when needed, as an emergency shelter for the homeless. As of now, the Facility is mainly scheduled for night use and during the day it sits dormant a majority of the time. We operate our adaptive program out of the Facility, but that use is very minimal with regard to time and space needs. In reality, the Facility is largely vacant except for the evenings, and some of the rooms are being used for storage. APRC would like to make better use of the Facility and we are asking the City Council to consider transferring the long term possession of the structure and its operations to the APRC. Our plans would include keeping all of the current uses as they are, including the provision for an emergency shelter. In addition, we feel we could add more programs and other uses to enhance the use of the space. Some of the plans that APRC would have for the Facility are as follows: 1. "Open hours" for drop in recreation use by youth and other members of the community. Home of Famous Lithia Park 1 2. Increased operations of senior programs (adding to the programs currently held at the Senior Center). 3. Increased operations of new and general recreation programs organized by APRC for the benefit of the community. 4. Increased use of individual rooms to be rented for public use. 5. Physical relocation of the recreation division of the APRC. a. Currently, recreation personnel are in various buildings throughout the City. This would consolidate that division with their manager. b. All customer service operations would be moved to the Facility in phases. 6. Continued use as an emergency shelter option. 7. Relocation of APRC study session meetings. Some of the direct benefits that could be achieved by a more permanent APRC arrangement of the Facility are: 1. Accessibility. a. Increased access to programs for youth, seniors and the underprivileged through increased hours of operation and a broader offering of programs. b. Since the Facility would be open "all the time" after this transfer, it would provide a place for youth and others to use after school hours and during the days of summer either through structured programs or open play programs - it would operate more like a (small) recreation center. 2. Ease of access by the public. a. The Facility is more central to the residents who have a need for their services and will allow division personnel to be consolidated at one location. b. This will allow for more of a "one stop" facility for the public and partners of the APRC. 3. Visibility and perception. a. The community will see that the facilities and properties owned by the public are being used to their highest and best potential in order to provide the best possible services back to the people. Thank you for the opportunity to discuss this with the City Council. I think the benefits of this proposal are evident and show that the public can benefit greatly from a more efficient recreation division operation at The Grove. 2 { ASHLAND PARKSAND RECREATION COMMISSION 340 S. PIONEER STREET ASHLAND, OREGON 97520 COMMISSIONERS Michael A Black Mike Gardiner Director Rick Landt PW il Jim Lewis TEL:541.488.5340 via, FAX: 541.488.5314 Matt Miller parksinfo@ashland.or.us Vansbn Shaw MEMORANDUM TO: Dave Kanner, City Administrator FROM: Michael A. Black, APRC Director DATE: February 4, 2015 SUBJECT: SOU McNeil Pavilion Pool Discussion The SOU pool (the `Pool') is a resource that has been relied upon for recreation and competition swimming in Ashland for years. The primary recreation users of the Pool are lap swimmers organized by the Masters Swimmers club in Ashland. Other major users include Ashland High School swimming and water polo teams as well as other High Schools from the area. As of now, the APRC does not schedule any of our programs in the Pool. The entire McNeil Pavillion recreation building is planned for a major reconstruction starting this year. As a result of the reconstruction, and other factors such as a lack of support among the student population, lack of funding and ongoing maintenance and safety issues, the Pool will be closing permanently this spring. SOU was not planning to replace the Pool since there was no support in a recent student body vote; however, new revelations have been made regarding its importance to the community and a new movement has been launched to fund the construction of a new pool. Representative Buckley has taken a personal interest in the final disposition of the Pool and has instructed SOU and other partners (Ashland School District, Masters Swimmers and APRC) to get together to work on a new solution. We have done that, and it appears that there is an option for a new pool at the reconstructed McNeal Pavilion. The following are the findings of the recent push to solve the Pool "problem:" 1. Location. a. SOU has agreed that a new pool can be attached the reconstructed McNeal Pavilion on their property. Home of Famous Lithia Park 1 2. Capital Cost. a. SOU cannot add a new pool to their construction plans without a new funding source. Rep. Buckley has committed to attempt to find the necessary funding for capital construction, so long as it is under a certain dollar amount. b. If the certain dollar amount is exceeded, the users will be expected to come up with the rest of the capital. SOU cannot pay for the difference. 3. Operating Cost. a. SOU does not want to operate a new pool. They are willing to provide the space for the pool, but will require that the pool be operated on an ongoing contract administered by the user group(s). b. SOU does not want to pay for a pool that they don't operate. The operation costs will have to be paid for by the users through fees for use and other sources (typical recovery rates through fees for a public pool are between 30% and 50%). The operation of a pool facility is a large responsibility and can be very expensive. Although I don't have a figure today for the cost of operations, it most likely will be between $250k and $500k (I may have better figures by the joint meeting). As of now, the current contracts with user groups bring in about $35k toward the operations of the Pool - these funds would likely continue in the future with a new pool. I bring this matter up because it should be discussed with the Commission and the Council in the joint meeting. The matter has brought with it a lot of input from the public. There is no doubt that closing the Pool will cause a reduction in the recreation services offered to the public in Ashland. We are working with all of the pool providers in the community to ease that gap in services; however, without a new capital project it will not be possible to adequately replace the services currently offered by the McNeal Pavilion Pool. We have an opportunity for a capital project that can be funded by State dollars; however, there must be a plan in place to cover operations in order to finalize the capital funding. We believe that it would be appropriate to talk to the Council about the potential for funding the operations of a new pool and how that allocation of funds would be made. This would be a "new" recreation opportunity for the community and would require additional funding through the budget process. Since APRC paid nothing toward the previous McNeal Pavilion Pool, there are no APRC resources being made available by the closure of the Pool that can be redirected. I look forward to the discussion of this matter and will have updated information by the date of the meeting. I expect that the main items/questions to discuss are: 1. Do both the Commission and the Council agree with the priority for the new pool? a. The Commission has ranked the resolution of this issue as their number one priority goal. 2. Will there be combined support for: a. The location of the pool? b. The prospect of the major role that APRC and the City will play in the operation of the new pool? c. A new budget proposal for operations and maintenance of the pool? 2