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HomeMy WebLinkAbout2011-12-01 Info PacketCITY OF IOWA CITY www.icgov.org CITY COUNCIL INFORMATION PACKET DECEMBER 6 SPECIAL WORK SESSION IP1 Council Meetings and Work Session Agenda December 1, 2011 IP2 Summary of Pending Work Session Items IP3 Memo from Economic Development Coordinator: Downtown Market Analysis presentation by John Millar IP4 Previously distributed memo from Assistant City Manager: Legislative Priorities MISCELLANEOUS IP5 Memorandum from Council Member Bailey: UNESCO Creative Cities Conference IP6 Memo from Director Public Works and Director of Planning & Community Development: Update: Flood Related Activities IP7 Des Moines Register Article from City Manager: Chambers: Cut pension burdens IP8 The Park Bench — December 2011 IP9 Goal Setting Report — November 29, 2011 IP10 Economic Development Committee Draft Minutes —November 8, 2011 Economic Development Committee Draft Minutes — December 2, 2011 [Distributed at 12/6 Council meeting] IP11 Letter to City Manager from Iowa City Area Development Group: Support IP12 Letter from Leon Hemphill: Agenda item request re fair housing / diversity of Iowa City Invitation: Open House — Zero Entry 100% Wheelchair Accessible, December 9 [Distributed at 12/6 Council meeting] DRAFT MINUTES IP13 Airport Commission: November 17, 2011 AVAILABLE IN CITY CLERK'S OFFICE OR ON LINE (www.icgov.org) Department Strategic Plans: Airport Parks & Recreation Fire Public Works Library Senior Center CITY OF IOWA CITY www_icnnv_orn CITY COUNCIL INFORMATION PACKET DECEMBER 6 SPECIAL WORK SESSION December 1, 2011 IP1 Council Meetings and Work Session Agenda IP2 Summary of Pending Work Session Items IP3 Memo from Economic Development Coordinator: wntown Market Analysis presentation by John Millar IP4 Previously distributed memo from Assistant City anager: Legislative Priorities MISCELLANEOUS IP5 Memorandum fro Council Member Bailey- UNESCO Creative Cities Conference IP6 Memo from Director ublic Works and Director of Planning & Community Development: Update: Flood Related ctivities IP7 Des Moines Register Article m City anager: Chambers: Cut pension burdens IP8 The Park Bench — December 2 1 IP9 Goal Setting Report — November 9, 011 IP10 Economic Development Commi ee Dra Minutes — November 8, 2011 IP11 Letter to City Manager from low City Area De lopment Group: Support IP12 Letter from Leon Hemphill: Ag nda item request a fair housing / diversity of Iowa City DRAFT MINUTE IP13 Airport Commission: November 17, 2011 AVAILABLE IN CIT CLERK'S OFFICE OR ON LIKE (www.icgov.org) Department Strategic Plans: Airport Fire / Library Parks & Recreation Public Works i Senior Center 1 1 - Jgqffih IPI -� City Council Meeting Schedule and CITY OF IOWA CITY Work Session Agendas December 1, 2011 www.icgov.org ♦ MONDAY, DECEMBER 5 Emma J. Harvat Hall 3:15p -6:30p Special Work Session — Strategic Planning ♦ TUESDAY, DECEMBER 6 4:30 -6:00p Reception for outgoing Council Members Helling Conf. Room 6:00p Special Work Session Emma J. Harvat Hall • Council Appointments • Agenda Items • Downtown Market Analysis [IP #3] • Discuss 2012 Legislative Priorities [IP #4] • Information Packet Discussion [November 22, December 1] • Council Time • Summary of Pending Work Session Issues [IP #2] • Meeting Schedule • Upcoming Community Events /Council Invitations 7:00p Regular Formal Council Meeting (continue work session if necessary) TENTATIVE MEETING SCHEDULE - SUBJECT TO CHANGE ♦ MONDAY, JANUARY 2 Emma J. Harvat Hall New Year's Day Holiday - City Offices Closed ♦ WEDNESDAY, JANUARY 4 Emma J. Harvat Hall 5:30p Special Formal — Organizational meeting 6:00p Special Work Session — Possible Meeting with area Legislators ♦ SATURDAY, JANUARY 7 Emma J. Harvat Hall 8:00a -5:00p Special Budget Work Session ♦ MONDAY, JANUARY 9 Emma J. Harvat Hall 1:00 -7:00p Special Budget Work Session ♦ TUESDAY, JANUARY 10 Emma J. Harvat Hall 5:30p Special Work Session 7:00p Special Formal Council Meeting ♦ MONDAY, JANUARY 16 Emma J. Harvat Hall Martin Luther King, Jr. Day — City Offices Closed ♦ TUESDAY, JANUARY 24 Emma J. Harvat Hall 5:30p Special Work Session 7:00p Special Formal Council Meeting ♦ TUESDAY, JANUARY 31 Emma J. Harvat Hall 6:00 -9:00p Special Budget Work Session (Boards /Commissions /Events) TBD Special Formal ♦ MONDAY, FEBRUARY 20 Emma J. Harvat Hall Presidents' Day — City Offices Closed City Council Meeting Schedule and CITY OF IOWA CITY Work Session Agendas December 1, 2011 www.icgov.org ♦ TUESDAY, FEBRUARY 21 Emma J. Harvat Hall 5:30p Special Work Session 7:OOp Regular Formal Council Meeting ♦ TUESDAY, MARCH 6 Emma J. Harvat Hall 5:30p Special Work Session 7:OOp Regular Formal Council Meeting ♦ TUESDAY, MARCH 20 5:30p Special Work Session 7:OOp Special Formal Council Meeting ♦ WEDNESDAY, MARCH 21 4:30p Joint Meeting - Special Work Session Emma J. Harvat Hall Emma J. Harvat Hall SUMMARY OF PENDING WORK SESSION ISSUES 12/01/11 Meeting with Area State Legislators re: 2011 Legislative Priorities (January 4 tentative) Review Function of Boards /Commissions: Explore Possible Consolidations CITY OF IOWA CITY IP3 MEMORANDUM To: City Manager, Tom Markus From: Wendy Ford, Economic Development Coordinator Date: November 28, 2011 Re: 12/6 City Council Work Session: Downtown Market Analysis presentation by John Millar Early in 2011, the University of Iowa proposed partnering with the City on an in -depth downtown market analysis. In June, the City Council approved the partnership and the study is now complete. At the work session on December 6, 2011, John Millar, the researcher engaged for the study, will be presenting his findings in a strategic assessment of downtown Iowa City using methodology he has developed to find the "hidden" economies in university, military and /or government towns. A pdf file of the report is available on the City's web site at http: / /www.icgov.org /default/ ?id =1367. Look for the document titled Downtown Iowa City and Riverfront Crossings District: Strategic Assessment. CITY OF IOWA CITY IP4 MEMORANDUM Date: Novembe r 10, 2011 To: City Council n From: Dale Helling, Assistant City Manager Re: Legislative Priorities Please find attached a copy of Resolution #10 -496 by which Council adopted your legislative priorities for 2011, as well as a copy of the 2012 Legislative Priorities of the Iowa League of Cities. These are provided for your review in anticipation of a meeting with our area legislators prior to the 2012 session. In addition, the Metropolitan Coalition discussed 2012 priorities at its meeting on August 25, 2011 but those have not been finalized. The discussion included the following as possible priorities: a. diversifying revenue sources; b. Chapter 411(police /fire pension system) restructuring and keeping the system sound; c. preservation of TIF as an economic development tool; d. extension of the 6% historic tax credit; e. adequate funding for public transportation infrastructure (road use tax revenue); f. negative effects of the Krupp decision allowing commercial rental complexes to be converted to Co -Op and taxed as residential properties; g. general concurrence with the priorities of the Iowa League of Cities. With Council's concurrence, a discussion of your legislative priorities will be placed on your December 6, 2011 work session agenda. A resolution reflecting those priorities will then be prepared for formal Council action. cc. Tom Markus, City Manager Marian Karr, City Clerk Eleanor Dilkes, City Attorney M� 13 Prepared by: Dale Helling, Asst. City Manager, 410 E. Washington St., Iowa City, IA 52240 (319) 356 -5013 RESOLUTION NO. _j0—&9b_ RESOLUTION ESTABLISHING CITY OF IOWA CITY 2011 LEGISLATIVE PRIORITIES WHEREAS, the Iowa City City Council seeks to encourage legislation that enhances economic development and opportunity in Iowa City as well as the State of Iowa; and WHEREAS, the City of Iowa City and other cities play a critical role in the future of the State; and WHEREAS, it is in the interest of the citizens of Iowa City that the City Council establish legislative priorities and convey said priorities to State legislators who directly represent Iowa City, as well as to other State legislators. NOW, THEREFORE, BE IT RESOLVED that the Iowa City City Council hereby outlines its legislative proposals to the Iowa City area legislative delegation for the 2011 Iowa State legislative session as follows: ALCOHOL — LOCAL REGULATORY AUTHORITY The City seeks support for greater local determination in regulating the licensing, sale, service, and consumption of alcoholic beverages. A "Home Rule" approach will allow local government to more effectively address alcohol related problems and issues that are of particular concern in their respective communities. ECONOMIC DEVELOPMENT The City supports the preservation of existing economic development incentives, as well as policies that would enable us to expand our economic development efforts. Of greatest importance is the retention of Tax Increment Financing (TIF) in its current form without further changes or restrictions. We also support a local option of raising the Hotel -Motel Tax from a maximum of seven percent (7 %) to nine percent (9 %). IOWA LEAGUE OF CITIES and METROPOLITAN COALITION PRIORITIES Iowa City, as a member city of both organizations, supports the legislative priorities set forth by the Iowa League of Cities and by the Metropolitan Coalition for the 2011 legislative session. Of particular concern is the rapidly rising cost to employers to support the Municipal Fire and Police Retirement System and we support efforts to control future costs to the member municipalities. Passed and approved this _16th day of November , 20_lQ___• •' Resolution No. 0-496_ Page 2 ATTEST: CITY RK oved by �J City Attorney's ice It was moved by ('hamvi_on _- and seconded by Mima the Resolution be adopted, and upon roll call there were: AYES: x _ x _ x x x wpdata/mgr /asstIres/2011 "is prior.doc NAYS: ABSENT: Bailey Champion Dickens Hayek Mims Wilburn Wright (Previously distributed to Council at 11/22 formal meeting.) r , CITY OF IOWA CITY iP_ MEMORANDUM Date: November 22, 2011 To: City Council From: Regenia Bailey RE: UNESCO Creative Cities Conference Introduction Last week I traveled with Jeanette Pilak, Executive Director of Iowa City UNESCO City of Literature, to Seoul, South Korea to represent the City of Literature USA Board of Directors and the City of Iowa City at the UNESCO Creative Cities Conference. It was a valuable and beneficial experience, providing an opportunity for conversations among the UNESCO Creative Cities, the cities working toward designation, and most importantly, conversations among the cities of literature. Before I outline some of the activities and ideas from the trip, I want to thank Josh Schamberger and the Iowa City /Coralville Convention and Visitors Bureau for providing funding for my participation in this conference. I also want to thank all of you for your flexibility in rescheduling council meetings so I could participate in the trip without neglecting my fundamental council responsibilities. City of Literature Conversations and Collaborations All the Cities of Literature (Edinburgh, Melbourne, Dublin, and Reykjavik) sent delegations to the conference. In addition to discussing programming ideas and opportunities, we discussed policies that support and advance the City of Literature branding. I was particularly interested to hear that Edinburgh works closely with their Municipal Improvement District (comparable to a SSMID here) to advance their city's brand and promote City of Literature activities. I see opportunities for the DTA (or the SSMID board, in the event of the ordinance passing) to explore policies and practices that might benefit our community as we work to promote and brand the City of Literature USA. In addition to discussing best practices, there was discussion among the Cities of Literature about collaborating on an economic impact study to examine the benefits and return on investment of the UNESCO designation. Given that all the Cities of Literature have major research institutions; this seems like a manageable and feasible project that would provide significant data to the policy makers of these communities. Cultural Tourism As I listened to the presentations and talked with other delegations, it became clear that there are a variety of opportunities in cultural tourism that Iowa City and the City of Literature organization can pursue. These include exchanges among the other Creative Cities, especially within the Cities of Literature network. Other ideas involve more focused promotion of Iowa City as a City of Literature within the state, the region, and nationally. Iowa City has connections throughout the world, primarily through ties to University programs. The City of Literature organization works to November 22, 2011 Page 2 strengthen these connections to promote Iowa City as a destination for education and cultural opportunity, but as with most opportunities, there is more that we can do. If we embrace the City of Literature designation as an international acknowledgement of the distinct literary culture that we have in this community due to the intense and fertile collaborative relationship between the City and The University of Iowa, we can see that although the designation brings focus to literature, the collaborative environment that fosters it is the fundamental attractor. We know that this environment draws writers, sports fans, academics, and others to our community. As a City, we should do more to capitalize on this environment and the designation that acknowledges it. We should include cultural tourism as part of our economic development strategies and develop additional approaches to work with the City of Literature organization and other entities to promote our community in ways that bring a return to the City through hotel /motel tax and the additional economic vibrancy that is a result of strong visitor and tourist activity. City Branding Somewhat related to the cultural tourism piece is the notion of how the City itself promotes its brand. As a governmental entity, our approach to branding will be different than that of a commercial enterprise, but we can't overlook it altogether. Something as simple as including the City of Literature designation with our logo on business cards and letterhead throughout our City departments would help promote the distinct nature and culture of Iowa City. Additionally, inclusion of the City of Literature distinction on the City's website would be a logical and cost effective way to promote Iowa City's unique culture. Including links to the City of Literature website from the City's site would enable us to promote the City of Literature designation and programs with little additional work on our own site. As we move into strategic planning, I hope that we can develop additional ideas to develop the City's brand identity as a City of Literature and consistently promote it through the City's printed and virtual materials. Conclusion As we have all noted, the UNESCO City of Literature designation is a significant international honor. As leaders of this City of Literature, we need to work to ensure that we use this designation to promote and grow our community in ways that benefit our citizens. There are numerous opportunities —small and large —to do this and it is important that we lead the way in their implementation. ;..- =Ir.�, r CITY O F IOWA A C I T fir' MEMORANDUM Date: November 22, 2011 To: Thomas M. Markus, City Manager From: Rick Fosse, Director of Public Works Jeff Davidson, Director of Planning and Community Development Re: Update: Flood Related Activities Public Works Department (Rick Fosse, 356 -5141) Flood Hazard Buyout Program • Bids were received and a contract was awarded for the demolition of an additional 10 properties in the Parkview Terrace neighborhood. Demolition should be completed on these properties by mid - December. Dubuque Street Elevation and Park Road Bridge Reconstruction Project • HNTB & City staff attended Hancher Auditorium — University of Iowa coordination meeting on November 3, 2011. • HNTB & City staff participated in a roadway conceptual design meeting to discuss review comments on three alternatives. • Focus group meetings were held on November 16 & 17. The 6 groups discussed Transit, University, Utilities, Public Safety, Recreation and Aesthetics. • TAC meeting will be held on December 7. • Continued preparation for the public drop -in center to be held on December 8 in Meeting Room A of the Robert A. Lee Recreation Center. • Continued refinement of three roadway conceptual alternatives by HNTB. • Continued writing of draft Environmental Assessment. • Continued preparation of Section 4(f) documentation for determination of 4(f) resources. • Continued environmental impact analysis of conceptual alternatives. • Continue bridge studies and refinement of bridge type alternatives. Wastewater Treatment Plant Consolidation Project • Plans and Specification are in the Process of being finalized. • Final plans and Specifications are tentatively scheduled to be printed and distributed for agency reviews on December 2 "d , 2011. • A wetland delineation and a wetland mitigation plan are being prepared. The wetland permitting process could delay the bidding of the project. Rocky Shore Drive Pump Station and Floodgates Project • Reviewed pump type information and made a recommendation. • Reviewed pump station location options and made a recommendation. • Coordinating design and cost estimates with the University of Iowa and Coralville. • Continued to address citizen questions and concerns regarding this project. • Working on agreement with CRANDIC railroad. West Side Levee • The wetland mitigation is still under review by the Iowa Department of Natural Resources. MMS is working with the IDNR to get the mitigation efforts approved. Taft Speedway Levee • A list of flood mitigation alternatives for the Taft Speedway / Idyllwild Area is currently being developed and evaluated by the consultant. • Next public meeting is scheduled for early January at the Parkview Church in Iowa City. Specific details are unknown at this time; however, updates will be posted to the project website when they become available. East Side Levee • Five consultants submitted proposals for the East Side Levee Project. The top three firms were interviewed by City staff on November 11th. Staff is currently negotiating a design contract with the firm selected. Animal Shelter Bids were received and a contract was awarded for the demolition of the former Animal Shelter. Demolition should be completed by mid - December. Requests for Qualifications (RFQ) were received from nine architecture and engineering firms to design the new Animal Center. Based on the RFQ's, Staff selected 3 firms to interview and is currently negotiating a design contract with the firm selected. River Crossings FEMA has obligated funding for the project which is estimated at $352,454 of which FEMA's 90% portion is $317,209. The proposed project schedule is as follows: • Complete final design — December 2, 2011 • City Council set public hearing date — December 6, 2011 • City Council conduct public hearing — December 20, 2011 • Bid Opening — January 12, 2012 • City Council award contract — January 17, 2012 • Contractor's notice to proceed — February 1, 2012 • Final completion date — May 25, 2012 2 Water Works Prairie Park Source Protection Advanced Electrical Services, Inc. (AES) was awarded the contract with a bid of $448,000. AES performed the work on the Peninsula Park Flood Mitigation Improvement Project. Work on the project began the beginning of November. The project is to be completed by the end of September 2012. Planning and Community Development (Jeff Davidson, 356 -5232) Two properties (515 Normandy Drive and 804 Eastmoor Drive) were acquired with Community Development Block Grant (CDBG) funds and one property (601 Normandy Drive) was acquired with Hazard Mitigation Grant Program (HMGP) funds. A total of 85 residential properties have been acquired with disaster recovery buyout grants. Of the 85 properties, 44 properties have been acquired using CDBG funds, 35 properties with HMGP funds, and six properties with Community Disaster Grant (CDG) funds. A total of 66 structures have been demolished in the Parkview Terrace and Taft Speedway neighborhoods. Ten more properties are scheduled to be demolished by mid - December. • The closing of 601 Normandy Drive was the 35th and final purchase with HMGP funds. After all of the HMGP properties are demolished the grant will be closed out. • Request for Qualifications were sent out on November 10th to prepare an adaptive reuse and flood mitigation plan for the Ned Ashton House (820 Park Road). The property was acquired with CDBG buyout funds, but the structure will not be demolished because it is on the National Register of Historic Places. • Sixteen homes in Round 3 of the Single Family New Construction Program have been built and sold. To date, 93 owner - occupied affordable housing units have been constructed and sold from all three rounds. A total of 108 units will be constructed by the end of 2012. • The next public meeting for the Taft Speedway Flood Mitigation Study will be in early January. HDR is the firm conducting the study and will lead the meeting. • Applications for Federal Jumpstart funds for repair, rental rehabilitation, down payment assistance and interim mortgage assistance are still being accepted and funds are available. To date, $869,500 in Federal Jumpstart funding has been used to assist 18 households. 3 Chambers: Cut pension burdens I The Des Moines Register I DesMoinesRegister.com From City Manager IP7 Chambers: Cut pension burdens 12:27 AM, Dec. 1, 2011 Iowa lawmakers need to help cities address costs like contributions to the state's police and fire pension fund if they want to make commercial property tax cuts more palatable to cities and towns, economic development leaders said Wednesday. "We want everything on the table for discussion," said John Stineman, executive director of the Iowa Chamber Alliance. The group of 16 large chambers released its legislative agenda Wednesday at the Statehouse. Cutting commercial and industrial property taxes, a proposal that failed last legislative session, again tops the group's list. Education reform, increasing transportation investment and beefing up economic development incentives round out the group's legislative slate. One of the biggest roadblocks to property tax reform last session was the projected loss of revenue to Iowa's cities, counties and schools. The Chamber Alliance said it wants to lower commercial property taxes without hammering local governments or shifting costs to residential homeowners and farmland owners. "We know there will be pain, but we don't want to cause injury," Stineman said. One way to do that is to cut costs for Iowa's 948 cities, as well as allow them to raise more revenue and provide temporary "backfill" to offset the loss of commercial tax revenue. Pension contributions are "a huge dollar commitment that goes up each year" for Iowa cities, Stineman said. "It's more growth than their budgets can sustain, and they're pointing out that it's something that needs to be addressed." Leaders agree that the 49 cities that contribute to Iowa's police and fire pension fund have seen rising costs. The fund covers 3,800 active and nearly 4,000 retired public safety officers. Dennis Jacobs, the fund's director, said the recession punished investment returns to the public safety fund, which fell 22 percent in the 2009 fiscal year before rebounding and growing 23 percent last fiscal year. The recession drop wiped out several years of growth, Jacobs said. It's meant that cities with police and fire departments are seeing rising contributions, from just below 25 percent now to to 26.1 percent next fiscal year. "We could see rates rise to 30 percent in the years ahead," said Alan Kemp, director of the Iowa League of Cities. He noted that cities pick up the rising costs because employee contributions are capped at 9.4 percent. "Commercial property tax cuts would hurt all cities," Kemp said. "Pension reform just helps 49 of the state's largest cities" that contribute to the fund. Gov. Terry Branstad proposed last session providing $250 million annually in temporary funding to local governments to offset commercial property tax losses. He proposed cutting the percentage of a commercial property's value that is taxed from 100 percent to 60 percent over a five -year period. Des Moines City Manager Rick Clark said the city is looking at a 22 percent police and fire pension increase, to $10.6 million this fiscal year. But reducing those costs wouldn't be enough to offset the commercial property tax loss under Branstad's plan, he said. He said allowing cities to raise additional revenue, from sales tax to hotel -motel taxes or user fees, will be critical. "If you cut more revenue without other fixes, it's going to be a killer for cities," Clark said. park BeDcb Iowa City Parks and Recreation e- newsletter ATA of as for great qfft ideas! The holiday shopping season is now in high gear — and still, many of us don't have a clue about what to give some of the people on our list. The husband? He's full -up with ties and tools from previous birthdays and holidays.The kids? The floor is al- ready littered with more toys than they know what to do with — and if they're older, you know by now that they no longer appreciate your sense of fashion or your choice of music.The parents and in -laws? Seriously? Another restaurant gift card? If you're still searching for those fun, unique, one - size - fits -all gift ideas that fit every person and every budget, we've got a great idea: a gift certificate for a new experience. The purchase of a gift certificate from the Iowa City Recreation Division can in- troduce people on your gift list to dance, swimming, pottery or art classes, youth sports activities, fitness or aquacise classes, activities for preschoolers, photo darkroom lessons, or even continued on next page 6a� December 2011 holldag schedule Thursday, November 24 All offices and facilities closed. Friday, November 25 Both offices closed. Recreation facili- ties will be open Sunday hours, with pools open at I p.m. Saturday, December 24 Pools close at 4 p.m. Recreational facilities close at 5 p.m. Sunday, December 25 All offices and facilities closed. Monday, December 26 Offices closed. Recreational facilities open at 8 a.m. Pools open at I p.m. Tuesday, December 27 Offices closed. Recreational facilities and pools open regular hours. Saturday, December 31 Pools close at 4 p.m. Recreational facilities close at 5 p.m. Sunday, January I All facilities closed. Monday, January 2 Offices closed. Recreational facilities open at 8 a.m. Pools open at I p.m. Website: www.icgov.org /pr E -mail: icrec @iowa- city.org Parks & Forestry . ...................319.356.5107 Recreation ............ ...................319.356.5100 Mercer / Scanlon . ...................319.356.5109 Cemetery .............. ...................319.356.5105 Central Business District..... 319.356.5107 From the Park Bench — Iowa City Parlor and Recreation Department — December 2011, page 2 Gred qTff IdeasI continued from cover gymnastics training. Gift certifi- cates are available in any dollar amount, which the gift recipient can then apply toward a class or activity punch card. In addition to a new experience, your Recre- ation Center gift certificate will provide an opportunity for your family or friends to get out this winter, meet new people, and en- joy some of the many wonderful activities Iowa City has to offer! Or, here are other possibilities: ■ Farmers Market clothing If the people on your list are fans of the Iowa City Farmers Market — or if they just need some cool new t- shirts or sweatshirts — we've got them for sale! T- shirts range from $7 to $10, while sweatshirts are $10 to $15. Two different designs are available. And don't forget our two Farm- ers Market Holiday Markets on Saturday, December 10 from 8 a.m. to I p.m.! Seethe separate article on the Farmers Market page in this issue for more info. ■ Iowa City history books Got a history buff on your list? We've got an interesting local history book series written by Timothy Parrott, a sixth- gener- ation resident who has written books on the community history that lies buried in Iowa City's Oakland Cemetery. His "Enigma" series tells compelling stories of past Iowa City residents: Friends of Hickory Hill Park 2012 calendars now on sale Each year, the Friends of Hickory Hill Park (FHHP) organization produces a full -color calendar filled with photos of this beloved Iowa City sanctuary as a fundraiser for their group. FHHP, an all- volunteer, nonprofit organization, supports conservation and restoration efforts in the park, and the calendar is their primary fundraising effort.The photos in the calendar, which are donated to the project by area photographers, capture the amazing natural setting that exists within Hickc woodlands, fields, waterways, and a variety of wildlife — thr.,..b,,.,.. 6 Theresa Dolezal Feldwert and the Black Angel, 2nd edition ............................... $10 Harriet Z. Duell and Her 46 -Day Death Fast ........... $6 Wesley Monroe Sauer and His Quixotic Descent into Madness . .............................$8 Polly Parrott . ............................$25 To purchase gift certificates, punch cards, Farmers Market clothing, or any of the "Enigma" books, stop by the Recreation Division office in the Robert A. Lee Recreation Center at 220 S. Gilbert Street. Office hours are 8 a.m. to 7 p.m. Monday through Thursday, and 8 a.m. to 5 p.m. on Fridays — but watch for changes to hours during the holidays. Copies of the 2012 calendar are now available for sale for $10 each at the Robert A. Lee Recreation Center and the following Iowa City businesses:Ace Hardware on North Dodge, Active Endeavors, the East Side Artists Show (scheduled December 9-11 at the Masonic Temple), Eble Music, Fin and Feather, Iowa Book and Supply, New Pioneer Co -op, Prairie Lights, and Russ' Northside Service. In 2010 and 2011, FHHP provided more than 2,000 hours of volunteer work in the park, which culminated this year with the first -ever controlled burn in the woodland area. For more information, visit their website at www.hickoryhilipark.org. From the Park Bench — Iowa City Parlor and Recreation Department — December 2011, page 3 �OID GS fOr 0ff (TDCredTbIq awesoffle) WTDtff Beak FOStTYGII Soar q, parreDtS ... lt'S jU fforr KIM Sometimes, you just want to be a kid again —and not just when the arthritis is acting up. Take now, for example, just after the Iowa City Parks and Recreation Department has announced all the fun they've lined up for the Winter Break Festival, scheduled December 21 -23 and Decem- ber 27 -30. Every day of the festival,which runs from 9 a.m. to 4 p.m., will be devoted to a different theme, and in each day's activities, education will be paired with fun, including: • Visits with exotic reptiles, birds and special visitors from the Iowa City Animal Care and Adoption Center; • Field trips to Wasserbahn Waterpark at the Amara Colonies, Eulenspiegel Puppet Theatre in West Liberty, and Colonial Lanes in Iowa City for bowling and mini - golf; • Swimming, arts and crafts, and tons of other educa- tional activities at the Recreation Center; • Special visitors who will share their talents and skills in fun and educational activities. Students may be registered for one or more festival days: Wednesday, December 21 ....................Musical Adventures Thursday, December 22 ............................... Puppet Theater Friday, December 23 ................ .........................Animal Safari Tuesday, December 27 .......................... Writers Workshop Wednesday, December 28..... Wild'n Crazy - Get Active! Thursday, December 29 .......... ............................Art Festival Friday, December 30 ........................... Movin' and Groovin' Cost per daily session ranges from $35 to $45 for Iowa City residents, and $40 to $50 for non - residents. Regis- tration begins December 1. Supervised play is available for enrollees before and after festival sessions from 7:30 to 9 a.m. and 4 to 5:30 p.m. at no extra cost. For more information on each session and /or for a registration form, visit www.icgov.org /pr.In the "Department News & Special Events" section, select the article on the Winter Break Festival. Or, call the office at 3 19.356.5 100. Afield trip to Wasserbahn Waterpark is scheduled as part of the " Movin' and Groovin"' session. Kids in the "Wild'n Crazy — Get Active" session will enjoy bowling and mini -golf at Colonial Lanes. A live performance by Eulenspiegel Puppet Theater will be included in the "Puppet Theater" class. From the Park Bench — Iowa City Parlor and Recreation Department — December 2011, page 4 n1i s to WTDfer P)arkefs: Mope aye POPPTDq GP This article is reprinted from "Farmers' Markets Today, "January / February 2011 In December 2010, the USDA announced that 898 of the farmers markets in the latest directory are operating during winter months. This number amounts to about 14% of the 6,132 operating farmers markets in the U.S. and is a 17% increase from the number of winter markets two years ago.The Farmers Market Coalition (FMC) says the increase in winter farmers markets is "clear evidence" of synergy be- tween supply and demand, a gradual shift towards healthier local diets for consumers, and more income opportunities for farmers. %iGiVJiiSGiVJOGfiir{E ; A recent USDA survey found markets that operated for more than seven months a year had three times the amount of sales revenue per 90wa li7�y �GIrYYlBrS 7Viarket ; month and twice as many customers per week as those that didn't : operate into the winter months. FMC's executive director Stacy Miller said the continued or extended presence of the markets helps custom - ers keep the farmers markets in mind during the winter, even though Iowa(Ty the markets may downsize, operate less often, or move indoors. Miller Y1 vl ( added that the extended market season encourages farmers to try dif- ferent ways to extend their growing and storage seasons that enable Farmerss Mal y kef- the farmer to start growing earlier and keep growing longer. #1 ID ' be sfafel The Iowa City Farmers Mar- ket has been named the "Favorite Farmers Market in the State of Iowa" byAmeri- can Farmland Trust, based on the number of votes the Iowa City market received in competition earlier this year Rounding out the top five markets in the state were: #2: Des Moines Downtown Market [Infer fflafkef nor Uderwag The Iowa City Parks and Recreation Division has now joined oth- er communities that are hosting winter markets. The Grant Wood Market Place off - season Farmers Market kicked off on Saturday, No- vember 5. It will be held the first and third Saturdays of each month through April, from 2 to 4 p.m. Several vendors had requested after- noon hours to accommodate their already - established market sched- ules, which included morning markets in other communities. Dates for this month's markets are December 3 and 17. Cindy Coffin, Program Supervisor for the Parks and Recreation Division, is now the coordinator for the Grant Wood Market Place. If you have questions, contact her at 319.356.5100 or e-mail cindy - coffin @iowa- city.org. #3: The Freight House Market in Davenport l M }� }�h }� 1 HOlIdaq kefs: December #4: Cedar Rapids 1 lal l0 Downtown Market The last two Farmers Market Holiday Markets are scheduled Saturday, #5: Dubuque Market ; December 10 from 8 a.m. to I p.m.They will be held at the same time, Our thanks to all the Iowa but in two different locations: RobertA. Lee Recreation Center at 220 City Farmers Market pa- S. Gilbert Street, and Grant Wood Elementary School, 1930 Lakeside trons who voted for us, and ; Drive. If you like giving unique, handcrafted gifts from local artisans, or for your ongoing support! ; homemade foods and products from local producers, be sure to stop by...and buy local! (See photos on page 10.) From the Park Bench — Iowa City Parks and Recreation Department — December 2011, page 5 ore from the Farmers Market SfGrf1Dq cc FUMOM Marked by Tammy Neumann, Parks & Recreation Administrative Secretary and Iowa City Farmers Market Coordinator The Farmers Market article on the previous page discussed the new off - season Grant Wood Market Place that's now under- way in Iowa City — and it made me ask whether you've ever won- dered what's involved in start- ing a Farmers Market. In a word, "Plenty!" The concept seems simple enough: just get several farmers together in one area and let them sell their product.What a great environment for custom- ers, who can learn about their foods directly from the farmer who grows them. And what a great way to help the economy and build community spirit! Of course, we all know that what looks easy is generally not as sim- ple as it might seem.With a Farm- ers Market, there are many things to consider, including insurance require- ments, zoning issues, health department re- quirements and other regulatory hurdles that a market coordinator must become familiar with. Even pet treats have to be licensed by the State Department of Agriculture! Food safety Food safety is anoth- er area that requires knowledge and exper- tise. It sounds pretty ominous, but did you know that some foods are con- sidered "potentially hazardous ?" Some of the more obvious foods on this list include meat, cheese, and custard-filled baked goods — but salsa and other sauces also are included. Any vendor who sells these items must go through the Johnson County Health De- partment to obtain a Farmers Market License after being in- spected and approved. And even if a vendor has a state license for their meat or cheese, they are still required to obtain aJohnson County license. Once a food vendor is licensed, they must also follow rules that other vendors (who don't sell these types of products), don't. Hand - washing stations must be located at their site at all times. Food must be kept covered, and, of course, food temperatures, ei- ther hot or cold, must be properly maintained. The foods have to be prepared in a certified kitchen, and if a vendor does not have a certi- fied kitchen, he or she has to make their items on site at the Farmers Market. This is the case for at least one of our grilling vendors, who serves breakfasts at our Sat- continued on next page From the Park Bench — Iowa City Parlor and Recreation Department— December 2011, page 6 Sf0rf1Dq a FUMM MOrkef continued from previous page urday morning markets. Their biscuits and gravy are an extremely popular item for many of our customers, but since they do not have a certified kitchen, they are not allowed to make any of their meal components in their home. The biscuits either have to be made on -site at the Farmers Market (which would be very difficult) or purchased from a store.The biscuits, which are purchased, are then served with the sausage gravy that's made on site. Although vendors whose products don't require a license are not mandated to cover their foods or have a hand - washing station, we strongly urge all of our vendors to follow these rules. Other considerations There are other considerations to make when organizing a Farmers Market, such as where you'll locate your market, what the booth rental cost will be, what vendors you'll select to participate, deter- mining what items they can sell, and how much competition you'll allow ...along with a long list of other decisions. Vendor balance is one extremely important element to consider.Too many farmers with the same product can mean fewer sales per vendor. On the other hand, vendors without competition, who have exclusive rights to sell a product, are not usually beneficial to the consumer.These issues need to be worked out to ensure your market's success. Local market rules and regulations Of course there is a need for well-defined rules and regulations, and these continually change.When I started in this position in 2004, our rules were four pages long; they have since grown to I2.While being flexible is not an option when it comes to market rules, it is absolutely necessary for a market manager to be diplomatic. Resources Programs for developing, organiz- ing and managing a Farmers Market are available from the USDA and the state agricultural department. A great resource I have often used is the Farm- ers Market Coalition. Their website is www.farmersmarketcoalition.org. Tamara Scully of "Farmers' Markets Today" writes, "The best Farmers Markets are managed as closely as any business and also with great love, the managerial factor most custom- ers seem to appreciate instinctively. A well -run market provides a viable sell- ing environment for area farmers and creates a vibrant place for consumers to connect with growers and purchase locally grown foods. It serves as a positive attraction to both residents and visitors" Please patronize our local Farmers Markets — the Iowa City Farmers Market and its off - season counterpart, the Grant Wood Market Place.They've taken a great deal of work to get started, but they're worth it to our community, our area farmers, bakers, craftspeople, and you! From the Park Bench — Iowa City Parlor and Recreation Department — December 2011, page 7 Kids in the Tot Time program had a great time at their Halloween Party — and now, they can start getting excited about our upcom- ing Tot Time Holiday Party, sched- uled Friday, December 16. It's fun, it's festive, and it's FREE for babies through 6- year -olds! Plan to give your kids a break from the cold weather and al- low them to burn off some extra energy with this year's activities: craft projects, playtime on sev- eral inflatables, carnival games, hot cocoa, and cookie decorating. Kids can drive trikes, play with balls and hoops, tumble on mats, climb on slides, ride the kiddie roller coaster, or just run around with other kids. It's a great event, filled with fun and entertainment for young ones and their parents. Please make plans to join us! From the Park Bench — Iowa City Parks and Recreation Department — December 2011, page 8 Party - goers, including Mary Ruth Arensdorf, decked out in a wide array of great cos- tumes for an evening of dancing and fun at the annual SPI Halloween Party. Halloween has come and gone, but the memories (and the photos) show all the fun that the Special Populations Involvement (SPI) program enjoyed at this year's Hocus Pocus Halloween event. Never a group to shy away from the spooky, the scary, and the downright delicious things that Halloween brings, SPI has for years been hosting an annual Halloween party as well as other creepy and crawly programs to help everyone get in the Halloween spirit, and this year was no exception! The p arty, held October 29 in the Recreation Cen- ter Social Hall, encouraged trick -or- treaters to dress up in their creepiest or cut- est costumes (and yes,there was a costume contest!) for a night of dancing, fun and Halloween snacks and re- freshments. Left: Jill Michalek, dressed as a pur- ple crayon, and Mallory Ear- nest, disguised as a bag of Skit- tles, enjoyed the festive holiday decorations and the many ac- tivities at this year's SPI Hocus Pocus Halloween party. Upcoming SPI programs and events The SPI program has a number of festive pro- grams and special events lined up for the season: Let It Snow:This class will be held on Wednes- days, beginning the end of November. We'll focus on making arts and crafts oriented around the winter weather and everyone's favorite part of a winter wonderland... snow! Sweet Delights: Scheduled on Friday evenings in December, this class will teach individuals how to make delicious holiday treats and desserts. Create -A -Card: This class will also be in De- cember, on Tuesday evenings. Participants will be able to make homemade cards for the holiday of their choice to give to their families and friends. To attend or volunteer: If you have interest in attending or volunteering for any of these events, we'd love to have you participate! Please contact Cindy Coffin, Program Supervisor of the Parks and Recreation Division's Special Populations In- volvement Program, at 3 19.356.5 100. From the Park Bench — Iowa City Parks and Recreation Department — December 2011, page 9 Lean SOMOOMg DOW! About the instructor Deb Singer, lead guitarist of the world music band, Kol Shira, was a found- ing member of the Iowa City Gui- tar Quartet. She teaches music and movement at several area preschools and performs regularly for children's events. She holds degrees in Compar- ative Religion, Dance, Social Work, and Music Theory, and is currently pursu- ing a degree in French. One - day -a -week swim lessons In the evaluations we conduct at the end of each swimming lesson class, parents have told us they would like an option for once -a -week lessons (they're currently held two days per week). So in January, we're going to give it a try. For Red Cross Levels 4, 5, and 6, once -a- week lessons will be scheduled at the Mercer Park Aquatic Center. Fees will be half of what twice- per -week lessons cost, and partici- pants can choose their day — Mondays or Wednesdays. We hope that this increased flexibility will allow parents to schedule children for lessons who were not previously able to do so. The traditional twice -a -week lessons will continue to be held at the Robert A. Lee Recreation Center. We will be evaluating the success of this program and value your thoughts and input. If you participate in the once -a -week program, please e-mail Aquatics Program Supervisor Matthew Eckhardt at matthew- eckhardt @iowa- city.org to let him know how you think it's going. There's still room! Guitar classes with Deb Singer Deb Singer is conducting a special six -week session for continuing guitarists. Classes started November 12, but there's still room, so if you're interested you may late- register. Classes will run through December 18. Many classes for beginning and continuing guitarists will be offered in the Winter and Spring sessions at the Recreation Center. Inspired by the Beatles' arrival in America, Deb has been playing gui- tar since 1964, and teaching since 1968 — and she believes that everyone can learn to play. She enjoys working with and teaching stu- dents of all ages, and is currently conducting classes for students aged 4 through 7, as well as older children, teens, and adults. In her classes, students focus on the joy of music - making, while also acquiring a firm foundation in music theory and guitar technique. She has per- formed in classical guitar master classes with Christopher Parkening and other well -known classical guitarists. For more information on Deb's teaching philosophy, background, and to read testimonials from students, please visit her web site: www.spirit-in-motion.org. From the Park Bench — Iowa City Parlor and Recreation Department — December 2011, page 10 W!Dfer guides oaf December 5 The Parks and Recreation De- partment's winter guides will be available to the public on Thurs- day, December 15. The guide will list the classes and events scheduled through May. Free copies of the guide may be picked up at the Robert A. Lee Recreation Center, Mercer/ Scanlon Center, City Hall, the Public Library, and other City offices. The guide will also be posted to our website page at www.icgov.org /pr. E- subsuibed gef? Get each issue of "From the Park Bench" e- mailed to you di- rectly, at no charge! Visit www. icgov.org /subscribe, then go to the "Newsletter section" and click on "Park Bench" Follow instructions through the end of the page. FrOM the PGrt BeDO This week's featured park bench isn't really located in a park — but since it's one of the newer benches installed in the City, we wanted to encourage you to go take a look and try it out.The bench is part of a major streetscape redesign undertaken this past summer in the Northside Marketplace, located on Linn Street between Jefferson and Bloomington Streets. In addition to new sidewalks, benches, lights and other amenities, the area now features the Northside Marketplace Lit - erary Walk, an extension of the popular public art project in downtown Iowa City that celebrates the literary accomplishments of writers with Iowa connections. Take a few minutes to take in the sights, sounds, and scenery of the new Northside. Greaf gIiff Leas from The holldag Marked Homemade and gourmet foods, clothing, art and jewelry by local artisans — as well as holiday decorations for your home — are available at the Farmers Market Holiday Markets. Give unique, handcrafted gifts this year by shopping at our upcoming Holiday Markets: Saturday, December 10 - 8 a.m. to I p.m. Two locations: Robert A. Lee Recreation Center, 220 S. Gilbert Street and Grant Wood Elementary School, 1930 Lakeside Drive. Shop at both – Each location will feature different vendors! From the Park Bench — Iowa City Parks and Recreation Department — December 2011, page I I INN Clfg PAS afild ReCred!Ofil DeparfMefilf IArr UND k0Gr0Gf10DG] FUGIM10S Robert A. Lee Recreation Center 220 S. Gilbert Street — 319.356.5100 Mercer Park Aquatic Center/ Scanlon Gym 2701 Bradford Drive — 319.356.5109 City Park Pool (summer only) Upper Park Road — 319.356.5108 i I I nI: IOWA CITY City Parks For a list of Iowa City parks, locations, and park amenities, visit www.icgov.org /pr Offices 6 Staff ADMINISTRATION ....................319.356.51 10 Robert A. Lee Recreation Center, 220 S. Gilbert Street www.icgov.org /pr Mike Moran, CPRP, Director Tammy Neuman n,Administrative Secretary CEMETERY ............... ...................319.356.5105 Oakland Cemetery, 1000 Brown Street www.icgov.org/oakland • Bob Deatsch, Supervisor • Kurt Schultz, Maintenance Worker III •Todd Mclnville, Maintenance Worker II PARKS & FORESTRY ..................319.356.5107 and CENTRAL BUSINESS DISTRICT 2275 S. Gilbert Street www.icgov.org /pr • Terry Robinson, CPRP, Superintendent • Michaeleen (Mike) Kaeser,ClerkTypist Forestry Operations ........ ...................319.356.5106 • Rae Lynn Schepers, Senior Maintenance Worker • JuddYetley, Maintenance Worker III • Brian Tack, Maintenance Worker II Park Operations ............... ...................319.356.5107 • Earlis Stockman, Senior Mai ntenance Worker • Joe Wagner, Senior Maintenance /Turfgrass Specialist • Duane Coblentz, Maintenance Worker III • Mark Heick, Maintenance Worker III • Dennis Lovetinsky, Maintenance Worker III • Jarret Meade, Maintenance Worker III -Tom Kacena, Maintenance Worker II • Ryan Kriz, Maintenance Worker II • Joel Lane, Maintenance Worker II • Robert Richardson, Maintenance Worker II -Tony Rodgers, Maintenance Worker II • Ed Slach, Maintenance Worker II • Bill Walls,Jr., Maintenance Worker 11 Central Business District . ...................319.356.5107 • Sheri Thomas, Senior Maintenance Worker -Tom Kacena, Maintenance Worker II • Joel Lane, Maintenance Worker II City Hall Maintenance ..... ...................319.356.5000 • Jeff Cretsinger, Maintenance Worker II • James Wombacher, Maintenance Worker I • Josh Adam, Custodian • Brian Ball, Custodian • Mike Gonzalez, Custodian RECREATION .......... ...................319.356.5100 Robert A. Lee Recreation Center, 220 S. Gilbert Street www.icgov.org /pr • Chad Dyson, CPRP, Superintendent • Jessica Lang, Office Coordinator • Paula Griffin, Senior Clerk Typist Program Supervisors ....... ...................319.356.5100 • Joyce Carroll, CPRP, Social / Cultural • Cindy Coffin, CPRP /CTRS, Special Populations Involvement • Matthew Eckhardt, CPO,Aquatics • Matt Eidahl, CPRP, Youth Sports/ Teen Programs • Jeff Sears, CPRP, Sports /Wellness • Elizabeth Reicks, Aquatics Assistant • Shane Wampler, CPO, Aquatics Assistant Recreation Center Maintenance ....... 3 19.356.5082 • Steve Roberts, CPO, Maintenance Supervisor • Bob Bogs, Maintenance Worker II • Jeff Crawford, Maintenance Worker I • Otis Kuehne, Maintenance Worker I Mercer/ Scanlon Maintenance ..........3 19.887.61 I8 -Tom Snyder, CPO, Maintenance Worker III • JarodTylee, CPO, Maintenance Worker II • Eric Alvarez, Maintenance Worker I IP9 City of Iowa City, Iowa Goal Setting Report November 29, 2011 Mayor: Matt Hayek City Council: Susan Mims Terry Dickens Connie Champion Regenia Bailey (out - going) Ross Wilburn (out - going) Mike Wright (out - going) Jim Throgmorton (in- coming) Dr. Rick Dobyns (in- coming) Michelle Payne (in- coming) UISG Liaison Cody Graham City Staff City Manager Tom Markus Asst. to the City Manager Geoff Fruin City Clerk Marian Karr City Attorney Eleanor Dilkes Finance Director Kevin O'Malley Facilitated bv: Jeff Schott Institute of Public Affairs University of Iowa CITY OF IOWA CITY, IOWA GOAL SETTING SESSION 2011 TABLE OF CONTENTS Introduction..................................................... ............................... Page 3 Goal Setting Work Session ............................. ............................... Page 3 Issues, Concerns, Trends, and Opportunities ........... ............................... Page 4 Prioritization of Issue Areas .............................. ............................... Page 5 On- Going /Committed Projects .......................... ............................... Page 6 Significant and New Initiatives .................................... ............................... Page 7 Organizational Effectiveness .............................. ............................... Page 8 FinalComments ................................................................. ............................... Page 9 Exhibit A — Significant Projects, Programs, Policies, and Initiatives Considered Page 10 ExhibitB — Agenda ............................................ ............................... Page 12 Exhibit C — Questionnaire ......... ............................... ...........................Page 13 2 CITY OF IOWA CITY, IOWA GOAL SETTING SESSION 2011 Introduction The City of Iowa City requested the Institute of Public Affairs (IPA) to assist the city with goal setting. IPA agreed to organize and facilitate a process that involved the following steps: Prepare a questionnaire to identify issues /trends /concerns, potential new initiatives /programs /policies and suggestions to improve organizational effectiveness. 2. Prepare a list of suggested initiatives and policies based upon the comments of the elected officials, city division/department heads and city line staff. 3. Conduct a preliminary session with line staff. 4. Conduct a preliminary session with department/division heads 5. Conduct a goal- setting session with the elected officials. 6. Preparation of this final report. Goal Settin! Work Session City Council Members and the Mayor held a work session conducted by the IPA on November 29, 2011. In attendance and participating at this meeting were Mayor Matt Hayek, City Council members Susan Mims, Terry Dickens, Connie Champion, Regenia Bailey (out - going), Ross Wilburn (out - going), Mike Wright (out - going), Jim Throgmorton (in- coming), Dr. Rick Dobyns (in- coming), Michelle Payne (in- coming), City Manager Tom Markus, City Clerk Marian Karr, City Attorney Eleanor Dilkes, Finance Director Kevin O'Malley and Assistant to the City Manager Geoff Fruin. IPA held preliminary sessions with line staff on September 13 and 14, and department and division heads on October 19. Issues, Concerns, Trends and Opportunities The following were identified as issues, concerns, trends, and opportunities that may affect future city services, policies, finances or operations: • Budget questions • Heavy reliance on property tax for revenue • High property tax rates and fees compared to other cities in Iowa and locally • Lack of willingness to stand up for the value of services provided by taxes, so there is pressure on policy makers to minimize taxes and therefore constrain services that a city can provide • Effective response to reduction in federal funding and commercial property tax revenues • State budget cuts • Increasing number of federal and state unfunded mandates • Expansion of property tax exempt entities within city • City absorbing greater proportion of costs for shared public facilities and programs • Slower rate of growth in value of tax base • State mandated contributions to police and fire dept. retirement funds • Neighborhood stabilization o Rec facilities on west side • Neighborhood preservation • More owner occupied housing in and near downtown • Considerable social tension over arrival of lower income persons ✓ Need to invent better ways of making newcomers feel they are part of the community while ensuring that all residents feel safe in their neighborhoods • General support for south/southeast neighborhoods with development/redevelopment where possible • How to lose the image of being a city that is not pro- business o Changing the culture (perceived or real) within city hall as it relates to customer service, business development • Inspection and Planning Depts. — work together to streamline process, change of attitude to work with developers and contractors to help them, not discourage them from building in Iowa City • What should be Iowa City's policy with regard to building and development • Lack of "tooting our own horn" among leaders about who we are, our accomplishments and opportunities for future • How large (geographically) can the city be and be sustainable. o Development at edges and expectation of city services o Additional fire stations o Important that economic development efforts be integrated with efforts to mitigate and adapt to long -term environmental threats 11 • Numerous projects that provide great opportunities, but must ensure to sustain momentum • Towncrest redevelopment • Riverfront Crossings — high quality design • Downtown activities (with SSMID) • Flood recovery • East side industrial park • Future of Animal Shelter • How to maintain all the parks and trails and add to each? • Continue to advocate for rail • Concern about regionally aggressive use of TIF. o Don't try to out - compete them; don't run away from the fact that we are different — treat that difference as a strength • Need to work with ICCSD to ensure that older schools and neighborhoods help one another thrive and that new elementary school forms part of a neighborhood designed for long -term sustainability • Increasing elderly population needing more and different services • Expanding capital for small business • Need to improve economic development activities with goal of increasing commercial and/or industrial tax base, which will also help create jobs o More coordinated, results- oriented and effective • Ongoing focus on public safety as it relates to crime prevention and neighborhood safety • Targeting creative -class employers for location of facilities downtown and elsewhere • What is the philosophy — appropriate role of city government in particular issue areas Prioritization of Issue Areas Council members were requested to select what he or she considered the five most important issue areas on which the City Council should focus in the next two years. The following is the tabulation of that voting (parentheses refer to the number of votes received — a total of 10 persons participated): • Downtown/Near Downtown (6) • Economic and Community Development (6) • Neighborhood Stabilization (5) • Budget/Finance (5) • Communication/Image /Perception (4) 5 On -Going /Committed Proiects The following were identified as funded and programmed projects for the upcoming 24 month period (Subject to feasibility and securing adequate funding): • Space needs study • Flood recovery and mitigation: • Complete buy -out program • Make a decision regarding levees (3) • North wastewater plant • Gateway (North Dubuque St and Park Road bridge) • Replace animal shelter • Rocky Shore flood gate and lift station • Miscellaneous flood projects • State and federally funded projects: o Lower Muscatine Road reconstruction • Airport parallel taxiway • 1" Avenue railroad grade separation • Dubuque St pedestrian bridge • Terry Trueblood Recreation Area • Highway 1 trail o Court St trail — Phase 3 • Riverfront Crossing Redevelopment Project o Multi -use parking • Towncrest Redevelopment Project • Downtown/Near Downtown Initiatives • Downtown retail market analysis • SSMID establishment • Continue advocacy of passenger rail service to Chicago • Make decision regarding red light cameras • Develop new legislative strategies incorporating services of new paid lobbyist o Include cultivation of closer working relationship with area State legislators o More direct communication with others on certain issues they may be closely tied to o Maintain strong presence in Metro Coalition • Continue grant- funded UniverCity program • Continue stabilization programs of older neighborhoods such as Longfellow, Northside, Goosetown el Significant and New Projects, Programs, Policies and Initiatives The participants reviewed potential projects, programs, policies and initiatives for consideration and selected the following as priorities for the upcoming 12 — 24 month period: • Explore with ICCSD possibility of jointly announcing mutual intentions to invest in upgrading /improving older schools and neighborhoods and ensure new elementary school forms part of a neighborhood designed for long -term sustainability Develop a plan for economic strategy and planning to existing commercial areas outside of downtown and Towncrest to increase commercial property tax revenues such as: • Integrated urban design • Scott and Rochester o Benton and Mormon Trek o Sycamore Mall Develop comprehensive marketing /public relations /communications plan • All city depts. use same logo and tagline • Be more proactive about providing information and developing connections with businesses, citizens and public at large — beyond press releases A complete list of all programs and initiatives considered by the Mayor and City Council members is attached as Exhibit A. 7 Organizational Effectiveness The Mayor and City Council will review on December 5 a variety of ideas relating to improving organizational effectiveness to accomplish the selected goals and priorities. After review and discussion, the Mayor and City Council will select steps to improve organizational effectiveness from the following list: • Commissions — how many and which ones can be consolidated. Make up of commissions • Stronger links between what boards and commissions are doing and what we want to accomplish annually • Evaluate city organization and staffing to identify changes and efficiencies which would benefit the community • Deploy more savvy approach to government relations — be more engaged on statewide level with peer cities, be more strategic with state and federal delegations • Figure out schedule that meets needs for efficient meetings without making them so truncated that items are left without thorough discussions or no time to deal with topic in a timely manner • Invest in areas that provide direct benefit to citizens and businesses before building administrative structure • Organization communication continues to operate in silo fashion — slows responsiveness and creates unclear messages • Operate in a team environment • Create a more innovative and responsive environment in area of economic development • Streamline operations • Flowchart processes and procedures, remove unnecessary steps • Coordinate staff response to private sector projects • Examine commissions — could merge or eliminate certain ones • Combine departments for efficiency • Look into out - sourcing some services • Evaluate staff structure in depts. and update for efficiency • Facilitate users' ability to navigate through the various departments • Better customer service /public relations overall o Address "city hall culture" issues • Show more hustle as an organization • Reward creativity and innovation on the part of city staff • Learn to use new social media far more effectively • Conduct quarterly listening sessions in diverse parts of city (no formal decision making) • Communication between council and staff to be clear on impact of policies the council is considering • Departments have yearly goals and succession plans • Employees have yearly goals and evaluations 8 Final Comments It was a pleasure to assist the City of Iowa City with this goal setting process. It is important to note that the prioritization of projects and initiatives is not "cast in stone." They can be modified as new circumstances may occur. It is recommended that staff review with the Mayor and City Council the status of implementing the goals, projects and initatives on a quarterly basis. Jeff Schott Institute of Public Affairs University of Iowa November 30, 2011 9 Exhibit A City of Iowa City Goal Setting Session — 2011 SIGNIFICANT and NEW INITIATIVES OR PROGRAMS CONSIDERED • Develop a program to promote sustainable growth and what it looks like for Iowa City • Look at stronger regional partnerships, including economic development • Re- evaluate funding for community programs — consider stronger alignment of funding and partnerships with area nonprofit organizations with city's strategic priorities o Consider public /private partnership opportunities as we look at space needs and facilities • Develop a plan for economic strategy and planning to existing commercial areas outside of downtown and Towncrest to increase commercial property tax revenues • Integrated urban design • Such as Scott and Rochester o Benton and Mormon Trek o Sycamore Mall • Find ways to provide city funding for UniverCity program • Develop city GIs program • Develop comprehensive marketing /public relations /communications plan • All city depts. use same logo and tagline • Be more proactive about providing information and developing connections with businesses, citizens and public at large — beyond press releases • Upgrade city website to make it more intuitive and user friendly (see City of Coralville's) o Upgrade how it comes up in a Google search • Improve southeast side by buying and selling rental housing to qualified buyers • Update Rec Center to provide activities to attract families • Seek assistance to resolve conflicts with Coralville at regional scale • U of I could sponsor effort • Chamber of Commerce, ICAD and Convention and Visitors Bureau could play important roles • Explore merits of selling additional G.O. bonds to fund new initiatives for long- term challenges such as: • Support renovation of older buildings in older neighborhoods — i.e., UniverCity Neighborhood Partnership Program • Support construction of lower -cost housing in new developments • Enable businesses and residents to save money and create new jobs by reducing use of coal -fired electricity 10 9 • Create city -wide climate action task force • Help residents and businesses save money, create new jobs and reduce carbon emissions • Created jointly with other governmental entities throughout Johnson Co. • Explore possibility of providing time - limited property tax reduction to small locally -owned businesses that facilitate reductions in carbon emissions • Could be coupled with fee on electricity and gasoline consumption with revenues used to support such businesses • Task force or advisory group to generate sustainability indicators that enable us to track economic, social and environmental variables /trends • Provide financial support for start-up businesses that focus on long -term sustainability and/or web -based technologies and applications o Empty storefronts on S. Linn St between Burlington and Court would be great site • Building "Museum of the New Midwest" near new Amtrak station o Would strengthen community identity o Attract tourists o Could be part of regional network of sites connected by cultural trail • Create advisory group consisting of people know and trusted by lower income newcomers o Increase ability of Office of Neighborhood Services to work with those newcomers • Explore innovate ways of including lower -cost housing in new developments • Explore with ICCSD possibility of jointly announcing mutual intentions to invest in upgrading /improving older schools and neighborhoods and ensure new elementary school forms part of a neighborhood designed for long -term sustainability • Explore the merits of shutting down the Airport and redevelop the land as new urbanist development • Explore concept of providing for -fee on- street parking in certain areas 11 Exhibit B AGENDA INSTITUTE OF PUBLIC AFFAIRS THE UNIVERSITY OF IOWA CITY OF IOWA CITY, IOWA STRATEGIC PLANNING SESSION TUESDAY NOVEMBER 299 2011 BECKWITH BOATHOUSE CONFERENCE ROOM 1209 NORTH DUBUQUE STREET /TAFT SPEEDWAY 1:00 — 5:00 PM 1. Introductions and Opening Comments a. Name, Tenure, and Background 2. General Overview of the Meeting and the Strategic Planning Process a. The Ground Rules for this session 3. Review Issues, Concerns, Opportunities, and Trends 4. Identify On -Going Commitments 5. Review Significant Programs, Policies, Projects and Initiatives a. Ranking of Priorities 6. Discussion of Implementation Issues 7. IPA Report to the Mayor and City Council — 2011 Goal Setting Process a. Development of Action Plan b. Importance of Quarterly Updates 8. Adj ourn 12 Exhibit C CITY OF IOWA CITY STRATEGIC PLANNING SESSION - 2011 QUESTIONNAIRE INTRODUCTION The City Council's Strategic Planning Sessions will be held on November 29 and December 5. The purpose of these sessions will be to identify and prioritize the City's overall goals and objectives for the next two to four years. In order to prepare for these sessions, you are requested to identify key issues and potential objectives that will be reviewed and discussed at the session. Please complete all sections of this questionnaire. If you need additional space, please feel free to attach additional page(s). Issues, Concerns, Trends, and Opportunities Please list specific issues, concerns, trends, and opportunities that affect future city services, policies, finances or operations. (You do not need to identify potential solutions to your concerns.) 13 Significant Initiatives, Programs, Projects or Policies Please list any significant initiatives, programs, projects or policies that you think the City should consider in the next two - four years. Organizational Effectiveness Please list several things that the City Council and/or staff could do in the future to improve organizational effectiveness, decision - making process, teamwork and the ability to accomplish the City's stated goals and objectives. RETURN OF QUESTIONNAIRE Please return this questionnaire to Marian Karr by Friday, November 4. 14 M MINUTES DRAFT CITY COUNCIL ECONOMIC DEVELOPMENT COMMITTEE NOVEMBER 8, 2011 LOBBY CONFERENCE ROOM, 8:00 A.M. Members Present: Regenia Bailey, Matt Hayek, Susan Mims Staff Present: Wendy Ford, Jeff Davidson, Tom Markus, Rick Fosse, Tracy Hightshoe Others Present: Gigi Wood, Nancy Quellhorst, Marc Moen CALL MEETING TO ORDER: The meeting was called to order by Chairperson Bailey at 8:01 A.M. CONSIDER APPROVAL OF THE MINUTES OF THE OCTOBER 18 2011 ECONOMIC DEVELOPMENT COMMITTEE MEETING: Hayek moved to accept the October 18, 2011, meeting minutes as presented. Mims seconded the motion. Motion carried 3 -0. DISCUSS POSSIBLE DISPOSITION OF THREE CITY -OWNED PROPERTIES: Davidson addressed the Committee Members, noting that there are three City -owned properties he will be discussing this morning. He noted that staff would like to have the Members' concurrence on moving forward with these projects. The first property that Davidson presented is at the intersection of Court and Linn Streets. A proposed project concept includes a mixed - use residential /office /commercial structure, in conjunction with a 575 -space City -owned parking facility. Davidson noted that staff would like to get a Request for Proposals (RFP) out yet this calendar year. Davidson then responded to Members' questions, noting that the intention is for the office and commercial space, the workforce housing, and the townhouse -style units to all be private, taxable space. Members further discussed the housing options that would be available with this type of project, and then gave staff their concurrence to move ahead as discussed. The second potential project discussed is at the intersection of College and Gilbert Streets, and is actually comprised of four properties. Davidson noted that these parcels have been garnering interest for redevelopment for years. The question on these parcels is whether or not the City will ever need this space for its own operations. Davidson noted that staff has discussed these parcels and looked at options for what the City might do with them. Staff recommends doing an RFP to see what types of projects are submitted. Bailey stated that getting these properties back on the tax rolls should be a priority for them and discussion ensued about the potential for that corner. Davidson next discussed the Public Works and Transit site, at the corner of U.S. 6 /IA 1. He noted that before they could do an RFP for this project, soil investigations would be needed, due to a former landfill along the riverbank. Fosse also addressed Members, noting that they need to get a better understanding of the financial impact of mitigating the environmental issues on EDC November 8, 2011 2 the site. He further clarified which City services can be moved out of this facility, and which ones will need further time to complete. Mims asked about the cost of soil testing, and Fosse noted that he is working on getting some estimates and should have them available in the next few weeks. EDC Members noted that they agree with staff recommendations here. Davidson briefly discussed a fourth parcel owned by the City, adjacent to the Court Street Transportation Center /Hieronymus Square project. He noted that this will be coming to Council once things for the Hieronymus project begin to move along. CLARIFICATION OF ADDITION TO ECONOMIC DEVELOPMENT PROCESS AND POLICIES: Ford spoke with Members about staff's recommendation to add a policy whereby developers seeking up -front financing must try to secure an Urban Renewal Revenue Note. She noted that the City's Bond Counsel strongly recommends this be done. Davidson added that this is not a popular issue with developers, but that it does help to reduce the City's risk. Members briefly discussed these risks, and given the state of the economy, noted that they would agree with this recommendation. STAFF TIME: Davidson shared with Members that a draft report on the Downtown Market Study is now being reviewed by staff. The final report will be delivered to City Council at a special work session on December 6. Davidson also noted that the City has been in contact with the owner of the Van Patton House, which recently suffered a fire. Their first priority will be to determine if any part of this structure can be saved. He added that the same type of evaluation will be done with the Bruegger's building. Davidson continued, noting that a site plan has been approved for the Hawkeye Hotel's project on Riverside Drive. The Moss -Green Urban Village project is back on track, according to Davidson. Also moving forward is planning on the Riverfront Crossings district. This will include an area from Highway 6 north to Burlington and Gilbert St west to the River, generally. Finally, Davidson noted that staff will be meeting with the University on the School of Music project soon, as this starts to move forward as well. Hightshoe then spoke to Members briefly about CDBG requests for funds that they have received, and that staff is considering establishing a set of threshold guidelines for applicants. She noted that recently they have received some applications that due to past credit histories and judgments, staff could not recommend. Staff will be working on those and present recommendations at a future meeting. COMMITTEE TIME: Hayek spoke briefly about the passenger rail rally that he attended recently in Des Moines, stating that it went very well. He shared with Members some of the information picked up at this event. ADJOURNMENT: Mims moved to adjourn the meeting at 8:58 A.M. Hayek seconded the motion. Motion carried 3 -0. EDC November 8, 2011 3 Council Economic Development Committee ATTENDANCE RECORD 2011 Key: X = Present O = Absent O/E = Absent/Excused TERM iv M CD NAME EXP. j cn co PQ o ° co Regenia 01102/11 X X X X X X Bailey Matt 01/02/11 O X X X X Hayek / rX E Susan 01/02/11 X X X O/ X Mims E Key: X = Present O = Absent O/E = Absent/Excused [Reference Item No. 14, Dec. 6, 2011 agenda] EDC December 2, 2011 1 MINUTES DRAFT CITY COUNCIL ECONOMIC DEVELOPMENT COMMITTEE DECEMBER 2, 2011 CITY MANAGER'S CONFERENCE ROOM, 11:00 A.M. Members Present: Regenia Bailey, Matt Hayek, Susan Mims Staff Present: Wendy Ford, Jeff Davidson, Tom Markus, Tracy Hightshoe, Eleanor Dilkes Others Present: Joe Raso (via phone); Mark Nolte; Marc Moen, Gigi Wood RECOMMENDATIONS TO COUNCIL: CALL MEETING TO ORDER: The meeting was called to order by Chairperson Bailey at 11:05 A.M. CONSIDER APPROVAL OF THE MINUTES OF THE NOVEMBER 8, 2011, ECONOMIC DEVELOPMENT COMMITTEE MEETING: Hayek moved to accept the November 8, 2011, meeting minutes as presented. Mims seconded the motion. Motion carried 3 -0. DISCUSSION OF PROVISION FOR URBAN RENEWAL REVENUE NOTES: Dilkes addressed the Members to explain how urban renewal revenue notes work. Instead of selling bonds, the City sells a note to a banker that the developer has recruited for such purpose. The proceeds of the note are then used for the up front financing of a project, and the taxes from the TIF increment are then used to repay the note to the bank. Dilkes added that bond counsel has recommended this. Markus noted these notes would be an arrangement between the City and the bank, and require the future stream of the tax increment to retire the note. To protect itself, the City would require a shortfall guarantee with the Developer. The Developer would then be responsible to make up any difference between tax increment available to make payments on the note and note payments due. Marc Moen, a local developer was in attendance and talked to Members about his previous projects and how they worked financially. Bailey asked for further clarification about why this requirement would not good for local developers. Moen noted that adding another layer of security would make it more difficult for smaller, local developers such as the Moen Group to get financing. He said that he had a difficult time getting the financing for the Plaza Towers and it only came together because the bank allowed him to count the City's financial assistance as equity in the project. He suggested that had there been a requirement to secure an urban renewal revenue note, the financing for Plaza Towers would not have been feasible. He suggested that larger, well- financed developers from outside the area might have an easier time obtaining an urban renewal EDC December 2, 2011 2 revenue note. Dilkes added that while she understands Moen's concerns, she does not believe Members should completely remove requesting this security option from up front financial assistance. Discussion ensued around the risk of providing upfront financing to developers and the reduction in risk that type of security would ensure. Bailey asked for Members' questions or comments. Mims voiced her concerns, noting that she would hate to see something like this derail developers from moving forward with a project. She wants to make sure that this is not an impediment to economic development in the city. Hayek stated that the reason for greater security is the result of more developers requesting up front funding. Bailey asked Members how they would like to proceed: whether they want to leave the paragraph in question as is, or if they would like to make amendments to it. Dilkes noted that Members could change the language of the relevant paragraph by deleting the last sentence and then modifying what is there with "Up front financial assistance and the appropriate financing mechanism and security will be considered on a case -by -case basis." This would address their concerns. Members agreed with this amendment, noting that they would be comfortable recommending this to the full City Council. CORRESPONDENCE FROM IOWA CITY AREA DEVELOPMENT GROUP: Davidson briefed Members on the correspondence in the packet from ICAD regarding economic development policies and procedures. Joe Raso, ICAD President, joined the meeting via phone and noted that he was there to answer questions. Bailey noted it was self - explanatory, and she asked others if they felt the recommendations in the correspondence should be incorporated into the policies. Mims noted the idea of trying to align City processes with State processes makes sense to her. She noted that a lack of consistency is one item that she has heard about. Ford explained that the City's staff intake form asks for the same information as the State forms. Bailey asked if Members desired to make any changes to the policies and procedures based on Raso's input. She added that she was comfortable recommending to the full Council the policies and procedures with the previously discussed change to the Additional Security for Upfront Financing Incentives only. Hayek and Mims concurred. PUBLIC INPUT: None. STAFF TIME: Hightshoe gave a brief update on a CDBG applicant who has applied for funding twice previously (September 2009 and July 2011). In July 2011, the application was denied funding. The committee advised the applicant if an existing judgment against the business could be addressed, the applicant could reapply with up -to -date sales projections. The applicant submitted revised projections, however, after review, staff recommends denying funding for the same reasons identified in the July application, including the unresolved judgment. The applicant would like to appeal the staff denial and present to the committee. Hightshoe asked if Members would like to consider the request. Hayek recused himself from the discussion. Members said that if the reason(s) for denial that were identified with the July application still existed, that they did not have an interest in reconsidering. EDC December 2, 2011 3 Davidson thanked Bailey for her years of service, as this is her final meeting. COMMITTEE TIME: Hayek stated that he would like to echo Davidson's comments to Bailey. ADJOURNMENT: Mims moved to adjourn the meeting at 12:05 P.M. Hayek seconded the motion. Motion carried 3 -0. EDC December 2, 2011 4 Council Economic Development Committee ATTENDANCE RECORD 2011 Key: X = Present O = Absent O/E = Absent/Excused TERM N th, rn m NAME EXP. U7 CO N N O ° —1 00 N co Regenia 01/02/11 X X X X X X X Bailey Matt 01/02/11 O X X X X X X Hayek / E Susan 01/02/11 X X X X O/ X X Mims E Key: X = Present O = Absent O/E = Absent/Excused November 10, 2011 Tom Markus, City Manager City of Iowa City 410 East Washington Street Iowa City, IA 52240 -1825 Dear Tom: G INN CC Iowa Crty rea _ Development Group Extraordinary opportunities in unexpected places. Thank you for your recent checks totaling $50,000.00 in support of the Iowa City Area Development Group. We appreciate your commitment and generosity to the continued growth of the area economy. Your investment helps ICAD Group consistently add value by growing existing interstate business and recruiting companies in targeted sectors we desire to add to our economic mix. The support of our investors during the past five years contributed to positive outcomes with 34 individual projects and resulted in over 3,100 new and retained jobs and more than $275 million in new capital investment. Looking ahead, this is an exciting time for ICAD Group. Through a comprehensive visioning process last year, we are now on an aggressive and pioneering course of action guiding us into our third decade. We will continue to play the lead role in regional interstate company development, focused on driving and maximizing the potential for planned industry and business growth, thanks to your support. Sincerely, e--- wog � Joe Raso Q '"9 r4-- 7� President P.S. The Iowa City Area Development Group is a 501(c)(6) nonprofit organization. Investments should be treated as a legitimate business expense and are not deductible as a charitable contribution. 325 E. Washington Street, Suite 101 Iowa City, IA 52240 319.354.3939 lowaCityArea Development.co m . I 1-11 12 A Aoy-e- 61 -f � www.speerfinancial.com' Marian Karr From: Roger Lusala <r.lusala @myep.us> Sent: Monday, December 05, 2011 3:38 PM To: Council Cc: Steve Long Subject: Open House: New Zero Entry-100% Wheelchair Accessible Waiver Home for individuals with disabilities. Attachments: 80 Whitechapel Open House.pdf Dear Friends, The Mayor's Youth Empowerment Program (MYEP) cordially invites you to an Open House in celebration of its new Zero Entry -100% Wheelchair Accessible Waiver Home for individuals with disabilities on Friday December 9, 2011 from 4:00 p.m. until 6:00 p.m. 80 Whitechapel Dr. Iowa City, IA 52245. This one of the kind home is custom built by Arlington Homes, Construction financed by US Bank, Lift Equipments installed by JVA Mobility, and the land was purchased from the City of Iowa City, Community Development Block Grant Home Fund. The home will be opened for families and community members to tour from 4:00 p.m. until 6:00 p.m., with a brief ribbon cutting ceremony at 4:00 p.m., by the members of the Iowa City Chamber of Commerce. The establishment of this home is a great milestone for Mayor's Youth Empowerment Program (MYEP), the community, and individuals with disabilities seeking a truly accessible home to meet their mobility and residential needs. Please join us to celebrate this milestone. (Flier attached) Directions to 80 Whitechapel Dr.: From Highway 6: i. Left onto Scott Blvd 2. Right onto Court St. 3. Left onto Arlington Dr. (Stone Bridge Estates) 4. Take 1" left onto Whitechapel Dr. 5. The house will be on your right Roger B. Lusala Executive Director MYEP 407 Highland Ct, Iowa City, IA 52240 Phone: 319 - 341 -0060 Ext 7001 Fax: 888 - 883 -1235 Custom built by: ARLINGTON HUMB r Land Purchased by Community Development CITY of sown CITY Block Grant Home Fund Construction financcd by: (Mbank, , Lift Equipment by: )NA J1*.M06r14r, v, W�q1 , h P - 9p••M4, Airport Commission November 17, 2011 Page 1 MINUTES IOWA CITY AIRPORT COMMISSION NOVEMBER 17, 2011 — 6:00 P.M. AIRPORT TERMINAL BUILDING Members Present: Minnetta Gardinier, Howard Horan, Rick Mascari Members Absent: Jose Assouline, Steve Crane Staff Present: Sue Dulek, Michael Tharp DRAFT Others Present: Matt Wolford, Jeff Edberg, Randy Miller, Peggy Slaughter, David Hughes, Tim Busch, John Yeomans, Chuck McDonald, Daryl Smith, Eric Scott IP13 RECOMMENDATIONS TO COUNCIL: (to become effective only after separate Council action): Recommend Acceptance of Offer to Purchase Lot 17 and 16 with option to buy lots 13 -15 by Deery Deery and Deere LLC CALL TO ORDER: Chairperson Gardinier called the meeting to order at 6:03 P.M. APPROVAL OF MEETING MINUTES: Minutes of the October 11, 2011, meeting were reviewed. Gardinier noted that she had some corrections. Under the discussion about Lot #17, it refers to a 'buyer' and she had indicated that it should be a 'prospective tenant' here. Also, Gardinier would like to add a sentence saying that 'it's also noted that Airport funds would be used to cover substantial fees to the realtor and that if the tenant left unexpectedly, the Airport would lose substantial funds.' Under Corporate Hangar L, Gardinier noted that this should be 'two phases.' She clarified the hangar dimensions by adding in the '56 feet by 62 feet.' Under obstruction mitigation, Gardinier asked for clarification, and she also noted a typo. Under FY13 budget she added in 'groundskeeping,' revisit the 10% portion, and approve the FY13 budget as presented. Under the Jet Air, a name correction was noted, as was the Galesburg Municipal Airport. Under Iowa Flight Training, student pilots were sent up to Cedar Rapids for a class. Commission Members reports, clarified the issue, and under staff report added in the Fly Iowa events. Mascari moved to approve the minutes of the October 11, 2011, meeting as amended; seconded by Horan. Motion carried 3 -0; Assouline and Crane absent. Minutes of the October 25, 2011, meeting were reviewed. Mascari moved to approve the minutes of the October 25, 2011, meeting as submitted; seconded by Horan. Motion carried 3 -0; Assouline and Crane absent. PUBLIC DISCUSSION: None. ITEMS FOR DISCUSSION /ACTION: Airport Commission November 17, 2011 Page 2 a. Airport Farming Operations — John Yeomans noted that he has started lease negotiations with the farm tenant. After reviewing the terms, Yeomans stated that they tentatively agreed to an increase from $25,000 to $31,000 in the rent. The discussion turned to the hay baling and storage issues the tenant is currently faced with, and then on to erosion issues. Yeomans noted that more storm water is being dumped onto Airport property than was previously, as was noted in a conversation with a Public Works' employee. Members asked questions of Yeomans concerning thistle issues, mowing, and cleaning up of the brushy areas. He noted that the farm tenant has done what he can, but that some of the clean up requires special equipment and that perhaps a professional contractor is needed to keep up with these problem areas. After continued discussion about the farm tenant's responsibilities, Yeomans noted that he will work on getting a firm number on the cropland and hay. b. Airport Commerce Park — L Public Hearing — Gardinier opened the public hearing. Jeff Edberg noted that since the last meeting, Dulek prepared a lease with Affordable Auto for Lot 17 with an option to purchase. Since that time another offer has come in, according to Edberg, which he further explained for the Members. The City Manager has approved this sale, according to Edberg, with Deery Auto for Lot #s 17 and 16, with an option at selling three more lots. This would mean, therefore, that Affordable Auto would not be able to lease or purchase Lot #17; however, the owner of Affordable Auto may be interested in another lot. Members discussed the details of this sale, with Edberg responding to their concerns. Mascari asked if they could get a revised copy of this offer, with the wording 'each' being added to sale price of each lot. Gardinier then closed the public hearing. ii. Consider a Resolution Approving of Lease with Purchase Offer for Lot #17 by Automotive Care LLC — No one moved this resolution. Mascari moved to recommend to the City Council acceptance of the offer submitted by Deery, Deery and Deery LLC; seconded by Horan. Motion carried 3 -0; Assouline and Crane absent. c. Iowa Aviation Promotion Group i. Fly Iowa — Chuck McDonald spoke to Members regarding Fly Iowa, noting that these events began in Iowa City in 1991. In 2001 there was another successful event, and now ten years later, there is again interest. Members were given a handout and then McDonald went through what this would entail. Basically the Fly Iowa events help to educate the public in aviation, creating opportunities for people to learn about flying and to experience things like an air show, static displays, youth camps, and breakfast fly -ins. IAPG provides help in planning such an event, and can provide resources for various portions of the event. McDonald further explained how his group would work with the Airport Commission in creating another Fly Iowa event. Mascari asked about insurance for such an event, and Tharp noted that he spoke with the City's Risk Manager and a policy for a one -day event would run around $5,000. McDonald then responded to Members' questions concerning how the event would be set up and where the box would be situated. As for a date, McDonald stated that they are looking at 2013 or beyond. The conversation continued, with McDonald noting that raising the money needed to host such an event is probably the biggest obstacle. IAPG does provide the initial seed money, with the Airport needing to match the amount. d. Corporate Hangar L — Tharp noted that since the last meeting, Eric Scott has put together some costs for a Phase One on this project, showing what type of budget they would need to get this done. Members received a memo detailing this in their packets, according to Tharp, and he quickly reviewed the options. The discussion turned to Airport Commission November 17, 2011 Page 3 reviewing the options and phases given, with Scott explaining each one to the Commission. Tharp noted that option 2 is most favorable. Members discussed being able to use the 30% portion of the sale offer on lot 17 and 16 to make the option 2 project work with no additional debt funding. Tharp noted that the schedule for bidding would have the Airport Commission setting a public hearing for plans and specs at the December members. Members agreed to proceed with the option 2 plan. e. Terminal Building Brick Repair — Daryl Smith with VJ Engineering spoke to Members, detailing what this project will entail. He noted that this would include 100% tuckpointing of the brick work, redoing window sealing and flashing where needed, some concrete slab work, and redoing of the planter in front of the terminal building. Horan asked if there are any historic preservation concerns over the choice of stone for the planter. Smith noted that the original plans for the terminal building called for a marble planter, in addition to the current planter. He will show this as an alternate plan for them. Tharp noted that they will set the public hearing at the next meeting, and that the project will go out for bids in January. f. FAA/IDOT Projects: AECOM — i. Runway 7/25 & 12/3 — David Hughes addressed the Members, noting that they did get a grant amendment to cover the additional costs. However, the money has not yet been put into the system. ii. Obstruction Mitigation — Hughes noted that he has not heard back from Bob Downer and he asked Dulek if she would contact him. iii. 7/25 Parallel Taxiway — Hughes stated that the storm sewer portion has been completed on the west end of the project, as well as having crossed over both taxiways, with extra effort to keep these open on the weekends. The contractor will continue up to the next structure, with plans to stop for the winter after that. This is about another 50 feet. Hughes then responded to Members' concerns about how this project will proceed again with the spring construction season. He added that the FAA has issued a Go Letter on the paving for the project for next year, and that it states that the project will be ready to advertise for bids in May. g. 2011 Pavement Repairs — Tharp noted that the Commission has two resolutions to consider this evening on the asphalt overlay work. He briefly explained each portion. i. Consider a Resolution Accepting Work for Asphalt Overlay — Gardinier moved to recommend approval of Resolution #A11 -25, Accepting Work for Asphalt Overlay; seconded by Horan. Motion carried 3 -0; Assouline and Crane absent. ii. Consider a Resolution Approving Contract with All American Concrete for Taxiway Pavement Replacement — Mascari moved to recommend approval of Resolution #A11 -26; seconded by Horan. Motion carried 3 -0; Assouline and Crane absent. h. FY2013 FAA Airport Improvement Program Application — Tharp spoke to Members about the possibility of considering the Ruppert property for this program. There would need to be a lot of work done between now and May of 2012 in order to get this going. Hughes also spoke to the FAA's stance on the importance of obstructions. Hughes and Tharp continued to respond to Members' questions. Tharp laid out the progression of how they would like this to go. Hughes stated that if Members are in agreement with what has been discussed for this application, they can go ahead and get the application drawn up and have it ready for review at the next meeting. i. Airport "Operations ": Airport Commission November 17, 2011 Page 4 L Strategic Plan- Implementation — Tharp noted that there should be a draft of the Annual Report at next month's meeting. Gardinier will work with him on getting this prepared. ii. Budget — Tharp stated that there has been a lot of light repair and maintenance over the past few weeks. The windsock cable still needs to be replaced, and Tharp added that originally this was going to be part of a general rehab project in the spring. He will get several bids on this repair and will let the Commission know what he finds out. Gardinier asked where they are with door seals, and Tharp noted that they are about half done right now. iii. Management — 1. Airport Operations Specialist Position — Mascari brought up the topic of having a monthly report of items that have been repaired or maintained for the Commission to review. Gardinier stated that the memo asking that the Specialist position be made 100% was presented at a recent budget meeting with the City Manager. She added that she is working with Tharp on a monthly -type of report so that all of the Members will be able to see what Tharp is working on. j. FBO / Flight Training Reports — i. Jet Air / Air Care — Matt Wolford spoke to Members, sharing what they have done for October maintenance and so far in November. He spoke about the door sealing that they have been working on, noting that they hope to finish the remaining doors before the Thanksgiving holiday. Mascari asked if there is a problem with the self - serve, that the light goes off. Gardinier noted that she experienced the same thing while fueling up recently. Wolford continued, stating that Jet Air has been extremely busy lately. The shop is full right now, he added, and they have even brought in staff from other shops to help out. They are also hiring four pilots, with two in Iowa City and two in Galesburg. ii. Iowa Flight Training — Tim Busch spoke to Members, stating that he has added another instructor, along with the two part- timers. He said that for about a year and a half interest was very low, but that they did see an uptick over the summer. Busch continued, stating that they have been doing some shuffling of aircraft but will probably end up with two 172s in Iowa City. k. Subcommittee Reports — i. For November — Events (Horan, Gardinier, Tharp) — Horan stated that they held a phone meeting and discussed what events they might be able to do. Young Eagles, Girl Scouts, Boy Scouts, and the local EAA Chapter were all ideas shared. Tim Busch with IFT stated that they would like to be a part of something like this, with offering intro -rides every half hour or so. Horan suggested some type of collaboration with Air Care, as well. The discussion continued, with Horan and Wolford talking about a collaboration with the Chamber of Commerce. Another idea would be to have a steak or B -B -Q night once a month. Gardinier added that they could invite organizations from the community to do the B- B -Qing, for example, and it could be a fundraiser for them, while also drawing the public to the Airport. Horan reminded everyone that Tuesday nights are now `movie' night at the Airport. Horan also noted that there is some concern about Sertoma conflicting with the Waterloo air show, but that he hasn't seen a set date yet. ii. For December — None. I. Consider a motion to adjourn to Executive Session to discuss strategy with counsel in matters that are presently in litigation or where litigation is imminent where its disclosure would be likely to prejudice or disadvantage the position of the governmental body in that litigation — Mascari made the motion to adjourn to Airport Commission November 17, 2011 Page 5 Executive Session at 8:20 P.M.; seconded by Horan. Motion carried 3 -0; Assouline and Crane absent. The Commission returned to open session at 8:25 m. Commission Members' Reports — None n. Staff Report — Tharp noted that over the last several weeks the term 'aviation authority' has been brought up to him by City administration. The City is looking at everything they do and how each benefits an area larger than just the city. Having an 'aviation authority' would create a body that could levy taxes, issues bonds, etc., outside of the City's authority. He asked if Members would be interested in pursuing this further. Members briefly discussed such a situation, with Dulek helping to clarify how it would work. It was agreed to add this to an upcoming agenda for further discussion. Horan and Mascari both stated that they would like to be on a subcommittee for this. SET NEXT REGULAR MEETING FOR: Horan stated that he may be out of state when the next meeting is scheduled. Gardinier also noted that she may not be able to attend a meeting on the 15th. Tharp will confirm a date for the next regular meeting and will let Members know. ADJOURN: The meeting adjourned at 8:38 P.M. Mascari made the motion to adjourn the meeting at 8:38 P.M.; seconded by Horan. Motion carried 3 -0; Assouline and Crane absent. CHAIRPERSON DATE Airport Commission November 17, 2011 Page 6 Airport Commission ATTENDANCE RECORD 2011 Key: X = Present X/E = Present for Part of Meeting O = Absent O/E = Absent/Excused NM = Not a Member at this time TERM N N w A cn 0') CC) co EXP. N ° -4 N o A N rn N rn N N cn cn N NAME 03/01/13 X Rick X X X X X X X X / X X X X X X Mascari E Howard 03/01/14 X X X X X X X X X X X X X X X Horan 03/01/15 O Minnetta X X X X X X X / X X X X X X X Gardinier E 03/01/12 O O O Jose X X X X / / X X X X X X X X / Assouline E E E 03/01/14 O O O Steve O/ X X X X / X X X X X X / X / Crane E E E E Key: X = Present X/E = Present for Part of Meeting O = Absent O/E = Absent/Excused NM = Not a Member at this time Strategic Plan =T 2011 -2015 `m 4 h CITY OF IOWA CITY Iowa City Municipal Airport Strategic Plan 2011 -2015 ■ Iowa City Municipal Airport Five Year Strategic Plan Steve Crane Greg Farris 2011 - 201-55 March 2010 Iowa City Municipal Airport Commission Janelle Rettig Howard Horan, Chairperson Minnetta Gardinier We would like to thank John Staley for his valued work on the Commission prior to the expiration of his term. Iowa City Municipal Airport Operations Specialist Michael Tharp Iowa City City Council Regenia Bailey Susan Mims Connie Champion Ross Wilburn Terry Dickens Mike Wright Matt Hayek, Mayor Interim City Manager Dale E. Helling Facilitator Jeff Davidson, Director, Department of Planning & Community Development Iowa City Municipal Airport Strategic Plan 2011 -2015 ■ RESOLUTION NO. 410 — O 3 RESOLUTION APPROVING THE IOWA CITY MUNICIPAL AIRPORT FIVE - YEAR STRATEGIC PLAN FY2011 -2015. WHEREAS, the Iowa City City Council has appointed a five- person Iowa City Municipal Airport Commission; and WHEREAS, the Iowa City Municipal Airport Commission is to set the policy for the operation of the Iowa City Municipal Airport; and WHEREAS, the Iowa City Municipal Airport Commission has completed the five -year strategic plan update for FY2011 -2015. NOW, THEREFORE, BE IT RESOLVED BY THE AIRPORT COMMISSION OF THE CITY OF IOWA CITY, IOWA, THAT the Iowa City Municipal Airport Five -Year Strategic Plan FY2011 -2015 is hereby adopted. It was moved by %r.` and seconded by et�n.c_ the Resolution be l adopted, and upon roll call t ere were AYE'S:: NAYS: ABSENT: Crane Farris r nier Horan n Rettig Passed and approved this S day of � I /s�. 2010. -vim 1f� Chairperson O ATTEST:�� Secretary City Attorney's Office Iowa City Municipal Airport Strategic Plan 2011 -2015 ■ Iowa City Municipal Airport Strategic Plan 2011 -2015 ■ of Contents Executive Summary Goals & Strategies Summary of public comments received Minutes of the Iowa City Airport Commission, Summary of strengths and weaknesses exercise MA Executive Summary The Iowa City Municipal Airport exists to serve the general aviation needs of the greater Iowa City community. This strategic plan is to guide the direction of the Iowa City Municipal Airport for the period fiscal years 2011 -2015. Through implementation of the 1996 Iowa City Municipal Airport Master Plan and FAA Airport Layout Plan, facilities will be maintained and upgraded to comply with the latest safety features and Federal Aviation Administration regulations. To answer the question "What do we want the Iowa City Municipal Airport to be in 2015 ? ", the Airport Commission adopted the following Vision Statement: Vision Statement Iowa City Municipal Airport Strategic Plan 2011 -2015 ■ The Iowa City Municipal Airport, through the direction of the Airport Commission, will provide a safe, cost - effective general aviation airport that creates and enriches economic, educational, health care, cultural, and recreational opportunities for the greater Iowa City area. To answer the question of what needs to be done to reach the vision for 2015, the following Mission Statement was adopted: Mission Statement The mission of the Iowa City Municipal Airport is to support the strategic goals of the City of Iowa City and to meet the needs of its stakeholders. Executive Summary 1 Executive Summary The Iowa City Municipal Airport Commission has developed six strategic planning goals to be accomplished in the FY2011 -2015 period. Strategic Planning Goals • Maintain effective management structure and strong communication with the City Council and City Administration. • Develop and maintain adequate funding mechanisms for airport operations and improvements, and increase revenue generated by airport operations. • Increase use of the airport for aviation and other community uses. • Increase the usefulness of the airport for economic development. • Upgrade taxiways and runways and other airport infrastructure. • Enhance appearance, curb appeal, and accessibility of the airport; develop a public viewing area on the airport grounds. In preparing this strategic plan, the Iowa City Municipal Airport Commission used the 2006 -2010 strategic plan as a base from which to begin. The 1996 Iowa City Municipal Airport Master Plan, the FAA Airport Layout Plan, the 2003 Iowa City Municipal Airport Business Plan, and the adopted Comprehensive Plan for the City of Iowa City have also been taken into consideration. Implementation of this strategic plan for the Iowa City Municipal Airport will establish a solid foundation for the delivery of general aviation services to the community for the five -year strategic planning period and beyond. Iowa City Municipal Airport Strategic Plan 2011 -2015 ■ 2 Executive Summary Introduction In 2004 the Iowa City Municipal Airport Commission determined that a strategic plan was needed to guide the direction of the Iowa City Municipal Airport for the period FY2006 through 2010. This document updates the original plan which was completed in 2005. The basic question to be answered by the strategic plan is: Where are we now and where do we want to be in five years? The City of Iowa City's Director of Planning and Community Development facilitated the process of updating the five -year strategic plan. At the initial planning session it was agreed by the Commission that the following elements would be accepted as "givens" and not open to scrutiny in the strategic planning process: Givens 1. That Iowa City will have a general aviation airport. 2. That it will be at the existing location of the Iowa City Municipal Airport. 3. That it will be approximately the size of the existing site. Introduction Iowa City Municipal Airport Strategic Plan 2011 -2015 ■ Introduction Summary of Process The Commission began with stakeholder input sessions involving representatives from key community organizations and other special interest groups. This included the airport Fixed Base Operator. The results of the stakeholder input sessions are summarized in an appendix. At an initial strategic planning session the City's Director of Planning and Community Development reviewed the South Central District Plan of the Iowa City Comprehensive Plan. This district plan shows the Iowa City Municipal Airport as a principle land use in the South Central Planning District. The South Central District Plan shows property redevelopment adjacent to the airport which is consistent with the 1996 Iowa City Municipal Airport Master Plan, particularly to the south of the airport along the alignment of Mormon Trek Boulevard. The next step in the strategic planning process was to evaluate the Vision Statement and Mission Statement for the Iowa City Municipal Airport. The vision statement addresses the question, "What do we want the airport to be in 20157 The mission statement addresses the question, "How do we reach the vision for 2015 ?" Once the vision statement and mission statement were agreed upon, the commission addressed the strengths and weaknesses to achieving the vision. A five -year plan was developed consisting of goals for achieving the vision for the Iowa City Municipal Airport as well as specific strategies for accomplishing the goals. It is expected that the Airport Operations Specialist will develop a Iowa City Municipal Airport Strategic Plan 2011 -2015 ■ work plan for meeting the goals of the Iowa City Municipal Airport Strategic Plan during the five -year planning period. The Airport Operations Specialist's work performance will be evaluated by the Commission based on accomplishing the goals of the strategic plan. The Commission's goal was to develop a five - year strategic plan that is understandable to the public and contains measurable strategies for achieving the goals of the plan. The Iowa City Municipal Airport Strategic Plan may be re- evaluated during the five -year planning period. c; 4 Introduction Introduction The Iowa City Community The Iowa City Municipal Airport is located two miles southwest of downtown Iowa City in Johnson County. Iowa City is the home of the University of Iowa, with a student body of approximately 30,500. The Iowa City -Cedar Rapids corridor is one of two principal economic growth areas within the state of Iowa. The Iowa City Municipal Airport is integrated into the activities of the University of Iowa, including the University of Iowa Hospitals and Clinics, the medical college, the other academic colleges, and the athletics department. The Iowa City Municipal Airport is strategically located in close proximity to Interstates 80 and 380, as well as U.S. Highways 6 and 218, and Iowa Highway 1. Operations and Facilities The Iowa City Municipal Airport is the third most active general aviation airports in Iowa. Eighty -four aircraft are based at the Iowa City Municipal Airport. The Iowa City Municipal Airport conducts approximately 36,000 flight operations annually. These operations generate $11.2 million of activity into the local economy. Existing Iowa City Municipal Airport facilities include two runways, the terminal building, a maintenance facility, hangars, and fueling facilities. The existing runway dimensions are 3,900x75 feet (Runway 12 -30), and 5,004x100 feet (Runway 7 -25), and are able to accommodate larger aircraft than many other general aviation airports. The airport terminal includes a pilot's lounge, a weather briefing room, a lobby, a classroom, and administrative office facilities. Fueling facilities are provided for the Fixed Base Operator. The Fixed Base Operator offers fuel sales, charter service, maintenance, flight lessons, and other airport support services. Iowa City Municipal Airport Strategic Plan 2011 -2015 ■ Two flight schools operate at the Iowa City Municipal Airport. Iowa Flight Training provides fixed wing (airplane) lessons while Whirlybird, Inc. provides helicopter lessons. The University of Iowa Center for Computer Aided Design operates a research facility called Operator Performance Laboratory. Research is conducted on human -in- the - loopand intelligent autonomous systems to increase efficiency, interoperability, and safety. History The Iowa City Municipal Airport had its first recorded flights in 1918. In 1920 the U.S. Postal Service chose the site as a fuel stop between Chicago and Omaha. Public ownership of the Iowa City Municipal Airport was established in 1929, and 1937 saw the first asphalt - surfaced runway. In 1940 Runway 12 -30 was extended in an effort to provide a base of defense for the Rock Island Arsenal. 1941 saw the first concrete paving of an Iowa City Municipal Airport runway. In 1944 the Iowa City Airport Commission was formed. Between 1930 and 1972 commercial passenger flights were available at the Iowa City Municipal Airport. Introduction 5 1992 Airport Relocation Study In 1992 a consultant was hired to consider the possible relocation of the Iowa City Municipal Airport. Several alternative sites for the proposed relocation were evaluated along with the existing site. After much deliberation it was determined by the Iowa City City Council that the Iowa City Municipal Airport would remain at the existing site. The City Council directed that a master plan be completed to ensure safe aviation operations into the future that are consistent with the requirements of the Federal Aviation Administration. 1996 Master Plan In 1996 an Iowa City Municipal Airport Master Plan was completed. The master plan evaluated several alternatives involving extending runways and/ or constructing new runways with different configurations. The most significant elements of the approved master plan were to extend Runway 7 -25 by 800 feet, realign Dane Road, close and demolish a portion of Runway 18 -36 to allow the extension of Mormon Trek Boulevard between Iowa Highway 1 and Riverside Drive, and remove the old United Airlines hangar. A program is in place for completing the elements of the 1996 master plan as federal funds become available. Work has been completed on the runway extension. Mormon Trek has been completed south of the airport following closure of runway 18 -36 in August of 2006. Master Plan elements remaining call for a parallel taxiway to both runways and expanding aircraft parking and ramp space. Hangar capacity to be expanded as demand necessitates. Iowa City Municipal Airport Strategic Plan 2011 -2015 ■ 6 Introduction Iowa City Municipal Airport Strategic Plan 2011 -2015 ■ Vision Statement and Mission Statement for the Iowa City Municipal Airport Vision Statement: What do we want the airport to be? The Iowa City Municipal Airport, through the direction of the Airport Commission, will provide a safe, cost - effective general aviation airport that creates and enriches economic, educational, healthcare, cultural, and recreational opportunities for the greater Iowa City area. Mission Statement: Why does the Iowa City Municipal Airport exist? The mission of the Iowa City Municipal Airport is to support the strategic goals of the City of Iowa City and to meet the needs of its stakeholders. Goals & Strategies 1. Maintain effective management structure and strong communication with the City Council and City administration. Strategies • Airport Commission adopt the strategic plan and present to the City Council. • Reevaluatejob description and duties of the Airport Operations Specialist. • At least quarterly, Airport Commission member or Airport Operations Specialist will attend City Council meetings to give an update on airport activities. • Airport Operations Specialist will attend weekly City staff department head meetings. • Provide an annual report to the City Council on airport operations. • Individually invite City Councilors for a tour of airport facilities. • Invite City Manager's office staff for a tour of airport facilities. • Participate in annual Capital Improvements Program preparation and presentation to the City Council. • Update Airport Emergency Operations Plan. Iowa City Municipal Airport Strategic Plan 2011 -2015 ■ 8 Goals & Strategies Goals & Strategies 2. Develop and maintain adequate funding mechanisms for airport operations and improvements, and increase revenue generated by airport operations. Strategies • Identify funding sources and apply for federal, state, and private funding each year. • Annually evaluate and revise as needed sources of revenue such as fuel sales, hangar leases, airport fees, and non - aviation uses. • Sell or lease Aviation Commerce Park property to generate income. • Communicate with state and federal officials on the value of funding for General Aviation airports. Iowa City Municipal Airport Strategic Plan 2011 -2015 ■ Goals & Strategies 9 Goals & Strategies 3. Increase use of the airport for aviation and other community uses. Strategies • Develop and implement an airport marketing plan with measurable objectives. ❑ Market 24 -hour fueling capabilities and recently constructed new runways which accommodate new aircraft. ❑ Market the use of airport charters, rentals, and flight schools. ❑ Better marketing of airport facilities for non - aviation uses. • Include in the annual report a summary of airport use. • Increase use of second floor terminal building conference room for non - airport uses. Iowa City Municipal Airport Strategic Plan 2011 -2015 ■ 10 Goals & Strategies Goals & Strategies 4. Increase the usefulness of the airport for economic development. Strategies • Allow for privately funded hangar construction. • Develop a closer relationship with the Iowa City Area Development Group, the Chamber of Commerce, the University of Iowa Entrepreneurial Center, and other economic development organizations. • On an annual basis, track the number of flights by type. • Host more events designed to draw attention to the airport as it relates to Iowa City area businesses. • Increase welcoming and hospitality efforts. Iowa City Municipal Airport Strategic Plan 2011 -2015 ■ r Goals & Strategies 11 Goals & Strategies 5. Upgrade taxiways, runways and other airport infrastructure. Strategies • Each year by October 1 the Airport Operations Specialist shall provide a runway, taxiways, and ramp condition report. • Each year by October 1 the Airport Operations Specialist shall provide an airport vertical infrastructure condition report. • Acquire funding for annual improvements to ensure that all surface areas are in safe and functional condition. • Ensure adequate budgeting and programming for repair and replacement of aging aviation and non - aviation infrastructure, in particular hangars, buildings, HVAC systems, and access roads. • Develop a plan for interior storage for airport equipment and vehicles. • Focus on expansion to 24 -hour operation of the airport, including 24 -hour restroom facilities. • Improve the lighting of airfield signage. • Improve directional signage identifying location of airport facilities. • Develop a plan for an emergency severe weather shelter. Iowa City Municipal Airport Strategic Plan 2011 -2015 ■ 12 Goals & Strategies Goals & Strategies 6. Enhance appearance, curb appeal, and accessibility of the airport; develop a public viewing area on the airport grounds. Strategies • Complete public viewing area. • Identify and apply for appropriate grants. • Improve landscaping in and around the terminal building and entry drive. • Enhance airport and airport facilities signage. • Better maintenance of existing airport facilities sidewalks. • Implement existing unfunded Capital Improvement Program project for construction of a sidewalk along Old U.S. Highway 218. Iowa City Municipal Airport Strategic Plan 2011 -2015 ■ Goals & Strategies 13 Conclusion The Iowa City Municipal Airport Strategic Plan has presented the vision for the Iowa City Municipal Airport and identified six goals to be accomplished over the next five years. The strategic plan will allow the City of Iowa City to anticipate and respond to changes that will impact the delivery of general aviation services to the Iowa City community. The elements of the Iowa City Municipal Airport Strategic Plan are a sound investment in the future for the citizens of Iowa City. The Iowa City Municipal Airport Commission welcomes comments on this plan and its implementation. Iowa City Municipal Airport Strategic Plan 2011 -2015 ■ 14 Conclusion Iowa City Municipal Airport Strategic Plan 2011 -2015 ■ Appendix December 2009 Public Input Process Summary of January 21, identification of strengths Appendix 15 Iowa City Municipal Airport Strategic Plan 2011 -2015 ■ r I CITY OF IOWA CITY ®�� MEMORANDUM Date: March 1, 2010 To: Iowa City Municipal Airport Commission From: Jeff Davidson, Director of Planning & Community Development Re: Iowa City Municipal Airport Strategic Plan Update; summary of public comments received At your December meeting we began the update of the Iowa City Municipal Airport Strategic Plan. As part of our activities at the December meeting, we conducted a public input session. This was augmented by a web -based public input process which occurred over the ten days prior to the December meeting. A total of 27 comments were received. The comments can be summarized as follows: Frequency Comment 6 There is a need for more and /or upgraded hangar space. 5 There is a need for a better promotion of the Airport. Several suggestions given) 3 Old Highway 218 needs a sidewalk. 3 Neighborhood concern with noise generated by the Airport. (Several suggestions given) 2 Need better signage identifying the Airport. 2 Old Highway 218 entryway aesthetics need to be improved. 2 Terminal building needs to be refurbished and improved. (Several suggestions given) 1 Need a restroom facility for when the Airport is closed. 1 Existing industrial land in Iowa City should be sold before developing the area south of the Airport for industrial development. 1 The Airport Commission should expand its membership to include a county resident who is not an Iowa City resident. 1 There is $12 million annually in economic benefit to the community from the Iowa City Municipal Airport. Let's plan on using this information for the strengths/weaknesses exercise which will be part of our Strategic Plan Update activities at the January meeting. cc: Dale Helling Michael Tharp ppddirftem /AlryortCommisslon 12 09 16 Appendix Iowa City Municipal Airport Strategic Plan 2011 -2015 ■ Airport Commission Deoember 17, 2009 MINUTES PRELIMINARY IOWA CITY AIRPORT COMMISSION DECEMBER 17, 2009 -6:00 P.M. AIRPORT TERMINAL BUILDING Members Present: Greg Farris, Minnetta Gardinier, Howard Horan, Janelle Rettig, John Staley Staff Present: Sue Dulek, Michael Tharp, Jeff Davidson Others Present: John Yeomans, Rick Mascan, Jay Honeck, Mary Honeck, Adam Henderson, Tim Busch, Randy Miller, Dan Yeager, Greg Zimmerman, Phillip Wolford, Bob Powers, Warren Paris, Charles Neuzil, Ehren Feuerbach, Chad Brandt, Bruce Hostager, Brian Douglas, Ronald Cone RECOMMENDATIONS TO COUNCIL: (to become effective only after separate Council action): CALL TO ORDER: Chairperson Rettig called the meeting to order at 6:05 P.M. FY11 -15 STRATEGIC PLAN: Rettig began by asking those present to do introductions. She then asked Jeff Davidson, the City's Planning and Community Development Director, to speak on the strategic planning process. Davidson noted that what they need to do over the next three or four meetings is establish where the Airport, as an entity, is right now, and then where they want to be in five years. The steps that they plan to get to this five -year mark will need to be identified, as well. Davidson stated that the first thing they will review will be the City's Comprehensive Plan, more specifically the South Central District Plan. He then gave a brief history of land -use laws in the State, how the zoning and subdivision rules play into all of this, and the history of the City's Comprehensive Plan, as well. He pointed out the areas of growth around the Airport, giving a history of how things have changed over the years. Davidson noted that one key area in this planning process is to make sure they reserve whatever land is needed for future operations of the Airport. Tharp then spoke about how the Airport has done as far as their previous five -year plan. He noted that Members received a summary of this in their packets, and he then highlighted some of these. The first goal was to establish effective management structure and improve communication with the City Council and City Administration. Tharp noted that they have accomplished this by creating the Operations Specialist position to maintain daily office routine work and to assist the Airport Commission in managing the Airport. Also noted was the increased presence of either the Airport Commission Chair or the Operations Specialist at meetings with the City Council and other City staff. Tharp continued, reviewing the progress to date of the Airport in its strategic plan. Appendix 17 Iowa City Municipal Airport Strategic Plan 2011 -2015 ■ Airport Commission December 17, 2009 Davidson then addressed the Commission again, noting that their other goal this evening is to hear from those present. He added that they did accept web -based comments until noon today, and received a dozen or so of those. Davidson then asked that anyone wishing to speak please state their name and where they live. Bob Powers of Iowa City spoke first. He added that he sent an email earlier to the Commission. The discussion turned to the need for a sidewalk along Riverside Drive, from south of the Airport up to the Highway 1 /1-fighway 6 intersection. Davidson stated that this sidewalk is currently on the "unfunded" list of projects. He urged those interested in this project to contact a City Council Member and let them know their concerns. Rick Mascad spoke to the Members, asking if consideration of a restroom for after -hours use had been considered. John Yeomans of Iowa City stated that he would like to see the City get the industrial park area in east Iowa City completely built out before considering the area south of the Airport. Dan Yeager of Iowa City asked what the backlog is for hangars. Tharp noted that there are approximately 25 people on the waiting list, and currently there is between an 18- and 24 -month wait. Yeager added that he believes they should consider adding more hangars, which would in turn increase the Airport's revenue. Rettig noted that in FY11 projections, the Airport is expected to have $500,000 in their capital improvements budget in order for them to build a hangar. Plus, the Airport plans to apply for a gram this spring which would provide matching funds for this project. Rettig asked if anyone else wished to speak. Tim Busch addressed the Members, stating that he operates Iowa Flight Training at six eastern Iowa airports. He gave Members a handout, adding that he would be glad to share this with anyone else present, as well. Busch remarked on his handout, noting that having the Airport in Iowa City generates approximately $12 million in economic benefit. He agreed that there is a need for more hangars. Busch also noted that he would be happy to speak to civic groups and others about the importance of aviation. Warren Paris spoke next. He stated that he has been involved with Sen oma and is a hot air balloon pilot, and that he believes the public awareness of the Airport is quite low. He suggested a restaurant or some other destination -type of use at the Airport to draw attention to aviation. Adam Henderson of Whirlybird Helicopters addressed the Members. He spoke to the issue of having a sign at the Airport that would alert people to the businesses on the Airport grounds. Phillip Wolford of Jet Air spoke next. He stated that he agrees with Adam's comment, adding that signage is an important issue for the University of Iowa's facility as well. Mary Honeck asked if the City had any plans for the southern entrance into Iowa City, along Riverside Drive. Davidson responded, noting that the City will eventually move its facilities along Riverside Drive; however, this area used to be a landfill and there are some issues to address with that first. He spoke briefly to the plans for this area. Davidson then wrapped up the presentation, noting that the next meeting will be January 21, 2010, where they will take up this process again. APPROVAL OF MEETING MINUTES: The minutes of the November 17 and December 7, 2009, meetings were reviewed. It was noted that the November meeting was held on the 17th, a Tuesday, and not the 19th as shown on the minutes. Farris moved to approve the minutes of the November 17, 2009 meeting as amended Horan seconded the motion. The motion carried 5 -0. 18 Appendix Iowa City Municipal Airport Strategic Plan 2011 -2015 ■ March 1, 2010 Paget 2. Review summary of strengths and weaknesses exercise The majority of our planning session on January 21 was devoted to the Commission identifying the strengths and weaknesses of the existing Iowa City Municipal Airport. We had a good brainstorming and prioritization session. The following were identified as the existing strengths of the Iowa City Municipal Airport : Votes Strengths 8 Location provides good access to the remainder of Iowa City 5 24 -hour fueling 5 State and Federal funding success 5 Longer runways will accommodate new aircraft 4 Successful within limits of Airport property 4 New runways 4 Stable management structure 4 Improved relationship with City 4 Increased economic impact 4 Master Plan implementation 4 Strong, stable FBO 3 Improved fiscal management 3 Strong, active, diverse aviation community 2 Public viewing area 1 Community activities held at Airport The weaknesses exercise identified the following weaknesses of the Iowa City Municipal Airport, in priority order: Vote Weaknesses 8 Need to develop other income sources 6 Need more hangar space 5 Ain non - aviation infrastructure (buildings, HVAC, access roads 4 Bad pedestrian and bike access 4 Need storage for equipment and vehicles 4 Inadequate promotion of Airport 4 No emergency operations plan 4 Lack of precision approach 3 Inadequate and aging hangars 3 Political sensitivity of General Aviation airports 3 Need 24 -hour restroom facilities 3 Need signage lighting on airfield 2 Reliance on State and Federal funding for infrastructure 2 Need better Airport and Airport facilities directional si na e 2 Lack of security Ian 1 Lack of security fence 1 Funding for operations 1 No emergency shelter 0 Poor aesthetics of Airport property 0 Poor aesthetics of US 218 corridor 0 Location restricts growth Appendix 19 II OO W�:1 C I TMYI Fire Department �r. ,IIi rl Center m. Facilitated by 19 � Public Safety Excellence Introduction The Iowa City Fire Department (ICFD) provides fire suppression, rescue and emergency medical services, hazardous materials mitigation, fire inspection, fire investigation, and public education to the city of Iowa City. The ICFD is consistently working to achieve and /or maintain the highest level of professionalism and efficiency on behalf of those it serves, and is currently pursuing reaccreditation through the Commission on Fire Accreditation International (CFAI). In an effort to work toward self- improvement, the ICFD contracted with the Center for Public Safety Excellence (CPSE) to facilitate a method to document the department's path into the future - this resulted in the development and implementation of a "Community- Driven Strategic Plan." The strategic plan was written in accordance with the guidelines set forth in the CFAI Fire & Emergency Service Self- Assessment Manual 81h Ed., and is intended to guide the organization within established parameters set forth by the authority having jurisdiction. The CPSE utilized the Community- Driven Strategic Planning process to go beyond just the development of a document. It challenged the membership of the ICFD to critically examine paradigms, values, philosophies, beliefs and desires, and challenged individuals to work in the best interest of the "team." Furthermore, it provided the membership with an opportunity to participate in the development of their organization's long -term direction and focus. Members of the department's external and internal stakeholders' groups performed an outstanding job in committing to this important project and remain committed to the document's completion. The Iowa City Fire Department's Strategic Plan sets forth a comprehensive vision and mission statement that provides the agency with a clear path into the future. Additionally, this strategic plan identifies the core values that embody how the agency's members, individually and collectively, will carry out the agency's mission. In the following pages, the ICFD identifies its goals, objectives, and strategies that will allow the agency to realize its vision. IOWA CITY FIRE DEPARTMENT STRATEGIC PLAN TABLE OF CONTENTS Organizational Background ............ ............................... Definition of a Community- Driven Strategic Plan Process and Acknowledgements .. ............................... Customer Priorities ............................ ............................... Customer Expectations ..................... ............................... Areas of Customer Concern ............ ............................... Positive Customer Feedback .......... ............................... Other Thoughts and Comments .... ............................... Internal Stakeholder Group Findings ........................ TheMission ........................................... ............................... Values....................................................... ............................... Programs and Services ..................... ............................... 5trengtns.......................................................................................................... ............................... Z d Weaknesses...................................................................................................... .............................30 Opportunities................................................................................................... .............................31 Threats............................................................................................................... .............................32 Critical Issues and Service Gaps .............................................................. .............................33 Goalsand Objectives ..................................................................................... .............................35 TheVision .......................................................................................................... .............................54 Performance Measurement ....................................................................... .............................55 The Success of the Strategic Plan ............................................................ .............................57 Glossary of Terms and Acronyms ........................................................... .............................58 WorksCited ...................................................................................................... .............................61 IO " A CITY FIRE DHUANT , ,ENT 2011 -2016 Organizational Background Iowa City is the county seat of Johnson County, Iowa, and the home of the University of Iowa. The City is governed by an elected city council of seven members, of which one is elected from within as mayor. The Iowa City Fire Department (ICFD) history is a well - documented source of local pride. Iowa City had one of the first fire departments in Iowa, with roots going back to 1842 - three years after the founding of Iowa City and four years before Iowa's statehood. Currently, the department serves approximately 63,200 residents and many visitors within the 27.9 square -mile incorporated area of Iowa City. The ICFD provides progressive and high quality fire, emergency medical, and technical rescue emergency services utilizing a cadre of 56 full -time firefighters from three stations (Station 4 anticipated in 2011), with three engine companies, one rescue /truck company, and a command vehicle. In addition to responding to over 4,000 emergency calls annually, the ICFD provides preventive services, such as fire safety inspections of commercial and University properties, site plan reviews, and fire and environmental safety education. The ICFD also collaborates with many other fire protection agencies at the local, state, and federal levels. Specialty areas include fire investigations, the Johnson County Hazardous Materials Response Team, and Homeland Security and Emergency Management. While demonstration is apparent via international accreditation, the department is committed to continuous improvement through education and training. The ICFD regional training center articulates with the Iowa Fire Service Training Bureau, Kirkwood Community College, and the Johnson County Mutual Aid Association. Community involvement is also a top priority as the ICFD participates in /with projects, such as fire safety education, fire station tours, juvenile firesetters intervention, a mobile fire safe house, a mobile fire sprinkler trailer, ride -along program, the Safety Village, and is a co- leader with Mercy Hospital of the Johnson County SAFE KIDS Coalition. Technical Advisor Page 1 of 61 Program IOO " A CITY FIRE DEPART ON 01 2011 -2016 Definition of a Community- Driven Strategic Plan The fire service has entered into a very competitive evolutionary cycle. Public demands continue to increase, while dollars and other resources continue to shrink. These trends place increased pressure on the modern fire service manager, policymakers, and full -time staff to develop ways to be more effective and more efficient. In many cases, the public is demanding the accomplishment of specific goals, objectives, and services with fewer resources. To work more efficiently with available resources, organizations must establish their direction based on constructive efforts while eliminating programs that do not serve the community. To ensure that community needs were incorporated, the Community- Driven Strategic Planning process was used to develop the ICFD Strategic Plan. Businesses employ this type of process to identify market trends, allowing the service provider to focus resources while reducing risk and wasted effort - this process was adapted to meet the ICFD's specific needs. This document is the result of several strategic planning sessions and includes valuable community input. What is a Strategic Plan? It is a living management tool that: • Provides short -term direction • Builds a shared vision • Sets goals and objectives • Optimizes use of resources Effective strategic planning benefits from a consistent and cohesively structured process employed across all levels of the organization. A sense of urgency pervades the customer - driven organization. Planning is a continuous process, one with no clear beginning and no clear end. While plans can be developed on a regular basis, it is the process of planning that is important, not the publication of the plan itself. The planning process should be flexible and dynamic. New information from customers, like - providers, and life changes are to be factored into the planning process. The strategic plan should be an operationally useful document. Community- Driven Strategic Planning creates a platform for a wide range of beginnings. The approach comes to life by being shared, debated, and implemented in the context of organizational realities. Technical Advisor Page 2 of 61 Program Successful organizations, from government agencies to Fortune 500 companies, have recognized that attaining customer focus is essential. Aware of this necessity, public safety agencies must strategically plan how they will deliver high - quality products and services to the public and their other customers through better, faster, and less expensive programs. Once their strategic goals are established, agency leaders must establish performance measures, for which they are fully accountable, to assess and ensure that their departments and agencies are, indeed, delivering on the promises made in their strategic plans. Goodstein, Nolan, & Pfeiffer define Strategic Planning as a continuous and systematic process where the guiding members of an organization make decisions about its future, develop the necessary procedures and operations to achieve that future, and determine how success is to be measured.' The U.S. Federal Consortium Benchmarking Study Team goes on to explain that to fully understand strategic planning, it is necessary to look at a few key words in the strategic planning definition: • continuous refers to the view that strategic planning must be an ongoing process, not merely an event to produce a plan; • systematic recognizes that strategic planning must be a structured and deliberate effort, not something that happens on its own; • process recognizes that one of the benefits of strategic planning is to undertake thinking strategically about the future and how to get there, which is much more than production of a document (e.g., a strategic plan); • guiding members identifies not only senior unit executives, but also employees. (It also considers stakeholders and customers who may not make these decisions, but who affect the decisions being made.); • procedures and operations means the full spectrum of actions and activities from aligning the organization behind clear long -term goals to putting in place organizational and personal incentives, allocating resources, and developing the workforce to achieve the desired outcomes; and • how success is to be measured recognizes that strategic planning must use appropriate measures to determine if the organization has achieved success. 'Federal Benchmarking Consortium. (1997, February). Serving the American Public: Best Practices in Customer - Driven Strategic Planning Technical Advisor Page 3 of 61 Program Most importantly, strategic planning can be an opportunity to unify the management, employees, stakeholders, and customers through a common understanding of where the organization is going, how everyone involved can work to that common purpose, and how progress and levels will measure success. Where Does the Community Fit into the Strategic Planning Process? For many successful organizations, the voice of the community drives their operations and charts the course for their future. Companies, as well as state and city governments, have begun focusing on their community of customers as one of the key motivators in planning for the future. A "community- driven organization" is defined as one that maintains a focus on the needs and expectations, both spoken and unspoken of customers, both present and future . in the creation and /or improvement of the product or service provided.z Again, it will be useful to use the U.S. Federal Consortium Benchmarking Study Team's definitions of the specific terms used in the above definition: • focus means that the organization actively seeks to examine its products, services, and processes through the eyes of the customer; • needs and expectations means that customers' preferences and requirements, as well as their standards for performance, timeliness, and cost, are all input to the planning for the products and services of the organization; • spoken and unspoken means that not only must the expressed needs and expectations of the customers be listened to, but also that information developed independently "about" customers and their preferences, standards, and industry will be used as input to the organizational planning; and • present and future recognizes that customers drive planning and operations, both to serve current customers and those who will be customers in the future. 2 Federal Benchmarking Consortium. (1997, February). Serving the American Public: Best Practices in Customer - Driven Strategic Planning Technical Advisor Page 4 of 61 Program �IOO A CITMY FIRE DEPART j ENT 2011 -2016 Performance Assessment Implied within every stage of the planning process is the ability to determine progress made toward the goals or targets set. This assessment ability is a monitoring function that simply tracks activities. It may be as simple as a "To Do List," or as complicated as a plan of action with milestones and performance measures. Also implied within the planning process is the ability to measure effectiveness of the actions taken in the conduct of the organization's business. The Community- Driven Strategic Planning Process Outline The specific steps of the process are as follows: 1. Define the services provided to the community. 2. Establish the community's service priorities. 3. Establish the community's expectations of the organization. 4. Identify any concerns the community may have about the organization and its services. S. Identify those aspects of the organization and its services the community views positively. 6. Develop the Mission Statement, giving careful attention to the services currently provided and which logically can be provided in the future. 7. Establish the Values of the organization's membership. 8. Identify the Strengths of the organization. 9. Identify any Weaknesses of the organization. 10. Identify areas of Opportunity for the organization. 11. Identify potential Threats to the organization. 12. Establish realistic goals and objectives for the future. 13. Identify implementation tasks for each objective. 14. Develop a Vision of the future. 15. Develop organizational and community commitment to the plan. Technical Advisor Page 5 of 61 Program IOO " A CITY FIRE NEPART j ENT 2011 -2016 Process and Acknowledgements The Center for Public Safety Excellence (CPSE) acknowledges Iowa City Fire Department's External and Internal Stakeholders for their participation and input into the "Community- Driven Strategic Planning Process." The CPSE also recognizes Fire Chief Andy Rocca for his leadership and commitment to this process. Development of the ICFD's Strategic Plan took place in April 2010, during which time representatives from the CPSE and the ICFD held an open meeting where members of the public, or external stakeholders, were invited. Valuable commentary and useful concerns were collected. Discussion at the meeting revolved around customer concerns, expectations, and comments about the agency. The agency and the CPSE expresses a special 'thank you' to community members who contributed to the creation of this strategic plan, as it was truly a team effort. Those present at this meeting were as follows: Table 1: IOWA CITY FIRE DEPARTMENT External Stakeholder Group Azeem Ahmed Doug Alberhasky Steve Atkins Joyce Barker Lary Belman Dean Borg Robert Boyd Bill Brandt Dan Brown Nancy Carlson Susan Craig Helen Dailey Jeff Davidson Lyra Dickerson Bob Elliott Judy Pfohl Butch Forbes Rick Fosse Karin Franklin Laurie Haman Jerry Hansen Sam Hargadine Mike Hartley Matt Hayek Dawn Hays Dale Helling Keith Hemingway Tracy High tshoe Polly Horton PaulaJantz Casey Jones David Kacena Gary Kinsinger Carl Klaus Ron Knoche Mary Knudson Ernie Lehman John Linder Stephen Locher Nick Loney Bruce McAvoy Bill Mishler Dennis Mitchell Lyle Muller Boyd Murray Rebecca Neades Sandy Pickup Lane Plugge Lonny Pulkrabek Bill Reagan Roger Reilly Rudi Rencher Steven Rohrbach Daryl Russ Annette Scheib Kay Seery Glenn Siders Dale Simon Brady Smith Terry Smith Jan Solioroff Tom Struve Tim Sullivan Roger Sweeting Bruce Teague Michael Tharp Rich Vedepo Tom Vrban Jean Walker Lucy Wiederholt Cathy Wilcox Joel Wilcox Dion Williams Glen Winekauf Technical Advisor Page 6 of 61 Program �IOO A CITMY FIRE DEPART ENT 2011 -2016 External Stakeholder Group Findings A key element of the ICFD's organizational philosophy is having a high level of commitment to customers, as well as recognizing the importance of customer satisfaction. Therefore, the agency asked representatives from their community to participate in a meeting which would focus on their needs and expectations of the agency. Discussion centered not only on the present services provided, but also on priorities for the future. Customer Priorities In order to dedicate time, energy, and resources on services most desired by its customers, the ICFD needs to understand what the customers consider to be their priorities. The External Stakeholders were asked to prioritize the services offered by the agency through a process of direct comparison. Table 2: Customer Service Priorities of the IOWA CITY FIRE DEPARTMENT SERVICES Fire Suppression RANKING 1 SCORE 433 Emergency Medical Services 2 370 Technical Rescue 3 327 Fire Prevention 4 229 Hazardous Material Mitigation 229 Fire Investigation 6 150 Public Fire /EMS Safety Education 7 112 Domestic Preparedness, Planning, and Response 8 108 Technical Advisor Page 7 of 61 Program �IOO A CITMY FIRE DEPART ENT 2011 -2016 Customer Expectations Understanding what the community expects of its fire and emergency services organization is critically important to developing a long -range perspective. With this knowledge, internal emphasis may need to be changed or bolstered to fulfill the customer needs. In certain areas, education on the level of service that is already available may be all that is needed. Following are the expectations of the community's External Stakeholders: Table 3: Verbatim Customer Expectations of the IOWA CITY FIRE DEPARTMENT (in priority order) 1. Quickresponse. 2. To be courteous and professional at all times. 3. To be highly trained. 4. Knowledgeable about their job. 5. Firefighters in excellent physical condition to meet safety needs. 6. Service oriented. 7. Available to the public. 8. Highly dedicated. 9. To provide quality inspections with trained inspectors. 10. To have quality, up -to -date apparatus. 11. To utilize efficient and modern fire suppression practices. 12. The firefighters should have all essential equipment and facilities. 13. To value life and safety above property. 14. To have a community presence. 15. To keep the safety and welfare of the citizens first. 16. To rank at the top in terms of technical expertise. 17. To communicate with the community about the types of services that the department provides. 18. To safeguard the citizens of Iowa City. 19. To be friendly. 20. To keep owners appraised of the situation. 21. To be dependable. 22. To demonstrate trustworthiness in all that is done. 23. To be caring. 24. At, or above, nationally established response times. 25. Community outreach. 26. To be a strong advocate and enforcement agent in preventing fires. Technical Advisor Page 8 of 61 Program 27. Safety of people should be number one. 28. To treat everyone equally, respectful, and with appropriate language. 29. To have equally good response times for all members of the Iowa City area. 30. Professional response from staff. 31. To provide a coordinated, effective emergency response. 32. To take control of the situation. 33. To have access to the equipment needed to do their job. 34. To have the community's respect. 35. To schedule inspections. 36. To be polite and have non - condescending attitudes. 37. To have a properly sized force. 38. Responsive to community priorities. 39. Utilization of taxpayer dollars to the fullest extent. 40. To provide the City Council with updates on prevention with code suggestions. 41. To have an even - handed approach to promulgation and enforcement of fire safety ordinances that balance property rights with fire safety. 42. Members should provide a good appearance. 43. Both technical and psychological response knowledge. 44. Strong and knowledgeable leadership. 45. The ability to organize and collaborate in natural disasters. 46. Effective monitoring of code compliance. 47. Honoring and respecting people's rights. 48. To be able to work as a team. 49. To have a non - judgmental attitude. 50. Quick resolution of problems. 51. Industry leading technical expertise in hazardous materials response and operations. 52. To educate the public of dangers. 53. To respect the community and its individuals. 54. Good pay, benefits, vacation and retirement for our firefighters. 55. Balance demands for service with fiscal restraint. 56. Establish open communications with the community. 57. Understand that they are part of a much larger picture. 58. Efficient and effective use of funds. 59. To work effectively with other public safety agencies. 60. Sufficient stations, staffing, and equipment to provide excellent coverage. 61. Be friendly to the local business community. 62. Cooperate with other agencies with a team - spirit. 63. Increase coverage in our community. 64. Staffing to reflect the makeup of the community. 65. Work well with other city departments. 66. Assess levels of risk, with costs to address them, and the expected benefits. 67. Share training with other city departments. 68. Rescue people and animals from dangerous situations. Technical Advisor Page 9 of 61 Program �IOO A CITMY FIRE DEPART ENiTa 2011 -2016 69. Education on prevention. 70. Ensure minimal property damage. 71. Be respectful of character and the uniqueness of neighborhoods. 72. Be hardworking. 73. Adaptable. 74. Look at services through a taxpayer's eyes. 75. Recruitment of persons of all ethnic, economic, and gender backgrounds. 76. Dedication to improvement. 77. Open communications with the public. 78. Seek financial funding sources beyond the community. 79. Act with integrity. 80. Willingness to work with City and State representatives. 81. Non - discriminatory. 82. Be more aligned with the customers than with your colleagues. 83. Be accountable. 84. Be prepared. 85. Inspect for fire code violations and then educate the business owner. 86. Medically up -to -date and expeditious support to EMS operations. 87. Good stewardship of its resources. External Stakeholders providing feedback Technical Advisor Page 10 of 61 Program �IOO A CITMY FIRE DEPART j ENT 2011 -2016 Areas of Customer Concern The Community- Driven Strategic Planning Process would fall short and be incomplete without an expression from the customer regarding concerns about the agency. Some areas of concern may in fact be a weakness within the delivery system. However, some weaknesses may also be misperceptions based upon a lack of information or incorrect information. Table 4: Verbatim Areas of Customer Concern of the IOWA CITY FIRE DEPARTMENT (random order) • When there are disasters, do we have enough fire department personnel? Doesn't the City need to provide more full time employees? • Shouldn't the HAM radio operators be included in your preparedness training? In big disasters, phones don't work and you may need them. • Response times to certain areas. • More transparency in fire reports of reasons for fires /not letting politics interfere with working with the public to deal with issues. • Does Iowa City provide enough fire stations? • Failure to return calls when asking about outreach programs. • When outreach activities are scheduled, the activity ends when they are called away, costing the business time and money. Can outreach programs be separate from being on -call during scheduled times? • Sometimes overzealous with code requirements. • Proper manpower? • Is the department adequately funded? (e.g.: staff, equipment) • Maintenance of up-to-date equipment. • Acquisition of state -of- the -art equipment. • Recruitment of best qualified diverse pools from which to hire new staff. • That it is so big that it is impersonal - "circling the wagons" with other colleagues rather than projecting attention outward to the clients patients with their concerns. • Do they have adequate staffing and facilities for our growing community? • Do they receive cultural sensitivity training for ethnic neighborhoods? • Constraints of budget concerns and impact on services provided - public's awareness of response times as Iowa City expands in area and number of residents and what to do to better service. • Maintain proper levels of staffing. • Politicization of building fire stations. • Make sure vehicles are properly maintained. • Make sure facilities are maintained. • Appropriate fundin to do the work well. • Poor support provided to the ICFD by council to effectively preserve life and property. • Overcrowding of the ICFD physical plant to work effectively. • Funding to cover needed facilities, staffing, equipment. • Keep training up-to-date. Technical nazis r Page 11 of 61 Program • Keep manpower to highest level as possible. • Keep equipment u -to -date. • Res onse times to newly developed areas in Iowa City. • Making sure personnel are properly trained on new tactics and technology. • Cooperation/coordination with other fire departments in Johnson County. • Response to innovation - "we've always done it this way." • Need better perspective regarding their relative role in community service. • Equipment: ma be in need of more frequent updating. • Too much duplication within county? Why do we need EMS and ambulance? How many extrication hazardous materials teams do we need? • Iowa City has a professional, well- trained, well -paid staff, other area fire departments use all or some volunteers. Are Iowa City taxpayers subsidizing these less professional departments? • Change in staff or personnel (like at the inspector level) creates changes for the customer that are not always understood. • Balance risk vs. cost. • Focus on reducing reasonable risk, not all risk. • Fire trucks are not an effective means to deliver EMS services. • The fire department is increasing building cost due to needing sprinklers in homes, basement ceilings being sheet rocked - affordable housing is no longer available. • Does the fire department handle all the calls in a timely fashion? • Not really a concern about the ICFD per se, but that it has adequate funding to be able to promptly respond to fire and other emergencies. • Do we have sufficient staffing and financial resources for size of community? • Under staffed. • Dated facilities. • Placement of facilities. • Does the ICFD do a community disaster drill? • Does the fire department need to be first responders when we have ambulance services? • Quality of life for firefighters - why do they stay on duty so many days in a row? • Adequate staffing - recruiting the right people for the 'ob. • Proper equipment necessary to take care of the emergency (whether fire, high -rise UI buildings or EMS or natural disaster). • Adequate coverage of community with stations in the neighborhoods and UI. • Adequate programs and related services. • Ability to respond quickly enough to certain areas in Iowa City. • Adequate resources to provide the very best protection. • Response time. • Traffic problems getting to fire. • University wants to beautify main street which will restrict traffic and increase response time. Technical Advisor Page 12 of 61 Program �IOO A CITY FIRE DEPART ENT 2011 -2016 • Is the communication among the various public service departments (fire, law enforcement, etc. ) adequate? • How does winter snow removal affect the performance of the fire department? • Is the north side of Iowa City adequately protected? • Current ability to get to emergencies in 5 -6 minutes. • I personally do not see them except at grocery store. "They do have to eat!" - would like to see them out in public more. • My only concern is that the fire department has sufficient staff and equipment in geographically depressed locations to meet the needs of a continuously growing community. • Inspection program appears not properly staffed. • Inspection is key to prevention. Use codes that do not financially impact customers. Find a medium. • Lack of coverage (response time based of extreme eastern edge of the city. • Staffing numbers appear to be inconsistent with growth of the city - need to increase (add station). • Location of new north station is too far north. • Ensuring their knowledge is broad ... in order to give people "choices." In medical situations, if client refuses hospitalization ... giving option of home health/hospice care in home. • Faster process when patients are self-neglectful in order to get them in a safe environment. • Keeping clients calm by "their response" to the best of their ability. • Availability of funding to support mission. • Older inadequate facilities (stations 1 and 2). • Impact our crazy community has on department liberal views). • How they interface with ambulance services. • Ability to fight fires at UI and UIHC. • Are they being provided with adequate funding? • Do fire and police departments receive City Council's necessary priorities? • Does public understand importance of public safety? • Do all fire department personnel understand they are in positions of service, not authority? • Concern that adequate public safety resources be appropriated to fire department. • Concern about duplication of services in adjacent communities. Could services be merged or shared? • Getting new north fire station - protection for all concerned. • Costs to community (expense of compensation, etc. • Lack of regular, frequent occupancy checks at crowded bars. • Over response to small situations. • Equipment is more than needed for area. • They need to be cost conscious when recommending changes to codes. • That they keep financial waste to a minimum. • Preparedness. • Important department is allocated full funding. Technical Advisor Page 13 of 61 Program • Important department is staffed at full person power. • Response time in the northeast section of Iowa City. • Minority recruitment of fire personnel. • Stretched too far - need new station. • Need to have some citizen's brigade with some training for large natural disasters or terrorist action. • Staff appropriately. • Obtain necessary training. • Personal skills - how to relate communicate with all Iowa City neighborhoods. • Underfunding is always an issue. • Code requirements must be based on common sense and have a significant cost /benefit relationship. • Too small for the community. • Extended response times. • Excessive use of reserve apparatus - new equipment seems to always be in the shop. • As staffing and equipment costs increase, look for graduated response times especially for s rinklered building. • Continue to work on cross - referencing /sync other agency rules and regulations to create standardize. • Sometimes personnel aren't always understanding. Tend to look down on the people they are helping. • During a fire suppression, I have seen firefighters actually do more damage than the fire. Don't always have to use the equipment if they have it just to be using it. • Is money available for up-to-date equipment? • Hi h manager- to -worker ratio. • Methods of response to scenes and balancing public safety. • Continuing to add responsibilities to justify adding services and personnel. External Stakeholders providing feedback Technical Advisor Page 14 of 61 Program �IOO A CITMY FIRE DEPART j ENT 2011 -2016 Positive Customer Feedback The Center for Public Safety Excellence promotes the belief that, for a strategic plan to be valid, the customer's view on the strengths and image of the emergency services organization must be established. Needless efforts are often put forth in over - developing areas that are already successful. However, proper utilization and promotion of the customer - identified strengths may often help the organization overcome or offset some of the identified weaknesses. The external stakeholders provided the following comments when asked to identify the positive aspects of the department. Table 5: Positive Customer Verbatim Comments about IOWA CITY FIRE DEPARTMENT (random order) • No concerns. They do an excellent job. Thank God we have never had to use them. You have an excellent Fire Chief. • Excellent Fire Chief in Andy Rocca. • They are involved in several community activities and have a lot of visibility, i.e.: Sertoma, grades, etc. • Tremendous leadership from Chief Rocca and other officers. • Public perception of the fire department overall seems good. • My personal experience with members of the department has been very positive. • I think they do a good job in Iowa City. • Top notch direction from Chief Rocca and top staffers. • Well- trained firefighters. • Professionalism. • Great community outreach and involvement. • Great Fire Chief who wants to do his job well. • Good support staff. • Willingness to take on more than just fire suppression and prevention. • Good to see station #4 going up soon. • Willingness to carry out this experience and have a Strategic Plan looking to the future concerns of our City. • The fire department is very speedy, yet careful when going to a fire. • I think the fire department has a good record of lessening loss of life and property. • Strong leadership. • When they respond, they have always been courteous and professional. • They seem to be technically competent. • They have always responded quickly. Technical Advisor Page 15 of 61 Program • Leadership stable, professional. Want to achieve long -term success. Continuity of leadership allows that to be accomplished without the vision degradation that might occur with high turnover. • My encounters with ICFD have always been positive. • Very positive interaction with staff. • Willingness to assist in a variety of venues and community activities. • Good leadership. • Friendly and courteous when interacting with the public. • The fire department has always been customer friendly!!! • They always act professional. • They do a great job of providing services. • Great staff. • The ICFD obviously cares about public safety, as evident through the recent opening of a new station along Melrose Avenue and the building of another along Hwy 1. • Very rofessional (well-trained). • Goodequipment and facilities. • Good advocates for building safe code enforcement and regular inspections). • Very professional. • High level of competency. • Seek out improvements/expansion of service. • Very positive public perception in community. • High degree of professionalism. • The department has a very strong leadership team. Chief Rocca is an excellent advocate for the department. • The department operates in a very professional manner. • The department works very well with other public safety organizations in our community. • Experience with them has been very professional and rewarding. • Responded very quickly to my emergency situation. • Well known in community and respected. • Very well trained. • Quick res onse. • Helpful in answering questions. • Pleasant to work with. • Knowledgeable. • Accommodating. • Excellent service to community in primary responsibilities and community education. • Accessibility of staff and fire chief. • Professional representation and interaction with council. • Staff is courteous. • Staff was helpful after the fire. • Staff seems to use common sense approach to inspections. • Staff seems to be prepared for any event. Technical Advisor Page 16 of 61 Program IOWA CITMY FIRE DH OEM T 2011 -2016 • Good image in community. • Professional. • Work well with other departments. • Maintains a positive image of fire service within the community. • The ICFD is open to help with training needs of local industrial emergency response teams. • Very professional and willing to help. • Ver open to provide feedback for my ERT. This is extremely helpful. • ICFD works with my ERT to respond most effectively. • ICFD is always willing to partner-up to share ideas and knowledge. • I think the ICFD has a positive image in the community. • Seems to keep abreast of innovations as they become available. • Work to provide best service with resources at its disposal. • Doing a good job of meeting increase in demands. • Very courteous, helpful, and conscientious when responding to a smoke alarm problem (personal experience). • Demonstrate appropriate caution balanced with urgency in moving through downtown traffic on emergency calls. • Appear to treat all calls with equal seriousness, including dormitory alarms. • Immediate response. • Technical know -how. • Commitment by Chief Rocca to provide tools and training to all fire department staff on an on-going basis. • The obvious mutual respect and support of the fire department staff. • The staff act in a professional manner. • The unit is effective at accomplishing its mission. • The staff are very accessible and responsive. • Staff conducts themselves in a professional and helpful manner. • Always prompt to inquiries and in providing helpful responses. • Perceived as "technical) sound" (effective). • Fire department has maintained fire insurance ratings. • Fire department has minimized deaths. • Fire department staff exposed to public mostly pleasant. • I meet fire officials very frequently and they are always friendly and represent the fire department well. Even the lower ranking members. • Respond quickly. • Professional. • Active in community. • Maintain readiness. • Thorough and regular in fire code inspections. • The personal experience, the professionalism of the first responders, as well as the response time was excellent. • Because of their fast response, my husband suffered no loss after a heart attack. Technical Advisor Page 17 of 61 Program • I'm fortunate that I haven't had a need for the fire department and I hope I never do. • Oaknoll residents appreciate the siren stopping when you prepare to pull into their street. • There is great coverage even when the town has crowds from football games - good organization. • We have exceptional staff. Chief Rocca is a solid leader. • The one time we had them come for EMS, they came quickly. • The many times I have talked with them at children's events, they have been courteous and informative with the kids. • Always professional in interaction with me. • Interested in education of public. • Professional. • Proactive. • Available for discussion, info. • Well managed. • Well staffed. • Well trained. • Well equipped. • It has been my experience that all of the ICFD I've worked with have been professional, kind, hard-working folks who go the extra mile in an emergency situation. • Very professional. • Well trained - knowledgeable. • Very quick to respond. • When responding to our facility, always positive and professional good working relationship. • Awesome department! • Will work with you. • Very professional. • Seem very skilled. • Prompt response times. • Dedication is apparent. • Expertise at a scene is apparent. You can have confidence. • Works well with the public. • Professional. • Well trained. • Chief Rocca is a good leader in his department. • Professional, well- trained. • Quick to respond. • Cooperative with surrounding community volunteer fire departments. • Eas to work with personnel. • Fast response times. • Ap roachable management. • Ver prompt response. • Courteous. Technical Advisor Page 18 of 61 Program IOWA CITY FIRE DEPART ENT 2011 -2016 • Knowledgeable. • Sensitive compassionate. • Ver prompt. • Work with and not against businesses. • Very professional. • Good communication. • Quick response times. • HiRhlv professional level of training and conduct. • Rapport with community and schools. • Leadership. • I believe we have a great fire rescue service. • Leadership. The Chief is a "class act' great representative for the City in general and specific to department. • Public relations and standing in the community are very strong. • Prevention education - education awareness are strong. • Professional in dealing with situations. • Inspections are fair and educational. • Respond quickly in emergencies. • Easy to work with. • Explains well why things are to be done to comply with ordinances. • While I have not had direct experience, the reputation of the ICFD is good. • I have not heard negative comments about the ICFD. • Great asset to the community. • The department has been prompt in answering any questions. • They conduct themselves in a professional manner, both in person and in the press. • Timely response. • Knowledge. • Good control of situations. • ICFD is known for its professionalism. • ICFD is considered very well- trained and equipped. • ICFD is visible in the community education, outreach, etc.). • Seems highly rofessional. • Positive public interaction. • Greatly value EMS response. • Very professional and well trained. • Professional. • Effective. • Dedicated. • Strong leadership. • Great, educated, informed, professional staff. • 0 en to suggestions and improvements. • Staff longevity. Technical Advisor Page 19 of 61 Program IOWA CITMY FIRE DEPART ENiTa 2011 -2016 • Updated equipment/latest technolo . • Innovative approach to services. • Compassionate. • Non - judgmental attitudes. • Giving boundaries to help patients make sound, concrete decisions. • Excellent leadership team. • Modern, up-to-date equipment/apparatus. • Command staff is very helpful. • Department is supportive of business goal for prevention. • Excellent and very helpful response in medical emergencies as I know from personal experience and shared experience of others. • My limited exposure to them has been positive. Use that to your advantage to promote department in public eye. • They complete situations professionally. External Stakeholders providing feedback Technical Advisor Page 20 of 61 Program �IOO A CITMY FIRE DEPART Mt ENT 2011 -2016 Other Thoughts and Comments The External Stakeholders were asked to share any other comments they had about ICFD or its services. The following written comments were received: Table 6: External Stakeholders' Verbatim Comments about the IOWA CITY FIRE DEPARTMENT (random order) • Thanks for doing such a great job! • Iowa City Fire Department does a tremendous job. 99.9% of personnel are caring, helpful and understanding, but the .1% is usually the most visible. When the fire department is responding, it is usually because they need help. Please don't make them feel bad for asking for the help. • We have a great fire department. Very effective and professional. • This is a well run, well staffed department. Its members respect their jobs and their community. • Good luck with your process! • Fire department personnel are seen as community "boy scouts" - providing support, safety, help without punishment. • Keep up the good work! • Please don't make changes just for the sake of change. Sometimes changes are made by people just to show they are doing something when they are really not needed at all or cost - effective. • The City can be very proud of its Chief and department. The Iowa City Fire Department is a model for excellence in public service. The ICFD does a great job in putting service to community and citizens first. We have a first class department among the best in Iowa. • I don't often think of ICFD because they have always been there for the community. It is easy to take them for granted because of their high degree of professionalism. I hope they don't suffer from being forced to be politically correct. • Good luck with the planning. • ICFD is an excellent city department. • Just an idea if time and resources are available: fire hazards inspection of houses and apartments upon request of owner/occupant. • Thank you for asking for our input. • I'm proud of our police and fire department. • This is a great opportunity to provide input. • I feel fortunate that I have not had to seek services of our fire department. But based on media reports, it seems that the department is viewed very positively compared to other city offices/ departments. I think the public has a lot of confidence in the ICFD. A lot of this has to do with the person in the leadership role. If the chief treats employees well, there is a trickle - down effect with the employees (I think this may be the problem with other city offices departments). • I think if the general public knew more firefighters, funding for the department would not be a pro em! • The fire department is very professional and they employ some good people. • Aid surrounding fire departments outside the border of Iowa City. Technical Advisor Page 21 of 61 Program • Of all the city departments, I have the least concerns with our fire department. • The department is one of many city services in need of financial support from taxpayers. As a basic public service, it has a priority, but its context within a quality community should not be forgotten. • The ICFD has responded to several emergencies from frozen sprinklers in the middle of the night to false alarms. I have always been impressed with their competency. • Thanks for your hard work. • Always a pleasure to work with you. • We appreciate all that the department does to keep us safe. • Thanks for this opportunity. I frequently work with ICFD and cannot speak highly enough. My ERT would not be nearly as effective without the help and support of ICFD. Keep up the great work! • Continue to make public aware of what is required to provide best services to the community and standards of service that can be defined. • Although fire suppression and prevention are clearly a unique responsibility for ICFD, I greatly value their prompt EMS first responder support. They are often closer than the ambulance services and are equipped to extricate victims to allow advanced EMS. • Thank you for requesting community input. • It would be ideal if businesses could obtain advice without exposing themselves to onerous requirements to allow proactive investigations and improvements without concern for opening up a can of worms in the process. This currently exists. • If possible, have a rig at the neighborhood summer party in the park to be visible and answer neighbor questions. • Have a short column in the Press Citizen each week with preventative suggestions, including planting es near houses, obvious access, and snow removal near hydrants. • Can hydrants all be painted bright yellow? Red doesn't show up at night. • Generally leased with the fire department. • We are very fortunate to have an educated, caring department. • Andy does an excellent job. • Maybe consider an online activity/response log similar to the one used by ICPD. • Time to get ambulances in some of our more remote fire stations. • In ge neral, they are the one entity in Iowa City that does do their 'ob. Thank you. • I live on a busy street and have fire trucks and ambulances go past my house frequently - three different routes. The noise of the sirens, if I am outside, is very uncomfortable - it hurts my ears. I usually try to turn my head away from the trucks, but the sound does hurt my ears. • There should be a better mechanism in place so that it is more transparent, the direction of the directives that cause policies to be made. For example, increased response time to certain areas is due to lack of city budget support of a fire station and what is needed to overcome those hurdles to help the citizens. • Appreciate when ICFD has responded to false alarms in downtown high -rise apartments and the firefighters are cordial. • Their accreditation status is something to be proud of. Technical Advisor Page 22 of 61 Program �IOO " A CITY FIRE DEPART ENT 2011 -2016 Internal Stakeholder Group Findings The internal stakeholder work sessions were conducted over the course of three days immediately following the external stakeholder session. The internal work sessions served to discuss the agency's approach to Community- Driven Strategic Planning, with focus on the ICFD's Mission, Values, Core Programs, and Supporting Services, as well as the agency's perceived Strengths, Weaknesses, Opportunities, and Threats. In the process of strategic planning, the following are important: • to review the agency's history, culture, and evolution; • to identify the current status of the agency; and • to determine where and what the agency desires to be in the future. The work sessions generated a high level of interest and participation by the broad agency representation in attendance, as named and pictured below. Their participation and invaluable insights were essential in the challenge to develop a quality product. Table 7: IOWA CITY FIRE DEPARTMENT Internal Stakeholders Jerry Blank Jason Brodie Ken Brown Dan Buser Captain Firefighter Battalion Chief Firefighter Rick Childs Brian Greer John Grier Denny Hansen Firefighter Ca tain Ins ector Fire Marshal Training Officer Bryan Hardin Jon Harding Bob Henry Zach Hickman Firefighter Firefighter Lieutenant Firefighter Jim Humston Roger Jensen Tina McDermott Eric Nurnberg Battalion Chief De u Chie Lieutenant Lieutenant Brian Platz Adam Riss Andy Rocca Jon Rockensies Captain Firefighter Fire Chief Firefighter Brian Rohr Bill Schmooke Will Shanahan Brandon Smith Lieutenant Firefighter Firefighter Lieutenant Dan Smith Brandon Sobaski Ben Stammeyer Paul Suedkamp Battalion Chief Firefighter I Fire i hter I Firefighter Axel Swanson Greg Tinnes Larry White Andy Wulfekuhle I Firefighter Lieutenant Firefighter Firefighter Technical Advisor Page 23 of 61 Program IO " A CITY FIRE DEPART ENiTa 2011 -2016 L7°1 Pictured from left to right: Front row: Fire Marshal John Grier, Firefighter Adam Riss, Captain Jerry Blank, Fire Chief Andy Rocca, Training Officer Denny Hansen, Battalion Chief Ken Brown, Captain /Inspector Brian Greer, Lieutenant Tina McDermott, Battalion Chief Jim Humston Second row: Battalion Chief Dan Smith, Lieutenant Brandon Smith, Firefighter Will Shanahan, Firefighter Zach Hickman, Lieutenant Greg Tinnes, Lieutenant Brian Rohr, Firefighter Andy Wulfekuhle, Firefighter Dan Buser, Captain Brian Platz, Firefighter Jon Harding Third row: Firefighter Rick Childs, Firefighter Larry White, Firefighter Jason Brodie, Firefighter Ben Stammeyer, Firefighter Paul Suedkamp, Firefighter Axel Swanson, Lieutenant Bob Henry, Firefighter Bryan Hardin, Firefighter Branden Sobaski, Lieutenant Eric Nurnberg, Firefighter Bill Schmooke, Firefighter John Rockensies, Deputy Chief Roger Jensen Technical Advisor Page 24 of 61 Program IOO " A CITY FIRE DEPART ENiTa 2011 -2016 The Mission The purpose of the Mission is to answer the questions: • Who are we? • Why do we exist? • What do we do? • Why do we do it? • For whom? A work group of the ICFD's Internal Stakeholders met to review their existing Mission and presented the modification below. I Table 8: IOWA CITY FIRE DEPARTMENT Mission The mission of The Iowa City Fire Department is to protect our community by providing progressive high quality emergency and preventive services. Internal stakeholders conducting a work session - i Technical Advisor Page 25 of 61 Program IOO " A CITY FIRE DEPART ENT 2011 -2016 Values Establishing values embraced by all members of an organization is extremely important. They recognize those features and considerations that make up the personality of the organization. ICFD Internal Stakeholders developed values statements with more emphasized key words as the core values terms. Table 9: IOWA CITY FIRE DEPARTMENT Values Statements As an organization, we value: Safety In striving to protect the lives and well -being of our community and our co- workers. Professionalism In people who are dedicated, compassionate, trustworthy, and who act with honesty and integrity. Respect For our community and ourselves, while consistently exhibiting courtesy and compassion for those in need. Innovation Via an environment that allows new ideas and positive change to better serve our community. The Mission and Values are the foundation of any successful organization. Every effort will be made to keep these current and meaningful so that the individuals who make up the organization are well guided by them in the accomplishment of the goals, objectives, and day -to -day tasks. Technical Advisor Page 26 of 61 Program IOO " A CITY FIRE DEPART j ENT 2011 -2016 Programs and Services The ICFD Internal Stakeholders identified the following core programs provided to the community, as well as the services that enable the agency to deliver their core programs: Table 10: Core Programs • Fire Suppression • Hazardous Materials Response • Emergency Medical Services • Public Education • Rescue Services • Domestic Preparedness, Planning, Response • Fire Prevention • Fire Investigation Table 11: Support Services • Training • Physical Resources • Physical Resource Maintenance • Facilities • Human Resources • Apparatus • Finance • Tools and Equipment • Information Technology Services • Legal • City Clerk • Housing Inspection Services • Public Works Water, Engineering, etc. • Law Enforcement • Ambulance Service (paramedics) • Clerical Support • Dispatch • Contract Services • University of Iowa • Medical Community • IAFF Local 610 • Employee Assistance Program • Utilities • Mutual Aid • Community Support Services • Non-profit Organizations • Coun EMA • Social Services • Local, State, Federal Government I • Family Technical Advisor Page 27 of 61 Program IOO " A CITY FIRE DEPART j ENT 2011 -2016 S.W.O.T. Analysis The Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis is designed to have an agency candidly identify its positive and less- than - desirable attributes. The agency participated in this analysis and recognized its strengths and weaknesses, as well as the possible opportunities and potential threats. t, Strengths Helpful Strengths c c L Opportunities w It is important for any organization to identify its strengths in order to assure that it is capable of providing the services requested by the community and to ensure that strengths are consistent with the issues facing the organization. Often, identification of organizational strengths leads to the channeling of efforts toward primary community needs that match those strengths. Programs that do not match organizational strengths, or the primary function of the organization, should be seriously reviewed to evaluate the rate of return on staff time. Through a consensus process, the Internal Stakeholders identified the strengths of the ICFD as follows: Technical Advisor Page 28 of 61 Program Table 12: IOWA CITY FIRE DEPARTMENT Strenaths (random order) New hires are quality personnel Character Incumbent FFs, Company Officers - good Honor guard quality Rapport with command staff Current SOPS and SOGs (scheduled reviews) A good idea is a good idea no matter where it Drive for personal development - involvement comes from in training Training - outside instructing, internal, ability to Wide participation of members for instructing go train training Wide participation of members in committees Good labor management relations We get along with our surrounding volunteer Our internal culture allows for interagency departments cooperation Facilities in good condition Education levels of personnel Top notch equipment /physical resources (tools, Strong network for co- workers and family ear, SCBA, apparatus) events benevolent association Follow chain -of- command Computer and internet access Accreditation Fitness and wellness programs Current strategic plan /efforts to achieve/ Longevity of personnel accomplishments Set goals that we can achieve Adopting CPAT Recover well from economic adversity /ability Competitive wages and benefits to maintain performance during hard times Adapt /ability to come up with solutions Experience in planning for success Cooperative partnership with businesses/ Currently have good political experience University Allowing personnel, regardless of rank, to take lead based on specialty training and /or Many opportunities for all levels experience Recognize strengths of personnel and utilize Staff support for members in professional them organizations Diverse group - outside skills are brought to the Progressive fire codes and enforcement table We set an example/ trendsetters (in state) Good rapport with other City departments We do a great job of EMS delivery Have a good relationship with Sheriff Aggressive firefighting tactics somewhat makes Involvement with regional /state -wide up for the fact that we have inadequate staffing organizations Regional experts in technical rescue disciplines Good participation in SORT Very good public education program Flexibility of P -card system Good personnel evaluations stem Still have a pretty good training budget Open to change Good at ICS Improved communication systems (JECC) Strong public image High quality Fire Chief Budget allows for special programs for organizational improvement Strong City economy and bond rating ISO rating Technical Advisor Page 29 of 61 Program �IOO A CITY FIRE DEPART j ENT 2011 -2016 Weaknesses Performance or lack of performance within an organization depends greatly on the identification of weaknesses and how they are confronted. While it is not unusual for these issues to be at the heart of the organization's overall concerns, it is unusual for organizations to be able to identify and deal with these issues effectively on their own. For any organization to either begin or to continue to move progressively forward, it must not only be able to identify its strengths, but also those areas where it functions poorly or not at all. These areas of needed enhancements are not the same as threats to be identified later in this document, but rather those day -to -day issues and concerns that may slow or inhibit progress. The following items were identified by the Internal Stakeholders as weaknesses: Table 13: IOWA CITY FIRE DEPARTMENT Weaknesses (random orderl Staffing Turnout time Aging facilities; lack of space and offices at Stations 1 and 3 Limited resources to fully provide community outreach Lack of Employee Recognition Same members involved on committees Internal External communication Companies must be in service for training Lack of response to callbacks Lack of a competency evaluation Lack of clerical support Lack of long term training plans > than 1 ear Lack of stations (concentration, distribution) Inability to enable wide - ranging specialized training due to small staff Reluctance to say "No" Succession planning Big enough to have higher risks, but too small to provide the most adequate service Inadequate agency info sharing /marketing to public for complete understanding of operations Need for a department Public Information Officer No physical fitness standards nor peer fitness training Use of local media to market the department Mutual Aid is time /day dependant Lack of training consistency in operational procedures Lack of reimbursement for educational achievements Limited sources of income, fees /revenues (lack of fines, goes to general fund) Educational requirements may limit promotional opportunities for some individuals Inability to provide ALS care without outside support Lack of calendar spots with addition of new hires Do not always live up to values No tuition assistance Lack of involvement in Iowa USAR team Limited control with HazMat team /program History of training budget cuts Some attitudes go unchecked Need to use data collection to communicate needs to public Need for paramedic on each call (within 3 ears Need for Public Education Specialist Turnover of officer corp Lack of bi- lingual personnel Not all stations ready for diversified services Reduced officer experience due to retirements Inability to fund outside training travel Need training to maintain ideal response times Undiversified services Technical Advisor Page 30 of 61 Program �IOO A CITY FIRE DEPART j ENT 2011 -2016 Opportunities The opportunities for an organization depend on the identification of strengths and weaknesses and how they can be enhanced. The focus of opportunities is not solely on existing service, but on expanding and developing new possibilities both inside and beyond the traditional service area. The Internal Stakeholders identified the following potential opportunities: Table 14: IOWA CITY FIRE DEPARTMENT ODDortunities (random orderl Results from external survey Increase recruiting through job fairs Fire -based EMS Co- training with jCAS /other agencies ALS engines and transport ambulances Involvement with area fitness events Federal funding Social networking presence Structure fire survey to improve services Contributions to media outlets (TV, radio, papers) Additional fee -based services for revenue Future growth leading to additional stations Moving training center will allow expansion More City control /operation of Haz -mat Team Marketing with PIO and Citizen's Fire Academy Provide home health care Regionalization of Special Ops resources, training Taking lead role in Domestic Preparedness Reaching out to neighborhood community Taking over building code enforcement in City Reaching out to middle and senior high students Regional training center More feedback opportunities i.e. articles, website New dispatch /GIS mapping /GPS Establish an educational assistance program Arson task force Publish a daily call log online Driving simulator for commercial vehicles Work closer with mutual aid departments Ci -wide facilitv needs stud Automatic aid Mutual Aid Association Better using new technology USAR Work with State Fire Marshal's Office Combined Public Safety Campus/Precinct Increase visibility at community events Push for more involvement in CPSE programs Increased visibility of Fire Dept Chaplain Combine training with University of Iowa NFA, IAAI, NAFI, FDIC, IAFF -IAFC Involvement with Incident Management Team Community Support Public Utilities Technical Advisor Page 31 of 61 Program �IOO A CITY FIRE DEPART ENT 2011 -2016 Threats To draw strength and gain full benefit of any opportunity, the threats to the organization, with their new risks and challenges, must also be identified in the strategic planning process. By recognizing possible threats, an organization can greatly reduce the potential for loss. Fundamental to the success of any strategic plan is the understanding that threats are not completely and /or directly controlled by the organization. Some of the current and potential threats identified by the Internal Stakeholders were as follows: Table 15: IOWA CITY FIRE DEPARTMENT Threats (random order) Potential lack of leadership continuity in City government Associations and agencies with opposing agendas (to fire /life safety) Economical variables Unfunded mandates Reduction loss of funding from outside sources Privatization Changing community demographics High- hazard occupancies Traffic /Interstate /Rail Expansion Any loss of community trust Detrimental changes in legislation Any decreased ownership in community City rowth outpacing department growth Third-party EMS (privatization) Subsidizing ICFD staffing with mutual aid companies Potential loss of communication with mutual aid departments Potential leadership hired from outside Decreasing quality of some building materials Decreased qualifications of applicants Unqualified applicants Management of HazMat team Aging population Retention of personnel recruited by others Required increase in distribution without sufficient resources Decline of structure fire experience Lack of buy-in by business on fire safety Fewer state and regional fire schools Lack of staffing with external support agencies Socio- economic changes and service usage Unrealistic expectations Personnel safety (externally) due to call types Manmade and natural disasters Technical Advisor Page 32 of 61 Program IOO " A CITY FIRE DEPART j ENT 2011 -2016 Critical Issues and Service Gaps After reviewing the ICFD's core services, the organizational strengths and weaknesses, and the opportunities and threats posed by industry and the community environment in which the agency operates, the Internal Stakeholders identified the primary critical issues and service gaps that face the ICFD - these provide the foundation for the establishment of goals and objectives in order to meet the future vision of the ICFD. The list below reflects the issues and gaps identified by the Internal Stakeholders that need to be addressed in order to provide the levels of service it has pledged itself to fulfill. Table 16: Critical Issues of IOWA CITY FIRE DEPARTMENT Human Resources Accreditation Facilities - succession planning -time - distribution - career development - funding - maintenance - recruitment /retention - participation - functionality -job audit - political support - staffing audit -data health and wellness - stakeholder feedback Funding /Revenue Communications Community - grants - internal - changing demographics - contracts - external (outreach) - media /marketing -fees - technology - outreach programs - political support -JECC - special interests Service Delivery - funding - EMS /hazmat /tech rescue /public education - training - institute °ICFD Way" AG Technical Advisor Page 33 of 61 Program Human Resources Lack office space Lack of succession planning Not living up to department values Lack of response to call back Employee recognition Time off flexibility calendar Applicant Quality Peer Fitness Community involvement Exposure to chaplain program No PIO Lack of Education support Finance Fees for service Requesting resources for expanded service Unfunded EMS delivery Loss of outside funding Lack of Education support Grant funding Training Long term planning Budget Companies have to stay in service Lack staffing Lack clerical support Lack formal fitness improvement program Lack real life experience Not enough competency evaluation Lack of succession planning High hazard occupancies Physical Resources Budget Lack adequate office space at Stations 1 and 3 Lack of apparatus space Lead to increased turnout time Inability to house fire based EMS Inadequate space for fitness program Inadequate funding Apparatus access /egress Outside Agencies Mutual Aid: day time response, coordination with other agencies Hazmat control vs. responsibilities EMS: control vs. responsibilities Communication with outside agencies: use of media to market department Agencies whose agenda conflicts with ours Loss of direct link to communications (JECC) Technical Advisor Page 34 of 61 Program �IOO " A CITY FIRE DEPART j ENT 2011 -2016 Goals and Objectives The Community- Driven Strategic Planning Process, implemented by the Center for Public Safety Excellence, to this point, has dealt with establishing the Mission, Values, Critical Issues, and Service Gaps of the ICFD. In addition, the identification of internal strengths and weaknesses, as well as external opportunities and threats was accomplished. In order to achieve the mission of the ICFD, realistic goals and objectives must be established. Goals and objectives are imperative to enhance strengths, to address identified weaknesses, to provide individual members with clear direction, and to address concerns of citizens. In order to establish goals and objectives, the Internal Stakeholders met over the course of several hours to complete this critical phase of the planning process. As goals and objectives are management tools, they should be updated on an on -going basis to identify what has been accomplished and to note changes within the organization and the community. The attainment of a performance target should be recognized and celebrated to provide a sense of organizational accomplishment. The goals and objectives should now become the focus of the efforts of the agency. Care was taken by the staff of the CPSE to ensure that the critical needs and areas of needed enhancement previously identified were addressed within the goals and objectives. By following these goals and objectives carefully, the organization can be directed into its desired future. These established goals and objectives should also greatly reduce the number of obstacles and distractions for the organization and its members. The internal stakeholders set timelines for completion of objectives supporting the goals. Leadership of the ICFD should establish work groups to meet periodically to review progress toward these goals and objectives and adjust timelines as needs and the environment change. Technical Advisor Page 35 of 61 Program IOO " A CITY FIRE DEPART ENT 2011 -2016 Objective 1B Research, analyze, and identify training program needs associated with Objective 1A orientation training, probationary training, department sponsored training, company level training, and officer development training. Timeframe 12 - 24 months • Assemble stakeholders (program manager, rank representation, specialty Critical Tasks instructors, etc. to perform a needs analysis. • Review current training plan, facilities, props. Critical Tasks • Review and compare best practice examples from other fire departments. . Using SWOT information and input from assembled stakeholders, generate list of training needs (equipment, props, facilities, and programs). • Prioritize need using factor analysis (direct comparison). Funding Estimate • Provide cost estimates and recommendations for funding. Personnel ($10,000.00) Capital Expense ($0.00) Funding Estimate Services ($0.00) Supplies ( $500.00) Capital Improvement Program $0.00 Objective 1B Program Development Timeframe 24 - 36 months • Submit capital improvement program (CIP) funding request(s) as supported by lA above. • Design necessary curriculum. Critical Tasks • Identify and acquire site • Purchase facilities and /or equipment. • Implement program elements and evaluate the success or need for correction. Personnel ($50,000.00) Capital Expense ($250,000.00) Funding Estimate Services ($2,500.00) Supplies ($5,000.00) Capital Improvement Program ($2,500,000.00) Technical Advisor Page 36 of 61 Program I'M ENT 2011 -2016 Objective 1C Establish a long-term 3- ear training schedule Timeframe 12 months Timeframe • Identify required training. • Examine best practice examples from other agencies. Critical Tasks • Identify if it is department, shift, company level, or individual training. • Identify interval requirements for training. • Develop and implement a process /policy to track and ensure that all personnel receive required training. Personnel ($2,500.00) Funding Estimate Capital Expense ($0.00) Funding Estimate Services ($0.00) Supplies ($250.00) Capital Improvement Pro ram ($0.00) Objective 1D Develop performance -based evaluation criteria for individual, company, and multi- company performance. Timeframe 12 months • Research best practice examples from across the country. Critical Tasks • Select and modify as appropriate methods for conducting performance - based evaluation. • Institutionalize the practice via written standards of performance. Personnel ($20,000.00) Capital Expense ($0.00) Funding Estimate Services ($250.00) Supplies ($250.00) Capital Improvement Program $0.00 Technical Advisor Page 37 of 61 Program IOO I W14 A CITY FIRE DEPART ENT 2011 -2016 Objective 2A Conduct a needs analysis on day-to-day communications. Timeframe 4 months Timeframe • Identify committee to conduct analysis. • Construct and administer a survey instrument. • Research best practices currently in the industry. Critical Tasks • Seek budget authority for equipment purchase. Critical Tasks . Identify budget needs. • Analyze collected data. • Report findings to staff. Personnel ($5,000.00) Capital Expense ($0.00) Funding Estimate Services ($0.00) Funding Estimate Supplies ($250.00) Capital Improvement Program $0.00 Objective 2B Deveiop an improved system for communicating daily staffing assignments. Timeframe 12 months • Utilize information from daily needs analysis. • Research available technology. • Seek budget authority for equipment purchase. Critical Tasks • Purchase identified and necessary equipment. • Train all personnel on use of equipment. • Implement use of the system. • Evaluate its effectiveness and adjust as necessary Personnel ($5,000.00) Capital Expense ($25,000.00) Funding Estimate Services ($250.00) Supplies ($250.00) Capital Improvement Program ($0.00) Technical Advisor Page 38 of 61 Program IO V A CITMY FIRE DEPART ENT 2011 -2016 Objective 2C Develop a periodic internal report. Timeframe 9 months Timeframe • Identify information desired by personnel. • Identify availability /accessibility of the information. Critical Tasks • Set a temporal period for the report (monthly /quarterly). Critical Tasks • Develop a format for report. • Investigate technological capabilities. • Develop report processing system. • Identify and implement report dissemination process. Personnel ($5,000.00) Funding Estimate Capital Expense ($0.00) Funding Estimate Services ($0.00) Supplies ($250.00) Capital Improvement Program ($0.00) Objective 2D Identify and minimize the effects of critical management Timeframe inconsistencies. Timeframe 4 months • Identify inconsistencies and evaluate their effect on operations. Critical Tasks • Identify associated SOPS and SOGs that are affected. Critical Tasks • Evaluate and implement necessary changes to SOPS and SOGs. • Train personnel on implemented changes. • Evaluate efforts of revised operations. Personnel ($5,000.00) Capital Expense ($0.00) Funding Estimate Services ($0.00) Supplies ($250.00) Capital Improvement Program ($0.00) Objective 2E Train personnel on implemented communications stems. Timeframe 90 days • Train personnel on data input for day -to -day information system. • Train personnel on end -user use of day -to -day information system. Critical Tasks • Train people to maintain and update the internal report system. . Inform personnel of changes implemented to minimize effects of management inconsistencies. • Re- evaluate communications stems and their effectiveness. Personnel ($5,000.00) Capital Expense ($0.00) Funding Estimate Services ($0.00) Supplies ($250.00) Capital Improvement Program $0.00 Technical Advisor Page 39 of 61 Program IOO " A CITY FIRE DEPART ENT 2011 -2016 Objective 2F Develop and implement a process for measuring and tracking success in the completion of department goals and objectives. Timeframe 90 days • Research best practice performance in the industry. • Establish reporting interval and benchmark requirements: e.g. % completion, progress -to -date, obstacles to completion, goal adjustments, Critical Tasks etc. • Develop a report template and guiding policy. • Train personnel on policy requirements and expectations. • Annually evaluate the effectiveness of the procedure and adjust as necessary, Personnel ($3,000.00) Capital Expense ($0.00) Funding Estimate Services ($0.00) Supplies ($250.00) Capital Improvement Program ($0.00) Technical Advisor Page 40 of 61 Program IOO A CITY FIRE DEPART ENT 2011 -2016 Objective 3A Analyze our current marketing and communication plan, research and determine best practices for providing marketing and communications, develop and implement a marketing and communications plan, that includes personnel training and evaluation of the plan. Timeframe 18 -24 months Critical Tasks • Establish an external communication taskforce. • Make a comprehensive list of all methods and resources used for all external communications. • Review current SOGs as they relate to external communications. Amend or augment as necessary. • Compile a list of current service offerings. • Determine current funding. • Compile a list of best practices utilized by accredited fire departments of similar size. • Meet with local media representatives for discussion. • Maintain a dynamic internet presence, possibly using social media sites such as Facebook and Twitter. • Explore opportunities to publish /communicate information via new media outlets. • Suggest new public relations campaigns and the appropriate audiences. • Determine funding options. • Quarterly PSA for print, radio, TV, and internet. • Establish both citizens and college community fire academies. • Establish online call log. • Consider a live dispatch feed via the JECC. • Determine individuals to be trained. • Conduct training. • Design an online customer service feedback instrument. • Evaluate the effectiveness of the PIO and Public Education Specialist. • Re- evaluate the External Communications Plan. Funding Estimate Personnel ($50,000.00) Capital Expense ($5,000.00) Services ($500.00) Supplies ($500.00) Capital Improvement Program ($0.00) Technical Advisor Page 41 of 61 Program IOO " A CITY FIRE DEPART ENT 2011 -2016 Objective 3B Establish a Public Information Officer PIO Position Timeframe 6 months • Reevaluate Captain of Inspections job description. • Research and define ways to improve the collection, verification, and Critical Tasks dissemination of information to the public. • Modify current SOGs to utilize the PIO at all structure fires and major incidents. Personnel ($5,000.00) Capital Expense ($0.00) Funding Estimate Services ($0.00) Funding Estimate Supplies ($250.00) Ca itilIm rovementPro ram $0.00) Objective 3C Establish a Public Education Specialist Position Timeframe 12 months • Identify potential funding sources. • Identify and train personnel. Critical Tasks • Identify ways to improve participation in community special event planning. • Identify target groups in the community for delivery of public education services. Personnel ($75,000.00) Capital Expense ($5,000.00) Funding Estimate Services ($500.00) Supplies ($500.00) Capital Improvement Program ($0.00) Technical Advisor Page 42 of 61 Program IOO " A CITY FIRE DEPART ENJTa 2011 -2016 Objective 4A Conduct a needs analysis on current facilities, apparatus, and equipment. Timeframe 3 -6 months • Conduct a needs analysis. • Review current response data as it relates to facility locations. Critical Tasks • Review maintenance history and operating costs of physical resources. Critical Tasks • Participate in the City's facilities study. • Develop a long -range facilities management plan and necessary funding plan. • Develop a long range replacement plan and necessary funding plan for Funding Estimate apparatus, equipment, and tools. Personnel ($20,000.00) Capital Expense ($0.00) Funding Estimate Services ($10,500.00) Supplies ($500.00) Ca itilIm rovementPro ram $0.00) Objective 4B Cause budget request to reference applicable department goals and strategic planning goals. Timeframe 12 months, then annually • Coordinate and link budget requests to the strategic plan and goals /objectives. Critical Tasks • Educate government officials on the provisions of the strategic plan and ib connection to budgetary requests. • Monitor current budget for projected expenditures and needs. Personnel ($2,500.00) Capital Expense ($0.00) Funding Estimate Services ($0.00) Supplies ($250.00) Capital Improvement Program ($0.00) Technical Advisor Page 43 of 61 Program IOO " A CITY FIRE DEPARTMENT 2011 -2016 Objective 4C Maintain current facilities to comply with applicable codes standards. Timeframe Annually • Use "Facility Maintenance Inspection" form to conduct fire station inspections by September 1st, annually. • Identify and prioritize needed repairs. Critical Tasks response types and City plans. Critical Tasks . Annually maintain fire station inventories using Firehouse. • Monitor status of station assets for future expenditures. Personnel ($25,000.00) Capital Expense ($25,000.00) Funding Estimate Services ($1,750.00) Supplies ($2,500.00) Ca itil Improvement Pro ram ($0.00) Objective 4D Develop a plan to renovate, replace, relocate, or add facilities. Timeframe 12 months • Assign a committee with internal/ external stakeholders. • Conduct a review of most current data (from the FD, and City's Planning/ Engineering divisions) regarding response times, call volume, response types and City plans. Critical Tasks • Secure funding from available federal /state /local sources for needed renovations, replacements or additions. • Incorporate the City facilities study results into the CIP. • Amend the City's Comprehensive Plan as required. • Monitor land availability for relocation of Station 1, the relocation of the training center, and the addition of fire stations 5 and 6. Personnel ($20,000.00) Capital Expense ($0.00) Funding Estimate Services ($500.00) Supplies ($250.00) Capital Improvement Program ($0.00) Technical Advisor Page 44 of 61 Program IO " A CITY FIRE DEPART ENT 2011 -2016 Objective 4E Develop a plan for Fire Station 5. Timeframe 12 months Critical Tasks . Assign a committee with internal/ external stakeholders. • Conduct a review of most current data (from the FD, and City's Planning/ Engineering divisions) regarding response times, call volume, response types and City plans. • Secure funding from available federal /state /local sources for needed renovations, replacements or additions. • Incorporate the City facilities study results into the CIP. • Monitor land availability for Fire Station S. Personnel ($10,000.00) Capital Expense ($0.00) Funding Estimate Services ($500.00) Supplies ($250.00) Capital Im rovementPro ram $100,000.001 Objective 4F Develop a plan for Fire Station 6. Timeframe 12 months Critical Tasks . Assign a committee with internal/ external stakeholders. • Conduct a review of most current data (from the FD, and City's Planning/ Engineering divisions) regarding response times, call volume, response types and City plans. • Secure funding from available federal /state /local sources for needed renovations, replacements or additions. • Incorporate the City facilities study results into the CIP. • Monitor land availability for Fire Station 6. Personnel ($10,000.00) Capital Expense ($0.00) Funding Estimate Services ($500.00) Supplies ($250.00) Ca itilIm rovementPro ram $100,000.001 Technical Advisor Page 45 of 61 Program IOO " A CITY FIRE DEPART ENffia 2011 -2016 Objective 5A Analyze the department's human capital Timeframe 12 -24 months Timeframe • Evaluate the demographics of the current workforce by age /length of service /positions held /etc. • Evaluate the accuracy of current job descriptions and update. • Determine KSAA (knowledge, skills, abilities, attitudes) of department Critical Tasks members. Critical Tasks • Develop a Request for Qualifications in order to identify a consultant to conduct a workforce planning assessment. • Develop a Request for Proposal to contract for workforce planning services. Personnel ($7,500.00) Capital Expense ($0.00) Funding Estimate Services ($75,000.00) Funding Estimate Supplies ($500.00) Ca itiil Improvement Pro ram ($0.00) Objective 513 Expand recruitment and improve selection of fire department candidates. Timeframe 36 months • Utilize results of Objective 5A to identify areas for improvement. • Examine CFAI accredited departments of similar size to determine best practices. • Identify potential target audiences. Critical Tasks • Form an internal recruitment committee. • Utilize the Civil Service Commission and HR (Human Resource Division) for candidate selection. • Document recruitment activities. • Evaluate as appropriate. Personnel ($10,000.00) Capital Expense ($0.00) Funding Estimate Services ($2,500.00) Supplies ($1,000.00) Capital Improvement Program ($0.00) Technical Advisor Page 46 of 61 Program IOO " A CITY FIRE DEPART ENT 2011 -2016 Objective 5C Evaluate and improve our current Health and Wellness Program Timeframe 24 months • Utilize a committee to evaluate the current program and associated data. • Research best practices. • Identify funding sources. • Continue involvement of Occupational Health, UI Healthworks, and UI Critical Tasks Sports Medicine for program assistance. Critical Tasks • Develop additional cooperative partnerships and resources available in the community. • Utilize Peer Assessment training program. • Identify and meet or exceed the requirements of CFAI FESSAM 81h Ed., Criterion 7G. • Implement program enhancements. Funding Estimate • Evaluate Health and Wellness Program. Personnel ($25,000.00) Capital Expense ($20,000.00) Funding Estimate Services ($32,500.00) Supplies ($500.00) Capital Improvement Program ($0.00) Objective 51) Develop and implement a succession management plan. Timeframe 36 months • Utilize results of Objective 5A to identify areas for improvement. • Form a committee of labor and management to evaluate current succession planning needs. • Improve employee development programs. Critical Tasks • Improve career planning programs. • Establish a competency inventory. • Research promotional processes for best practices. • Implement succession plan components. • Evaluate effectiveness of succession plan. Personnel ($10,000.00) Capital Expense ($0.00) Funding Estimate Services ($0.00) Supplies ($500.00) Capital Improvement Program $0.00 Technical Advisor Page 47 of 61 Program IOO " A CITY FIRE DEPART ENJTa 2011 -2016 Objective 6A Ensure Fire Suppression meets projected jurisdictional and regional service delivery demands and needs. Timeframe 6 -12 months • Assemble stakeholders. • Analyze current program, staffing levels, physical resources, and station distribution as it applies to service delivery. Critical Tasks • Perform needs assessment from SWOT and input (e.g. RHAVE, stakeholders). • Prioritize (e.g. Factor Analysis, Cost /Benefit Analysis). • Current funding, projected, grants. • Implement, train, reevaluate. Personnel ($3,000.00) Capital Expense ($0.00) Funding Estimate Services ($250.00) Supplies ($500.00) Capital Improvement Program $0.00 Objective 6B Ensure EMS meets projected jurisdictional and regional service delivery demands and needs. Timeframe 6 -12 months • Assemble stakeholders. • Analyze current program, staffing levels, physical resources, and station distribution as it applies to service delivery. Critical Tasks • Perform needs assessment from SWOT and input (e.g. RHAVE, stakeholders). • Prioritize (e.g. Factor Analysis, Cost /Benefit Analysis). • Current funding, projected, grants. • Implement, train, reevaluate. Personnel ($3,000.00) Capital Expense ($5,000.00) Funding Estimate Services ($250.00) Supplies ($500.00) Ca itilImprovement Program $0.00 Technical Advisor Page 48 of 61 Program Objective 6C Ensure Rescue Services meets projected jurisdictional and regional service delivery demands and needs. Timeframe 6 -12 months • Assemble stakeholders. • Analyze current program, staffing levels, physical resources, and station distribution as it applies to service delivery. Critical Tasks • Perform needs assessment from SWOT and input (e.g. RHAVE, stakeholders). • Prioritize (e.g. Factor Analysis, Cost /Benefit Analysis). • Current funding, projected, grants. • Implement, train, re- evaluate. Personnel ($3.000.00) Capital Expense ($5,000.00) Funding Estimate Services ($250.00) Supplies ($500.00) Capital Im rovementPro ram $0.00) Objective 6D Ensure Fire Prevention meets projected jurisdictional and regional service delivery demands and needs. Tineframe 6 -12 months • Assemble stakeholders. • Analyze current program, staffing levels, physical resources, and station distribution as it applies to service delivery. Critical Tasks • Perform needs assessment from SWOT and input (e.g. RHAVE, stakeholders). • Prioritize (e.g. Factor Analysis, Cost /Benefit Analysis). • Current funding, projected, grants. • Implement, train, reevaluate. Personnel ($3,000.00) Capital Expense ($5,000.00) Funding Estimate Services ($250.00) Supplies ($250.00) Capital Improvement Program ($0.00) Technical Advisor Page 49 of 61 Program Objective 6E Ensure Public Education meets projected jurisdictional and regional Objective 6F service delivery demands and needs. Timeframe 6 -12 months Timeframe • Assemble stakeholders. • Analyze current program, staffing levels, physical resources, and station distribution as it applies to service delivery. Critical Tasks • Perform needs assessment from SWOT and input (e.g. RHAVE, Critical Tasks stakeholders). • Prioritize (e.g. Factor Analysis, Cost /Benefit Analysis). • Current funding, projected, grants. • Implement, train, reevaluate. Personnel ($3,000.00) Capital Expense ($5,000.00) Funding Estimate Services ($250.00) Funding Estimate Supplies ($250.00) Capital Im rovementPro ram $0.00) Technical Advisor Page 50 of 61 Program Ensure Hazardous Materials Response meets projected jurisdictional Objective 6F and regional service delivery demands and needs. Timeframe 6 -12 months • Assemble stakeholders. • Analyze current program, staffing levels, physical resources, and station distribution as it applies to service delivery. Critical Tasks • Perform needs assessment from SWOT and input (e.g. RHAVE, stakeholders). • Prioritize (e.g. Factor Analysis, Cost /Benefit Analysis). • Current funding, projected, grants. • Implement, train, reevaluate. Personnel ($3,000.00) Capital Expense ($5,000.00) Funding Estimate Services ($250.00) Supplies ($250.00) Capital Improvement Program $0.00 Technical Advisor Page 50 of 61 Program Objective 6G Ensure Domestic Preparedness, Planning, Response meets projected In isdictional and regional service delivery demands and needs. Timeframe 6 -12 months • Assemble stakeholders. • Analyze current program, staffing levels, physical resources, and station distribution as it applies to service delivery. Critical Tasks • Perform needs assessment from SWOT and input (e.g. RHAVE, stakeholders). • Prioritize (e.g. Factor Analysis, Cost /Benefit Analysis). • Current funding, projected, grants. • Implement, train, reevaluate. Personnel ($3,000.00) Capital Expense ($5,000.00) Funding Estimate Services ($10,250.00) Supplies ($250.00) Capital Im rovementpro ram $0.00) Objective 6H Ensure Fire Investigation meets projected jurisdictional and regional service delivery demands and needs. Timeframe 6 -12 months • Assemble stakeholders. • Analyze current program, staffing levels, physical resources, and station distribution as it applies to service delivery. Critical Tasks • Perform needs assessment from SWOT and input (e.g. RHAVE, stakeholders). • Prioritize (e.g. Factor Analysis, Cost /Benefit Analysis). • Current funding, projected, grants. • Implement, train, re- evaluate. Personnel ($3,000.00) Capital Expense ($1,000.00) Funding Estimate Services ($250.00) Supplies ($250.00) Capital Improvement Program $0.00 Technical Advisor Page 51 of 61 Program IOO " A CITY FIRE DEPART ENT 2011 -2016 Objective 6I Ensure Aviation Rescue and Firefighting Services meets projected jurisdictional and regional service delivery demands and needs. Timeframe 6 -12 months • Assemble stakeholders. • Analyze current program, staffing levels, physical resources, and station distribution as it applies to service delivery. Critical Tasks • Perform needs assessment from SWOT and input (e.g. RHAVE, stakeholders). • Prioritize (e.g. Factor Analysis, Cost /Benefit Analysis). • Current funding, projected, grants. • Implement, train, re- evaluate. Personnel ($3,000.00) Capital Expense ($5,000.00) Funding Estimate Services ($250.00) Supplies ($250.00) Capital Improvement Program $0.00) Objective 6J Ensure Marine Rescue and Firefighting Services meets projected Jurisdictional and regional service delivery demands and needs. Timeframe 6 -12 months • Assemble stakeholders. • Analyze current program, staffing levels, physical resources, and station distribution as it applies to service delivery. Critical Tasks • Perform needs assessment from SWOT and input (e.g. RHAVE, stakeholders). • Prioritize (e.g. Factor Analysis, Cost /Benefit Analysis). • Current funding, projected, grants. • Implement, train, re- evaluate. Personnel ($3,000.00) Capital Expense ($5,000.00) Funding Estimate Services ($250.00) Supplies ($250.00) Capital Improvement Program ($0.00) Technical Advisor Page 52 of 61 Program IOO " A CITY FIRE DEPART ENT 2011 -2016 Objective 6K Ensure Other Programs meet projected jurisdictional and regional service delivery demands and needs. Timeframe 6 -12 months • Assemble stakeholders. • Analyze current program, staffing levels, physical resources, and station Critical Tasks distribution as it applies to service delivery. Critical Tasks • Perform needs assessment from SWOT and input (e.g. RHAVE, stakeholders). • Prioritize (e.g. Factor Analysis, Cost /Benefit Analysis). • Current funding, projected, grants. Funding Estimate • Implement, train, re- evaluate. Personnel ($3,000.00) Capital Expense ($1,000.00) Funding Estimate Services ($250.00) Supplies ($250.00) Capital Improvement Program $0.00) Objective 6L Assemble, prioritize, and implement recommendations from Objectives 6A -6H. Timeframe 6 -12 months • Assemble Command Staff. • Review recommendations. Critical Tasks • Prioritize (e.g. Factor Analysis, Cost /Benefit Analysis). • Implement plan. • Reevaluate all programs SWOT, RHAVE, etc.). Personnel ($30,000.00) Capital Expense ($50,000.00) Funding Estimate Services ($750.00) Supplies ($500.00) Capital Improvement Program ($0.00) Technical Advisor Page 53 of 61 Program �IOO A CITY FIRE DEPART j ENT 2011 -2016 The Vision The next step in the process was to establish a vision of what the ICFD should be in the future, building upon the framework and foundation of the Mission and Values. Visions provide targets of excellence that the organization will strive toward and provide a basis for its goals and objectives. Table 9: IOWA CITY FIRE DEPARTMENT Vision Our vision for the Iowa City Fire Department in FY2016 will see our agency widely recognized as one which demonstrates best practices in the delivery of fire, emergency medical and specialized services to our community. Our International Accreditation will foster our organizational culture of continuous improvement, provide a validation of our timely and quality services, and further maintain the trust placed in us by our community. We will honor our community's trust by demonstrating our commitment to delivering professional fire and rescue services with compassion, respect, and utmost courtesy. Through expanded community involvement initiatives and the use of various external communications methods, we will ensure that our service offerings are made available and are clearly understood. By proactively identifying and analyzing Iowa City's evolving risks, and the dynamic demands of those risks, we will improve our response capabilities while implementing resource and deployment strategies which are in the best interest of our community and the accomplishment of our mission. Our internal culture will reflect a friendly and team - oriented atmosphere nurtured by cooperative internal communication processes. The evolving development and promotion of workforce planning will increase the value of our human capital, and will ensure the future success and health of our members and our agency. We will have properly prepared and equipped members who will deliver services in the safest manner possible. The effective management of our physical resources and enhanced utilization of information technology will provide for continued improvements in all core programs. Our demonstration of service excellence through innovative and efficient operations will be a priority provision to all those living, working, or visiting in our community. Our leadership and workforce will hold one another individually accountable for applying our mission and values, while continuously striving to reach our goals. It is our vision, through these efforts, that the Iowa City Fire Department will consistently meet or exceed the expectations of our community. Technical Advisor Page 54 of 61 Program IOO " A CITY FIRE DEPART ENT 2011 -2016 Performance Measurement "Managing for Results" As output measurement can be challenging, the organization must focus on the assessment of progress toward achieving improved output. Collins states, "What matters is not finding the perfect indicator, but settling upon a consistent and intelligent method of assessing your output results, and then tracking your trajectory with rigor. "3 They must further be prepared to revisit and revise their goals, objectives, and performance measures to keep up with accomplishments and environmental changes. It has been stated that: ...successful strategic planning requires continuing review of actual accomplishments in comparison with the plan... periodic or continuous environmental scanning to assure that unforeseen developments do not sabotage the adopted plan or that emerging opportunities are not overlooked. 4 Why Measure Performance? It has been said that: In order to establish that the ICFD's Strategic Plan is achieving results, performance measurement data will be implemented and integrated as part of the plan. An integrated process, known as "Managing for Results," will be utilized, which is based upon the following: • The identification of strategic goals and objectives; • The determination of resources necessary to achieve them; • The analyzing and evaluation of performance data; and • The use of that data to drive continuous improvement in the organization. 3 Collins Good to Great and the Social Sectors. Boulder, 2009 4 Sorkin, Ferris and Hudak. Strategies for Cities and Counties. Public Technology, 1984. Technical Advisor Page 55 of 61 Program A "family of measures" that is typically utilized to indicate and measure performance includes the following: • Inputs - Value of resource used to produce an output. • Outputs - Quantity or number of units produced which is activity - oriented and measurable. • Efficiency - Inputs used per output (or outputs per input). • Service Quality - The degree to which customers are satisfied with a program, or how accurately or timely a service is provided. • Outcome - Qualitative consequences associated with a program /service; i.e., the ultimate benefit to the customer. Outcome focuses on the ultimate "why" of providing a service. To effectively manage for results, performance measures should be established for each goal and objective in the strategic plan. Performance measures should also be established for each of the ICFD's program areas. Technical Advisor Page 56 of 61 Program IOO " A CITY FIRE I DEPART D 2011 -2016 The Success of the Strategic Plan The ICFD has approached its desire to develop and implement a Strategic Plan by asking for and receiving input from the community and members of the agency during the development stage of the planning process. The agency utilized professional guidance and the Community- Driven Strategic Planning Process to compile this document. The success of the ICFD's Strategic Plan will not depend upon implementation of the goals and their related objectives, but from support received from the authority having jurisdiction, membership of the agency, and the community at- large. The ICFD Strategic Plan creates a platform for a wide range of beginnings. This Plan will come to life by being shared, debated, and implemented in the context of organizational realities. The final step in the Community- Driven Strategic Planning Process is to develop organizational and community commitment to the plan. Everyone who has a stake in the present and the future of the ICFD also has a role and responsibility in this Strategic Plan. Provided the community- driven strategic planning process is kept dynamic and supported by effective leadership and active participation, it will be a considerable opportunity to unify internal and external stakeholders through a jointly developed understanding of organizational direction; how all vested parties will work to achieve the mission, goals, and vision; and how the organization will measure and be accountable for its progress and successes.5 s Matthews (2005). Strategic Planning and Management for Library Managers Technical Advisor Page 57 of 61 Program �IOO " A CITY FIRE DEPART j ENT 2011 -2016 Glossary of Terms and Acronyms For the purposes of the Community- Driven Strategic Planning, the following terms and acronyms have the meanings set forth below: Accreditation A process by which an association or agency evaluates and recognizes a program of study or an institution as meeting certain predetermined standards or qualifications. It applies only to institutions or agencies and their programs of study or their services. Accreditation ensures a basic level of quality in the services received from an agency. Accredited The act of accrediting or the state of being accredited, especially the granting of approval to an institution or agency by an official review board or organization that has established nationally accepted standards. AED Automatic External Defibrillator /ion ALS Advanced Life Support BLS Basic Life Support CERT Community Emergency Response Team CPR Cardio Pulmonary Resuscitation Customer(s) The person or group who establishes the requirement of a process and receives or uses the outputs of that process; or the person or entity directly served by the department or agency. Efficiency A performance indication where inputs are measured per unit of output (or vice versa). Environment Circumstances and conditions that interact with and affect an organization. These can include economic, political, cultural, and physical conditions inside or outside the boundaries of the organization. Input A performance indication where the value of resources is used to produce an output. Technical Advisor Page 58 of 61 Program �IOO A CITY FIRE DEPART j ENT 2011 -2016 Key Performance Measurable factors of extreme importance to the Indicator organization in achieving the strategic goals, objectives, vision, and values that, if not implemented properly, would likely result in significant decrease in customer satisfaction, employee morale, and financial management. Master Planning A combination of the organization's strategic plan and its operational plans. Master plans take the various plans and integrate them into one document. Master plans help define the anticipated future of the community's demographics and how the community is expected to develop or change in the timeframe covered by the master plan. Mission An enduring statement of purpose; the organization's reason for existence. Describes what the organization does, for whom it does it, and how it does it. Outcome A performance indication where qualitative consequences are associated with a program /service; i.e., the ultimate benefit to the customer. Output A performance indication where a quality or number of units produced is identified. Performance The monitoring for improvement of performance Management through the ongoing process of goal- setting, allocation of budget resources to priorities, and the evaluation of results against pre - established performance criteria. Performance Measure A specific measurable result for each goal and /or program that indicates achievement. RMS Record Management System /Software SOG Standard Operating Guideline Service Quality A performance indication that identifies the degree to which customers are satisfied with a program, or how accurately or timely a service is provided. Stakeholder Any person, group, or organization that can place a claim on, or influence the organization's resources or outputs, is affected by those outputs, or has an interest in or expectation of the organization. Technical Advisor Page 59 of 61 Program IOO " A CITY FIRE DEPART j ENT 2011 -2016 Strategic Direction The organization's goals, objectives, and strategies by which it plans to achieve its vision, mission and values. Strategic Goal A broad target that defines how the agency will carry out its mission over a specific period of time. An aim; the final result of action. Something to accomplish in assisting the agency to move forward. Strategic Management An integrated systems approach for leading and managing in a changing world by building consensus of the leadership group, both in shared vision of the desired future and a clarified mission for the organization, and by gaining support and participation of the people in the organization to identify specific changes that must be made, implementing them, and assessing organizational performance. Strategic Objective A specific, measurable accomplishment required to realize the successful completion of a strategic goal. Strategic Plan A long -range planning document that defines the mission of the agency and broadly identifies how it will be accomplished, and that provides the framework for more detailed annual and operational plans. Strategic Planning The continuous and systematic process whereby guiding members of an organization make decisions about its future, develop the necessary procedures and operations to achieve that future, and determine how success is to be measured. Strategy A description of how a strategic objective will be achieved. A possibility. A plan or methodology for achieving a goal. Support As used in the objectives and strategies outlined in this plan, support may include, but is not limited to, information, facilitation, coordination, technical assistance, or financial assistance. UI University of Iowa USAR Urban Search and Rescue Vision An idealized view of a desirable and potentially achievable future state - where or what an organization would like to be in the future. Technical Advisor Page 60 of 61 Program �IOO " A CITY FIRE DEPART j ENT 2011 -2016 Works Cited Bryson, J. M. (2004). Strategic Planning for Public and Nonprofit Organizations (3rd Ed.). San Francisco: Jossey -Bass. Collins, J. (2009). Good to Great and the Social Sectors. Boulder: Jim Collins. Commission on Fire Accreditation International. (2009). Fire & Emergency Service Self- Assessment Manual. (8th Ed.) Federal Benchmarking Consortium. (1997, February). Serving the American Public: Best Practices in Customer - Driven Strategic Planning. Retrieved April 25, 2009, from GovInfo: http : / /govinfo.library.unt.edu /npr/ library /papers /benchmark /customer.htmi Griffin, R. W. (2008). Fundamentals of Management (Fifth Ed.). Boston, MA: Houghton Mifflin Company. Sorkin, Ferris, & Hudak. (1984). Strategies for Cities and Counties. Public Technology. Wheeland, C. M. (2004). Empowering the Vision - Community-Wide Strategic Planning in Rock Hill, South Carolina. Lanham, MD: University Press of America. Technical Advisor Page 61 of 61 Program Iowa City Public Library Strategic Plan FY2011 + A Message from the Director The Iowa City Public Library Board of Trustees adopts a new strategic plan for the Library every five years or so. Developing the plan provides an important opportunity to identify our place in the community and ascertain how to deliver the best possible library service in the near future. The new strategic plan is the result of months of work by the Board of Trustees and Library staff, following community input through surveys and other data gathering. This plan includes new mission and values statements that describe how and why the Library works. The mission and values set the tone for all that we do, not just the specific initiatives spelled out in the goals. Our core traditional services (story times for young children, quality book collections, telephone reference service, etc.) are not specifically mentioned, but are reflected in our mission statement and are offered in ways that are compatible with our values. There are four strategic goals designed to focus on specific areas targeted for improvement in the next few years.The plan's new initiatives are directed at improving awareness of what the Library provides, making the Library easier to use, both in and outside of the downtown building, partnering with others who support our mission to create stronger programs and connections, and providing resources the community needs. We hope to personalize your use of the Iowa City Public Library as much as possible by connecting you with the resources you seek and offering you positive and memorable Library experiences. Library Director Mission Statement: The Iowa City Public Library is an innovative and responsive community center that supports lifelong learning, literacy, and access to the world of ideas. ��� III ��II ®Library Mission Values Statement: The Library values and is committed to: • Intellectual freedom • Excellence in customer service • Community building • Working collaboratively • Minimizing barriers to use • Providing a welcoming environment ASK AE ® Library Values Goals: 1. Make the Library easier to use and more accessible. 2. Improve visibility and awareness of Library services, programs and collections. 3. Develop partnerships that build community and support the Library's mission. 4. Provide resources that inform, entertain and enrich. ® Library Goals FY11 /12 Objectives Goal 1: Make the Library easier to use and more accessible. Objective A: Improve accessibility by offering more remote locations for service delivery. Create a facilities master plan after studying community needs for remote service locations. Explore options for delivering children's early literacy programming outside the Library. Objective B: Develop customer service standards and train all staff to respond consistently. Increase cross training to provide assistance at the point of question. Evaluate all staff on customer service standards and provide training where improvement is needed. Develop core competencies for public desk staff. Objective C: Utilize technology to improve service. Improve public access to the Internet. Simplify access to Library wireless. Use technology to offer enhanced methods and means to communicate among Library staff. Utilize technology to personalize and increase self- service opportunities. ,IL Goals & Objectives Goal 2: Improve visibility and awareness of Library services, programs and collections. Objective A: Vary delivery of Library messages, utilizing social media, website, e -mail, traditional media, and out -of- building locations to improve awareness. Develop and utilize methods to target various demographic groups. Incorporate more promotional social media and video into public relations efforts. Objective B: Improve promotional efforts with targeted groups including the Iowa City Community School District, private schools, other City Departments, UNESCO City of Literature and University of Iowa Libraries. Target two databases for promotion to City of Iowa City staff. Target two databases for promotion to schools. Promote Iowa City UNESCO Clty of Literature events on Library website. Objective C: Develop an organizational model that supports increases in public relations efforts. Create a workflow model for public relations and identify staffing needs. Develop an ICPL design identity and style sheet. ® Goals &Objectives Goal 3: Develop partnerships that build community and support the Library's mission. Objective A: Partner with organizations that support and promote reading, literacy and lifelong learning. Develop a programming partnership with the City of Literature (ICUCOL). Strengthen partnerships with organizations for use of Library Computer Lab to teach information literacy. Collaborate with the Senior Center on a book discussion series. Work with Early Access for Children and Families Program through Grant Wood AEA. Objective B: Seek out grant opportunities that involve partnerships. Identify and apply for grant support for early childhood literacy. Identify grant possibilties for digitization of local history project. Explore options and plan project to improve access to City documents. Objective C: Facilitate bringing people together to foster community dialogue. Host a co- sponsored film discussion series. Work with the Human Rights Commission and ICCSD Cultural Competency ® Goals & Objectives Goal 4: Provide resources that inform, entertain, engage and inspire. Objective A: Offer Library collections that people want in a variety of formats and locations. • Offer downloadable music and video. Think about arrangement of collections to improve browsability and access. Consider offering streaming video content. Objective B: Engage the community in a city -wide early literacy initiative. Expand book baby program in and out of the Library. Educate parents and social service providers on the importance of early literacy. Objective C: Support access to technology used in Library services. Expand mobile access to Library information. Offer expanded technology support. Objective D: Create attractice services and facilities for teens. Expand computer access for teens. Plan for improved space for teens. Offer opportunities for teens and community groups who work with them to increase interactions between this age group and the Library. ® Goals & Objectives Library Board of Directors Thomas Dean, President (FYI 0) Thomas S. Martin, President (FY11) Library Management Staff Susan Craig, Library Director Barbara Black,Technical Services John Kenyon Maeve Clark, Information Services Meredith Rich - Chappell, Secretary Debb Green, Children's Services Holly Carver Heidi Lauritzen, Circulation Services Michael Cohen (FY10) Kara Logsden, Adult Services Mark Edwards Patty McCarthy, Development Office Linzee Kull McCray Elyse Miller, Administration Mary New Hal Penick, Systems Leon Spies ® Board Members &LibraryManagement Strategic Plan FY2012: Objectives Goal 1. Make the Library easier to use and more accessible. Strategy A.Implement recommendations of the facility study to improve the Library building. 1 . Prepare designs for changes to service desks, first floor areas, teen space, and listening and viewing. 2. Plan new si na a based on building changes. Strategy B. Improve accessibility by offering more remote locations for service delivery. 1. Consider methods to offer public access computers at remote locations. 2. Explore options for delivering children's early literacy programming outside the library. Strategy C: Improve customer service. 1. Create and implement a new staffing model for providing public assistance. 2. Develop customer service standards and provide training. 3. Develop core competencies for staff serving the public. Strategy D. Utilize technology to improve service. 1 . Improve public access to the internet. see 1 B 2. Offer improved pay-for-print service. 3. Use technology to offer enhanced methods and means to communicate among Library staff. 4. Utilize technology to personalize and increase self - service opportunities. 5. Provide desk staff with mobile devices to assist patrons at various locations in the building. Goal 2. Improve visibility and awareness of library services, programs and collections. Strategy A.Vary delivery of library messages utilizing social media, web site, email, traditional media, and out of building locations to improve awareness. 1. Raise awareness of library collections. 2. Develop and utilize methods to target various demographic groups. 3. Incorporate more social media and video into PR efforts. Strategy B. Improve promotional efforts with and to community partners. 1. Market the BookMarks project and other joint programs with the ICUCOL. 2. Increase promotion of library services for school age youth in area schools. Strategy C. Develop an organizational model that supports increases in public relations efforts. 1. Create marketing/public relations coordinating team. 2. Improve measurement of public relations efforts. 3. Establish ICPL "brand" guidelines. Goal 3. Develop partnerships that build community and support the Library's mission. Strategy A. Partner with organizations that support and promote reading, literacy, and lifelong learning. 1 . Continue programming partnerships with the City of Literature ICUCOL . 2. Strengthen partnerships with organizations for use of Library Computer Lab to teach information literacy. 3. Identify new partners for one -time significant program series (FY12: Senior Center /movie series; Johnson County Civil War Sesquicentennial Committee; Dan Gable museum; IC Talent. 5 -12 -11 FY 12 Objedives Strategy B. Work with the Foundation to seek out grant opportunities. 1. Identify and apply for grant support for ongoing special children's programming. 2. Identify rant possibilities for digitization of local history project. Strategy C. Facilitate bringing eo le together to foster community dialogue. 1. Create conversations with the Human Rights Commission and ICCSD Cultural Competency Committee. Goal 4. Provide resources that inform, entertain, engage and inspire. Strategy A. Offer library collections that people want in a variety of formats. 1. Offer downloadable music and video. 2. Improve browsability of and access to collections. 3. Improve streaming video service. 4. Organize collection development tasks to improve service. Strategy B. Support access to technology used in library services. 1. Expand mobile access to library information. 2. Offer expanded technology support. Strategy C. Create attractive services and facilities for teens. 1. Plan for improved space and expanded computer access for teens. 2. Offer opportunities for teens and community groups who work with them to increase interactions between this age group and the Library. 5 -12 -11 FY 12 Objedives Strategic Plan FY2013: Objectives Goal 1. Make the Library easier to use and more accessible. Strategy A.Implement recommendations of the facility study to improve the Library building. 1 . Implement changes to service desks, first floor areas, teens ace, and listening and viewing. 2. Install new si na a based on building changes. Strategy B. Improve accessibility by offering more remote locations for service delivery. 1. Provide public access computers at remote locations. 2. Offer a pilot project that provides children's programming and materials at remote locations. Strategy C: Improve customer service. 1. Create and implement a new staffing model for providing public assistance. 2. Evaluate all staff on customer service standards and provide training where training is needed. 3. Implement core competencies for staff serving the public. Strategy D. Utilize technology to improve service. 1 . Improve public access to the internet. see 1 B 2. Provide printing service for wireless users. 3. Use technology to offer enhanced methods and means to communicate among Library staff. 4. Increase number of self- service checkouts. 5. Configure computer stations at new public service desks to allow staff/ patron collaboration. Goal 2. Improve visibility and awareness of library services, programs and collections. Strategy A.Vary delivery of library messages utilizing social media, web site, email, traditional media, and out of building locations to improve awareness. 1. Raise awareness of library collections. 2. Develop and utilize methods to target various demographic groups. 3. Incorporate more promotional video into PR efforts. Strategy B. Improve promotional efforts with and to community partners. 1. Identify new media partners. 2. Work with City to raise awareness of City and Library programs and activities. Strategy C. Develop an organizational model that supports increases in public relations efforts. 1. Assess the marketing/public relations coordinating team. 2. Improve measurement of public relations efforts. 3. Monitor use of ICPL "brand" guidelines. Goal 3. Develop partnerships that build community and support the Library's mission. Strategy A. Partner with organizations that support and promote reading, literacy, and lifelong learning. 1 . Continue programming partnerships with the City of Literature ICUCOL . 2. Identify new partnerships with organizations for use of Library Computer Lab to teach information literacy. 3. Identify new partners for one -time significant program series. Strategy B. Work with the Foundation to seek out grant opportunities. 1. Identify and apply for grant support for ongoing special children's programming. 2. Seek grants to improve new teen space. 5 -12 -11 FY 13 Objectives Strategy C. Facilitate bringing eo le together to foster community dialogue. 1. Utilize the web site to host community dialogue. Goal 4. Provide resources that inform, entertain, engage and inspire. Strategy A. Offer library collections that people want in a variety of formats. 1. Offer downloadable music and video. 2. Improve browsability of and access to collections. 3. Assess new format options for library collections. Strategy B. Support access to technology used in library services. 1. Implement new options for listening and viewing. 2. Assess and revise technology support for the public. Strategy C. Create attractive services and facilities for teens. 1. Open new teens ace. 2. Consider staffing and programming for teens. 5 -12 -11 FY 13 Objectives Executive Summary Iowa City Parks & Recreation Goal Statement Provide a high - quality level of leisure time opportunities, increase the number of people served, improve the quality of program delivery, and advocate the benefits of recreational involvement to the general public. Purpose of this Plan The Iowa City Parks, Recreation and Trails Master Plan is intended to help meet the needs of current and future residents by positioning Iowa City to build on the community's unique parks and recreation assets and identify new opportunities. The citizen - driven plan establishes a clear direction to guide city staff, advisory committees, and elected officials in their efforts to enhance the community's parks system, open space, trails, recreation facilities, programs, and services. History of Iowa City Parks and Recreation Department The history of public parks in Iowa City can be traced back to 1839, which shows both College Green Park and North Market Square Park as part of the original city plat. The early history of parks is unclear, but it is known that the original Park Board was established by code around 1905. It would seem that this timing might have had something to do with the acquisition of land in 1906 that became City Park, which remains today as the City's most popular park, and one of its largest. Organized public recreation began in the early 1930's. One of few facilities available at the time was a small privately owned and operated swimming pool in City Park known as the "Big Dipper." Beginning in the latter part of 1932, students from the University of Iowa's Physical Education Department conducted a part -time recreation program on Wednesday evenings and Saturday mornings at the American Legion's gymnasium, located at the corner of College and Gilbert Streets. In June, 1934, a supervised Summer Playground program was introduced at Longfellow School. As community support grew, a Board of Recreation Works was formed, and in 1934 the Board employed the City's first Recreation Director. Financial support came from the Iowa City Women's Club and Community Chest funds. In July 1936, there was a fire in the American Legion Building and it was heavily damaged. After being renovated, the building's name was changed to the Iowa City Community Building. Among other things, it became the local recreation center and included a gymnasium, rifle range, handball court, and a small restaurant. In June, 1944 the citizens of Iowa City voted to establish a Playground and Recreation Commission to be supported by public taxation. The Commission held its initial meeting in September, 1944 with H.S. Ivie serving as President, and noted historian Irving Weber as Vice - President. In 1947 voters approved a $50,000 bond issue, to go with $62,500 already saved, for the construction of a new swimming pool in City Park. The pool opened in June, 1949, and is still operating today. In 1952 a rather unique operation was established in City Park - children's carnival rides, which included a train, Ferris wheel, carousel, and other rides. This was a privately owned operation of the Drollinger family who continued to operate the rides for 47 years, and covered three generations. They paid a small percentage of their income to the City as rent for the property. When the Drollingers decided to retire from the business in 1999 the City purchased the rides in order to keep this tradition alive. This is believed to be the only city -owned park in the State to offer this type of attraction. In 1955, a second fire destroyed the Community Building, and the recreation offices were moved to the airport building for two years; programs were conducted at various buildings throughout the City. In 1956 a proposed bond issue to construct a new recreation center was defeated. That same year the recreation offices were moved to 130 Lafayette Street. Then in 1962 the citizens of Iowa City overwhelmingly passed a referendum to construct a new recreation center, now known as the Robert A. Lee Community Recreation Center, named in honor of Iowa City's Superintendent of Recreation from 1951 to 1983. Total cost to construct and equip the new building was $715,000. In September, 1964, as the new Recreation Center neared completion, the City Council voted to abolish both the publicly elected Park Board and the Playground and Recreation Commission, and to merge the functions of these separate units into a single advisory body to be known as the Parks and Recreation Commission, which still exists today. The Park Board, however, did not go quietly, feeling the City Council did not have the authority to abolish a publicly elected board. They eventually took their case all the way to the State Supreme Court which upheld the legality of the City Council's action. At the time of this merger, there were eight public parks in existence: Black Springs Circle, Brookland, City, College Green, Court Hill, Creekside, Happy Hollow, and North Market Square. The total parkland inventory amounted to 129 acres, 107 of which were in City Park. Today the City manages over 1,600 acres of parkland /open space, which includes 42 developed parks, with 31 playgrounds, 43 athletic fields, 45 park shelters, 75 community garden plots, over six miles of nature trails and miscellaneous other amenities such as tennis courts, basketball courts, bocce courts, horseshoe courts, dog park, disc golf, etc. The City's trail system has grown to include over 50 miles of trails. Since 1997 three major regional parkland areas have been acquired: Peninsula Park, Waterworks Prairie Park, and Sand Lake Recreation Area. In 1972 the Parks and Recreation Department launched a new Farmers Market program, which initially consisted of 17 stalls and operated Saturday mornings. It now operates Wednesday evenings with 57 stalls and Saturday mornings with 112 stalls. In 2006, two indoor holiday markets were added to the program, which are very popular. Recognizing the need for programs to accommodate people with special needs, the Special Populations Involvement (SPI) program was established in 1974, initially funded with a one -year grant awarded by the Bureau of Education for the Handicapped. The SPI program became fully funded by the City, and has grown to a comprehensive recreation program serving over 500 people. This program is nationally recognized, having received the prestigious National Gold Medal Award in 1984 and again in 1992. As the years passed several major recreation facilities were constructed, and others renovated, to add to the City's recreation offerings. The new facilities include: The Mercer Park Aquatic Center, a cooperative project with the Iowa City Community School District, which opened in 1988; a cooperative arrangement was entered into with the University of Iowa in 1996 forjoint use of the Hawkeye Softball Complex; the Iowa City Kickers Soccer Park opened in 1997; the Scanlon Gymnasium was added to the Mercer Park Aquatic Center in 1999; the Riverside Festival Stage, home to Riverside Theatre's Annual Shakespeare Festival, opened in 2000; the Iowa City Skate Park was completed in 2002; the Thornberry Off -Leash Dog Park, in cooperation with Johnson County DogPAC, opened in 2006; the Grant Wood Community Gym, another cooperative project with the School District, also opened in 2006; the Peninsula Park Disc Golf Course was completed in 2007; and the City and University entered into an agreement in 2007 which will allow for a University Boathouse (with community use) to be constructed in Terrell Mill Park, scheduled to open in 2009. The number of recreation programs and activities offered has also grown over the years. From the meager beginnings of pond swimming, a marble tournament, and one playground program, the Department now offers over 1,000 activities annually. To enhance and expand upon the opportunities offered to the community, the Department also partners with a number of organizations. In addition to an arrangement with the School District for joint use of facilities, the Department has long- standing relationships with a number of "affiliates," the largest of which are: Iowa City Boys Baseball, Iowa City Girls Softball, Babe Ruth Baseball, Iowa City Kickers Soccer Club, and the Iowa City Eels Swim Club. Parks and Recreation Department Overview Department Description Iowa City Parks and Recreation is a department of the City of Iowa City and receives funding authorized by the City Council through budget appropriations. Funding is also provided through fees charged for specific programs and services and through grant funds. Additionally, the Iowa City Parks and Recreation Foundation provides funds through donations and bequests that enhance department programs, services, and projects. Through these means, parks and recreation programs and services are provided and maintained for the citizens of Iowa City. Related Planning Efforts and Integration The City of Iowa City has undertaken several planning efforts in recent years that have helped inform the planning process for this Parks and Recreation Master Plan Update. These efforts include: • City of Iowa City Comprehensive Plan • Neighborhood Open Space Plan • Existing Trails Plan • Existing Park Plans • Existing Policy Manuals Methodology of this Planning Process This project has been guided by a project team, made up of city staff and the Park and Recreation Commission. This team provided inputto the GreenPlay consulting team throughout the planning process. This collaborative effort creates 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: Needs Assessment and Public Involvement • Review of previous planning efforts and city historical information, and a recent statistically valid community interest and opinion survey. • Consideration of the profile of the community and demographics, including anticipated population growth. Extensive community involvement effort including focus groups, meetings with key stakeholders, and community -wide public meetings. • Identification of alternative providers of recreation services to provide insight regarding the market opportunities in the area for potential new facilities and services. • Research of trends and statistics related to American lifestyles to help guide the efforts of programming staff. Level of Service Analysis • Interviews with staff to provide information about parks and recreation facilities and services, along with insight regarding the current practices and experiences of the City in serving its residents and visitors. • Analysis addressing recreation, parks, and related services. Inventory • Inventory of parks and facilities using existing mapping, staff interviews, and on -site visits to verify amenities and assess the condition of the facilities and surrounding areas. Assessment and Analysis • Review and assessment of relevant plans. • Organizational SWOT Analysis. • Measurement of the current delivery of service using the GRASP® Level of Service Analysis and allowing for a target level of service to be determined that is both feasible and al igned with the desires of citizens as expressed through the citizen survey. This analysis is also represented graphically in GRASP® Perspectives. • Exploration of finance and funding mechanisms to support development and sustainability of the system. Recommendations: Goals, Strategies, and Action Plan Identification and categorization of recommendations into themes with goals, objectives, and an action plan for implementation. • Development of an action plan for capital improvements including cost, funding source potentials, and timeframe to support the implementation of the plan. Timeline for Completing the Master Plan Start -up Needs Assessment and Public Involvement Inventory and Assessment of Existing Facilities Program and Services Inventory and SWOT Analysis Findings Compilation Report Guidelines, Standards and Recommendations Financial Resources and Expenditure Analysis Recommendations and Action Plans Final Plan and Presentation August 2007 September 2007 - February 2008 September 2007 - March 2008 September 2007 - March 2008 April 2008 May - June 2008 April -July 2008 June - August 2008 October 2008 Community Profile and Demographic Information Service Area and Population The primary service area for this analysis is the City of Iowa City, Johnson County, and the State of Iowa. All estimated 2007 populations, as well as projected population and demographic breakdowns by population are taken from ESRI. The projected 2007 population for Iowa City is 66,177, for Johnson County is 124,240, and for Iowa is 3,030,140. Population Forecasts Although we can never know the future with certainty, it is helpful to make assumptions about it for economic reasons. 2000 populations are from the 2000 US Census. 2007 and 2012 projections were derived from ESRI Business Information Solutions. All three regions: Iowa City, Johnson County, and Iowa, are estimated to decrease in rate of growth over the next five years. Iowa City's growth rate is projected to slow down by 1.5% over the next five years. Johnson County's growth rate is anticipated to decrease by 3.8% and the State's by 0.9 %. Figure 1 illustrates estimated percent change in population for Iowa City, Johnson County, and Iowa for 2007 -2012 as percent change in population from 2000- 2007. Table 1 contains estimated population increase for Iowa City, Johnson County, and Iowa. 1: Percent change in population- Iowa City, Johnson County, Iowa 2000 -2007, 2007 -2012 15.0% 10.0% 5.0% 0.0% ■ Iowa City ■ Johnson County V Iowa 2000 -2007 2007 -2012 Table 1: Population projections and percent change- Iowa City, Johnson County, Iowa 2000 62,220 111,006 2,926,324 2007 66,177 5.9% 124,240 10.6% 3,030,140 3.4% 2012 69,274 4.4% 133,403 6.8% 3,110,913 2.5% Community and Stakeholder Input A total of seven focus groups were held on September 18, 19, and 20 with a public forum on the 20`" as well. Over 90 users of the City of Iowa's parks and recreation amenities and programs and non -users participated. The following is a summary of key issues identified through the process. GENERAL Strengths • Staff- visionary, responsive • Facilities- well maintained, many different park types • Services and programs- lots of diversity, encompasses all ages • Support and Funding- good relationship with City Hall, capital funding is effective Opportunities for Improvement • Lack of certain types of facilities, trail connections, and river access • Public awareness- lack of information and education, need to promote Parks and Recreation as a quality of life issue • Poor maintenance of natural areas • Lack of staff- need more maintenance, programming, Foundation and PIO staff • Funding- lack of capital and operations and maintenance (O &M) funding • Programming- need to use natural resources, need to increase collaboration, need to identify core service • Planning- need to improve strategic planning and increase collaboration, both in neighborhoods and regionally )NAL PROGRAMS • Need programming for all ages below 26 and over 40 • Need additional programming in the following areas: o Wellness and fitness, nature based, outdoor winter activities, outdoor water -based activities, drop -in unstructured activities IMPROVEMENTS TO EXISTING PARKS AND FACILITIES • Need to improve maintenance at parks and facilities • Recreation centers and pools: o Need overall facility upgrades, more space, increase air quality at Mercer Pool, safer entryways, additional leisure aquatic components IMPROVEMENTS TO SUPPORT SYSTEM • Funding -need to redo fee structure, need additional sources, need to involve friend's groups • Need staffing increases to assist in maintenance, programming, marketing, grant writing • Need to improve /redo policies for alcohol use, safety, Neighborhood Open Space Ordinance, developer land dedication /fees -in -lieu • Need to improve transportation to increase access to programs and facilities • Need to increase collaborations with Senior Center, University, schools, and neighborhood associations RATINGS 5= Excellent Average Rating Quality of current programs Quality of existing facilities Maintenance of facilities Quality of customer service Effectiveness of seeking feedback 4.1 3.4 3.6 4.0 3.3 7 UNDERSERVED PORTIONS OF IOWA CITY • Geographic: o SW- parks, SE- pool, NE- playground, far west, north and south future development, central /dense areas -parks • Demographic o Active seniors /baby boomers, people with disabilities, low income, those without transportation, 18 -25 year olds NEW PARK AMENTITIES • Pedestrian Bridge at dog park • Trails- connector, rail corridor, multiuse River access • Neighborhood parks • Additional dog parks • Basketball courts NEW FACILITIES • Outdoor leisure pool with lap swim • Recreation /aquatics center on west side of town • Municipal golf course • Splash pad /sprayground • Indoor soccer Farmer's Market facility • Multipurpose rental /meeting venue for large gatherings • BMX park /trails FINANCIAL • Issues to be considered • Park and Recreation services should be funded through a combination of taxes and fees • Should serve all citizen regardless of ability to pay • Most respondents are comfortable with current fees structure- could tolerate fee increases in some areas • Concern about tax i ncre ase- property or sales How to support o Parks and Recreation foundation, grants, donations, partnerships, sponsorships, motel /hotel tax SENSITIVITIES • Increase in taxes, University relationship, school district relationship, Senior Center relationship, affordability, ADA accessibility, changing demographics, City Council support 7 I KEY PARTNERS /STAKEHOLDERS ' Corporations /businesses, Chamber of Commerce, ICCCVB and Sports Authority, Service Organizations /Nonprofit Organizations, neighboring communities /governmental entities, ' other City Departments, University /Kirkwood College, support groups, neighborhood 1 groups, City Council and Commissions, local associations . . . . . . . . . . . . . . . . . . . . . I KEY ISSUES /PRIORITIES Funding Long range strategic planning /vision Recognition of Parks and Recreation as quality of life Collaboration Celebrate successes Trails /bicycle transportation Vision and access for Riverfront Development Operational resources Age change in drinking establishments Statistically -Valid Community Survey Findings The City of Iowa City conducted a Community Attitude and Interest Survey in January and February 2008 to establish priorities for the future improvement of parks and recreation facilities, programs and services within the community. The survey was designed to obtain statistically valid results from households throughout Iowa City. The survey was administered by a combination of mail and phone. Leisure Vision worked extensively with Iowa City officials in the development of the survey questionnaire. This work allowed the survey to be tailored to issues of strategic importance to effectively plan the future system. In January 2008, surveys were mailed to a random sample of 2,500 households throughout Iowa City. Approximately three days after the surveys were mailed, each household that received a survey also received an electronic voice message encouraging them to complete the survey. In addition, about two weeks after the surveys were mailed, Leisure Vision began contacting households by phone, either to encourage completion of the mailed survey or to administer the survey by phone. The goal was to obtain a total of at least 500 completed surveys. This goal was far exceeded, with a total of 676 surveys having been completed. The results of the random sample of 676 households have a 95% level of confidence with a precision of at least +/ -3.8 %. The complete executive summary, including graphs and charts, can be found in Appendix 1 of the Master Plan. 0 Participation and Visitation • Of the 92% of respondent households who visited Iowa City parks over the past year, 92% rated the physical condition of all the parks as either excellent (26 %) or good (66 %). Additionally, 8% rated the conditions as fair, and less than 1% of respondents rated the parks as poor. Thirty - percent (30 %) of respondent household members participated in recreation programs offered by the Iowa City Parks and Recreation Department during the past year. • Of the 30% of respondent household members that have participated in any recreation programs offered by the Iowa City Parks and Recreation Department during the past year, 68% have participated in at least 2 different programs. Additionally, 24% have participated in at least 4 different programs. • Of the 30% of respondent household members that have participated in recreation programs offered by the Iowa City Parks and Recreation Department during the past year, 90% of respondents rated the overall quality of programs as either excellent (27 %) or good (63 %). In addition, 8% rated the programs as fair, and only 1% rated them as poor. • Parks /Recreation program guide (65 %) had the highest percentage of respondents indicate it as the way that they learn about Iowa City Parks and Recreation Department programs and activities. Other frequently menitoned ways respondents learn about programs and activities include: newspaper articles (50 %) and from friends and neighbors (46 %). • Iowa City Public Library (64 %) is the organization used by the highest percentage of respondents for indoor and outdoor recreation and sports activities during the past year. Other frequently mentioned organizations include: Iowa City Parks and Recreation Department (54 %), State of Iowa parks (47 %), and County parks (46 %). Usage by Age • Based on the sum of their top two choices, the organizations respondent household members ages 17 years and under use the most for sports and recreation programs and services include: Iowa City Parks and Recreation Department (15 %), school district facilities (12 %), and Iowa City Public library (11 %). • Based on the sum of their top two choices, the organizations respondent household members ages 18 years and older use the most for sports and recreation programs and services include: Iowa City Public Library (33 %) and Iowa City Parks and Recreation Department (32 %). • "I do not know what is being offered" (21 %) and "program times are not convenient (21 %) have the highest percentage of respondents indicate them as the reasons preventing household members from using parks, recreation trails and sports facilities or programs of the Iowa City Parks and Recreation Department more often. Facilities • There are six facilities that over 60% of respondent households have a need for: walking and biking trails (79 %), nature center and trails (68 %), small neighborhood parks (68 %), large community parks (66 %), wildlife and natural areas (64 %), and riverfront parks (62 %). • There are three facilities that completely meet the needs of over 50% of respondent households: youth soccer fields (66 %), youth baseball and softball fields (55 %), and adult softball fields (51 %) • Based on the sum of their top four choices, the parks and recreation facilities that are most 0 important to respondent households include: walking and biking trails (53 %), small neighborhood parks (30 %), wildlife and natural areas (26 %), and nature center and trails (25 %). It should also be noted that walking and biking trails had the highest percentage of respondents select it as their first choice as the most important facility Programs • There are three programs that over 45% or more of respondent households have a need for: Farmers' Market (72 %), adult fitness and wellness programs (50 %), and special events (48 %). • There is only one program that over 50% of respondents indicated completely meet the needs of their household: Farmers' Market (54 %). • Based on the sum of their top four choices, the recreation programs that are most important to respondent households include: Farmers' Market (58 %), adult fitness and wellness programs (29 %), and special events (26 %). It should also be noted that Farmers' Market had the highest percentage of respondents select it as their first choice as the most important program • Based on the sum of their top four choices, the programs that respondents currently participate in most often at Iowa City Parks and Recreation Department facilities include: Farmers' Market (57 %) and special events (24 %). It should also be noted that the Farmers' Market had the highest percentage of respondents select it as their first choice as the program respondents currently participate in most often Indoor5pace • Walking and jogging track (67 %) had the highest percentage or respondents indicate it as the potential indoor programming space their household would use if the Iowa City Parks and Recreation Department developed new indoor programming spaces. Other frequently mentioned potential indoor programming spaces include: weight room /cardiovascular equipment area (43 %), exercise facility for adults 50 years and older (39 %), nature center (37 %), and aerobics /fitness /dance class space (35 %) • Based on the sum of their top four choices, the indoor spaces respondent household members would use most often include: walking and jogging track (59 %), weight room /cardiovascular equipment area (29 %) and exercise facility for adults 50 years and older (28 %). It should also be noted that walking and jogging track had the highest percentage of respondents select it as their first choice as the indoor space respondent household members would use most often The Benefits of Parks, Trails, and Recreation Facilities Respondents were asked to indicate their level of agreement with various benefits being provided by parks, trails, and recreation facilities. All 10 of the benefits have over 50% of respondents indicate that they either strongly agree or agree that those benefits are provided by parks, trails, and recreation facilities. Based on the sum of their top three choices, the benefits most important to respondent households include: improve physical health and fitness (71 %), preserve open space and the environment (49 %), and make Iowa City a more desirable place to live (49 %). It should also be noted that improve physical health and fitness had the highest percentage of respondents select it as their first choice as the benefit they feel is most important to their household 10 Support and Satisfaction • Respondents were asked to indicate how supportive they would be of various actions Iowa City could take to improve the parks, recreation, trails, and green space system. For all 12 actions, over 40% of respondents indicated being either very supportive or somewhat supportive of actions Iowa City could take to improve the parks, recreation, trails, and green space system. Based on the sum of their top four choices, the actions that respondents would be most willing to fund with their City tax dollars include: develop new walking and biking trails and connect existing trails (55 %), use greenways to develop trails and recreational facilities (50 %), and purchase land to preserve open space and green space (44 %). It should also be noted that purchase land to preserve open space and green space had the highest percentage of respondents select it as their first choice as the action respondents would be most willing to fund with their City tax dollars • Seventy -six percent (76 %) of respondents indicated that they are either very satisfied (28 %) or somewhat satisfied (48 %) with the overall value their household receives from the Iowa City Parks and Recreation Department. In addition, only 5% indicated that they were very dissatisfied (1 %) or somewhat dissatisfied (4 %). Additionally, 5% indicated don't know and 14% indicated neutral Recommendations and Action Plans GOAL 1: MAXIMIZE THE PLANNING PROCESS Strategy: Incorporate the action items of this plan into the City's annual work plans to achieve the recommendations of this plan and to enhance effectiveness of staff effort. Action Steps: • Assign responsibility and time frame, and allocate resources necessary to complete each action identified in annual work plans. Strategy: Assure that all levels of staff are informed of and are set up to work together to implement the recommendations and strategies of the plan. W Action Steps: • Inform all levels of staff of the direction of the Plan, allow for staff input, encourage buy -in, and encourage input from all staff members. • Provide cross - departmental staff teams /team members, as appropriate, with education development opportunities, necessary equipment, and supplies. GOAD. Zil MACK PEVMWW MMURES Strategy: Create standards for all community services activities and services. Action Steps: • Establish service standards for all community services activities. Suggested criteria for service standards include: 11 • Programs: participation levels, revenue, instructors, customer satisfaction, cost per experience (or per hour, per class), customer retention • Instructors: experience, knowledge, friendliness, recruiting, rewarding, training, standards • Volunteers: experience, knowledge, friendliness, recruiting, rewarding, training, standards • Facilities: cleanliness, aesthetics, comfort • Staff: Experience, knowledge, friendliness, rewards, training, trends Action Steps: • Identify all major maintenance tasks including such things as: • Turf /Mowing • Plantings • Restrooms • Sidewalks and paths • Irrigation • Weed and insect control • Curb appeal • Playground and picnic equipment • Courts and fields o Litter control • Evaluate and develop a scoring system for each task to meet desired and consistent service levels. • Involve staff in the development of the standards and scoring system. • Conduct maintenance standards training for all staff. • Establish and monitor recordkeeping procedures to document the actual hours and materials costs for each maintenance operation. • Apply appropriate maintenance standards and define set up /tear down requirements for all special events, tournaments, or other activities that currently stress resources. Assure adequate staffing and funding to take on the task, prior to making a commitment. Strategy: Seek ways to respond to identified programming priorities The Department has a strong reputation for being responsive to community desires within budget constraints. The citizen survey and public input sessions highlighted areas of additional programming desire including: • Opportunities to connect people to the natural environment • Additional learn -to -swim, water fitness and outdoor swimming • Outdoor leisure pool opportunity • Additional special events and family /community gathering opportunities • Expansion of art, dance and performing arts opportunities • Expansion of fitness and wellness programming 12 Action Steps: • Evaluate the development of new programs based on community interests. 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 citizen survey, then the programs should be considered for expansion. • Establish criteria for the implementation of new programs (based on research and feedback). The Department should pursue program development around the priorities identified by the survey, using the following criteria: • 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 Department within two seasons • 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) • Develop program evaluation criteria for existing offerings and implement annually. Using historical participation levels to determine program popularity and participant feedback can be helpful in deciding if programs should be continued. Annually all current programs should be evaluated 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 include: • 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, change the time /day the program is offered and change the format or instructor? If not, it may be time to discontinue the program. • Is there information contained in the participant 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? Stratea-. Identify and develop programs related to new trends in parks, recreation, and cultural arts The City should continue its leadership in this area by developing facilities and programming that are on the cutting edge in parks, recreation, and cultural arts. Continuing to diversify recreational opportunities will enable the department to attract revenues through fees and charges that will support the desires of residents. 13 Action Steps: • Focus on the enhancement of fitness and wellness components at recreation centers. Regularly update fitness equipment to stay current with fitness trends and public demand and seek opportunities to expand the size of the fitness facilities through renovation and new facility development. • Prepare for the fitness and wellness desires of the aging baby boomers. This group is also known as the group entering into the traditional "senior' age group of 55 and over, who do not identify with the term "senior." This cohort is seeking a continued active lifestyle and is not likely to partake in traditional "senior" offerings. • Provide concurrent youth and adult programming as a way to increase participation. There are many successful youth programs offered by the Department for which adults are bringing and picking up children. The Department should offer more adult programming, such as fitness and wellness, concurrently with youth programming as a way to entice parents and guardians to stay and participate in programs. As a tax supported operation, it is important that efforts are made to reach underserved segments of the population. Strategy: Reach out to those with financial need. Action Steps: • Review the existing financial assistance program to maximize use. Seek assistance from other providers of low- income services to help promote the opportunity. Assure that use of the program is available in the most dignified manner possible. • Research transportation accessibility issues and work with other community groups and private entities (such as public transit or the school bus system) to develop options to address needs. Transportation for low- income families was identified in the focus group sessions as a significant barrier to participation. Strategy: Assure programming opportunities are reasonably available to a// geographic sectors of the City. The facilities and programming offered should be thought of as a system. Some of the components in the system, due to their expense, should be available to serve the whole community (such as indoor swimming pools), and some should be available to serve local neighborhoods (such as after school programming). Action Steps: • Investigate ways that facilities and programs can be accessible to more people through connectivity of the trail system for pedestrian and bike use, better public transit, parking availability and general awareness of opportunities. • As growth continues in the west part of town, pursue an indoor multi - purpose recreation facility to serve that geographic sector. 14 GOAL 5, S T ONUNITY INVOL VOWM NBW The Department has an excellent reputation for responsiveness to the community. The opportunity exists to become more pro- active in this regard. Strategy: Regularly solicit community input in program and facility planning efforts. Action Steps: • Implement a Standard Practice for Customer Program Feedback, Program Evaluation and Program Development. Customer feedback will help improve programming by being able to respond to customer needs in a timely matter. Information sought from participants should include: • Satisfaction levels and supporting reasoning • Suggestions for improvements to programs • Suggestions for new programs • Solicit youth input through future surveys and other opportunities. Soliciting youth feedback is a challenging proposition for parks and recreation entities. Working with other service providers may also provide important information and opportunities to attract this age group. • Create a "Mystery Shopper" program where secret shoppers evaluate services anonymously and results are tracked. Strategy: Expand Department volunteer opportunities. Action Steps: • Seek volunteer effort to support expansion of programming into opportunities to connect people to nature. Many individuals and groups are interested in sharing their expertise and /or sweat equity with a goal of promoting stewardship of our natural resources. • Harness the energy of seniors and the retiring baby boomer generation as instructors and program leaders. Across the country, interest is being expressed in sharing expertise and hobbies. • Consider the addition of a volunteer coordinator in the department, or a shared volunteer coordinator in the City. A successful volunteer program must be well organized and advertised, with specific, rewarding, and recognized opportunities that allow individuals and groups to feel they are contributing to a larger goal. • Create a "Park Ambassador" program where residents living adjacent to parks are trained to inspect parks and then file a weekly report in exchange for a nominal fee or pass. 15 GOAL 6: INCREASE VSS OF PROGRAM OFFERINGS Strategy: Effectively communicate Department offerings to public. + In the citizen survey, 'not being aware of the department program offerings' was one of the top reasons given for not participating. Action Steps: • Enhance the branding and identity of the Department. Providing a consistent look to department advertising in the brochure, on the web site, on flyers, maps, etc., will help the community become aware of what is available to them and of the breadth of the offerings. • Celebrate the accomplishments of the department in promotional materials. Focus groups and public meetings brought to light that many existing participants in department activities, programs and use of facilities are unaware of the variety and expanse of what is available. Most participants have a relatively narrow view of what is available and outcomes achieved based on their limited use of department offerings and facilities. It is a suggestion of the community that the department "toot its own horn," in order to gain support for future endeavors. • Coordinate Department of marketing and communication opportunities with citywide efforts. • Create an annual marketing plan for the Parks and Recreation Department. • Update and expand website marketing efforts. The web site can serve as a one stop shop for everything in which the department is involved, including program offerings, facility information, trail and facility maps, opportunities through volunteerism and the Foundation, financial assistance, etc. • Develop an evaluation process for marketing media such as newspaper, seasonal brochures, website, direct mail, targeted e- mails, radio, and television advertising to continuously determine effectiveness of marketing dollars. GOAL 7: ASSUREFINANCIAL SUSTAINABILITY Diversity in the department's funding and revenue portfolio is as important in the public sector as in the private sector. Strategy: Research potential traditional funding opportunities. The City has the ability to use these mechanisms to enhance the quality of life in Iowa City and expand recreation, park, open space, trails, programs, and services to the community. Action Steps: • Work with the City, residents and partners to establish additional revenue through a combination of the following sources to implement the recommendations of the Master Plan: • Potential redirection of existing City funds 16 • Alternative Funding options (see Section V) • Strategic partnerships • Fees and charges • Further investigation of support for an education campaign for a ballot initiative to pass a bond referendum for future capital improvements. Strategy: Pursue alternative funding to implement the Master Plan Many departments within Iowa City have experienced challenging times in the recent past, with limited funding and staffing levels, and the Department should explore the best means of achieving its funding goals. Alternative funding methods may be instrumental to the operations of the City's recreation programs and facilities on an ongoing basis. Allocating resources (assigning staff time, matching funds, etc.) to pursue alternative funding should be considered an investment in the future, with an outlined and expected positive rate of return. Action Steps: • Identify opportunities to increase community support and revenue opportunities such as grants, partnerships, sponsorships, volunteers and earned income (see Section Vfor Alternative Funding Resources). • Assign staff resources and /or investigate the possibility of utilizing volunteer efforts to apply for such funding. • Develop a "Wish List" to identify philanthropic opportunities that align with these needs. Once identified, aggressively apply for grant funding and Foundation assistance. • Expand and formalize a volunteer program to include standards, recruiting, training, retaining, and rewarding volunteers in all program areas. • Create new and formalize existing Sponsorships (see Sample Sponsorship Policy in Appendix 111) with equity agreements that are reviewed annually. • Create an annual "Sponsorship Manual" listing all the opportunities for the year and distribute within the community in a menu format that creates a sense of urgency within the business community. • Work with Parks and Recreation Foundation to facilitate the receipt of grant funds and other fundraising activities. • Seek collaborations with developers for future development projects to include recommended parks and recreation facilities and standards ctruteay: Review the Department's cost recovery philosophy and policy and update as necessary. It is suggested that the City employ a cost recovery policy that provides the foundation for setting fees and charges based on the organizational vision, mission, and values of the City, and who in the community benefits. This will help determine the cost recovery and subsidy level of each program and facility and serve as a tool to monitor these goals over time. Action Steps: • Clarify the Department's Pricing Policy and Strategy. If a pricing policy exists, even loosely, it should be fine -tuned to provide expanded detail in guiding management decisions. If a written policy is not in existence, one should be created. 17 • Refine Cost Tracking. Review direct and indirect costs assigned to specific programs and facilities in order to assure consistency in balancing costs with revenues. Assure that the accounting system is capable of providing information monthly, quarterly, and annually to inform management decisions. • Identify citywide participant categories. Participant category examples for use of facilities and programs include resident and non - resident, age, partners identified through various inter - governmental agreements, non - profit organizations, and private organizations, as well as many others. • Determine fee schedule and subsidy levels. Based on the Pyramid Methodology for resource allocation and cost recovery (see Appendix II), for each program /activity and facility, determine the subsidy /cost recovery target level incorporating participant categories. • Partial Cost Fee: recovers something less than full cost. This partial cost fee could be set at a percentage of direct costs, all direct costs, all direct costs plus a percentage of indirect costs, or some combination. • Full Cost Fee: recovers the total cost of a service including all direct and all indirect costs. • Market Rate Fee: based on demand for a service or facility. Determine the market rate by identifying all providers of similar services (e.g., private sector providers, other municipalities, etc.) and setting the fee at the highest level the market will sustain. Consider policy revisions to increase revenue generation potential. • Use discounted fees as a special promotion such as reduced fee hours during off peak times. • Reconsider the current alcohol policy to allow for limited and appropriate alcohol use to make rental opportunities more attractive. 601 if I COWBORRE WITH COMMUN11"YORGROTIONSM BUSINESSES Strategy: Build partnerships within the community to take advantage of existing facilities, share new WaSh, facilities, and provide additional programming and services to the community. Action Steps: • Investigate partnerships with local medical and health organizations to increase fitness and health programming particularly for the aging population and youth population within the community. • Create new and formalize existing partnerships (see Sample Partnership Policy in Appendix V) with equity agreements that are reviewed annually. • Strengthen and expand Intergovernmental Agreements (IGAs) with schools for use of fields, gyms, and multipurpose spaces. • Explore the possibilities of revising and promoting adopt -a- park /trail programs to help with park maintenance, beautification, and civic pride. • Investigate, where appropriate, collaborations with entities suggested by the community during the public input process of this master planning effort • Large businesses and local businesses m • Chamber of Commerce, Visitors and Convention Bureau, ICCCBB Sports Authority for the promotion of sporting events • Iowa City Area Development Group (ICAD) • University of Iowa and Kirkwood College, public schools • Neighborhood Groups • Support Groups (dog park group, Friends of the Iowa River Scenic Trail (FIRST), sports groups, Project GREEN, Friends of Hickory Hill, Backyard Abundance, (- WATER, Johnson County Heritage Trust, Master Gardeners, Future Perfect • City Council, City Commissions, Public Art Commission, Planning and Zoning Commission, other City Departments • I -DOT, Johnson County, neighboring cities • Local associations of service providers: sports, martial arts, private /non - profits, UAY Strategy: Pursue a dynamic and mutually beneficial relationship with the Senior Center. The existing Senior Center serves the traditional "senior population" in a limited facility, by today's standards. As the baby boomer cohort moves into the 55 and over age group, its members will be looking for non - traditional and highly active physical and social opportunities. Action Steps: • Provide cross marketing between the existing senior and recreation programs in order to assure a comprehensive approach to serving the older adult population. • As new facility development opportunities present themselves seek ways to encourage participation by the older adult population through a comfortable setting with shared access to activity centers such as swimming pools, therapy pools and light weight fitness equipment. Strategy: Explore a community access relationship with the University of Iowa at its new Student Wellness Facility currently under construction. At this time, the University has intentions of community access with options of daily admission fees and annual fee for use of the pool, gym, and fitness facilities. The facility will provide the only indoor leisure pool in this part of the state. Fees are anticipated to be high in relation to fees at the existing recreation center, albeit for a higher service level offering. Community use times will be a second priority to all University uses and student needs. Action Steps: • Continue discussions with the University to maximize community use times. • Seek to maximize the use of both pools to the extent possible in a complementary fashion. • Upon opening of the facility, monitor and evaluate community use opportunity. 19 GOAL 9, CONTINUE TO PROVIDE EQUITABLE LOS IN EXISTING PARKS AND FACILITIES Strategy: Improve existing parks to meet community standards Action Steps: • Strive to replace or renovate all components scoring below community expectations. See list below for specific components that scored below community expectations. Playgrounds should be prioritized for renovation /replacement. Park City Park Component Playground .. ... Score 1 Comments Upper playground City Park Playground 1 Upper playground City Park Playground 1 Upper playground Court Hill Park Basketball 1 Needs surface repair Court Hill Park Natural Area 1 Small and littered Court Hill Park Educational Experience 1 Sign in disrepair Creekside Park Basketball 1 Needs surface repair Creekside Park Playground 1 Older Creekside Park Water Access, General 1 Creek is hidden Happy Hollow Park Basketball 1 Needs surface repair Highland Park Playground 1 Older Mercer Park Playground 1 Swings and climber older Mercer Park Basketball 1 Needs surface repair North Market Square Park Basketball 1 Needs surface repair Peninsula Park Water Access, General 1 Visual access only to water Scott Park Open Water 1 Creek is hidden Sturgis Ferry Park Water Access, Developed 1 Access to water is steep unless via boat trailer Terrell Mill Park Shelter 1 Needs repair Terrell Mill Park Volleyball 1 Needs surface repair Tower Court Park Playground, Local 1 Older • Add comfort and convenience featuresto parks where missing, such as benches, drinking fountains, and restrooms. It is recommended that at least 7 out of the 14 listed comfort and convenience features listed in the park inventory data report be provided in each park. (Refer to park inventory data for a list of missing comfort and convenience features by park.) • Consider adding restrooms to more neighborhood parks to increase the length of stay for families at parks. Parks in locations that are not in proximity to other parks with restrooms include: 20 East Iowa City • Pheasant Hill Park • Court Hill Park West Iowa City • Benton Hill Park • Brookland Park or • Harlocke Hill Park • Continue to make the development of Sand Lake Recreation Area a priority. • Either upgrade all basketball courts to a playable level or remove some courts and concentrate efforts on a few that will get the most use overall. System wide, basketball courts are in conditions that are below community standards. The community survey reports that the small need for courts in the community are being largely unmet. • Continue to upgrade playgrounds as funding is available. The list of components in the first strategy of Goal 9 lists the playgrounds that are priorities for replacement. • Continue to work with the City to find construction techniques that increase maintenance efficiencies along the Downtown Pedestrian Mall. • Pursue plans to build out ballfields in Kicker's Park. This is currently the best location for new ballfields in the City. Although the need for new fields is not eminent the City can expect to see increased demand in the next 5 -7 years as the community grows. • Add more shelters to I.C. Kickers Park to increase the comfort of park users • Add loop walks to parks as funding is available and opportunities exist. • Continue to upgrade and improve small neighborhood parks. These facilities ranked highly for need among the community • Improve Creekside Park to address low levels of walkable service in that part of town. Improvements can include: • Upgrade the basketball court or replace with a component selected by residents • Upgrade or replace the playground • Improve security lighting Strategy: Fill gaps in walkable service Action Steps: • Work with the School District to provide adequate recreational amenities at schools that are the singular providers of recreation in a neighborhood. Priorities include: • Henry Longfellow Elementary School • Helen Lemme Elementary School • Irving Weber Elementary School • Shimek Elementary school • Work with other city departments to increase walkability throughout the community by adding sidewalks, pedestrian crossings, and bridging barriers. • Improve parks that lie in low service area (as shown in Perspective B, Appendix VI) to increase walkable recreational opportunities. Strategies outlined in Strategy 1.1 should be employed in park improvement. 21 trategy: Continue to provide a high level of service of natural areas and environmental education Access to nature and natural areas ranked highly as a need in the community survey. The City has a great base of resources from which to respond to this need. As parks and properties are being developed a priority should be placed on natural areas enhancement and creation Action Steps: • Continue to maintain and enhance natural areas throughout the system. • Enhance natural drainages, waterways, and native areas in developed parks. • Work with friends groups to improve and maintain soft surface trails within parks. • Increase interpretive signage at natural areas throughout the system. • Work to maintain a diversity of natural areas within the system including prairie, woodland, riparian areas, and wetlands. • Ensure that maintenance staff is trained in natural areas management techniques. • Partner with the U.S. Army Corps of Engineers to create canoe access to the Iowa River. • Conduct a feasibility study for the construction of a nature center. M Strategy: Identify and develop facilities for new trends in parks and recreation Diversifying recreational opportunities in Iowa City's existing parks by adding exciting new recreational facilities will ensure the creation of a system that will attract both new and old residents. Such facilities will continue to help make Iowa City unique in the region and will foster a positive image of the City for residents and non - residents alike. Action Steps: • Look for opportunities to add a "destination playground" to an existing park. Destination Playgrounds usually include special features such as a climbing wall, spray feature or adventure play. Often they involve special theming and opportunity to teach children and parent something of the local history, culture, or ecology of an area. • Look for opportunities to add a "boundless playground." Boundless playgrounds are designed to be fully accessible to children with disabilities and represent a growing trend in parks and recreation. While built to serve the local community, both may potentially attract visitors from the region. • Look for opportunities to build spray grounds in parks. These can be added to existing parks or suggested as features of new park. They provide opportunities for water play without the staffing and maintenance needed for outdoor pools • Consider adding a climbing feature to the next playground renovation. Climbing walls would be an addition to the parks that could be a unique draw to Iowa City Parks. 22 GOAL 10; PLAN FOR CONTINUED EQUIfABLELOSAS COMMUNITY ROWS Strategy: Add parks, trails, and facilities to respond to the growth needs of the community Action Steps: • Work with surrounding developments to bring utilities to Future Parks. • Plan and budget for park development based on development trends. Currently new development is concentrated in the western part of the community. Consider developing one of the future parks as the development continues. • Add park maintenance resources as additional park, trails, and facilities are added to the system as needed. • Review land dedication and impact fees for new development to ensure that the department is getting the needed resources to provide parks and recreation to new residents. • Work with interest groups to add new dog parks to serve the southern and central part of Iowa City. The high density of the central core of Iowa City may justify the need to add an additional dog park to aid with the high number of residents without yards or transportation. The southern part of Iowa City is another likely location for the addition of a new dog park to serve this area of the community. Strategy: Increase the level of service provided for indoor facilities Action Steps: • Work with the University of Iowa to gain access to new recreation center facilities. • Conduct a feasibility study for the construction of an indoor recreation /aquatic facility on the west side of Iowa City that includes multi - purpose program space, gymnasiums, walking track, fitness, aquatics, cardio and weight rooms 23 If feasible, design and construct a new indoor recreation /aquatic center on the west side of Iowa City GOAL if,�INCREASELEVEI OF SERVICE FOR TRAILS ...Strategy: Increase the level of service offered by existing trails in parks and throughout community Action Steps: • Increase neighborhood connections to multi -use trails • Add small shelters along trails to provide shelter during extreme weather conditions and sudden weather changes. • Create rest stations along all multi -use trails and wide sidewalks to encourage recreational use • Track trail maintenance tasks, hours, and expenses to determine actual trail maintenance costs • Modify the trial maintenance budget to reflect actual trail maintenance costs. Trail maintenance efforts should be balanced between available budget and user expectations. • Work to improve trails within parks to make them safe and enjoyable • Increase walking opportunities in parks by adding loop trails as allowable Strategy: Increase trail connectivity and overall trail network Action Steps: • As a priority in park and facility construction, prioritize trail construction in capital improvement spending. • Continue to build proposed trails as funding allows. Priorities for trail construction include: • Connections between existing trails • Connections between trails that create large loops • Connections to parks and greenspace • Connections to schools and other public facilities • Neighborhood connections to the larger network • Pursue projects to add a bridge to cross the Iowa River bridging Peninsula Park and Crandic Park. • Pursue funding to create a pedestrian underpass across Highway 218 at Hunters Run Pa rk. Recommendation Cost Estimates The following table includes recommended capital projects and additional items that significantly impact the annual operational and maintenance budgets and are above and beyond what is currently funded in the City's FY09 -FY12 CIP Budget and the City's operating budget. All cost estimates are in 2008 figures. Funding sources listed are suggested methods of funding and can be enhanced with additional methods of funding. Overall staffing cost projections are included in the annual operational and maintenance cost estimates. 24 Table 2: Cost Estimates and Funding Sources for 2009 -2020 Recommended Priorities Upgrade or replace playgrounds at Creekside, Highland, Mercer, and Tower court Parks (4 total) Add restrooms to one west side park Add two small shelters to multi -use trails Construct Planned Trail Projects Create a renovation master plan for Creekside Park Addition of one maintenance worker Kickers Soccer Park improvements Butler Bridge Pedestrian Trail City Park Trail lighting Frauenholtz - Miller Park development Hickory Hill Bridge Napoleon Softball Field renovation North Market Square Park redevelopment Outdoor ice rink Pedestrian bridge - Peninsula /Rocky Shore Peninsula Park development Recreation center improvements Sand Lake Recreation Area Waterworks Prairie Park Hospice Memorial $240,000 $150,000 $30,000 $3,000,000 $10,000 CIP CIP CIP CIP, Partnerships, Grants General Fund $5,000 $2,000 $10,000 /mile per year N/A N/A General Fund General Fund General Fund N/A N/A N/A $38,000 General Fund $890,500 CIP N/A N/A $550,000 CIP, Grants $1,000 General Fund $240,000 CIP $2,500 General Fund $280,000 CIP, N.O.S. Fees $5,000 General Fund $50,000 CIP N/A N/A $180,000 CIP N/A N/A $280,000 CIP N/A N/A $400,000 CIP $20,000 General Fund $1,300,000 CIP $1,000 General Fund $300,000 CIP $2,500 General Fund $225,000 CIP N/A N/A $5,900,000 CIP, Grants, $50,000 General Fund Donations $115,000 CIP, Donations $1,000 General Fund 25 Wetherby Park $200,000 CIP, CDBG, N.O.S., splashpad Grants, Donations Total 2009 -2012 CIP $11,340,500 (in 2008 dollars) $5,000 General Fund Replace upper playgrounds at City C CIP, Partnerships, Park with a Destination/ $750,000 S Sponsorships, $ $10,000 G General Fund Construct Planned Trail $10,000,000 CIP, Partnerships, $10,000 /mile per General Fund Projects Grants year Acquire and Construct Dedication Fees, New Park in West part unknown Bond, CIP unknown General Fund of City Construct additional large dog park in south- $5,000- CIP, Partnerships, $8,000 General Fund central part of City $1150,000 Grants 26 26 Feasi bi I ity Study for Recreation /Aquatic $70,000 Center on West side of community Design and Construct a new Recreation / $15,000,000 - Aquatic Center on West $20,000,000 side of City Total 2017 -2020 CIP +/- (in 2008 dollars) $30,220,000 Total 12 Year CIP +/- (in 2008 dollars) $51,500,500 General Fund Bond 27 N/A $500,000 N/A General Fund Y Iowa City Parks Recreation and Trails Master Plan Final Report November 2oo8 Acknowledgements City Council Regenia Bailey, Mayor Connie Champion Amy Correia Matt Hayek Mike O'Donnell Ross Wilburn Mike Wright Michael Lombardo, City Manager Parks and Recreation Commission Matthew Pacha, Chair John Westefeld, Vice Chair David Bourgeois Craig Gustaveson Margaret Loomer Ryan O'Leary Jerry Raaz Philip Reisetter John Watson City Of Iowa City Staff Terry Trueblood, Director of Parks and Recreation Mike Moran, Superintendent of Recreation Terry Robinson, Superintendent of Parks and Forestry Tammy Neumann, Administrative Secretary Marcia Klingaman, Neighborhood Services Coordinator Barb Meredith, Senior Engineering Technician Bob Miklo, Senior Planner Consultant Team GreenPlay, LLC Design Concepts Geowest For more information about this document, contact GreenPlay, LLC At: 3050 Industrial Lane, Suite 200, Broomfield, Colorado 80020, Telephone: 303- 439 -8369 Fax: 303- 439 -0628 Toll Free: 866 - 849 -9959 Email: infoPareenolavllc.com www.greenployllc.com Table of Contents 1. Executive Summary 11. Past, Present, and Future- The Planning Context A. Iowa City Parks and Recreation Goal Statement B. Purpose of this Plan C. History of Iowa City's Parks and Recreation Department D. Parks and Recreation Department Overview E. Related Planning Efforts and Integration F. Methodology of this Planning Process G. Timeline for completing the Master Plan 111. What We Want- Our Community and Identified Needs A. Community Profile and Demographic Information B. Current Park and Recreation Trends C. Community and Stakeholder Input D. Statistically -Valid Community Survey Findings IV. What We Have Now -An Analysis of Programs and Spaces A. Community Recreation Programs B. Inventory of facilities C. Alternative Providers D. Iowa City Context E. Facility Inventory and Level of Service Analysis F. Level of Service V. How We Manage- An Analysis of Administrative Findings A. Funding B. Analysis of Benchmarking C. Guiding Themes VI. Great Things to Come- Recommendations and Action Plans A. Recommendations 1 29 29 29 29 31 31 31 32 34 34 40 46 49 53 53 61 62 66 66 69 78 78 87 FIr] 91 91 List of Tables Table 1: Race /Ethnicity Comparisons for 2007 .......................................................... .............................36 Percent change in population 2000 to 2007- the City of Iowa City, Johnson County, Iowa ......34 Table 2: Educational Attainment -25 Years and Older ( 2000) ................................... .............................37 Figure 2: Table 3: Housing Units ( 2007) ................................................................................... .............................38 Table 4: Population projections and percent change- Iowa City, Johnson County, Iowa .........................40 Households by Income- Iowa City, Johnson County, Iowa .......................... .............................38 Table 5: Top Ten Sports Ranked by Total Participation 2006 .................................... .............................42 Figure 4: Table 6: Total Participation percent change 2001 to 2006 in Select Activities ........... .............................42 40 Table 7: Youth Participation in Selected Activities and Percent Change 1997 - 2006 .. .............................43 City of Iowa City Location Map ................................................................. ............................... Table 8: Attendance by Age Group- Selected Arts Activities 2007 ........................... ............................... 45 Table 9: Perspective A - Neighborhood Access to All Components, Overall Statistics .............................. 71 Table 10: Perspective B - Walkable Access to All Components, Overall Statistics ..... ............................... 72 Table 11: Perspective C: Neighborhood Access to Indoor facilities, Overall Statistics ............................. 73 Table 12: Perspective D - Walkable Access to Trails, Overall Statistics .................... ............................... 74 Table 13: Community Components GRASP® Scores and Population Ratios ................ .............................75 Table 14: Capacities Level of Service ( LOS) ................................................................ .............................76 Table 15: Benchmarking Comparison — Iowa City, IA ................................................. .............................89 Table 16: Cost Estimates and Funding Sources for 2009 -2020 Recommended Priorities ....................... 105 List of Figures Figure 1: Percent change in population 2000 to 2007- the City of Iowa City, Johnson County, Iowa ......34 Figure 2: 2007 Population Breakdown Percent of Total by Age- Iowa City, Johnson County, and Iowa ..35 Figure 3: Households by Income- Iowa City, Johnson County, Iowa .......................... .............................38 Figure 4: Percent change in population- Iowa City, Johnson County, Iowa 2000 -2007, 2007 - 2012 ......... 40 Figure 5: City of Iowa City Location Map ................................................................. ............................... 66 Appendices I. Survey Executive Summary II. GRASP' History and Methodology III. Sample Sponsorship Policy IV. Pyramid Methodology V. Sample Partnership Policy VI. GRASP' Maps and Perspectives Map A: Regional Context Map B: System Map C: Recommendations Perspective A: Neighborhood Access to All Components Perspective B: Walkable Access to All Components Perspective C: Neighborhood Access to Indoor Recreation Perspective D: Walkable Access to Trails VII. Inventory Spreadsheet 1. Executive Summary Iowa City Parks & Recreation Goal Statement Provide a high - quality level of leisure time opportunities, increase the number of people served, improve the quality of program delivery, and advocate the benefits of recreational involvement to the general public. Purpose of this Plan The Iowa City Parks, Recreation and Trails Master Plan is intended to help meet the needs of current and future residents by positioning Iowa City to build on the community's unique parks and recreation assets and identify new opportunities. The citizen - driven plan establishes a clear direction to guide city staff, advisory committees, and elected officials in their efforts to enhance the community's parks system, open space, trails, recreation facilities, programs, and services. History of Iowa City Parks and Recreation Department The history of public parks in Iowa City can be traced back to 1839, which shows both College Green Park and North Market Square Park as part of the original city plat. The early history of parks is unclear, but it is known that the original Park Board was established by code around 1905. It would seem that this timing might have had something to do with the acquisition of land in 1906 that became City Park, which remains today as the City's most popular park, and one of its largest. Organized public recreation began in the early 1930's. One of few facilities available at the time was a small privately owned and operated swimming pool in City Park known as the "Big Dipper." Beginning in the latter part of 1932, students from the University of Iowa's Physical Education Department conducted a part -time recreation program on Wednesday evenings and Saturday mornings at the American Legion's gymnasium, located at the corner of College and Gilbert Streets. In June, 1934, a supervised Summer Playground program was introduced at Longfellow School. As community support grew, a Board of Recreation Works was formed, and in 1934 the Board employed the City's first Recreation Director. Financial support came from the Iowa City Women's Club and Community Chest funds. In July 1936, there was a fire in the American Legion Building and it was heavily damaged. After being renovated, the building's name was changed to the Iowa City Community Building. Among other things, it became the local recreation center and included a gymnasium, rifle range, handball court, and a small restaurant. In June, 1944 the citizens of Iowa City voted to establish a Playground and Recreation Commission to be supported by public taxation. The Commission held its initial meeting in September, 1944 with H.S. Ivie serving as President, and noted historian Irving Weber as Vice - President. In 1947 voters approved a $50,000 bond issue, to go with $62,500 already saved, for the construction of a new swimming pool in City Park. The pool opened in June, 1949, and is still operating today. In 1952 a rather unique operation was established in City Park - children's carnival rides, which included a train, Ferris wheel, carousel, and other rides. This was a privately owned operation of the Drollinger family who continued to operate the rides for 47 years, and covered three generations. They paid a small percentage of their income to the City as rent for the property. When the Drollingers decided to retire from the business in 1999 the City purchased the rides in order to keep this tradition alive. This is believed to be the only city -owned park in the State to offer this type of attraction. In 1955, a second fire destroyed the Community Building, and the recreation offices were moved to the airport building for two years; programs were conducted at various buildings throughout the City. In 1956 a proposed bond issue to construct a new recreation center was defeated. That same year the recreation offices were moved to 130 Lafayette Street. Then in 1962 the citizens of Iowa City overwhelmingly passed a referendum to construct a new recreation center, now known as the Robert A. Lee Community Recreation Center, named in honor of Iowa City's Superintendent of Recreation from 1951 to 1983. Total cost to construct and equip the new building was $715,000. In September, 1964, as the new Recreation Center neared completion, the City Council voted to abolish both the publicly elected Park Board and the Playground and Recreation Commission, and to merge the functions of these separate units into a single advisory body to be known as the Parks and Recreation Commission, which still exists today. The Park Board, however, did not go quietly, feeling the City Council did not have the authority to abolish a publicly elected board. They eventually took their case all the way to the State Supreme Court which upheld the legality of the City Council's action. At the time of this merger, there were eight public parks inexistence: Black Springs Circle, Brookland, City, College Green, Court Hill, Creekside, Happy Hollow, and North Market Square. The total parkland inventory amounted to 129 acres, 107 of which were in City Park. Today the City manages over 1,600 acres of parkland /open space, which includes 42 developed parks, with 31 playgrounds, 43 athletic fields, 45 park shelters, 75 community garden plots, over six miles of nature trails and miscellaneous other amenities such as tennis courts, basketball courts, bocce courts, horseshoe courts, dog park, disc golf, etc. The City's trail system has grown to include over 50 miles of trails. Since 1997 three major regional parkland areas have been acquired: Peninsula Park, Waterworks Prairie Park, and Sand Lake Recreation Area. In 1972 the Parks and Recreation Department launched a new Farmers Market program, which initially consisted of 17 stalls and operated Saturday mornings. It now operates Wednesday evenings with 57 stalls and Saturday mornings with 112 stalls. In 2006, two indoor holiday markets were added to the program, which are very popular. Recognizing the need for programs to accommodate people with special needs, the Special Populations Involvement (SPI) program was established in 1974, initially funded with a one -year grant awarded by the Bureau of Education for the Handicapped. The SPI program became fully funded by the City, and has grown to a comprehensive recreation program serving over 500 people. This program is nationally recognized, having received the prestigious National Gold Medal Award in 1984 and again in 1992. As the years passed several major recreation facilities were constructed, and others renovated, to add to the City's recreation offerings. The new facilities include: The Mercer Park Aquatic Center, a cooperative project with the Iowa City Community School District, which opened in 1988; a cooperative arrangement was entered into with the University of Iowa in 1996 forjoint use of the Hawkeye Softball Complex; the Iowa City Kickers Soccer Park opened in 1997; the Scanlon Gymnasium was added to the Mercer Park Aquatic Center in 1999; the Riverside Festival Stage, home to Riverside Theatre's Annual Shakespeare Festival, opened in 2000; the Iowa City Skate Park was completed in 2002; the Thornberry Off -Leash Dog Park, in cooperation with Johnson County DogPAC, opened in 2006; the Grant Wood Community Gym, another cooperative project with the School District, also opened in 2006; the Peninsula Park Disc Golf Course was completed in 2007; and the City and University entered into an agreement in 2007 which will allow for a University Boathouse (with community use) to be constructed in Terrell Mill Park, scheduled to open in 2009. The number of recreation programs and activities offered has also grown over the years. From the meager beginnings of pond swimming, a marble tournament, and one playground program, the Department now offers over 1,000 activities annually. To enhance and expand upon the opportunities offered to the community, the Department also partners with a number of organizations. In addition to an arrangement with the School District for joint use of facilities, the Department has long- standing relationships with a number of "affiliates," the largest of which are: Iowa City Boys Baseball, Iowa City Girls Softball, Babe Ruth Baseball, Iowa City Kickers Soccer Club, and the Iowa City Eels Swim Club. Parks and Recreation Department Overview Department Description Iowa City Parks and Recreation is a department of the City of Iowa City and receives funding authorized by the City Council through budget appropriations. Funding is also provided through fees charged for specific programs and services and through grant funds. Additionally, the Iowa City Parks and Recreation Foundation provides funds through donations and bequests that enhance department programs, services, and projects. Through these means, parks and recreation programs and services are provided and maintained for the citizens of Iowa City. Related Planning Efforts and Integration The City of Iowa City has undertaken several planning efforts in recent years that have helped inform the planning process for this Parks and Recreation Master Plan Update. These efforts include: • City of Iowa City Comprehensive Plan • Neighborhood Open Space Plan • Existing Trails Plan • Existing Park Plans • Existing Policy Manuals Methodology of this Planning Process This project has been guided by a project team, made up of city staff and the Park and Recreation Commission. This team provided inputto the GreenPlay consulting team throughout the planning process. This collaborative effort creates 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: Needs Assessment and Public Involvement • Review of previous planning efforts and city historical information, and a recent statistically valid community interest and opinion survey. • Consideration of the profile of the community and demographics, including anticipated population growth. • Extensive community involvement effort including focus groups, meetings with key stakeholders, and community -wide public meetings. • Identification of alternative providers of recreation services to provide insight regarding the market opportunities in the area for potential new facilities and services. • Research of trends and statistics related to American lifestyles to help guide the efforts of programming staff. Level of Service Analysis • Interviews with staff to provide information about parks and recreation facilities and services, along with insight regarding the current practices and experiences of the City in serving its residents and visitors. • Analysis addressing recreation, parks, and related services. Inventory • Inventory of parks and facilities using existing mapping, staff interviews, and on -site visits to verify amenities and assess the condition of the facilities and surrounding areas. Assessment and Analysis • Review and assessment of relevant plans. • Organizational SWOT Analysis. • Measurement of the current delivery of service using the GRASP® Level of Service Analysis and allowing for a target level of service to be determined that is both feasible and aligned with the desires of citizens as expressed through the citizen survey. This analysis is also represented graphically in GRASP® Perspectives. • Exploration of finance and funding mechanisms to support development and sustainability of the system. Recommendations: Goals, Strategies, and Action Plan • Identification and categorization of recommendations into themes with goals, objectives, and an action plan for implementation. • Development of an action plan for capital improvements including cost, funding source potentials, and timeframe to support the implementation of the plan. Timeline for Completing the Master Plan Start -up Needs Assessment and Public Involvement Inventory and Assessment of Existing Facilities Program and Services Inventory and SWOT Analysis Findings Compilation Report Guidelines, Standards and Recommendations 4 August 2007 September 2007 - February 2008 September 2007 - March 2008 September 2007 - March 2008 April 2008 May - June 2008 Financial Resources and Expenditure Analysis Recommendations and Action Plans Final Plan and Presentation Community Profile and Demographic Information Service Area and Population April -July 2008 June - August 2008 October 2008 The primary service area for this analysis is the City of Iowa City, Johnson County, and the State of Iowa. All estimated 2007 populations, as well as projected population and demographic breakdowns by population are taken from ESRI. The projected 2007 population for Iowa City is 66,177, for Johnson County is 124,240, and for Iowa is 3,030,140. Population Forecasts Although we can never know the future with certainty, it is helpful to make assumptions about it for economic reasons. 2000 populations are from the 2000 US Census. 2007 and 2012 projections were derived from ESRI Business Information Solutions. All three regions: Iowa City, Johnson County, and Iowa, are estimated to decrease in rate of growth over the next five years. Iowa City's growth rate is projected to slow down by 1.5% over the next five years. Johnson County's growth rate is anticipated to decrease by 3.8% and the State's by 0.9 %. Figure 4 illustrates estimated percent change in population for Iowa City, Johnson County, and Iowa for 2007 -2012 as percent change in population from 2000- 2007. Table 4 contains estimated population increase for Iowa City, Johnson County, and Iowa. Figure 4: Percent change in population- Iowa City, Johnson County, Iowa 2000 -2007, 2007 -2012 Source: ESRI Business Information Solutions Table 4: Population projections and percent change- Iowa City, Johnson County, Iowa 2000 ■ Iowa City ■ Johnson County o Iowa 111,006 15.0% 2007 66,177 10.6% 10.0% 10.6% 3,030,140 3.4% 2012 69,274 4.4% 6.8% 5.0% 3.4% 4.4% 2.5% 0.0% 2000 -2007 2007 -2012 Source: ESRI Business Information Solutions Table 4: Population projections and percent change- Iowa City, Johnson County, Iowa 2000 62,220 111,006 2,926,324 2007 66,177 5.9% 124,240 10.6% 3,030,140 3.4% 2012 69,274 4.4% 133,403 6.8% 3,110,913 2.5% Community and Stakeholder Input A total of seven focus groups were held on September 18, 19, and 20 with a public forum on the 20t' as well. Over 90 users of the City of Iowa's parks and recreation amenities and programs and non -users participated. The following is a summary of key issues identified through the process. Ryerson Woods Trail GENERAL Strengths • Staff- visionary, responsive • Facilities- well maintained, many different park types • Services and programs- lots of diversity, encompasses all ages • Support and Funding- good relationship with City Hall, capital funding is effective Opportunities for Improvement • Lack of certain types of facilities, trail connections, and river access • Public awareness- lack of information and education, need to promote Parks and Recreation as a quality of life issue • Poor maintenance of natural areas • Lack of staff- need more maintenance, programming, Foundation and PIO staff • Funding- lack of capital and operations and maintenance (0 &M) funding • Programming- need to use natural resources, need to increase collaboration, need to identify core service • Planning- need to improve strategic planning and increase collaboration, both in neighborhoods and regionally ADDITIONAL PROGRAMS • Need programming for all ages below 26 and over 40 • Need additional programming in the following areas: o Wellness and fitness, nature based, outdoor winter activities, outdoor water -based activities, drop -in unstructured activities IMPROVEMENTS TO EXISTING PARKS AND FACILITIES • Need to improve maintenance at parks and facilities • Recreation centers and pools: o Need overall facility upgrades, more space, increase air quality at Mercer Pool, safer entryways, additional leisure aquatic components IJiIQ:i811ria A • Funding -need to redo fee structure, need additional sources, need to involve friend's groups • Need staffing increases to assist in maintenance, programming, marketing, grant writing • Need to improve /redo policies for alcohol use, safety, Neighborhood Open Space Ordinance, developer land dedication /fees -in -lieu • Need to improve transportation to increase access to programs and facilities • Need to increase collaborations with Senior Center, University, schools, and neighborhood associations RATINGS S= Excellent Average Rating Quality of current programs Quality of existing facilities Maintenance of facilities Quality of customer service Effectiveness of seeking feedback 4.1 3.4 3.6 4.0 3.3 UNDERSERVED PORTIONS OF IOWA CITY • Geographic: o SW- parks, SE- pool, NE- playground, far west, north and south future development, central /dense areas -parks • Demographic o Active seniors /baby boomers, people with disabilities, low income, those without transportation, 18 -25 year olds NEW PARK AMENTITIES • Pedestrian Bridge at dog park • Trails- connector, rail corridor, multiuse River access • Neighborhood parks • Additional dog parks • Basketball courts NEW FACILITIES • Outdoor leisure pool with lap swim • Recreation /aquatics center on west side of town • Municipal golf course • Splash pad /sprayground • Indoor soccer • Farmer's Market facility • Multipurpose rental /meeting venue for large gatherings • BMX park /trails FINANCIAL • Issues to be considered • Park and Recreation services should be funded through a combination of taxes and fees • Should serve all citizen regardless of ability to pay • Most respondents are comfortable with current fees structure- could tolerate fee increases in some areas • Concern about tax i ncre ase- property or sales How to support o Parks and Recreation foundation, grants, donations, partnerships, sponsorships, motel /hotel tax SENSITIVITIES • Increase in taxes, University relationship, school district relationship, Senior Center relationship, affordability, ADA accessibility, changing demographics, City Council support E I KEY PARTNERS /STAKEHOLDERS ' Corporations /businesses, Chamber of Commerce, ICCCVB and Sports Authority, Service Organizations /Nonprofit Organizations, neighboring communities /governmental entities, other ' City Departments, University /Kirkwood College, support groups, neighborhood groups, City 1 Council and Commissions, local associations . . . . . . . . . . . . . . . . . . . . . I KEY ISSUES /PRIORITIES Funding Long range strategic planning /vision Recognition of Parks and Recreation as quality of life Collaboration Celebrate successes Trails /bicycle transportation Vision and access for Riverfront Development Operational resources Age change in drinking establishments Statistically -Valid Community Survey Findings The City of Iowa City conducted a Community Attitude and Interest Survey in January and February 2008 to establish priorities for the future improvement of parks and recreation facilities, programs and services within the community. The survey was designed to obtain statistically valid results from households throughout Iowa City. The survey was administered by a combination of mail and phone. Leisure Vision worked extensively with Iowa City officials in the development of the survey questionnaire. This work allowed the survey to be tailored to issues of strategic importance to effectively plan the future system. In January 2008, surveys were mailed to a random sample of 2,500 households throughout Iowa City. Approximately three days after the surveys were mailed, each household that received a survey also received an electronic voice message encouraging them to complete the survey. In addition, about two weeks after the surveys were mailed, Leisure Vision began contacting households by phone, either to encourage completion of the mailed survey or to administer the survey by phone. The goal was to obtain a total of at least 500 completed surveys. This goal was far exceeded, with a total of 676 surveys having been completed. The results of the random sample of 676 households have a 95% level of confidence with a precision of at least +/ -3.8 %. The complete executive summary, including graphs and charts, can be found in Appendix 1 of the Master Plan. E Participation and Visitation • Of the 92% of respondent households who visited Iowa City parks over the past year, 92% rated the physical condition of all the parks as either excellent (26 %) or good (66 %). Additionally, 8% rated the conditions as fair, and less than 1% of respondents rated the parks as poor. Thirty - percent (30 %) of respondent household members participated in recreation programs offered by the Iowa City Parks and Recreation Department during the past year. • Of the 30% of respondent household members that have participated in any recreation programs offered by the Iowa City Parks and Recreation Department during the past year, 68% have participated in at least 2 different programs. Additionally, 24% have participated in at least 4 different programs. • Of the 30% of respondent household members that have participated in recreation programs offered by the Iowa City Parks and Recreation Department during the past year, 90% of respondents rated the overall quality of programs as either excellent (27 %) or good (63 %). In addition, 8% rated the programs as fair, and only 1% rated them as poor. • Parks /Recreation program guide (65 %) had the highest percentage of respondents indicate it as the way that they learn about Iowa City Parks and Recreation Department programs and activities. Other frequently menitoned ways respondents learn about programs and activities include: newspaper articles (50 %) and from friends and neighbors (46 %). • Iowa City Public Library (64 %) is the organization used by the highest percentage of respondents for indoor and outdoor recreation and sports activities during the past year. Other frequently mentioned organizations include: Iowa City Parks and Recreation Department (54 %), State of Iowa parks (47 %), and County parks (46 %). Usage by Age • Based on the sum of their top two choices, the organizations respondent household members ages 17 years and under use the most for sports and recreation programs and services include: Iowa City Parks and Recreation Department (15 %), school district facilities (12 %), and Iowa City Public library (11 %). • Based on the sum of their top two choices, the organizations respondent household members ages 18 years and older use the most for sports and recreation programs and services include: Iowa City Public Library (33 %) and Iowa City Parks and Recreation Department (32 %). • "I do not know what is being offered" (21 %) and "program times are not convenient (21 %) have the highest percentage of respondents indicate them as the reasons preventing household members from using parks, recreation trails and sports facilities or programs of the Iowa City Parks and Recreation Department more often. Facilities • There are six facilities that over 60% of respondent households have a need for: walking and biking trails (79 %), nature center and trails (68 %), small neighborhood parks (68 %), large community parks (66 %), wildlife and natural areas (64 %), and riverfront parks (62 %). • There are three facilities that completely meet the needs of over 50% of respondent households: youth soccer fields (66 %), youth baseball and softball fields (55 %), and adult softball fields (51 %) 10 • Based on the sum of their top four choices, the parks and recreation facilities that are most important to respondent households include: walking and biking trails (53 %), small neighborhood parks (30 %), wildlife and natural areas (26 %), and nature center and trails (25 %). It should also be noted that walking and biking trai Is had the highest percentage of respondents select it as their first choice as the most important facility Programs • There are three programs that over 45% or more of respondent households have a need for: Farmers' Market (72 %), adult fitness and wellness programs (50 %), and special events (48 %). • There is only one program that over 50% of respondents indicated completely meet the needs of their household: Farmers' Market (54 %). • Based on the sum of their top four choices, the recreation programs that are most important to respondent households include: Farmers' Market (58 %), adult fitness and wellness programs (29 %), and special events (26 %). It should also be noted that Farmers' Market had the highest percentage of respondents select it as their first choice as the most important program • Based on the sum of their top four choices, the programs that respondents currently participate in most often at Iowa City Parks and Recreation Department facilities include: Farmers' Market (57 %) and special events (24 %). It should also be noted that the Farmers' Market had the highest percentage of respondents select it as their first choice as the program respondents currently participate in most often Indoor5pace • Walking and jogging track (67 %) had the highest percentage or respondents indicate it as the potential indoor programming space their household would use if the Iowa City Parks and Recreation Department developed new indoor programming spaces. Other frequently mentioned potential indoor programming spaces include: weight room /cardiovascular equipment area (43 %), exercise facility for adults 50 years and older (39 %), nature center (37 %), and aerobics /fitness /dance class space (35 %) • Based on the sum of their top four choices, the indoor spaces respondent household members would use most often include: walking and jogging track (59 %), weight room /cardiovascular equipment area (29 %) and exercise facility for adults 50 years and older (28 %). It should also be noted that walking and jogging track had the highest percentage of respondents select it as their first choice as the indoor space respondent household members would use most often The Benefits of Parks, Trails, and Recreation Facilities • Respondents were asked to indicate their level of agreement with various benefits being provided by parks, trails, and recreation facilities. All 10 of the benefits have over 50% of respondents indicate that they either strongly agree or agree that those benefits are provided by parks, trails, and recreation facilities. • Based on the sum of their top three choices, the benefits most important to respondent households include: improve physical health and fitness (71 %), preserve open space and the environment (49 %), and make Iowa City a more desirable place to live (49 %). It should also be noted that improve physical health and fitness had the highest percentage of respondents select it as their first choice as the benefit they feel is most important to their household 11 Support and Satisfaction • Respondents were asked to indicate how supportive they would be of various actions Iowa City could take to improve the parks, recreation, trails, and green space system. For all 12 actions, over 40% of respondents indicated being either very supportive or somewhat supportive of actions Iowa City could take to improve the parks, recreation, trails, and green space system. Based on the sum of their top four choices, the actions that respondents would be most willing to fund with their City tax dollars include: develop new walking and biking trails and connect existing trails (55 %), use greenways to develop trails and recreational facilities (50 %), and purchase land to preserve open space and green space (44 %). It should also be noted that purchase land to preserve open space and green space had the highest percentage of respondents select it as their first choice as the action respondents would be most willing to fund with their City tax dollars • Seventy -six percent (76 %) of respondents indicated that they are either very satisfied (28 %) or somewhat satisfied (48 %) with the overall value their household receives from the Iowa City Parks and Recreation Department. In addition, only 5% indicated that they were very dissatisfied (1 %) or somewhat dissatisfied (4 %). Additionally, 5% indicated don't know and 14% indicated neutral Recommendations and Action Plans GOAL 1: MAXIMIZE THE PLANNING PROCESS Strategy: Incorporate the action items of this plan into the City's annual work plans to achieve the recommendations of this plan and to enhance effectiveness of staff effort. Action Steps: • Assign responsibility and time frame, and allocate resources necessary to complete each action identified in annual work plans. Strategy: Assure that all levels of staff are informed of and are set up to work together to 000�� implement the recommendations and strategies of the plan. Action Steps: • Inform all levels of staff of the direction of the Plan, allow for staff input, encourage buy -in, and encourage input from all staff members. • Provide cross - departmental staff teams /team members, as appropriate, with education development opportunities, necessary equipment, and supplies. 12 I, • • i 'At-71,12 L 1 • I/ I r Y�Y •a L LL Strategy: Create standards for all community services activities and services. Action Steps: • Establish service standards for all community services activities. Suggested criteria for service standards include: • Programs: participation levels, revenue, instructors, customer satisfaction, cost per experience (or per hour, per class), customer retention • Instructors: experience, knowledge, friendliness, recruiting, rewarding, training, standards • Volunteers: experience, knowledge, friendliness, recruiting, rewarding, training, standards • Facilities: cleanliness, aesthetics, comfort • Staff: Experience, knowledge, friendliness, rewards, training, trends Action Steps: • Identify all major maintenance tasks including such things as: • Turf /Mowing • Plantings • Restrooms • Sidewalks and paths • Irrigation • Weed and insect control • Curb appeal • Playground and picnic equipment • Courts and fields • Litter control • Evaluate and develop a scoring system for each task to meet desired and consistent service levels. • Involve staff in the development of the standards and scoring system. • Conduct maintenance standards training for all staff. • Establish and monitor recordkeeping procedures to document the actual hours and materials costs for each maintenance operation. • Apply appropriate maintenance standards and define set up /tear down requirements for all special events, tournaments, or other activities that currently stress resources. Assure adequate staffing and funding to take on the task, prior to making a commitment. Strategy: Seek ways to respond to identified programming priorities The Department has a strong reputation for being responsive to community desires within budget constraints. The citizen survey and public input sessions highlighted areas of additional programming desire including: 13 • Opportunities to connect people to the natural environment • Additional learn -to -swim, water fitness and outdoor swimming • Outdoor leisure pool opportunity • Additional special events and family /community gathering opportunities • Expansion of art, dance and performing arts opportunities • Expansion of fitness and wellness programming Action Steps: • Evaluate the development of new programs based on community interests. 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 citizen survey, then the programs should be considered for expansion. • Establish criteria for the implementation of new programs (based on research and feedback). The Department should pursue program development around the priorities identified by the survey, using the following criteria: • 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 Department within two seasons • 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) • Develop program evaluation criteria for existing offerings and implement annually. Using historical participation levels to determine program popularity and participant feedback can be helpful in deciding if programs should be continued. Annually all current programs should be evaluated 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 include: • 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, change the time /day the program is offered and change the format or instructor? If not, it may be time to discontinue the program. • Is there information contained in the participant 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? 14 Strategy: Identify and develop programs related to new trends in parks, recreation, and cultural arts The City should continue its leadership in this area by developing facilities and programming that are on the cutting edge in parks, recreation, and cultural arts. Continuing to diversify recreational opportunities will enable the department to attract revenues through fees and charges that will support the desires of residents. Action Steps: • Focus on the enhancement of fitness and wellness components at recreation centers. Regularly update fitness equipment to stay current with fitness trends and public demand and seek opportunities to expand the size of the fitness facilities through renovation and new facility development. • Prepare for the fitness and wellness desires of the aging baby boomers. This group is also known as the group entering into the traditional "senior' age group of 55 and over, who do not identify with the term "senior." This cohort is seeking a continued active lifestyle and is not likely to partake in traditional "senior" offerings. • Provide concurrent youth and adult programming as a way to increase participation. There are many successful youth programs offered by the Department for which adults are bringing and picking up children. The Department should offer more adult programming, such as fitness and wellness, concurrently with youth programming as a way to entice parents and guardians to stay and participate in programs. GOAL 4: PURSUE COMBENSIVE SERVICE DELIVERY As a tax supported operation, it is important that efforts are made to reach underserved segments of the population. Strategy: Reach out to those with financial need. Action Steps: • Review the existing financial assistance program to maximize use. Seek assistance from other providers of low- income services to help promote the opportunity. Assure that use of the program is available in the most dignified manner possible. • Research transportation accessibility issues and work with other community groups and private entities (such as public transit or the school bus system) to develop options to address needs. Transportation for low- income families was identified in the focus group sessions as a significant barrier to participation. Strategy: Assure programming opportunities are reasonably available to all geographic sectors of the City. The facilities and programming offered should be thought of as a system. Some of the components in the system, due to their expense, should be available to serve the whole community (such as indoor 15 swimming pools), and some should be available to serve local neighborhoods (such as after school programming). Action Steps: • Investigate ways that facilities and programs can be accessible to more people through connectivity of the trail system for pedestrian and bike use, better public transit, parking availability and general awareness of opportunities. • As growth continues in the west part of town, pursue an indoor multi - purpose recreation facility to serve that geographic sector. GOAL Im S= CONWYIN VOL VEMEi AO MEW The Department has an excellent reputation for responsiveness to the community. The opportunity exists to become more pro- active in this regard. solicit community input in program and facility planning efforts. Action Steps: • Implement a Standard Practice for Customer Program Feedback, Program Evaluation and Program Development. Customer feedback will help improve programming by being able to respond to customer needs in a timely matter. Information sought from participants should include: • Satisfaction levels and supporting reasoning • Suggestions for improvements to programs • Suggestions for new programs Solicit youth input through future surveys and other opportunities. Soliciting youth feedback is a challenging proposition for parks and recreation entities. Working with other service providers may also provide important information and opportunities to attract this age group. • Create a "Mystery Shopper" program where secret shoppers evaluate services anonymously and results are tracked. Strategy: Expand Department volunteer opportunities. Action Steps: • Seek volunteer effort to support expansion of programming into opportunities to connect people to nature. Many individuals and groups are interested in sharing their expertise and /or sweat equity with a goal of promoting stewardship of our natural resources. • Harness the energy of seniors and the retiring baby boomer generation as instructors and program leaders. Across the country, interest is being expressed in sharing expertise and hobbies. • Consider the addition of a volunteer coordinator in the department, or a shared volunteer coordinator in the City. A successful volunteer program must be well organized and 16 advertised, with specific, rewarding, and recognized opportunities that allow individuals and groups to feel they are contributing to a larger goal. • Create a "Park Ambassador" program where residents living adjacent to parks are trained to inspect parks and then file a weekly report in exchange for a nominal fee or pass. Strategy: Effectively communicate Department offerings to public. In the citizen survey, 'not being aware of the department program offerings' was one of the top reasons given for not participating. Action Steps: • Enhance the branding and identity of the Department. Providing a consistent look to department advertising in the brochure, on the web site, on flyers, maps, etc., will help the community become aware of what is available to them and of the breadth of the offerings. • Celebrate the accomplishments of the department in promotional materials. Focus groups and public meetings brought to light that many existing participants in department activities, programs and use of facilities are unaware of the variety and expanse of what is available. Most participants have a relatively narrow view of what is available and outcomes achieved based on their limited use of department offerings and facilities. It is a suggestion of the community that the department "toot its own horn," in order to gain support for future endeavors. • Coordinate Department of marketing and communication opportunities with citywide efforts. • Create an annual marketing plan for the Parks and Recreation Department. • Update and expand website marketing efforts. The web site can serve as a one stop shop for everything in which the department is involved, including program offerings, facility information, trail and facility maps, opportunities through volunteerism and the Foundation, financial assistance, etc. • Develop an evaluation processfor marketing media such as newspaper, seasonal brochures, website, direct mail, targeted e- mails, radio, and television advertising to continuously determine effectiveness of marketing dollars. GOAL t%s AMURB fY NAKIAL SLrMCl LABILI TY Diversity in the department's funding and revenue portfolio is as important in the public sector as in the private sector. Strategy: Research potential traditional funding opportunities. The City has the ability to use these mechanisms to enhance the quality of life in Iowa City and expand recreation, park, open space, trails, programs, and services to the community. 17 Action Steps: • Work with the City, residents and partners to establish additional revenue through a combination of the following sources to implement the recommendations of the Master Plan: • Potential redirection of existing City funds • Alternative Funding options (see Section V) • Strategic partnerships • Fees and charges • Further investigation of support for an education campaign for a ballot initiative to pass a bond referendum for future capital improvements. Strategy: Pursue alternative funding to implement the Master Plan Many departments within Iowa City have experienced challenging times in the recent past, with limited funding and staffing levels, and the Department should explore the best means of achieving its funding goals. Alternative funding methods may be instrumental to the operations of the City's recreation programs and facilities on an ongoing basis. Allocating resources (assigning staff time, matching funds, etc.) to pursue alternative funding should be considered an investment in the future, with an outlined and expected positive rate of return. Action Steps: • Identify opportunities to increase community support and revenue opportunities such as grants, partnerships, sponsorships, volunteers and earned income (see Section Vfor Alternative Funding Resources). • Assign staff resources and /or investigate the possibility of utilizing volunteer efforts to apply for such funding. • Develop a "Wish List" to identify philanthropic opportunities that align with these needs. Once identified, aggressively apply for grant funding and Foundation assistance. • Expand and formalize a volunteer program to include standards, recruiting, training, retaining, and rewarding volunteers in all program areas. • Create new and formalize existing Sponsorships (see Sample Sponsorship Policy in Appendix III) with equity agreements that are reviewed annually. • Create an annual "Sponsorship Manual" listing all the opportunities for the year and distribute within the community in a menu format that creates a sense of urgency within the business community. • Work with Parks and Recreation Foundation to facilitate the receipt of grant funds and other fundraising activities. • Seek collaborations with developers for future development projects to include recommended parks and recreation facilities and standards _Strategy: Review the Department's cost recovery philosophy and policy and update as necessary. It is suggested that the City employ a cost recovery policy that provides the foundation for setting fees and charges based on the organizational vision, mission, and values of the City, and who in the m community benefits. This will help determine the cost recovery and subsidy level of each program and facility and serve as a tool to monitor these goals over time. Action Steps: • Clarify the Department's Pricing Policy and Strategy. If a pricing policy exists, even loosely, it should be fine -tuned to provide expanded detail in guiding management decisions. If a written policy is not in existence, one should be created. • Refine Cost Tracking. Review direct and indirect costs assigned to specific programs and facilities in order to assure consistency in balancing costs with revenues. Assure that the accounting system is capable of providing information monthly, quarterly, and annually to inform management decisions. • Identify citywide participant categories. Participant category examples for use of facilities and programs include resident and non - resident, age, partners identified through various inter - governmental agreements, non - profit organizations, and private organizations, as well as many others. • Determine fee schedule and subsidy levels. Based on the Pyramid Methodology for resource allocation and cost recovery (see Appendix IV), for each program /activity and facility, determine the subsidy /cost recovery target level incorporating participant categories. • Partial Cost Fee: recovers something less than full cost. This partial cost fee could be set at a percentage of direct costs, all direct costs, all direct costs plus a percentage of indirect costs, or some combination. • Full Cost Fee: recovers the total cost of a service including all direct and all indirect costs. • Market Rate Fee: based on demand for a service or facility. Determine the market rate by identifying all providers of similar services (e.g., private sector providers, other municipalities, etc.) and setting the fee at the highest level the market will sustain. • Consider policy revisions to increase revenue generation potential. • Use discounted fees as a special promotion such as reduced fee hours during off peak times. • Reconsider the current alcohol policy to allow for limited and appropriate alcohol use to make rental opportunities more attractive. 60118,11 couaaRREWrxcaMwNma16awurioWNoaUwNEsus Strategy: Build partnerships within the community to take advantage of existing facilities, share new facilities, and provide additional programming and services to the community. Action Steps: • Investigate partnerships with local medical and health organizations to increase fitness and health programming particularly for the aging population and youth population within the community. 19 • Create new and formalize existing partnerships (see Sample Partnership Policy in Appendix V) with equity agreements that are reviewed annually. • Strengthen and expand Intergovernmental Agreements (IGAs) with schools for use of fields, gyms, and multipurpose spaces. • Explore the possibilities of revising and promoting adopt -a- park /trail programs to help with park maintenance, beautification, and civic pride. • Investigate, where appropriate, collaborations with entities suggested by the community during the public input process of this master planning effort • Large businesses and local businesses • Chamber of Commerce, Visitors and Convention Bureau, ICCCBB Sports Authority for the promotion of sporting events • Iowa City Area Development Group (ICAD) • University of Iowa and Kirkwood College, public schools • Neighborhood Groups • Support Groups (dog park group, Friends of the Iowa River Scenic Trail (FIRST), sports groups, Project GREEN, Friends of Hickory Hill, Backyard Abundance, (- WATER, Johnson County Heritage Trust, Master Gardeners, Future Perfect • City Council, City Commissions, Public Art Commission, Planning and Zoning Commission, other City Departments • I -DOT, Johnson County, neighboring cities • Local associations of service providers: sports, martial arts, private /non - profits, UAY Strategy: Pursue a dynamic and mutually beneficial relationship with the Senior Center. The existing Senior Center serves the traditional "senior population" in a limited facility, by today's standards. As the baby boomer cohort moves into the 55 and over age group, its members will be looking for non - traditional and highly active physical and social opportunities. Action Steps: • Provide cross marketing between the existing senior and recreation programs in order to assure a comprehensive approach to serving the older adult population. • As new facility development opportunities present themselves seek ways to encourage participation by the older adult population through a comfortable setting with shared access to activity centers such as swimming pools, therapy pools and light weight fitness equipment. Strategy: Explore a community access relationship with the University of Iowa at its new Student Wellness Facility currently under construction. At this time, the University has intentions of community access with options of daily admission fees and annual fee for use of the pool, gym, and fitness facilities. The facility will provide the only indoor leisure pool in this part of the state. Fees are anticipated to be high in relation to fees at the existing recreation center, albeit for a higher service level offering. Community use times will be a second priority to all University uses and student needs. 20 Action Steps: • Continue discussions with the University to maximize community use times. • Seek to maximize the use of both pools to the extent possible in a complementary fashion. • Upon opening of the facility, monitor and evaluate community use opportunity. GOAL 9; CONTINUE TO PROVIDE EQUITABLE LOS IN EXISTING PARKS AND FACILITIES Strategy: Improve existing parks to meet community standards Action Steps: • Strive to replace or renovate all components scoring below community expectations. See list below for specific components that scored below community expectations. Playgrounds should be prioritized for renovation /replacement. Pa rk City Park Component Playground .. .. 1 Upper playground City Park Playground 1 Upper playground City Park Playground 1 Upper playground Court Hill Park Basketball 1 Needs surface repair Court Hill Park Natural Area 1 Small and littered Court Hill Park Educational Experience 1 Sign in disrepair Creekside Park Basketball 1 Needs surface repair Creekside Park Playground 1 Older Creekside Park Water Access, General 1 Creek is hidden Happy Hollow Park Basketball 1 Needs surface repair Highland Park Playground 1 Older Mercer Park Playground 1 Swings and climber older Mercer Park Basketball 1 Needs surface repair North Market Square Park Basketball 1 Needs surface repair Peninsula Park Water Access, General 1 Visual access only to water Scott Park Open Water 1 Creek is hidden Sturgis Ferry Park Water Access, Developed 1 Access to water is steep unless via boat trailer Terrell Mill Park Shelter 1 Needs repair Terrell Mill Park Volleyball 1 Needs surface repair Tower Court Park 1 Playground, Local 1 1 Older 21 • Add comfort and convenience features to parks where missing, such as benches, drinking fountains, and restrooms. It is recommended that at least 7 out of the 14 listed comfort and convenience features listed in the park inventory data report be provided in each park. (Refer to park inventory data for a list of missing comfort and convenience features by park.) • Consider adding restrooms to more neighborhood parks to increase the length of stay for families at parks. Parks in locations that are not in proximity to other parks with restrooms include: East Iowa City • Pheasant Hill Park • Court Hill Park West Iowa City • Benton Hill Park • Brookland Park or • Harlocke Hill Park • Continue to make the development of Sand Lake Recreation Area a priority. • Either upgrade all basketball courts to a playable level or remove some courts and concentrate efforts on a few that will get the most use overall. System wide, basketball courts are in conditions that are below community standards. The community survey reports that the small need for courts in the community are being largely unmet. • Continue to upgrade playgrounds as funding is available. The list of components in the first strategy of Goal 9 lists the playgrounds that are priorities for replacement. • Continue to work with the City to find construction techniques that increase maintenance efficiencies along the Downtown Pedestrian Mall. • Pursue plans to build out ballfields in Kicker's Park. This is currently the best location for new ballfields in the City. Although the need for new fields is not eminent the City can expect to see increased demand in the next 5 -7 years as the community grows. • Add more shelters to I.C. Kickers Park to increase the comfort of park users • Add loop walks to parks as funding is available and opportunities exist. • Continue to upgrade and improve small neighborhood parks. These facilities ranked highly for need among the community • Improve Creekside Park to address low levels of walkable service in that part of town. Improvements can include: • Upgrade the basketball court or replace with a component selected by residents • Upgrade or replace the playground • Improve security lighting Strategy: Fill gaps in walkable service Action Steps: • Work with the School District to provide adequate recreational amenities at schools that are the singular providers of recreation in a neighborhood. Priorities include: • Henry Longfellow Elementary School • Helen Lemme Elementary School • Irving Weber Elementary School 22 o Shimek Elementary school • Work with other city departments to increase walkability throughout the community by adding sidewalks, pedestrian crossings, and bridging barriers. • Improve parks that lie in low service area (as shown in Perspective B, Appendix VI) to increase walkable recreational opportunities. Strategies outlined in Strategy 1.1 should be employed in park improvement. trategy: Continue to provide a high level of service of natural areas and environmental education 7 Access to nature and natural areas ranked highly as a need in the community survey. The City has a great base of resources from which to respond to this need. As parks and properties are being developed a priority should be placed on natural areas enhancement and creation Action Steps: • Continue to maintain and enhance natural areas throughout the system. • Enhance natural drainages, waterways, and native areas in developed parks. • Work with friends groups to improve and maintain soft surface trails within parks. • Increase interpretive signage at natural areas throughout the system. • Work to maintain a diversity of natural areas within the system including prairie, woodland, riparian areas, and wetlands. • Ensure that maintenance staff is trained in natural areas management techniques. • Partner with the U.S. Army Corps of Engineers to create canoe access to the Iowa River. • Conduct a feasibility study for the construction of a nature center. L Strategy: Identify and develop facilities for new trends in parks and recreation Diversifying recreational opportunities in Iowa City's existing parks by adding exciting new recreational facilities will ensure the creation of a system that will attract both new and old residents. Such facilities will continue to help make Iowa City unique in the region and will foster a positive image of the City for residents and non - residents alike. Action Steps: • Look for opportunities to add a "destination playground" to an existing park. Destination Playgrounds usually include special features such as a climbing wall, spray feature or adventure play. Often they involve special theming and opportunity to teach children and parent something of the local history, culture, or ecology of a n area. • Look for opportunities to add a "boundless playground." Boundless playgrounds are designed to be fully accessible to children with disabilities and represent a growing trend in parks and recreation. While built to serve the local community, both may potentially attract visitors from the region. • Look for opportunities to build spray grounds in parks. These can be added to existing parks or suggested as features of new park. They provide opportunities for water play without the staffing and maintenance needed for outdoor pools 23 • Consider adding a climbing feature to the next playground renovation. Climbing walls would be an addition to the parks that could be a unique draw to Iowa City Parks. 6011101 I PIAN FOR CONTINUED EQUITABIE IOS AS COMMUNITY GROWS Strategy: Add parks, trails, and facilities to respond to the growth needs of the community Action Steps: • Work with surrounding developments to bring utilities to Future Parks. • Plan and budget for park development based on development trends. Currently new development is concentrated in the western part of the community. Consider developing one of the future parks as the development continues. • Add park maintenance resources as additional park, trails, and facilities are added to the system as needed. • Review land dedication and impact fees for new development to ensure that the department is getting the needed resources to provide parks and recreation to new residents. • Work with interest groupsto add new dog parks to serve the southern and central part of Iowa City. The high density of the central core of Iowa City may justify the need to add an additional dog park to aid with the high number of residents without yards or transportation. 24 The southern part of Iowa City is another likely location for the addition of a new dog park to serve this area of the community. Strategy: Increase the level of service provided for indoor facilities Action Steps: • Work with the University of Iowa to gain access to new recreation center facilities. • Conduct a feasibility study for the construction of an indoor recreation /aquatic facility on the west side of Iowa City that includes multi - purpose program space, gymnasiums, walking track, fitness, aquatics, cardio and weight rooms • If feasible, design and construct a new indoor recreation /aquatic center on the west side of Iowa City GOAL 11; INCRMLfIIELQFSF.R VICE FOR TIPAIIS Strategy: Increase the level of service offered by existing trails in parks and throughout community Action Steps: • Increase neighborhood connectionsto multi -use trails • Add small shelters along trails to provide shelter during extreme weather conditions and sudden weather changes. • Create rest stations along all multi -use trails and wide sidewalks to encourage recreational use • Track trail maintenance tasks, hours, and expenses to determine actual trail maintenance costs • Modify the trial maintenance budget to reflect actual trail maintenance costs. Trail maintenance efforts should be balanced between available budget and user expectations. • Work to improve trails within parks to make them safe and enjoyable • Increase walking opportunities in parks by adding loop trails as allowable Strategy: Increase trail connectivity and overall trail network Action Steps: • As a priority in park and facility construction, prioritize trail construction in capital improvement spending. • Continue to build proposed trails as funding allows. Priorities for trail construction include: • Connections between existing trails • Connections between trails that create large loops • Connections to parks and greenspace • Connections to schools and other public facilities • Neighborhood connections to the larger network Pursue projects to add a bridge to cross the Iowa River bridging Peninsula Park and Crandic Park. 25 • Pursue funding to create a pedestrian underpass across Highway 218 at Hunters Run Park. Recommendation Cost Estimates The following table includes recommended capital projects and additional items that significantly impact the annual operational and maintenance budgets and are above and beyond what is currently funded in the City's FY09 -FY12 CIP Budget and the City's operating budget. All cost estimates are in 2008 figures. Funding sources listed are suggested methods of funding and can be enhanced with additional methods of funding. Overall staffing cost projections are included in the annual operational and maintenance cost estimates. Table 16: Cost Estimates and Funding Sources for 2009 -2020 Recommended Priorities Upgrade or replace playgrounds at Creekside, Highland, Mercer, and Tower court Parks (4 total) Add restrooms to one west side park Add two small shelters to multi -use trails Construct Planned Trail Projects Create a renovation master plan for Creekside Park Addition of one maintenance worker Kickers Soccer Park improvements Butler Bridge Pedestrian Trail City Park Trail lighting Frauenholtz - Miller Park development Hickory Hill Bridge Napoleon Softball Field renovation North Market Square Park redevelopment Outdoor ice rink $240,000 CIP $150,000 CIP $5,000 General Fund $30,000 CIP $2,000 General Fund $3,000,000 CIP, Partnerships, $10,000 /mile per General Fund Grants year Y $10,000 General Fund N/A N/A N/A N/A $38,000 General Fund $890,500 CIP N/A N/A $550,000 CIP, Grants $1,000 General Fund $240,000 CIP $2,500 General Fund $280,000 CIP, N.O.S. Fees $5,000 General Fund $50,000 CIP N/A N/A $180,000 CIP N/A N/A $280,000 CIP N/A N/A $400,000 CIP $20,000 General Fund 26 Pedestrian bridge- $1,300,000 CIP $1,000 General Fund Peninsula/Rocky Shore Adventure Playground General Fund Construct Planned Trail $8,000,000 Peninsula Park $300,000 CIP $2,500 General Fund development Add restrooms to one $150,000 east side park Recreation center $225,000 CIP N/A N/A improvements maintenance workers Sand Prairie $260,000 Sand Lake Recreation $5,900,000 CIP, Grants, $50,000 General Fund Area (in 2008 dollars) Donations Waterworks Prairie $115,000 CIP, Donations $1,000 General Fund Park Hospice Memorial Wetherby Park $200,000 CIP, CDBG, N.O.S., $5,000 General Fund splashpad Grants, Donations Total 2009 -2012 CIP $11,340,500 (in 2008 dollars) Replace upper General Fund playgrounds at City $750,000 Park with a Destination/ N/A Adventure Playground General Fund Construct Planned Trail $8,000,000 Projects General Fund Implement Creekside $300,000 Park Master Plan General Fund Add restrooms to one $150,000 east side park Add two small shelters $30,000 to multi -use trails Addition of two N/A maintenance workers Sand Prairie $260,000 development Scott Park development $450,000 Total 2013 -2016 CIP $9,940,000 (in 2008 dollars) CIP, Partners ips, Sponsorships, $10,000 General Fund Grants CIP, Partnerships, Grants CIP CIP CIP, Grants N/A CIP, Grants CIP 27 $10,000 /mile per General Fund year N/A N/A $5,000 General Fund $2,000 General Fund $76,000 General Fund $5,000 General Fund $2,500 General Fund Construct Planned Trail $10,000,000 CIP, Partnerships, $10,000 /mile per General Fund Projects Grants year Acquire and Construct Dedication Fees, New Park in West part unknown unknown General Fund of City Bond, CIP Construct additional $5,000- CIP, Partnerships, large dog park in south- $1150,000 Grants $8,000 General Fund central part of City Feasibility Study for Recreation /Aquatic $70,000 General Fund N/A N/A Center on West side of community Design and Construct a new Recreation / $15,000,000- Bond $500,000 General Fund Aquatic Center on West $20,000,000 side of City Total 2017 -2020 CIP +/- (in 2008 dollars) $30,220,000 Total 12 Year CIP +/- (in 2008 dollars) $42,880,000 Benton Hill Park I 11. Past, Present, and Future- The Planning Context A. Iowa City Parks & Recreation Goal Statement Provide a high - quality level of leisure time opportunities, increase the number of people served, improve the quality of program delivery, and advocate the benefits of recreational involvement to the general public. B. Purpose of this Plan The Iowa City Parks, Recreation and Trails Master Plan is intended to help meet the needs of current and future residents by positioning Iowa City to build on the community's unique parks and recreation assets and identify new opportunities. The citizen - driven plan establishes a clear direction to guide city staff, advisory committees, and elected officials in their efforts to enhance the community's parks system, open space, trails, recreation facilities, programs, and services. C. History of Iowa City Parks and Recreation Department The history of public parks in Iowa City can be traced back to 1839, which shows both College Green Park and North Market Square Park as part of the original city plat. The early history of parks is unclear, but it is known that the original Park Board was established by code around 1905. It would seem that this timing might have had something to do with the acquisition of land in 1906 that became City Park, which remains today as the City's most popular park, and one of its largest. Organized public recreation began in the early 1930's. One of few facilities available at the time was a small privately owned and operated swimming pool in City Park known as the "Big Dipper." Beginning in the latter part of 1932, students from the University of Iowa's Physical Education Department conducted a part -time recreation program on Wednesday evenings and Saturday mornings at the American Legion's gymnasium, located at the corner of College and Gilbert Streets. In June, 1934, a supervised Summer Playground program was introduced at Longfellow School. As community support grew, a Board of Recreation Works was formed, and in 1934 the Board employed the City's first Recreation Director. Financial support came from the Iowa City Women's Club and Community Chest funds. In July 1936, there was a fire in the American Legion Building and it was heavily damaged. After being renovated, the building's name was changed to the Iowa City Community Building. Among other things, it became the local recreation center and included a gymnasium, rifle range, handball court, and a small restaurant. In June, 1944 the citizens of Iowa City voted to establish a Playground and Recreation Commission to be supported by public taxation. The Commission held its initial meeting in September, 1944 with H.S. Ivie serving as President, and noted historian Irving Weber as Vice - President. In 1947 voters approved a $50,000 bond issue, to go with $62,500 already saved, for the construction of a new swimming pool in City Park. The pool opened in June, 1949, and is still operating today. In 1952 a rather unique operation was established in City Park - children's carnival rides, which included a train, Ferris wheel, carousel, and other rides. This was a privately owned operation of the Drollinger 29 family who continued to operate the rides for 47 years, and covered three generations. They paid a small percentage of their income to the City as rent for the property. When the Drollingers decided to retire from the business in 1999 the City purchased the rides in order to keep this tradition alive. This is believed to be the only city -owned park in the State to offer this type of attraction. In 1955, a second fire destroyed the Community Building, and the recreation offices were moved to the airport building for two years; programs were conducted at various buildings throughout the City. In 1956 a proposed bond issue to construct a new recreation center was defeated. That same year the recreation offices were moved to 130 Lafayette Street. Then in 1962 the citizens of Iowa City overwhelmingly passed a referendum to construct a new recreation center, now known as the Robert A. Lee Community Recreation Center, named in honor of Iowa City's Superintendent of Recreation from 1951 to 1983. Total cost to construct and equip the new building was $715,000. In September, 1964, as the new Recreation Center neared completion, the City Council voted to abolish both the publicly elected Park Board and the Playground and Recreation Commission, and to merge the functions of these separate units into a single advisory body to be known as the Parks and Recreation Commission, which still exists today. The Park Board, however, did not go quietly, feeling the City Council did not have the authority to abolish a publicly elected board. They eventually took their case all the way to the State Supreme Court which upheld the legality of the City Council's action. At the time of this merger, there were eight public parks in existence: Black Springs Circle, Brookland, City, College Green, Court Hill, Creekside, Happy Hollow, and North Market Square. The total parkland inventory amounted to 129 acres, 107 of which were in City Park. Today the City manages over 1,600 acres of parkland /open space, which includes 42 developed parks, with 31 playgrounds, 43 athletic fields, 45 park shelters, 75 community garden plots, over six miles of nature trails and miscellaneous other amenities such as tennis courts, basketball courts, bocce courts, horseshoe courts, dog park, disc golf, etc. The City's trail system has grown to include over 50 miles of trails. Since 1997 three major regional parkland areas have been acquired: Peninsula Park, Waterworks Prairie Park, and Sand Lake Recreation Area. In 1972 the Parks and Recreation Department launched a new Farmers Market program, which initially consisted of 17 stalls and operated Saturday mornings. It now operates Wednesday evenings with 57 stalls and Saturday mornings with 112 stalls. In 2006, two indoor holiday markets were added to the program, which are very popular. Recognizing the need for programs to accommodate people with special needs, the Special Populations Involvement (SPI) program was established in 1974, initially funded with a one -year grant awarded by the Bureau of Education for the Handicapped. The SPI program became fully funded by the City, and has grown to a comprehensive recreation program serving over 500 people. This program is nationally recognized, having received the prestigious National Gold Medal Award in 1984 and again in 1992. As the years passed several major recreation facilities were constructed, and others renovated, to add to the City's recreation offerings. The new facilities include: The Mercer Park Aquatic Center, a cooperative project with the Iowa City Community School District, which opened in 1988; a cooperative arrangement was entered into with the University of Iowa in 1996 forjoint use of the Hawkeye Softball Complex; the Iowa City Kickers Soccer Park opened in 1997; the Scanlon Gymnasium was added to the 30 Mercer Park Aquatic Center in 1999; the Riverside Festival Stage, home to Riverside Theatre's Annual Shakespeare Festival, opened in 2000; the Iowa City Skate Park was completed in 2002; the Thornberry Off -Leash Dog Park, in cooperation with Johnson County DogPAC, opened in 2006; the Grant Wood Community Gym, another cooperative project with the School District, also opened in 2006; the Peninsula Park Disc Golf Course was completed in 2007; and the City and University entered into an agreement in 2007 which will allow for a University Boathouse (with community use) to be constructed in Terrell Mill Park, scheduled to open in 2009. The number of recreation programs and activities offered has also grown over the years. From the meager beginnings of pond swimming, a marble tournament, and one playground program, the Department now offers over 1,000 activities annually. To enhance and expand upon the opportunities offered to the community, the Department also partners with a number of organizations. In addition to an arrangement with the School District for joint use of facilities, the Department has long- standing relationships with a number of "affiliates," the largest of which are: Iowa City Boys Baseball, Iowa City Girls Softball, Babe Ruth Baseball, Iowa City Kickers Soccer Club, and the Iowa City Eels Swim Club. D. Parks and Recreation Department Overview Department Description Iowa City Parks and Recreation is a department of the City of Iowa City and receives funding authorized by the City Council through budget appropriations. Funding is also provided through fees charged for specific programs and services and through grant funds. Additionally, the Iowa City Parks and Recreation Foundation provides funds through donations and bequests that enhance department programs, services, and projects. Through these means, parks and recreation programs and services are provided and maintained for the citizens of Iowa City. E. Related Planning Efforts and Integration The City of Iowa City has undertaken several planning efforts in recent years that have helped inform the planning process for this Parks and Recreation Master Plan Update. These efforts include: • City of Iowa City Comprehensive Plan • Neighborhood Open Space Plan • Existing Trails Plan • Existing Park Plans • Existing Policy Manuals F. Methodology of this Planning Process This project has been guided by a project team, made up of city staff and the Park and Recreation Commission. This team provided inputto the GreenPlay consulting team throughout the planning process. This collaborative effort creates 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: 31 Needs Assessment and Public Involvement • Review of previous planning efforts and city historical information, and a recent statistically valid community interest and opinion survey. • Consideration of the profile of the community and demographics, including anticipated population growth. • Extensive community involvement effort including focus groups, meetings with key stakeholders, and community -wide public meetings. • Identification of alternative providers of recreation services to provide insight regarding the market opportunities in the area for potential new facilities and services. • Research of trends and statistics related to American lifestyles to help guide the efforts of programming staff. Level of Service Analysis • Interviews with staff to provide information about parks and recreation facilities and services, along with insight regarding the current practices and experiences of the City in serving its residents and visitors. • Analysis addressing recreation, parks, and related services. Inventory • Inventory of parks and facilities using existing mapping, staff interviews, and on -site visits to verify amenities and assess the condition of the facilities and surrounding areas. Assessment and Analysis • Review and assessment of relevant plans. • Organizational SWOT Analysis. • Measurement of the current delivery of service using the GRASP® Level of Service Analysis and allowing for a target level of service to be determined that is both feasible and aligned with the desires of citizens as expressed through the citizen survey. This analysis is also represented graphically in GRASP® Perspectives. • Exploration of finance and funding mechanisms to support development and sustainability of the system. Recommendations: Goals, Strategies, and Action Plan • Identification and categorization of recommendations into themes with goals, objectives, and an action plan for implementation. • Development of an action plan for capital improvements including cost, funding source potentials, and timeframe to support the implementation of the plan. G. Timeline for Completing the Master Plan Start -up Needs Assessment and Public Involvement Inventory and Assessment of Existing Facilities Program and Services Inventory and SWOT Analysis Findings Compilation Report Guidelines, Standards and Recommendations 32 August 2007 September 2007 - February 2008 September 2007 - March 2008 September 2007 - March 2008 April 2008 May - June 2008 Financial Resources and Expenditure Analysis Recommendations and Action Plans Final Plan and Presentation April -July 2008 June - August 2008 September 2008 Carousel in City Park 33 III. What We Want- Our Community and Identified Needs A. Community Profile and Demographic Information This analysis uses figures from the 2000 U.S. Census, as well as projections from ESRI Business Information Solutions. ESRI offers a more current look at Census data by calculating current year estimates (2007), as well as five -year projections (2012) for overall population and population breakdowns. Service Area and Population The primary service area for this analysis is the City of Iowa City, Johnson County, and the State of Iowa. All estimated 2007 populations, as well as projected population and demographic breakdowns by population are taken from ESRI. The projected 2007 population for Iowa City is 66,177, for Johnson County is 124,240, and for Iowa is 3,030,140. Population, Age Ranges, and Family Information Population Distribution Population growth percentages from 2000 to 2007 for the City of Iowa City, Johnson County, and the State of Iowa are illustrated in Figure 1. Johnson County is estimated to have experienced a population growth of over 10 %, compared to the State at only 3.4 %. Iowa City is estimated to have grown less rapidly than the County, at slightly less than a 6% increase in population over the last seven years, but much more rapidly than the State. Figure 1: Percent change in population 2000 to 2007- the City of Iowa City, Johnson County, and Iowa Percent change 2000 -07 12.0% 10.0% s.0 °%° 6.0 °% 4.0 °% 2.0 °% 0.0 °% Iowa City Johnson County Iowa Age Distribution The following age breakdown is used to separate the population into age sensitive user groups and to retain the ability to adjust to future age sensitive trends. Percent of population distribution by age for Iowa City, Johnson County, and Iowa is shown in Figure 2. 34 • Under 5 years: This group represents users of preschool and tot programs and facilities, and as trails and open space users, are often in strollers. These individuals are the future participants in youth activities. • 5 to 14 years: This group represents current youth program participants. • 15 to 24 years: This group represents teen /young adult program participants moving out of the youth programs and into adult programs. Members of this age group are often seasonal employment seekers. • 25 to 34 years: This group represents involvement in adult programming with characteristics of beginning long -term relationships and establishing families. • 35 to 54 years: This group represents users of a wide range of adult programming and park facilities. Their characteristics extend from having children using preschool and youth programs to becoming empty nesters. • 55 to 64 years: This group represents users of older adult programming exhibiting the characteristics of approaching retirement or already retired and typically enjoying grandchildren. • 65 years plus: Nationally, this group will be increasing dramatically. Current population projections suggest that this group will grow almost 70% in the next 13 years. Programming for this group should positively impact the health of older adults through networking, training and technical assistance, and fundraising. Recreation centers, senior centers, and senior programs can be a significant link in the health care system. This group generally ranges from very healthy, active seniors to more physically inactive seniors. Figure 2: 2007 Population Breakdown Percent of Total by Age- Iowa City, Johnson County, and Iowa ElowaCity EJohnsonCounty o l w 40.0% 35.0% 30.0% 25.0% 20.0% 15.0% 10.0% 5.0% 0.0% Under5 5 -14 15 -24 25 -34 35 -44 45 -54 55 -64 65+ Source: ESRI Business Information Solutions 35 Population Comparisons Overall, Iowa City has much higher populations in the 15 -24 years category, as well as higher populations in the 25 -34 years category, when compared to Johnson County and Iowa. Given the large population of Iowa University students in Iowa City, it is expected that the populations in these age groups will be significantly higher. By contrast, the State, when compared to both Iowa City and Johnson County, has a higher percentage of population in the older age categories (35 and older) and in the youngest age categories (14 and younger). Iowa City has lower population percentages in the youngest age categories than both the County and State, as well as lower percentages of population in the oldest age categories, than both the County and State. The median age for Iowa City is 26.7, for Johnson County it is 29.4, and for Iowa it is 37.9. Gender (2007) According to ESRI Business Solutions, the 2007 population estimate for Iowa City is 49.3% males and 50.7% females. For the County the 2007 estimates are 49.9% males and 50.1% females, and for the State are 49.3% males and 50.7% females. Race /Ethnicity (2007) Statistics gathered from ESRI Business Solutions provide the race and ethnicity breakdown for Iowa City, Johnson County, and Iowa. As shown in Table 1, the race with the largest population is White for all three regions. By comparison, Iowa City has a more racially and ethnically diverse population than the County and a more racially diverse population than the State. Table 1: Race /Ethnicity Comparisonsfor 2007 Race White Alone Iowa City 83.5% Johnson County 87.1% Iowa 92.4% African American Alone 4.3% 3.3% 2.4% American Indian Alone 0.3% 0.3% 0.3% Asian or Pacific Islander Alone 8.5% 6.3% 2.0% Some Other Race Alone 1.6% 1.3% 1.7% Two or More Races 1.8% 1.6% 1.2% Total Ethnicity 100% Iowa City 100% Johnson County 100% Iowa Hispanic /Latino Origin (Any Race)* 3.7% 3.3% 3.7% Source: ESRI Business Information Solutions *Persons of Hispanic Origin may be of any race. This number reflects the percentage of the total population. Education According to ESRI Business Information Solutions and shown in Table 2, more than half of all residents in Iowa City have a bachelor's degree or higher. The University of Iowa students and staff make up a large portion of the overall population of Iowa City, thus it is expected that the educational attainment levels of the residents in Iowa City are much higher than those of the County or State. In Johnson County 36 47.5% of residents have a bachelor's degree or higher and in the State of Iowa 21.2% have a bachelor's degree or higher. Table 2: Educational Attainment — 25 Years and Older (2000) Level of Education Attained Less than 9th Grade Iowa City Johnson 1.9% County 2.8% Iowa 5.6% 9`h -12`h Grade, No Diploma 3.3% 3.5% 8.3% High School Graduate 15.4% 19.8% 36.1% Some College, No Diploma 17.7% 18.8% 21.4% Associate Degree 5.8% 7.4% 7.4% Bachelor's Degree 28.1% 26.1% 14.7% Master's /Prof /Doctorate 27.8% 21.4% 6.5% Source: ESRI Business Information Solutions The University of Iowa Iowa City is home to the University of Iowa. According to the University of Iowa (http: / /www.uiowa.edu /facts /index.htmi) the University has a current enrollment of 30,409 students of which 20,907 are undergraduate, 5,482 are graduate, and 4,020 are professional students. Additionally, the University employs 1,700 tenure or tenure track professors, 456 clinical or clinical track faculty, 7,440 professional and scientific staff, and 5,398 general service staff. It is difficult to assess the exact number of University of Iowa students and staff that are included in the overall Iowa City population. According to the University Registrar's Office approximately 12% of students live outside of Iowa City and city staff estimate that approximately 5,500 students living in dorms are not counted in the census as well as an undetermined number living off campus. City staff also estimates that approximately 20% of IU staff live outside of Iowa City. Household Income According to ESRI Business Information Solutions, the estimated 2007 median household income for Iowa City is $42,412 and per capita income is $27,210, both are slightly lower than the County ($49,829 and $29,856, respectively). The median household income for the State is $49,331 and per capita income is $25,252. The median household income for Iowa City is lower than both the County and State, likely because of the large student population. Figure 3 shows the percent of households by income. 37 Figure 3: Households by Income- Iowa City, Johnson County, Iowa The highest percentage of households in Iowa City earn less than $15,000 annually (18.1 %). The second highest percentage of households in the City earn over $100,000 annually (17.4 %). Again, this seeming discrepancy is likely due to the fact that Iowa City is a college town with a combination of students and more established residents. In Johnson County, the highest earning bracket is over $100,000 (20.3 %), followed by the $50,000- $74,999 a year bracket (17.2 %). In the State of Iowa, the highest percentage of the population earns between $50,000- $74,999 (22.4 %), followed by the $35,000- $49,999 category (17.0 %). Overall, only 14.3% of the State's population earns over $100,000 annually. Household Size and Units The 2007 average household size in Iowa City is 2.15 persons. The average household size in Johnson County is 2.26 persons, and in the State it is 2.41 persons. Table 3 shows that Iowa City has a significantly higher renter occupied housing units than the County and the State. Again, the large number of students in Iowa City explains the high percentage of rentals. The State has a much higher percentage of vacant housing units, a much lower percentage of renter occupied housing units, and a much higher percentage of owner occupied housing units when compared to the County and Iowa City. However, compared to the overall population in the United States, the percentage of vacant housing units in the State is 2% lower, and the percentage of renter occupied housing is 4.9% lower. The percentage of owner occupied housing units in Iowa is 6.9% higher than the U.S. Table 3: Housing Units Owner Occupied Housing Units 45.9% 55.9% 68.2% Renter Occupied Housing Units 49.9% 39.2% 23.9% Vacant Housing Units 4.2% 4.9% 7.9% Source: ESRI Business Information Solution M Employment According to 2007 estimates, 96.3% of the 16 and older population in the labor force is civilian employed in Iowa City. In Johnson County 96.9% of the 16 and older population is employed, and 96.0% of the population in the State is civilian employed. According to 2007 estimates of the employed work force in Iowa City, approximately 69.8% are engaged in white - collar professions such as management, business, financial, and sales. The balance of the work force is engaged in service industries (17.9 %) and blue - collar (12.3 %) professions. Johnson County reflects similar percentages as Iowa City, 68.5% are engaged in white - collar professions, 16.1% in service industries, and 15.4% in blue - collar professions. The State, however, has a much lower percentage of the population engaged in white - collar professions (56.5 %), and a much higher percentage engaged in blue - collar professions (27.9 %). The remainder of the population of Iowa, 15.6 %, is engaged in service industries. Additional Information Health and Obesity The United Health Foundation has ranked Iowa 11th in its 2006 State Health Rankings. It was 10th in 2005. The State's biggest strengths include: • Low rate of uninsured population • Low incidence of infection disease • Ready access to adequate prenatal care • High rate of high school graduation • Low infant mortality rate Some of the challenges the State faces include: • Low per capita public health spending • High prevalence of obesity Source: http:// www. unitedhealthfoundation .org/ah2OO6 /states /lowa.html Population Forecasts Although we can never know the future with certainty, it is helpful to make assumptions about it for economic reasons. 2000 populations are from the 2000 US Census. 2007 and 2012 projections were derived from ESRI Business Information Solutions. All three regions: Iowa City, Johnson County, and Iowa, are estimated to decrease in rate of growth over the next five years. Iowa City's growth rate is projected to slow down by 1.5% over the next five years. Johnson County's growth rate is anticipated to decrease by 3.8% and the State's by 0.9 %. Figure 4 illustrates estimated percent change in population for Iowa City, Johnson County, and Iowa for 2007 -2012 as percent change in population from 2000- 2007. Table 4 contains estimated population increase for Iowa City, Johnson County, and Iowa. 39 Figure 4: Percent change in population- Iowa City, Johnson County, Iowa 2000 -2007, 2007 -2012 Source: ESRI Business Information Solutions Table 4: Population projections and percent change- Iowa City, Johnson County, Iowa 2000 ■ Iowa City ■ Johnson County o Iowa 111,006 15.0% 2007 66,177 10.6% 124,240 10.6% 3,030,140 3.4% 10.0% 69,274 4.4% 5.9% 6.8% 5.0% 3.4% 4.4% 2.5% 0.0% 2000 -2007 2007 -2012 Source: ESRI Business Information Solutions Table 4: Population projections and percent change- Iowa City, Johnson County, Iowa 2000 62,220 111,006 2,926,324 2007 66,177 5.9% 124,240 10.6% 3,030,140 3.4% 2012 69,274 4.4% 133,403 6.8% 3,110,913 2.5% B. Current Park and Recreation Trends In this fast -paced modern society, it has become essential to stay on top of current trends impacting parks and recreation. The recreational provider is faced with the challenge of meeting and exceeding user expectations. Part of this task involves understanding what participants want now and projecting future recreation trends. The following information highlights relevant local, regional, and national parks and recreational trends from various sources. Seniors The following are trends related to the aging population in the United States: • America is aging and it is estimated that by 2010, the median age will be 37 years, and by 2030 the median age will be 39 years. • The current life expectancy at birth in the United States is 77.9 years. • There is a growing body of evidence that indicates that aging has more to do with lifestyles and health behaviors than genetics. 40 • Seniors control more than 70% of the disposable income and have more than $1.6 trillion in spending power, according to Packaged Facts, a division of MarketResearch.com, which publishes market intelligence on several consumer industries. • Seniors also are the fastest growing segment of health club memberships, according to the International Health, Racquet and Sportsclub Association (IHRSA). • The top three sports activities for persons 65 years and older in 2004 were: exercise walking, exercising with equipment, and swimming. (NSGA) Baby Boomers Baby Boomers are made up of adults born between 1946 and 1964. This generation makes up approximately 25% of the total population in the United States. The following are trends of this generation: • According to International, Health, Racquet and Sportsclub Association data for 2003, 91% of Boomers feel the need to take measures to ensure their future health. • Boomers claim 37.6% of all health club memberships. • Eighty percent of Boomers in a study by American Association of Retired Persons believe they will continue to work either full- or part -time into their retirement years. Young Adults According to the International, Health, Racquet and Sportsclub Association (MRSA), 80% of Millennials, and almost 90% of Generation X feel the need to make sure their health will be good when they get older. There is a growing trend in adult populations of a need for more drop -in programming within recreation facilities, and less structured classes. However, according to the National Sporting Goods Association (NSGA), the average age for participants in team sports ranges from 16 to 29 years. For males, the range is 18.2 to 29.3 years, compared to 16.2 to 25.3 years for females. Aquatics National Trends According to the National Sporting Goods Association, swimming ranked second in terms of participation in 2006. There is an increasing trend towards indoor leisure and therapeutic pools. Respondents ranked indoor competitive pool as the 5t' most important indoor recreation facilities to be added, expanded, or improved in the 2008 Citizen Survey. Additionally, they ranked indoor aquatic center 5t' and indoor competitive pool 6t' when asked to indicate which facilities were the three most important to them. Athletic Recreation Sports Participation The 2006 National Sporting Goods Association Survey on sports participation found the top ten activities ranked by total participation included: exercise walking, swimming, exercising with equipment, and bicycle riding. Additionally, the following active, organized, or skill development activities still remain popular: hiking, running/jogging, soccer, basketball, and football. Table 5 shows the top ten sports ranked by total participation in 2006. 41 Table 5: Top Ten Sports Ranked by Total Participation 2006 Sport Total Percent Change Exercise Walking 87.5 1.7% Swimming 56.5 -2.6% Exercising with Equipment 52.4 -3.4% Camping (vacation /overnight) 48.6 5.7% Bowling 44.8 -1.3% Fishing 40.6 -2.5% Workout at Club 36.9 6.5% Bicycle Riding 35.6 -13.3% Aerobic Exercising 33.7 0.0% Weight Lifting 32.9 -1.9% CY.7r/7�:1��RYe/ il�Ala Among team sports tackle football, swimming, and soccer had large increases in participation between 2001 and 2006. Additionally exercise activities including: working out at a club, weight lifting, aerobic exercising, and exercising with equipment, increased significantly. Table 6 shows percent change in total participation for select activities from 2001 to 2006. Table 6: Total Participation percent change 2001 to 2006 in Select Activities Sport 2006 2001 Percent Change Total U.S. 263.1 251.0 4.8% Football (tackle) 11.9 8.2 45.0% Paintball Games 8.0 5.6 44.0% Workout at Club 36.9 26.5 39.2% Weight Lifting 32.9 23.9 37.6% Aerobic Exercising 33.7 26.3 28.1% Mountain Biking (off road) 8.5 6.9 23.8% Exercising with Equipment 52.4 43.9 19.3% Hiking 31.0 26.1 18.7% Running /logging 28.8 24.5 17.3% Exercise Walking 87.5 78.3 11.7% Swimming 56.5 54.8 3.1% Skateboarding 9.7 9.6 1.1% Soccer 14.0 13.9 1.0% Source: NSGA 2006 From 2001 to 2006, there was a significant decline in participation in in -line skating and scooter riding. Additionally, softball, tennis, and volleyball experienced decreases in participation. When ranked by state, the top sports activities by participation for Iowa are water skiing, snowboarding, freshwater fishing, skateboarding, and hunting with a bow and arrow. (NSGA 2006) 42 Youth Sports • Specific offerings for kid's fitness are slowly increasing in health and fitness facilities. (IDEA) • For youth seven to 11 years of age, bicycle riding has the highest number of participants. According to the NSGA, in terms of overall youth participation, snowboarding, skateboarding, tackle football, ice hockey, and mountain biking experienced the largest increase in participation from 1997- 2006. In -line skating experienced the largest decrease in participation. Volleyball, baseball, softball, basketball, and bicycle riding also experienced decreases in participation rates. Table 7: Youth Participation in Selected Activities and Percent Change 1997 -2006 Source: National Sporting Goods Association 2006 Natural Environments and Open Space Environmental Education In April, 2007 the NRPA sent out a survey to member agencies in order to learn more about the programs and facilities that public park and recreation agencies provide to connect children and their families with nature. A summary of the results follow: • 68% of public park and recreation agencies offer nature -based programming and 61 percent have nature -based facilities. More than 30% of public agencies offer no nature programming, and slightly less than 40% have no nature -based facilities. • The most common programs include nature hikes, nature - oriented arts and crafts, fishing - related events, and nature -based education in cooperation with local schools. 43 Overall Age 7 -11 Age 12 -17 %Change 1997 -2006 %Change 1997 -2006 %Change vs 1997 Total U.S. 9.5% 0.0% 9.5% Baseball 3.5% -22.1% 6.3% Basketball -12.8% - 20.6% -8.4% Bicycle Riding -21.1% -29.6% -25.3% Bowling 0.0% -11.7% 6.9% Fishing (Fresh -6.0% -7.5% -19.1% water) Football (Tackle) 44.6% 19.5% 39.1% Golf -6.8% -16.1% -4.7% Ice Hockey 32.9% 41.3% -17.5% In -line Skating -60.5% -66.1% -57.4% Mountain Biking 5.4% -13.5% -16.1% (off road) Skateboarding 53.6% 9.6% 84.8% Skiing (alpine) -27.9% -53.8% -33.2% Snowboarding 84.8% 80.5% 54.3% Soccer 2.7% -14.7% -0.3% Softball -23.9% -1.9% -17.7% Tennis -6.8% -23.0% 25.5% Volleyball -38.0% -39.2% -18.0% Source: National Sporting Goods Association 2006 Natural Environments and Open Space Environmental Education In April, 2007 the NRPA sent out a survey to member agencies in order to learn more about the programs and facilities that public park and recreation agencies provide to connect children and their families with nature. A summary of the results follow: • 68% of public park and recreation agencies offer nature -based programming and 61 percent have nature -based facilities. More than 30% of public agencies offer no nature programming, and slightly less than 40% have no nature -based facilities. • The most common programs include nature hikes, nature - oriented arts and crafts, fishing - related events, and nature -based education in cooperation with local schools. 43 • When asked to describe the elements that directly contribute to their most successful programs, agencies listed staff training as most important followed by program content and number of staff /staff training. • When asked what resources would be needed most to expand programming, additional staff was most important followed by funding. • Of the agencies that do not currently offer nature -based programming, 90% indicated that they want to in the future. Additional staff and funding were again the most important resources these agencies would need going forward. • The most common facilities include: nature parks /preserves, self - guided nature trails, outdoor classrooms, and nature centers. • When asked to describe the elements that directly contribute to their most successful facilities, agencies listed funding as most important followed by presence of wildlife and community support. According to the Outdoor Industry Association (OIA) report "the Active Outdoor Recreation Economy' released in 2006: • Over three - quarters of Americans participate in active outdoor recreation each year. • Five percent of Americans, almost 6.5 million, depend on the active outdoor recreation economy to make a living. • Americans spend $289 billion each year on gear, trip - related items and services to enjoy active outdoor recreation. Cultural Arts • According to a survey published in the 2007 Statistical Abstract of the United States, the highest percentage of persons visiting historic sites was in the 45 -54 age group (38.0 %), followed by the 35 -44 age group (35.8 %). The highest percentage of persons visiting art museums and galleries was in the 45 -54 age group (32.9 %) followed by the 55 -64 age group (27.8 %). • Attendance at the traditional performing arts events has steadily increased between 2000 and 2004 for all categories except opera and symphony /orchestra. (2007 Statistical Abstract) • Those with incomes less than $29,999 enjoy arts /craft fairs and festivals. Individuals with income levels between $30,000 and $74,999 enjoy art museums, galleries, arts /craft fairs, festivals and historic sites. More than 50% of those with incomes over $75,000 visit historic sites. (2007 Statistical Abstract) • Organized events held in public parks (arts festivals, athletic events, food festivals, musical and theatrical) often bring substantial positive economic impacts to their communities, filling hotel rooms and restaurant, and bringing customers to local stores. (Trustfor Public Land) A study released by the Statistical Abstract of the United States in 2007 showed attendance at arts activities by age group for persons 18 years old and over. Table 8 shows results of the study. 44 Table 8: Attendance by Age Group- Selected Arts Activities 2007 Activity Jazz Age 18- 24 10.5% Age 25- 34 10.8% Age 35- 44 13.0% Age 45- 54 13.9% Age 55- 64 8.8% Age 65- 74 7.6% Age 75+ 3.9% Classical Music 7.8% 9.0% 10.7% 15.2% 15.6% 12.5% 9.5% Musicals 14.8% 15.4% 19.1% 19.3% 19.7% 16.6% 10.1% Plays 11.4% 10.7% 13.0% 15.2% 13.8% 13.0% 5.4% Ballet 2.6% 3.5% 4.9% 5.1% 3.3% 3.3% 2.2% Art Museums /Galleries 23.7% 26.7% 27.4% 32.9% 27.8% 23.4% 13.45 Art/Craft Fairs & Festivals 29.2% 33.5% 37.2% 38.8% 35.1% 31.1% 15.7% Historic Sites 28.3% 33.3% 35.8% 38.0% 31.6% 24.2% 12.8% Literature* 42.8% 47.7% 46.6% 51.6% 48.9% 45.3% 36.7% Trails and Specialty Parks • Trails, parks, and playgrounds are among the five most important community amenities considered when selecting a home, according to a 2002 survey of recent homebuyers by the National Association of Home Builders and National Association of Realtors. (Pack & Schunuel) • Two of the emerging specialty parks include skate parks and dog parks. (van der Smissen et al.) • The Sporting Goods Manufacturers Association estimates there are about 1,000 skateboard parks in the United States. Facilities The June 2007 "State of the Industry" report surveyed all types of organizations including public, private, and non - profit. The largest percent of respondents were in the Midwest (31.9 %), and the highest percent of respondent organizations were public (67.1 %). • More than three - quarters of respondents reported that they have plans to build new facilities, add to their existing facilities, or renovate their existing facilities within the next three years. • On average, facilities are planning to spend nearly $3.8 million on new facilities, additions and renovations over the next several years. • Across the board, the most common amenity included in facilities of all kinds were outdoor sport courts for such sports as tennis and basketball, locker rooms, bleachers and seating, natural turf sports fields for sports like baseball, football and soccer, and concession areas. • More than 60% of respondents said their facility included an outdoor sports court. The current national trend is toward a "one -stop" facility to serve all ages. Large, multipurpose regional centers help increase cost recovery, promote retention, and encourage cross -use. Agencies across the U.S. are increasing revenue production and cost recovery. Amenities that are becoming "typical" as opposed to alternative include: • Multipurpose, large regional centers (65,000 to 125,000+ sq. ft.) for all ages /abilities with all amenities in one place. This design saves on staff costs, encourages retention and participation, and saves on operating expenses due to economies of scale. • Leisure and therapeutic pools 45 • Interactive game rooms • Nature centers /outdoor recreation and education centers • Regional playground for all ages of youth • Skate parks • Partnerships with private providers or other government agencies • Indoor walking tracks • Themed decor Amenities that are still considered "alternative' but increasing in popularity: • Climbingwalls • Cultural art facilities • Green design techniques and certifications such as Leadership in Energy and Environmental Design (LEED). A recent BCA survey indicated that 52% of the recreation - industry survey respondents indicated they were willing to pay more for green design knowing that it would significantly reduce or eliminate the negative impact of buildings on the environment and occupants. Partnerships In the Parks and Recreation industry it is common to form partnerships with other organizations either to increase funding potential or to improve programming options. According to the June 2007 State of the Industry Report published in Recreation Management Magazine, 96.3% of survey respondents in the Parks and Recreation industry have found one way or another to partner with other organizations to accomplish their missions. • Over 78% of parks and recreation departments reported forming partnerships with local schools. • Local government was the second most common partnership. More than 67% of parks and recreation departments in the survey listed local government as a partner. • Other partners listed in the survey include: IHRSA, the American Camp Association, Professional Golf Association (PGA), Rotary International, Lions and Elks Clubs, faith -based organizations, the Boys and Girls Clubs, Boy Scouts and Girl Scout, the Special Olympics, and local and state tourism boards. • Facilities least likely to form partnerships with external organizations included: resorts and hotels, water parks, amusement parks and theme parks, campgrounds, youth camps, private camps, and RV parks. C. Community and Stakeholder Input A total of seven focus groups were held on September 18, 19, and 20 with a public forum on the 20t' as well. Over 90 users of the City of Iowa's parks and recreation amenities and programs and non -users participated. The following is a summary of key issues identified through the process. 46 GENERAL Strengths • Staff- visionary, responsive • Facilities- well maintained, many different park types • Services and programs- lots of diversity, encompasses all ages • Support and Funding- good relationship with City Hall, capital funding is effective Opportunities for Improvement • Lack of certain types of facilities, trail connections, and river access • Public awareness- lack of information and education, need to promote Parks and Recreation as a quality of life issue • Poor maintenance of natural areas • Lack of staff- need more maintenance, programming, Foundation and PIO staff • Funding- lack of capital and operations and maintenance (O &M) funding • Programming- need to use natural resources, need to increase collaboration, need to identify core service • Planning- need to improve strategic planning and increase collaboration, both in neighborhoods and regionally DITIONAL PROGRAMS • Need programming for all ages below 26 and over 40 • Need additional programming in the following areas: o Wellness and fitness, nature based, outdoor winter activities, outdoor water -based activities, drop -in unstructured activities IMPROVEMENTS TO EXISTING PARKS AND FACILITIES • Need to improve maintenance at parks and facilities • Recreation centers and pools: o Need overall facility upgrades, more space, increase air quality at Mercer Pool, safer entryways, additional leisure aquatic components IJilg:i811ria A • Funding -need to redo fee structure, need additional sources, need to involve friend's groups • Need staffing increases to assist in maintenance, programming, marketing, grant writing • Need to improve /redo policies for alcohol use, safety, Neighborhood Open Space Ordinance, developer land dedication /fees -in -lieu • Need to improve transportation to increase access to programs and facilities • Need to increase collaborations with Senior Center, University, schools, and neighborhood associations 47 RATINGS Quality of current programs Quality of existing facilities Maintenance of facilities Quality of customer service Effectiveness of seeking feedback Average Rating 4.1 3.4 3.6 4.0 3.3 UNDERSERVED PORTIONS OF IOWA CITY • Geographic: o SW- parks, SE- pool, NE- playground, far west, north and south future development, central /dense areas -parks • Demographic o Active seniors /baby boomers, people with disabilities, low income, those without transportation, 18 -25 year olds NEW PARK AMENTITIES • Pedestrian Bridge at dog park • Trails- connector, rail corridor, multiuse River access • Neighborhood parks • Additional dog parks • Basketball courts NEW FACILITIES • Outdoor leisure pool with lap swim • Recreation /aquatics center on west side of town • Municipal golf course • Splash pad /sprayground • Indoor soccer Farmer's Market facility • Multipurpose rental /meeting venue for large gatherings • BMX park /trails FINANCIAL • Issues to be considered • Park and Recreation services should be funded through a combination of taxes and fees • Should serve all citizen regardless of ability to pay • Most respondents are comfortable with current fees structure- could tolerate fee increases in some areas • Concern about tax i ncre ase- property or sales How to support o Parks and Recreation foundation, grants, donations, partnerships, sponsorships, motel /hotel tax SENSITIVITIES • Increase in taxes, University relationship, school district relationship, Senior Center relationship, affordability, ADA accessibility, changing demographics, City Council support Ell I KEY PARTNERS /STAKEHOLDERS ' Corporations /businesses, Chamber of Commerce, ICCCVB and Sports Authority, Service Organizations /Nonprofit Organizations, neighboring communities /governmental entities, ' other City Departments, University /Kirkwood College, support groups, neighborhood 1 groups, City Council and Commissions, local associations . . . . . . . . . . . . . . . . . . . . . I KEY ISSUES /PRIORITIES Funding Long -range strategic planning /vision Recognition of Parks and Recreation as quality of life Collaboration Celebrate successes Trails /bicycle transportation Vision and access for Riverfront Development Operational resources Age change in drinking establishments D. Statistically -Valid Community Survey Findings The City of Iowa City conducted a Community Attitude and Interest Survey in January and February 2008 to establish priorities for the future improvement of parks and recreation facilities, programs and services within the community. The survey was designed to obtain statistically valid results from households throughout Iowa City. The survey was administered by a combination of mail and phone. Leisure Vision worked extensively with Iowa City officials in the development of the survey questionnaire. This work allowed the survey to be tailored to issues of strategic importance to effectively plan the future system. In January 2008, surveys were mailed to a random sample of 2,500 households throughout Iowa City. Approximately three days after the surveys were mailed, each household that received a survey also received an electronic voice message encouraging them to complete the survey. In addition, about two weeks after the surveys were mailed, Leisure Vision began contacting households by phone, either to encourage completion of the mailed survey or to administer the survey by phone. The goal was to obtain a total of at least 500 completed surveys. This goal was far exceeded, with a total of 676 surveys having been completed. The results of the random sample of 676 households have a 95% level of confidence with a precision of at least +/ -3.8 %. The complete executive summary, including graphs and charts, can be found in Appendix 1. 49 Participation and Visitation • Of the 92% of respondent households who visited Iowa City parks over the past year, 92% rated the physical condition of all the parks as either excellent (26 %) or good (66 %). Additionally, 8% rated the conditions as fair, and less than 1% of respondents rated the parks as poor. Thirty- percent (30 %) of respondent household members participated in recreation programs offered by the Iowa City Parks and Recreation Department during the past year. • Of the 30% of respondent household members that have participated in any recreation programs offered by the Iowa City Parks and Recreation Department during the past year, 68% have participated in at least 2 different programs. Additionally, 24% have participated in at least different 4 programs. • Of the 30% of respondent household members that have participated in recreation programs offered by the Iowa City Parks and Recreation Department during the past year, 90% of respondents rated the overall quality of programs as either excellent (27 %) or good (63 %). In addition, 8% rated the programs as fair, and only 1% rated them as poor. • Parks /Recreation program guide (65 %) had the highest percentage of respondents indicate it as the way that they learn about Iowa City Parks and Recreation Department programs and activities. Other frequently menitoned ways respondents learn about programs and activities include: newspaper articles (50 %) and from friends and neighbors (46 %). • Iowa City Public Library (64 %) is the organization used by the highest percentage of respondents for indoor and outdoor recreation and sports activities during the past year. Other frequently mentioned organizations include: Iowa City Parks and Recreation Department (54 %), State of Iowa parks (47 %), and County parks (46 %). Usage by Age • Based on the sum of their top two choices, the organizations respondent household members ages 17 years and under use the most for sports and recreation programs and services include: Iowa City Parks and Recreation Department (15 %), school district facilities (12 %), and Iowa City Public library (11 %). • Based on the sum of their top two choices, the organizations respondent household members ages 18 years and older use the most for sports and recreation programs and services include: Iowa City Public Library (33 %) and Iowa City Parks and Recreation Department (32 %). "1 do not know what is being offered" (21 %) and "program times are not convenient (21 %) have the highest percentage of respondents indicate them as the reasons preventing household members from using parks, recreation trails and sports facilities or programs of the Iowa City Parks and Recreation Department more often. Facilities • There are six facilities that over 60% of respondent households have a need for: walking and biking trails (79 %), nature center and trails (68 %), small neighborhood parks (68 %), large community parks (66 %), wildlife and natural areas (64 %), and riverfront parks (62 %). 50 • There are three facilities that completely meet the needs of over 50% of respondent households: youth soccer fields (66 %), youth baseball and softball fields (55 %), and adult softball fields (51 %) • Based on the sum of their top four choices, the parks and recreation facilities that are most important to respondent households include: walking and biking trails (53 %), small neighborhood parks (30 %), wildlife and natural areas (26 %), and nature center and trails (25 %). It should also be noted that walking and biking trails had the highest percentage of respondents select it as their first choice as the most important facility Programs • There are three programs that over 45% or more of respondent households have a need for: Farmers' Market (72 %), adult fitness and wellness programs (50 %), and special events (48 %). • There is only one program that over 50% of respondents indicated completely meet the needs of their household: Farmers' Market (54 %). • Based on the sum of their top four choices, the recreation programsthat are most important to respondent households include: Farmers' Market (58 %), adult fitness and wellness programs (29 %), and special events (26 %). It should also be noted that Farmers' Market had the highest percentage of respondents select it as their first choice as the most important program • Based on the sum of their top four choices, the programs that respondents currently participate in most often at Iowa City Parks and Recreation Department facilities include: Farmers' Market (57 %) and special events (24 %). It should also be noted that the Farmers' Market had the highest percentage of respondents select it as their first choice as the program respondents currently participate in most often Indoor5pace • Walking and jogging track (67 %) had the highest percentage or respondents indicate it asthe potential indoor programming space their household would use if the Iowa City Parks and Recreation Department developed new indoor programming spaces. Other frequently mentioned potential indoor programming spaces include: weight room /cardiovascular equipment area (43 %), exercise facility for adults 50 years and older (39 %), nature center (37 %), and aerobics /fitness /dance class space (35 %) • Based on the sum of their top four choices, the indoor spaces respondent household members would use most often include: walking and jogging track (59 %), weight room /cardiovascular equipment area (29 %) and exercise facility for adults 50 years and older (28 %). It should also be noted that walking and jogging track had the highest percentage of respondents select it as their first choice as the indoor space respondent household members would use most often The Benefits of Parks, Trails, and Recreation Facilities • Respondents were asked to indicate their level of agreement with various benefits being provided by parks, trails, and recreation facilities. All 10 of the benefits have over 50% of respondents indicate that they either strongly agree or agree that those benefits are provided by parks, trails, and recreation facilities. • Based on the sum of their top three choices, the benefits most important to respondent households include: improve physical health and fitness (71 %), preserve open space and the environment (49 %), and make Iowa City a more desirable place to live (49 %). It should also be 51 noted that improve physical health and fitness had the highest percentage of respondents select it as their first choice as the benefit they feel is most important to their household Support and Satisfaction • Respondents were asked to indicate how supportive they would be of various actions Iowa City could take to improve the parks, recreation, trails, and green space system. For all 12 actions, over 40% of respondents indicated being either very supportive or somewhat supportive of actions Iowa City could take to improve the parks, recreation, trails, and green space system. Based on the sum of their top four choices, the actions that respondents would be most willing to fund with their City tax dollars include: develop new walking and biking trails and connect existing trails (55 %), use greenways to develop trails and recreational facilities (50 %), and purchase land to preserve open space and green space (44 %). It should also be noted that purchase land to preserve open space and green space had the highest percentage of respondents select it as their first choice as the action respondents would be most willing to fund with their City tax dollars • Seventy -six percent (76 %) of respondents indicated that they are either very satisfied (28 %) or somewhat satisfied (48 %) with the overall value their household receives from the Iowa City Parks and Recreation Department. In addition, only 5% indicated that they were very dissatisfied (1 %) or somewhat dissatisfied (4 %). Additionally, 5% indicated don't know and 14% indicated neutral Photo by Jeff Harper 52 IV. What We Have Now- An Analysis of Programs and Spaces The following is a description and analysis of Iowa City's current recreation programs. This section explains each branch of the recreation division, program accomplishments, the cost - recovery levels from 2004 -2008 (2008 projected) of each branch, and articulates the central issues facing the division. Finally, this section concludes with a description of some of the key area recreation providers and partnerships to help assess how these alternative providers impact Iowa City's future opportunities for expanded parks and recreation services in this community. A. Community Recreation Programs The Iowa City Parks and Recreation Department provides many types of recreation opportunities to the community. Programming includes multiple offerings in the areas of general activities; fitness /wellness; aquatics; cultural arts /social programs; special populations including therapeutic recreation; and sports programs. Major programs for each area are separately examined including cost recovery levels for each category. Issues affecting each program area are identified based on a review of programming related information as well as program staff interviews and focus groups. Overall, division -wide participation information is also provided. Recreation Program Accomplishments The division experienced many accomplishments in the recent past. Most of these successes reflect efforts to stimulate and meet increasing demand for recreation programming. Most of these efforts have resulted in increased participation. Some examples of this progress include: • The Farmer's Market was expanded by 20 plus vendors in 2006 and again by 30 plus more at Saturday markets. Two holiday markets have also been added in November and December and grilling vendors have added a new flavor to the market. • Market Music is a fine example of local partnership. For many years, the University of Iowa Community Credit Union has co- sponsored 14 Wednesdays of music during Farmer's Market. For 2008, the Credit Union has agreed to double its funding so that Market Music can expand to Saturday markets as well. • Taste of Market is an opportunity for vendors to advertise their products and the City to showcase the market itself. This highly successful special event usually draws upwards of 500 to 600 participants, partly because of the music made possible through the Credit Union. • Art in the Park is a no charge, drop in activity, for children of all ages, held in conjunction with the Saturday morning Farmer's Markets, June through July. Although slow in taking off, Art in the Park has grown significantly in popularity, regularly serving 35 to 40 children each Saturday in 2007. • "Neighborhood Family Fun Nights' have been held at eight to ten neighborhood parks on Thursday evenings for the last two summers. Now called "Parties in the Park," the Department organizes live music, carnival style games, and arts and crafts. Cooperation with the City Planning Department has encouraged many Neighborhood Associations to participate by advertising the event and holding additional activities such as potlucks. • Youth and adult clay programs, although always popular, have experienced a recent increase to the point where it is difficult to keep up with demand. One indicator of this heightening popularity is the number of kiln firings completed per week. In 2006, firings were made only one 53 to two times per week. Beginning in 2007, the number doubled. Currently, at the end of the year in 2007, kilns are being fired at an average rate of six per week. • Special interest classes have gained in popularity over the last several years, currently offering four times the number of babysitting trainings, personal first aid, and self- defense classes than when the Department first began offering these types of activities in 2004. • Improving customer service at City Park Pool by adding greenspace and offering lounge chairs has helped increase participation. For example, the Arthritis Aquatic program has grown and consequently added classes and recruited more volunteer leaders to meet this heightened demand. • Birthday parties, arts and craft parties, and roller- skating parties are booked approximately twice per month on average. Tot and sport parties are even more popular, with 68 such parties in 2007. • Roller skating has seen increasing participation even though the national trends indicate that roller- skating is an activity experiencing decline. Every Saturday night 60 — 80 children and adults roller skate at no charge. • Staff involvement on the steering committee for SAFE KIDS Johnson County has resulted in the coordinated cooperation of nearly 30 agencies to produce the annual SAFE KIDS Day. Hundreds of children and their caregivers attend. Also as a part of SAFE KIDS, and in cooperation with Bell Sports, the Recreation Division sells bike and all sport helmets at a reduced rate. Last summer's sales exceeded 190 helmets. • Tot Time is weekly morning program, started in 2001, that allows parents to bring their kids (ages 0 -6) to an indoor play area for exercise and fun. At the end of first year, 1,446 kids had participated. Through grants and service group donations, Tot Time reached 5,000 participants for 2007. • Iowa City was one of 37 communities chosen throughout the country to participate in the Youth Sports Summit. • The Department also participates in the National Recreation and Park Association (NRPA) "Take Me Fishing" grant program. • The Special Populations Division led the way in the state in meeting the needs of the disabled, continuing to be one of the only community -based therapeutic recreation programs in Iowa. Evidence of this accomplishment is the continuing development of the Iowa City Special Olympics program, which attracts more athletes each year. • Iowa City was a national gold medal winner in both 1984 and 1992 for excellence in park and recreation administration. Recreation Division Strengths • Longevity and experience. Currently, all full -time staff members are seasoned veterans, who know their jobs well. • Quality, well- maintained facilities. The recreation center is 44 years old, but exceptional maintenance, as well as the variety of programs offered, ensures continued use. Programming is offered for all ages. • A unique market niche. Despite the high number of private providers in close proximity, the Division serves a unique niche providing exposure to a variety of activities, serving all ages, serving those that cannot or do not use private facilities, and also being a participant feeder for the private providers. An example of the City's role is illustrated in the points below as the 54 University of Iowa plans the construction of a large multipurpose student recreation center five blocks from the Iowa City recreation facility: • The public may use these university facilities by paying a daily walk -in fee, likely to be set at around $7.00. The new amenities of this facility may attract public participation but, for the most part, it will be student dominated which, the University has found, tends to discourage public use. Pursuing a joint -use agreement with the University should be investigated. • Since age groups such as youth, active adults, and senior programs will not be the focus at the college recreation center, Iowa City will continue to focus on these areas of service delivery as well as the 18 -25 age cohort not attending the university. • Public involvement. Staff members make efforts to listen to the public and develop activities desired, within budgetary parameters. Existing partnerships. The City stretches its resources though partnerships with the school district and youth sports organizations. • A joint use agreement exists between the City and the School District regarding the swimming pool at Mercer Park. The City called a special election to finance its share of the facility cost and to renovate City Park Pool. • A joint use agreement exists between the City and the School District regarding the Grant Wood Elementary School Gymnasium. • The City and School District also have a general reciprocal use agreement in place allowing for the use of one another's facilities, largely at no cost. • The City has recognized partnerships with a variety of local affiliate groups such as Kickers Soccer Club, Girls Softball, Boys Baseball, Babe Ruth Baseball, Eels Swim Club, etc., for the provision of youth sports utilizing City facilities. • A joint use agreement exists between the City and the University regarding City funded lighting on University softball fields allowing community use in the evenings. • A new agreement was recently finalized allowing the University to construct a boathouse in a city -owned park in exchange for community use of the facility. Recreation Division Challenges • Meeting the changing needs of residents. The citizen survey provides in depth information and sub analysis of respondents that will foster understanding to meet resident needs. • Meeting the needs of the young adult age population (18 -25). Those of this age bracket and not in college could be a greater focus of the division. • Separated Senior Center. Iowa City has a senior center that operates independently from the Parks and Recreation Department. This facility abides by a different philosophy, where the participants take the lead in organizing their own programming. A sharing of resources could maximize activity spaces and programming opportunities available to provide physical activity to all age groups. • Lack of sufficient multiple use spaces. There are inadequate facilities from which to run programs desired by the community. • Responsibilities needing to be fulfilled. Staff has indicated a need for focus that could be addressed through the addition of the following staff resource: naturalist, marketing and promotions specialist, and fundraiser (perhaps to work through the Foundation). Some of these positions could be shared with other city departments with similar needs. 55 Citizen Input Addressing Programs and Facilities Focus Group input provided suggestions for consideration regarding facilities, programs, and program delivery methods to be explored or expanded. • Additional programs /activities • Intergenerational programming, toddler programs in the evening, daytime toddler swimming or other activities for under -4 year olds, school age programs in the summer, tweeners activities, music or other venues for young adults, non - traditional high school sports such as rowing, family drop -in programming, domestic animal program, unstructured play opportunities, indoor walking, racquetball, and programs for the non - sedentary older adult such as Senior Olympics tournaments • Other programming enhancement including public display gardens, more community gardens, kayaking and other water programs at Sand Lake, arts magnet school, better use of the river (opportunity to partner with the University) • Facility improvements • Better locker rooms and other renovations at the community center; updating pool sites with more green area, heated outdoor water, improved access for individuals with special needs and improving the air quality at Mercer Pool; better drop off access at centers; expansion of the gymnasium at Mercer /Scanlon; and new kilns for the pottery program. Recreation Division Opportunities • Deepened partnerships. Iowa City has relationships with all youth sports. One of the strongest is with Iowa City Kickers, who donated over $400,000 to build a soccer complex. Additionally, the City benefits from a great relationship with the school district with joint -use of gymnasiums, and with the University of Iowa with Iowa City lighting university fields in exchange for nighttime usage for adult softball, and more recently a new boathouse to be constructed in Terrell Mill Park. These partnerships should be expanded and formalized, with a focus on avoiding service duplication. • Enhanced outdoor education. Outdoor leisure opportunities could include programming and opportunities for exploring natural areas. • Increased awareness. More focus on promoting the importance of a healthy lifestyle and the major role the Department plays in providing such benefits to the community. Additional publicity is needed to make the community more aware of what the Recreation Division has to offer. Recreation Program Participation Levels Total Attendees, Trends, and Program Capacities Year Number of participants %increase /decrease from previous year %program capacity 2007 833,958 -30% 86% 2006 929,808 +3% 91% 2005 899,845 -13% 88% 56 MAJOR PROGRAM AREAS Below is a summary of the major program areas provided by the Recreation Division. Currently, the Division is sub - divided into five program areas including General Recreation, Aquatics, Social and Cultural, Special Populations, and Sports /Wellness. Cost recovery levels, primary issues and key focus areas that emerged from focus groups conducted with the public and staff interviews are included. General Recreation Activities General Recreation activities include all services of the Recreation program that are not called out in the other categories highlighted in this section. The expenses are burdened with the administrative overhead of the division, and therefore this area is expected to have very low cost recovery. General Recreation Cost Recovery • 2008: 7% (budgeted) • 2007: 8% • 2006: 9% • 2005: 14% • 2004: 7% Aquatics Aquatics is responsible for activities including swimming instruction, water exercise and water sports. Programs are held in the Recreation Center Pool, City Park Pool, and the Mercer Park Aquatic Center. The following cost recovery levels include revenues from the hotel /motel tax increasing from $84,000 to $104,000 over the four -year time frame, as well as other governmental revenues collected from the school districtfrom itsjoint use agreement. Aquatics Cost Recovery • 2008: 50% (budgeted) • 2007: 61% • 2006: 55% • 2005: 57% • 2004: 61% Primary Issues /Focus Areas • Rentals limit the amount of time the public can use the pool. However, reducing rentals would decrease the revenue generated and consequently, the cost - recovery level of aquatics. • Pool passes currently cannot be purchased at City Park Pool • Iowa City lacks a water park /leisure pool. • Traditional swimming pools are in adequate condition, but really lack family appeal. Many nearby communities such as Coralville, North Liberty, and Cedar Rapids have, in recent years, built water parks with slides attracting many Iowa City residents. Iowa City could build a new family water park, or pursue a less costly option of adding slides or other features to existing pool areas. 57 Survey Feedback Importance 14% of households indicated youth learn -to -swim as most important programs. 9% selected water fitness programs as most important. Need 25% of households indicated that current youth learn -to -swim programs are meeting their needs 100 %. 30% of households indicated a need for water fitness programs. 22% indicated a need for youth learn -to -swim programs. 35% of households indicated that indoor swimming pools /leisure pools were completely meeting their needs. 34% indicated that outdoor swimming pools /leisure pools were completely meeting their needs. Participation 22% of households selected leisure pool (water slides, sprays, etc.) as one of their top four choices of facilities they would use most often. 18% chose lap lanes for swimming. 32% of households chose a leisure pool. Social and Cultural Activities Social and Cu • 2008 • 2007'. • 2006'. • 2005, • 2004, Itural Activities Cost Recovery :53% (budgeted) 60% 67% 59% 58% Survey Feedback Importance • 58% of households indicated Farmer's Market as one of the top four most important programs. 26% indicated special events as one of the four most important programs. 11% indicated adult art, dance, and performing arts as one of the four most important programs. Need • 72% of households indicated that they have a need for Farmer's Market. It was the only program that over 50% indicated their needs were completely met (54 %). 48% indicated a need for special events and only 21% indicated that the current special events offered completely meet their needs. 15% indicated that adult, and 12% indicated that youth art, dance, and performing arts programs completely meet their needs. 0 Participation • 57% indicated Farmers Market as one of the programs most often participated in. • 24% selected special events as one of the programs most often participated in. • 6% selected adult art, dance, and performing arts as one of the programs most often participated in. Sports and Fitness /Wellness Sports and Fitness /Wellness Cost Recovery The following cost recovery levels include revenues from the hotel /motel tax ranging from $70,000 to $86,000 over the four -year time frame. Sports • 2008: 70% • 2007: 78% • 2006: 79% • 2005: 76% • 2004: 70% Fitness /Wellness • 2008: 17% (budgeted) • 2007: 9% • 2006: 5% • 2005: 4% • 2004: 6% Survey Feedback Importance • 29% indicated adult fitness and wellness programs as one of the most important programs, this was the second most important program after Farmers Market. • 4% indicated youth fitness and wellness as most important. Need • 50% of households indicated a need for adult fitness and wellness programs. • 12% indicated a need for youth fitness and wellness programs. • 11% of households indicated that current adult fitness and wellness programs were completely meeting their needs. • 15% indicated that youth fitness and wellness programs were completely meeting their needs. Participation • Based on the sum of their top four choices, the program that households currently participate inmost often, adult fitness and wellness programs was the third ranking (10 %). 59 Special Populations Special Populations Cost Recovery • 2008: 7% (budgeted) • 2007: 8% • 2006: 10% • 2005: 9% • 2004: 10% Total Recreation Division Total Recreation Division cost recovery includes revenues from the hotel /motel tax, as well as other governmental revenues collected from the school district from its joint use agreement. Total Recreation Division Cost Recovery • 2008: 40% (budgeted) • 2007: 41% • 2006: 41% • 2005: 42% • 2004: 39% Primary Issues /Focus Areas • The Union creates unique challenges for the Parks and Recreation Department. For example, in a number of positions, part time employees may not exceed 10 hours a week (20 hours for students), limiting the amount of service that can be provided by very talented and dedicated employees. The amount of rental activity limits the amount of family programming and free events encouraging family involvement. Coordination between the Recreation and Parks Divisions is a challenge regarding the park shelter and field reservations made though the Recreation Division. Registration procedures should be evaluated to determine a more effective approach. Survey Feedback Importance • Based on the sum of their top four choices, the three recreation programs that are most important to households include: Farmers' Market (58 %), adult fitness and wellness programs (29 %), and special events (26 %). Need • There are three programs that over 45% or more of households have a need for: Farmers' Market (72 %), adult fitness and wellness programs (50 %), and special events (48 %). Participation • 30% of household members participated in recreation programs offered by the Iowa City Parks and Recreation Department during the past year. • Households participate most often in Farmers' Market (57 %) and special events (24 %). m Of the 30% of households that have participated in recreation programs offered by the Department during the past year, 90% rated the overall quality of programs as either excellent (27 %), or good (63 %). 21% of households indicated "program times are not convenient" as the reason preventing household members from using programs. • 21% of households indicated "I don't know what is being offered" as the reason preventing household members from using programs. B. Inventory of Facilities Parks Iowa City has a number of parks that serve the community at -large in a variety of ways. Among the park properties are extensive natural areas, trails, large parks, smaller parks, sports parks, and indoor recreation facilities. Within these parks are a variety of components that appeal to park users of all types. Generally Iowa City's parks and facilities are well maintained, diverse, well used, well distributed, and present a high level of design. City Park City Park is Iowa City's largest developed park and has 107.3 acres of sports fields, river frontage, an outdoor theater, playgrounds, outdoor pool, open play areas, picnic shelters, and public art. The park is centrally located and encompasses part of a hillside which slopes gently to the Iowa River floodplain. This park is one of the most featured parks in the system and is highly valued in the community. Benton Hill Park Recently developed, this park filled the need for recreational amenities in one of Iowa City's central residential neighborhoods. As a newer park, it represents the direction of design that the City is choosing for new parks: it is thoughtfully designed; incorporates art; and has an excellent mix of active, passive, and educational opportunities. I.C. Kickers Park This large park is devoted entirely to field sports, with soccer being the primary use. In addition to the existing 17 soccer fields and two ballfields, there is room to add an additional three ballfields. This park is well equipped with restrooms, a playground, and concession stands. South Sycamore Greenspace and Trail Although roughly the same size as the I.C. Kickers Park, this property could not be more different. It is a natural area that includes a large stand of native prairie, wetlands, and woodlands. Its developed amenities include public art and a multi -use trail, which allows for walking, running, biking, wildlife observation, and nature study. The high level of maintenance and attention to native species vegetation at this park is typical of all of the natural areas in Iowa City. Pedestrian Mall The only plaza -style space of Iowa City's several urban parks, the Pedestrian Mall unifies downtown and provides important civic space where shoppers can relax, play with children, and 61 enjoy shade and public art. Like City Par l< and Hickory Hill (natural area), this property creates the unique identity of Iowa City. Other Parks In addition to the sampling of parks listed above, Iowa City has many other parks that serve the needs of the residents. Many of the parks are smaller parks that are designed and maintained to meet the needs of the immediate neighborhood and generally contain a playground, open turf, and often a picnic shelter. In addition, many of the parks provide mature vegetation and are located with easy access to the neighborhoods. All Iowa City park properties are well maintained and welcoming. In addition to the City's parks, apartment complexes also provide some recreational opportunities such as tennis, playgrounds, and clubhouses. These facilities, however, are often open only to the residents of the complex and act a supplementary services not considered to provide service to the community as a whole. Trails Iowa City has both paved multi -use trails and unpaved primitive trails. Currently there are three named multi -use trails, the Iowa River Trail (IRT), the Willow Creek Trail, and the Sycamore Trail. More multi -use trails and connections are planned to serve a larger part of the City. In addition, many of the parks have loop walks and walking paths that provide opportunities for fitness walking and experiences in the natural environment. Indoor Facilities Iowa City has two main indoor facilities: the Robert A. Lee Community Recreation Center and the Mercer Park Aquatic Center. These facilities house a variety of recreational options including: indoor pools, arts and crafts rooms, fitness and weight rooms, game rooms, and multipurpose spaces. The indoor facilities are well maintained and well used by the community. Both buildings are older buildings and have undergone various renovations so that they remain highly functioning buildings. In addition to City -owned buildings, recreation programs are also held at non -city facilities such as schools. The Grant Wood Gymnasium is often used as it is available to the City after school and on weekends C. Alternative Providers Located within or nearby the City are other providers of recreational facilities that have some impact on the services provided by the City. Knowledge of alternative providers helps avoid service duplication, identify a department's niche within the market, and identify potential partnerships. What follows is a brief description of the main alternative providers in and around Iowa City. Non - Private Service Providers: University of Iowa Recreation Services E216 Field House Iowa City, IA 52242 New center at the intersection of Burlington and Madison streets. http://recserv.usiowa.edu 62 Brief description of provider: "The University of Iowa Division of Recreational Services is here to serve the recreation needs of the University Community. We offer a variety of programs for all ages, serving UI students, UI Faculty and Staff and members of the surrounding community" (University of Iowa website). Housed in seven separate locations, facilities include aquatics, fitness, gyms, indoor courts, indoor track, equipment rental, outdoor fields, and natural areas. The segment of the organization's mission which describes services offered to the surrounding community is of interest because it impacts the demand for City amenities. This is especially true given the current construction of a new state -of- the -art recreation center in close proximity to the Robert A. Lee Recreation Center. This facility will combine many of the current services and provide new opportunities. The recreation and wellness center will be 215,000 square feet, 4levels and include a diving tower, a natatorium, a cafe and lounge space, a 9000 square foot Wellness Center, a classroom, a steam room, a sauna room, a 54 foot high climbing wall with 8 ropes and a separate bouldering wall, a 20,000 square foot fitness area, 3 activity rooms, administrative areas, a 17 foot diving well, a leisure pool, locker rooms, gymnasiums and indoor track, 2 basketball courts, 1 multi - activity court and a 8 -lane 50 meter competition pool. This new university recreation center is being built six blocks away from the Robert A. Lee Community Recreation Center, less than a 3- minute drive away. North Liberty Recreation Center 520 W. Cherry Street, (319) 626 -5716 httr)://www.northIibertviowa.org/rec/index.htm Basic description of provider: `The North Liberty Community Center, home to the Recreation Department, Library, community rooms and our local access channel (NLTV), is the cornerstone of our community" (North Liberty Recreation Home Page). In fall 2004, the Phase II expansion was completed, which includes an indoor and outdoor pool, a reception hall /conference area, a second gymnasium and a multipurpose room with expanded before - and - after - school services. This facility is 1.99 miles and a 6- minute drive from the Robert A. Lee Community Recreation Center. Coralville Recreation Center 1506 8th St. (319)248 -1750 Coralville, IA 52241 http: / /www.cora lvi I le.org /mod. ph p ?mod = department &op =vi ewcustom &did= 24 &cid =3 Basic description of provider: "This 72,000 square foot facility is the heart of recreation programming. Recreation Administration offices are located in the Recreation Center and many classes take place here. The Recreation Center serves over 90,000 visitors per year and 7500+ children participate in youth recreation programs" ( Coralville Recreation Center Home Page). Facilities include two gyms, game room with pool tables, foosball, video games, and vending area. The fitness center includes weight machine, treadmills, stair climber, elliptical, recumbent, exercise bikes, racquetball court, two meeting rooms, indoor pool and locker rooms and outdoor tennis courts. This facility is 3.95 miles and a 10- minute drive from the Robert A. Lee Community Recreation Center. 63 Private Service Providers: Body Dimensions Fitness Center 319.339.9494 111 East Washington Street, Iowa City, IA 52240 Brief description of provider: Fully equipped fitness center. This facility is .3 miles and a 1- minute drive from the Robert A. Lee Community Recreation Center. Cindy K's Fitness for the Busy Woman 319.339.7435 1859 Lower Muscatine Road, Iowa City, IA 52240 Brief description of provider: Weight machines, bikes, treadmills, sauna, showers, lockers, and various classes including senior programming and yoga. This facility is 2.57 miles and a 6- minute drive from the Robert A. Lee Community Recreation Center. Core Fitness 319.351.2673 1555 South 1st Avenue, Iowa City, IA 52240 http://www.corefitnessl.com Brief description of provider: Steam room, sauna, cardio area, weight room, and locker rooms. The membership rate is $49 per month and includes attending any of the ninety classes offered per week in areas such as spinning, yoga, and Pilates. This facility is 2.57 miles and a 6- minute drive from the Robert A. Lee Community Recreation Center. Curves 702 South Gilbert Street Suite 106, Iowa City, IA 52240 881 22nd Avenue, Coralville, IA 52241 http://www.curvesinternational.com Brief description of provider: A women - focused, fitness and wellness franchise, Curves Fitness Centers offer women a place to exercise and maintain weight. The Iowa City facility is .4 miles and a 1- minute drive from the Robert A. Lee Community Recreation Center. The Coralville facility is 4.24 miles and a 10- minute drive from the Robert A. Lee Community Recreation Center. Gold's Gym 319.338.3488 213 E. 10th Street, Coralville, IA 52241 http: / /goldsgym.com Brief description of provider: Weight room with machines and free weights, elliptical equipment, treadmills, boxing, cycling and classes using this equipment. The monthly membership fee is $47.70 per month with a one -time $75 start -up fee. Corporate memberships and discounts are available. This facility is 3.92 miles and a 9- minute drive from the Robert A. Lee Community Recreation Center. Iowa City Fitness 319.339.0348 213 East College Street, Iowa City, IA 52240 http://www.iowacitvfitness.com 64 Brief description of provider: Open twenty -four hours with a pool, whirlpool, sauna, fitness /cardio areas including treadmills, elliptical machines, bikes, stair - steppers, showers, and locker rooms. Currently, the cost is $19.99 per month with an $80 initiation fee. This facility is .09 miles and a less than 1- minute drive from the Robert A. Lee Community Recreation Center. North Dodge Athletic Club 319.351.5683 2400 North Dodge Street, Iowa City, IA 52245 Brief description of provider: The facility includes private tennis courts, public tennis courts, fitness consultants, pool (indoor with five lanes), free weights, full court basketball, and cardio /fitness equipment, many items with their own television. Classes are included in the membership and include spinning, yoga, and Pilates etc. The monthly membership rate is $59.36. This facility is 3.04 miles and an 8- minute drive from the Robert A. Lee Community Recreation Center. New Life Fitness World - Iowa City 319.351.1000 2220 Mormon Trek Boulevard, Iowa City, IA 52246 Brief description of provider: The center offers day care, personal trainers, racquetball courts, tanning, aerobics, steam and sauna rooms, month -to -month memberships, expanded cardio center, computer treadmills, elliptical machines, free weights, aerobics studio, indoor pool, whirlpool and ice room. This facility is 3.24 miles and a 7- minute drive from the Robert A. Lee Community Recreation Center. The Studio 319.466.9300 700 South Dubuque Street, Iowa City, IA 52240 httr)://www.iowacitystudio.com Brief description of provider: Health club and gym with yoga instruction and therapy massage, personal training and cardio center. This facility is .52 miles and a 2- minute drive from the Robert A. Lee Community Recreation Center. University Athletic Club 1360 Melrose Avenue, Iowa City, IA 52246 Brief description of provider: Health club and gym. This facility is 1.73 miles and a 6- minute drive from the Robert A. Lee Community Recreation Center. Alternative Provider Key Issues • There are eight private providers within three miles of the Robert A. Lee Community Recreation Center. The presence of a multitude of private providers in close proximity is not an unusual circumstance. Although some of the more profitable market for adult fitness, sports, and other amenities geared toward serving adults, is provided for, these facilities often serve no more than 20- 24%of the population and have significant barriers to participation including the membership fee structure and the fees themselves, and are not often well suited to serving youth, older adults and special populations. • The affect of the university facility should be carefully considered in any future planning to understand its target market and availability to the community as a whole, its service philosophy, and its fee structure. 65 D. Iowa City Context Iowa City, Iowa is located in the east central part of the State. It has a population of 62,220 residents and is home to the University of Iowa. The rolling hills of eastern Iowa and the Iowa River provide a beautiful setting for Iowa City. It is the cultural hub of eastern Iowa and is the former state capital. Iowa City has a thriving downtown that is comprised of a pedestrian- oriented shopping district, the old state capital, and the edge of the University of Iowa. The nearby town of Coralville, hugs the northwest border of town and competes for sales tax dollars. The Iowa River bisects the community along its central north -south axis and regional transportation corridors run along its east -west axes —the railroad is in the center and Interstate 80 runs along the north. The development of the City started downtown in 1839, and has grown consistently. Figure 5: City of Iowa City Location Map r. 1111. ■� ■■ � 1 ■a■■1 �1■11■■1 E. Facility Inventory and Level of Service Analysis One essential part of this project is to establish a complete and accurate database of amenities related to the provision of recreation by Iowa City. A complete inventory was conducted in September of 2007. This was accomplished by visiting each property and facility, talking with appropriate personnel, and recording the quantity and functionality of the each component. For the purposes of this master plan, the inventory focused only on components at sites that are maintained for public use by the City of Iowa City. It is recognized that other providers exist, and that the facilities they provide are part of the overall level of service enjoyed by people in Iowa City. However, the purpose of this study is to analyze the effectiveness of the city - provided services and to create a complete inventory of those things that the City takes responsibility for providing. Cis Each component was located, counted, and assessed for the functionality of its primary intended use. A GRASP score was assigned to the component as a measure of its functionality as follows: - Below Expectations (BE) —The component does not meet the expectations of its intended primary function. Factors leading to this may include size, age, accessibility, or others. Each such component was given a score of 1 in the inventory. - Meeting Expectations (ME) —The component meets expectations for its intended function. Such components were given scores of 2. - Exceeding Expectations (EE) —The component exceeds expectations, due to size, configuration, or unique qualities. Such components were given scores of 3. - If the feature exists but is not useable because it is unsafe, obsolete, or dysfunctional, it may be listed in the feature description, and assigned a score of zero (0). Components were evaluated according to this scale from two perspectives: first, the value of the component in serving the immediate neighborhood, and second, its value to the entire community. Next, amenities that relate to and enhance the component were evaluated. The setting for a component and the conditions around it affect how well it functions, so in addition to scoring the components, each park site and indoor facility was given a set of scores to rate its comfort and convenience to the user. This includes such things as the availability of restrooms, drinking water, shade, scenery, etc. Lastly, the overall design and ambiance of the facility or park was recorded as a part of the inventory. Characteristics such as, overall layout, attention to design, and functionality inform the design and ambiance score. The assessment findings from each location were entered into a master inventory database /spreadsheet (GRASPAppendix 11).The database serves as a record of the inventory and was also used to perform the GRASP analysis that follows. Inventory Description Existing Infrastructure The parks and recreation system in Iowa City can be thought of as an infrastructure that serves the health and well -being of people. This infrastructure is made up of parts and pieces that are combined in various ways to provide service. This system serves the residents by providing active and passive recreation and incorporating connecting trails wherever possible. Diversity in the park infrastructure is evident in the variety of park sizes, locations, components, and functions. The result is a system of parks, trails, open space, and other facilities. The current inventory includes the following main features: 67 Map B: Inventory This map shows where the existing parks, trails, and open spaces are located. In addition, schools, landmarks, and barriers to pedestrian access are shown for reference. (See Appendix 11 for a complete list of parks and facilities. A larger park system map can be found in Appendix 111: Maps and Perspectives.) Other Providers Located within the City are other providers of recreational facilities that have some impact on the services provided by the City. A majority of these other providers are somehow associated with the University of Iowa or cater to university students. Included in the other providers is the University itself, which currently provides both indoor and outdoor recreation opportunities to students, faculty, and staff at the University. Housed in seven separate locations, facilities include aquatics, fitness, gyms, indoor courts, indoor track, equipment rental, outdoor fields, and natural areas. The University is currently in the process of constructing a new recreational center that will combine many of the current services and provide new opportunities. Currently it is believed that this facility will be open to the general public for a fee. In addition to the university facilities, apartment complexes also provide some recreational opportunities such as tennis, playgrounds, and clubhouses. These facilities, however, are often open only to the residents of the complex and act a supplementary services not considered to provide service to the community as a whole. 0 F. Level of Service As part of the Iowa City Parks, Recreation, Trails Master Plan, one tool that was utilized is the examination of Levels of Service (LOS). This tool allows for analysis of the inventory, quantity, location, distribution, and access to recreation components. Levels of Service (LOS) are typically defined in parks and recreation plans as the capacity of the system's components to meet the needs of the public. Two methods were used in this analysis. One method uses a traditional capacities approach that compares quantity to population. The other analysis uses the GRASP Method, which records quantity, quality, and location information about the components and displays it in chart and map form. A more detailed description of the history of GRASP' and its relationship to NRPA standards can be found in Appendix 1 GRASP History and Methodology. The GRASP Analysis GRASP' Methodology is a unique way of looking at LOS because it considers not only the quantity and distribution of parks and facilities but also quality, comfort and convenience, and overall design and ambiance. It is also unique in that it applies to individual recreation components to create a component - based model for evaluating LOS. After scoring each component as outlined in the inventory description, GIS software was used to create graphic representations that allow for easy visual and numerical analysis of the recreation system. Some of the representations show raw data collected through the inventory process or received from other sources. These are referred to as resource maps. Other representations emerge from the processing of data within the GIS using composite values analysis. These analyses can look at both general and specific aspects of the system. Each of these representations is called a GRASP Perspective. The following maps and Perspectives were prepared for this report, and can be found in Appendix 111 GRASP Maps and Perspectives. Map A: Regional Context Map B: System Perspective A: Neighborhood Access to All Components Perspective B: Walkable Access to All Components Perspective C: Neighborhood Access to Indoor Recreation Perspective D: Walkable Access to Trails For each GRASP' Perspective, each inventoried component shows its GRASP score as applied to a service area, (or buffer), based on a radius from the component. Perspective C: Neighborhood Access to Indoor Recreation applies the components' qualitative score to both one -mile and one -third mile buffers. One -mile buffers represent a distance from which convenient access to the component can be achieved by normal means such as driving or bicycling. The one -third mile buffer shows the distance that a resident can reasonably walk in 10 minutes. Scores are doubled within the one -third mile buffer to reflect the added accessibility of walking, since almost anyone can reach the location on their own by walking, even if they don't drive or ride a bicycle. When buffers with associated scores are plotted on a map, a picture emerges that represents the cumulative LOS. Where buffers for multiple components overlap, a darker shade results and indicates locations that are "served" by a combination of more components and /or higher quality ones. In other we words, where there are darker shades the level of service is higher for that particular Perspective. It is important to note that the shade overlaying any given point on the map represents the cumulative value offered by the surrounding park system to an individual situated in that specific location, rather than the service being provided by components at that location to the areas around it. GRASP Target Scores Analysis Within the GRASP Perspectives, the buffers and associated scores are presented in two ways —with infinite tone ranges (orange) and in two tones based on target values (purple and yellow). The larger scale map in each of the Perspectives shows the GRASP buffers with an infinite tone range that portrays the nuances of service that are being provided to the community. At this scale, it is easier to see the differences in services provided by parks and individual components. The complete Perspective series is set to the same tone scale so the different Perspectives can be compared side -by- side. The inset map shows the GRASP score ranges grouped into categories that represent either Below Target Minimum Score or Above Target Minimum Score. In the inset, you can see clearly, which areas fall into each of the categories for a summarized look at the service that is being provided. Different score breaks were used on the inset maps so that each set of components is evaluated based on what the target minimum score is for each Perspective. For this reason, these maps cannot be compared but are specific to each Perspective. The section below reviews the Perspectives and highlights where higher and lower levels of service are being provided from a given set of components. Maps and Perspectives for Iowa City Thumbnails of the target scores inset and excerpts from some of the maps and Perspectives are shown here for reference only —the reader should refer to the full maps in Appendix 111 for complete information and clarity. GRASP Perspectives Descriptions and Analysis Perspective A: Neighborhood Access to all Components This Perspective utilizes all components (indoor and outdoor) within the dataset to give a picture of how the system is serving the overall parks and recreation needs of Iowa City. This perspective shows how the City is providing service at a neighborhood level. This is defined by having services within one -mile radius from your home with a higher value placed on the services that are available within walking distance, or one -third mile. The Neighborhood Score from the inventory has been used, along with the modifiers identified for each site, to derive GRASP scores for each of the 70 components as described before. This score is then applied to the buffers. As with many communities, Iowa City provides service that meets or exceeds residential targets in the majority of the community, with gaps appearing only at the edges of the City. Concentrations in service are focused around some of the city's major parks, including City Park and Kiwanis Park, and in areas that are well served by a variety of parks and schools such as the areas around Court Hill and Wetherby Parks. Lower levels of service appear around the edges of the City are generally a result of lower levels of development and also reflect industrial or commercial areas that are not expected to receive the same amount of service. Table 9 shows the numerical break down of the service by area that is being provided to the residents of Iowa City. The average GRASP' score for the City is 285.6, which represents a high number and quality of recreational components overall. In addition, 85.1% of the city's area is receiving service that is meeting or exceeding expectations. This shows that not only are parks distributed throughout the community, but that the quality, setting and comfort of the parks is also excellent. This indicates a high dedication on the part of the City to providing high quality park and trail facilities. It also indicates that a significant amount of resources have been, and must continue to be, dedicated to the upkeep and maintenance of these facilities to continue to meet the expectations of the community. Table 9: Perspective A - Neighborhood Access to All Components, Neighborhood LOS for all components 16,332 98.0% 285.6 12.9% Overall Statistics E v E E v a " Q N O 0 Y E 3 .� Y v v O to v J> o H O > H O U Y O N � cc Y C Y C a U) U) b � /� L Neighborhood LOS for all components 16,332 98.0% 285.6 12.9% Overall Statistics E E v v bDc O f0 U 85.1% 1 Perspective e: Walkable Access to all Components This Perspective shows the level of service provided to the community at a walkable level. All components are shown and each has only a one -third mile buffer, which equates to about a 10- minute walk. These buffers have been truncated at the primary barriers. Scores within the buffers are equal to the base score for the components, calculated as described in Appendix 1 and doubled to reflect the walkable access, as was done on Perspective A. In a sense, this is Perspective A with the one -mile buffers removed. With the one -mile buffers removed, more gaps in service begin to appear. Again, some of these gaps, such as the area between Highway 6 and the rail road, are areas that contain land uses where walkable 71 access to parks and recreation is not a priority. In addition, some residential areas have lower levels of service, which may reflect the presence only of schools within walking distance. Schools, while providing some service, often do not have the access or comfort and convenience features that parks provide. Other residential areas with service below residential targets are found at the edges of the community in developing areas that do not yet have the population that requires services at the same rate as the rest of the community. Although there are some gaps as mentioned above, overall, more than 90% of the community has walkable access to some recreational components. Table 10 shows the levels of service by percentages for the City. Table 10: Perspective B - Walkable Access to All Components, Overall Statistics v Q in in v o .E o o .E U o 0 O H v o c v H c v Q Y s v in c C0 o c Q o Y N y N U Y In U Y In O ` U QW � QW Walkable LOS for 16,332 91.6% 108 37.9% 53.6% all components Perspective C. Neighborhood Access to Indoor Recreation Facilities This Perspective shows the LOS that is being provided by the indoor components to residents in Iowa City. Because these facilities are more likely to draw from a larger area, three -mile and one -third mile buffers were used. This represents a 10- minute walk or drive within the city. Again, the scores within the one -third mile buffer have been weighted to represent the added value of being close to home. For this Perspective those that have service that is meeting or above targets have access to at least the equivalent of a gym, fitness area, aquatics, and a multipurpose room. In Iowa City, the centrally located Robert A. Lee Center combines with the facilities at Mercer Park to provide consistent service over almost the entire community. Only the very western portion of Iowa City is beyond a 10- minute drive. Table 11 below shows the complete statistics for how the City is serving the residents of Iowa City with indoor recreational components. 72 Table 11: Perspective C: Neighborhood Access to Indoor facilities, Overall Statistics Perspective D: Walkable Access to Trails For this Perspective, trails that are located on a significant right -of -way, offer recreational value, added comforts such as benches, and interpretive signs are scored at a value equal to that of three park components with normal modifiers and ambience. This is because these types of trails function much like a park with a combination of active and passive components, and because of the high value that was placed on trails in the needs assessment process. Other trails were scored according to the service they provide and how well they met the expectations for their intended purpose. A detailed explanation of scoring can be found in Appendix 1. The score for a given length of trail was assigned a one -third mile buffer paralleling the trail along both sides. Aside from greenways, trails exist as components within parks. These are also shown on this map if they meet the following criteria. Trails as components in parks typically provide access to a natural area or are a part of a larger trail network probably geared to multi -modal use. In addition, the distinction can be made that trails in parks are often accompanied by interpretive signage and other features that make them destinations within the park. Sidewalks that exist purely to provide access to park components or are a circuit (counted elsewhere as loop walks) are not included in this map. Trails that are shown as a component of parks receive both one -third and one -mile buffers, just as components do in the other maps. This Perspective shows that Iowa City has a strong and growing trail network. The Iowa River Trail corridor is one of the featured trails in the community and provides both recreation and transportation service to the core of the community. Aside from this trail, a majority of the trails in the community exist within larger parks and provide primarily recreational opportunities for users. Many areas of the City show service that is not meeting residential targets although is showing some service. In many cases, the service that is being provided is lacking both comfort and convenience features and is not appealing for passive uses such as bird watching or wildflower identification. This includes both the wide sidewalks and on- street connections in the trail systems, which are geared more as transportation connections. Please refer to Table 12 for information on how the community as a whole is being served by Iowa City's trail system. 73 v u _ o E _ E U Q o in 0 in O v o H v .E c v o H o .E c v Q Y t N V7 C m 0 C Q 0 Y O N y N U Y In U Y In ` U QW � QW d Q ro ro Access to indoor 16,332 89.7% 102.8 0.8/ ° 88.8/ components Perspective D: Walkable Access to Trails For this Perspective, trails that are located on a significant right -of -way, offer recreational value, added comforts such as benches, and interpretive signs are scored at a value equal to that of three park components with normal modifiers and ambience. This is because these types of trails function much like a park with a combination of active and passive components, and because of the high value that was placed on trails in the needs assessment process. Other trails were scored according to the service they provide and how well they met the expectations for their intended purpose. A detailed explanation of scoring can be found in Appendix 1. The score for a given length of trail was assigned a one -third mile buffer paralleling the trail along both sides. Aside from greenways, trails exist as components within parks. These are also shown on this map if they meet the following criteria. Trails as components in parks typically provide access to a natural area or are a part of a larger trail network probably geared to multi -modal use. In addition, the distinction can be made that trails in parks are often accompanied by interpretive signage and other features that make them destinations within the park. Sidewalks that exist purely to provide access to park components or are a circuit (counted elsewhere as loop walks) are not included in this map. Trails that are shown as a component of parks receive both one -third and one -mile buffers, just as components do in the other maps. This Perspective shows that Iowa City has a strong and growing trail network. The Iowa River Trail corridor is one of the featured trails in the community and provides both recreation and transportation service to the core of the community. Aside from this trail, a majority of the trails in the community exist within larger parks and provide primarily recreational opportunities for users. Many areas of the City show service that is not meeting residential targets although is showing some service. In many cases, the service that is being provided is lacking both comfort and convenience features and is not appealing for passive uses such as bird watching or wildflower identification. This includes both the wide sidewalks and on- street connections in the trail systems, which are geared more as transportation connections. Please refer to Table 12 for information on how the community as a whole is being served by Iowa City's trail system. 73 Table 12: Perspective D - Walkable Access to Trails, Overall Statistics Communitywide LOS Other Tools for Measuring Level of Service (LOS) Besides the GRASP perspectives and associated LOS numbers, this plan also uses capacities based analysis tools. One tool determines capacity by comparing GRASP scoring to population, and the other tool models traditional methods of determining LOS by using straight quantity as compared to population. Communitywide LOS The Community Components GRASP Scores and Population Ratios in Table 13 show numerical indices for LOS that account for both quantity and quality of components in Iowa City. The table shows the community GRASP Index for each component, as well as the number of GRASP points needed to maintain the current indices as the population grows. Kiwanis Bike Trail 74 v v in u v E o _ E E U Q O in 0 L o .E v c v o> 0 c v Q O 0 C Q 0 0 U D U > Q Q Q bn Q N f0 Walkable access to 16,332 93.5% 42.1 36.3% 57.2% trails Communitywide LOS Other Tools for Measuring Level of Service (LOS) Besides the GRASP perspectives and associated LOS numbers, this plan also uses capacities based analysis tools. One tool determines capacity by comparing GRASP scoring to population, and the other tool models traditional methods of determining LOS by using straight quantity as compared to population. Communitywide LOS The Community Components GRASP Scores and Population Ratios in Table 13 show numerical indices for LOS that account for both quantity and quality of components in Iowa City. The table shows the community GRASP Index for each component, as well as the number of GRASP points needed to maintain the current indices as the population grows. Kiwanis Bike Trail 74 Table 13: Community Components GRASP® Scores and Population Ratios Current Projected Population 66,177 Population Aquatic feature, spraypad Aquatic feature, Outdoor pool Ballfield Dog Park Multi- Purpose Field Playground Shelter - large (group) Shelter - small (individual) Skate Park Tennis Recreational Trails (Mi.), Paved and Primitive TOTAL Total GRASP° GRASP® score Community per 1000 Score per population component (GRASP© type Index) 0.0 0.00 11.7 0.18 195.5 2.95 7.2 0.11 141.6 2.14 178.6 2.70 206.8 3.12 67.0 1.01 7.2 0.11 99.0 1.50 26.0 0.39 940.60 14.21 69,274 Total GRASP® score Additional needed at GRASP® projected score population needed 0 0.0 12 0.5 205 9.1 8 0.3 148 6.6 187 8.4 216 9.7 70 3.1 8 0.3 104 4.6 27 1.2 984.62 44.02 When looked at from this perspective, ballfields and shelter facilities have the greatest need to be improved or added to continue to provide a high level of service to keep up with the projected population growth. This is due to the already high LOS that the City is providing to the community and may be expected to continue to provide. While requiring some improvements, other components will require less work in the future because the expectation or need is lower for these items. This information can be used to plan for future improvements to the parks and recreation infrastructure to accommodate growth. GRASP' scores are a blend of quantity and quality, making it possible to increase them by adding components or improving the quality of existing ones. In most case, a combination of the two will be recommended. Used in conjunction with the Capacities LOS Table, the best combination of quantity and quality can be determined for planning purposes. The GRASP Indices also allow the community to benchmark its combined LOS for quality and quantity of service over time and measure its progress. 75 Capacities Level of Service For some components, the quantity needed is proportional to the population that will be served by that component. This is a fairly easy calculation when components are programmed for use. The programming determines how many people will be using the facilities over a period of time. Sports fields and courts fall into this category. For other components, the ratio of components to the population may vary, depending upon the size or capacity of the component and the participation levels within the community for the activity served by the component. Skate parks and group picnic facilities fall into this category. Table 14 represents the current level of service and projected needs for community components for Iowa City. This table closely resembles a traditional LOS analysis and shows how the quantities of certain park and recreation components compare to population. For each component, the table shows the current quantity of that component on a "per -1000 persons' basis (referred to as the Capacity LOS) and the pro -rata number of persons in the community represented by each component. This kind of analysis can be used to show the capacity of the current inventory — in other words, how many people are potentially being served by park components. When looked at from this purely quantitative perspective, based on its current LOS, Iowa City will need to provide two each of multipurpose fields, playgrounds, and shelters to keep up with the demand of the growing population. It is important to note that this table is simply one tool that is used to make final recommendations and establish budgets. The numbers of facilities shown on this table may differ from the final recommendations due to availability of land, ability to upgrade existing facilities, and the possibility of partnerships. Brookland Park Neighborhood Celebration 76 a aI}Iutud pue paned '(.!W) sl!pil IeuOyeazaag sluuol o N o 0 o N m O w N y o N N >Ized ale>IS r o o ti O r r o o �o (Ipnpinlpul) w Iieuts - xa;logs 0 0 o (dnoj2) o o o N adzel - jo3logs punoxdXeld m N o o O1 N c: BT pI 3 osodznd- T-lInW )Ixud doa r o o ti No r r o o �o pial3llefl � � � c�i o w N � �i lood zoop}np N 'aznlpa3appnbV ppdXpzds o V) O 'aznlpa3appnbV o 0 0 0 0 o o p N N ) 0 O y W v z F V m V. How We Manage -An Analysis of Administrative Findings A. Funding Fees /Charges The Iowa City Parks and Recreation Department relies on fees and charges for major revenue generation to offset program expenses. The Department stays market - driven with reasonable, affordable fees and is consistent with national trends relating to public park and recreation agencies, which generate an average 35% to 50% of operating expenditures. Reservations This revenue source comes from the right to reserve specific public property for a set amount of time. The reservation rates are usually set and apply to group picnic shelters, meeting rooms for weddings, reunions and outings or other type of facilities for a special activity. Partnerships Partnerships are joint development funding sources or operational funding sources between two separate agencies, such as two government entities, a non - profit and a City department, or a private business and a City agency. Two partners jointly develop revenue producing park and recreation facilities and share risk, operational costs, responsibilities, and asset management based on the strengths and weaknesses of each partner. Iowa City has developed partnerships with the School District, the University and a number of non - profit groups from small scale to large scale. Dedication /Development Fees These fees are assessed for the development of residential subdivisions with the proceeds to be used for parkland acquisition and /or development. Since its inception in 1994, a year hasn't gone by when either land or fees have not been received by the City. General Obligation Bonds Bonded indebtedness issued for capital improvements and general public improvements. This funding source is utilized every year for a variety of capital projects. Depending on the size and nature of the project, public approval may be required through an election. Hotel, Motel and Restaurant Tax Tax based on gross receipts from charges and meals services, which may be used to build and operate sports fields, regional parks, golf courses, tennis courts, and other special park and recreation facilities. The Parks & Recreation Department receives a portion of this every year to support the operations of the Mercer Park Aquatic Center. In 2008 this will amount to approximately $185,000. Grants The department pursues grants whenever appropriate. Several REAP Grants (Resource Enhancement and Protection) have been awarded in recent years from the Iowa Department of Natural Resources. W. Currently, the department is pursuing a CAT Grant (Community Attraction and Tourism) in the amount of $2,000,000 from the Iowa Department of Economic Development. Several smaller grants have been awarded through programs offered by the National Recreation and Park Association. We also anticipate pursuing another REAP Grant and at least one trails grant in the upcoming year. Bond Referendum A bond referendum requires a vote by the citizens for general obligation bonds initiated through City Council approval prior to the citizen vote. A 60% approval is required. The most recent Parks & Recreation project constructed utilizing this method was the Mercer Park Aquatic Center, which opened in 1988. Volunteerism The revenue source is an indirect revenue source in that persons donate time to assist the department in providing a product or service on an hourly basis. This reduces the City's cost in providing the service and it builds advocacy into the system. While the Department utilizes volunteers for many activities, an upgraded comprehensive volunteer program could be pursued more vigorously. Foundation /Gifts These dollars are raised from tax - exempt, non - profit organizations established with private donations in promotion of specific causes, activities, or issues. They offer a variety of means to fund capital projects, including capital campaigns, gifts catalogs, fundraisers, endowments, sales of items, etc. The department is affiliated with the Iowa City Parks and Recreation Foundation, which is not active on an ongoing basis, but rather reactive to needs, typically of a capital development nature. Equipment Rental The revenue source is available on the rental of equipment such as tables, chairs, tents, stages, bicycles, roller blades, boogie boards, etc. that are used for recreation purposes. This is currently being done by the Department, but on a very small scale. Community Gardens Many city and county agencies will permit out food plots for community gardens as a small source of income. The Department currently offers about 70 plots in Wetherby Park at $19 each. Membership and Season Pass Sales Cities sell memberships to specific types of amenities to offset operational costs. These membership fees can apply to recreational and fitness centers, tennis centers, golf courses, pools, ice - rinks, etc. Iowa City does not sell memberships, but they do sell season passes to the pools and dog park. Lighting Fees Some cities charge additional fees for the lighting charges as it applies to leagues, special use sites, and signature type facilities that require lighting above a recreational level. This includes demand charges. Program Contractor Fees Cities and counties receive a percentage of gross contractor fees for contractor programs held on City or county facilities. The percentages range from 25% to 40% depending on space, volume, and the amount 79 of marketing the City does for the contractor. Jazzercise is a good example; other possibilities could be pursued. Booth Lease Space In some urban cities, they sell booth space to sidewalk type vendors in parks or at special events. For a flat rate based on volume received. The booth space can also apply to farmers markets, art schools, and antique type fairs. This is done with the Farmers Market and occasional food vendors in the parks. Ticket Sales /Admissions This revenue source is on accessing facilities for self - directed activities such as pools, ice - skating rinks, ballparks and entertainment activities. These user fees help offset operational costs. In Iowa City this is done primarily at the swimming pools and the dog park. Concession Management Concession management is from retail sales or rentals of soft goods, hard goods, or consumable items. The City either contracts for the service or receives a set of the gross percentage or the full revenue dollars that incorporates a profit after expenses. This is not currently a large source of revenue for Iowa City. Any such revenue comes from privately operated vending machines and occasional vending carts. Affiliate groups are allowed to sell concessions as fund raising mechanisms for their respective organizations. Friends Associations These groups are formed to raise money typically for a single focus purpose that could include a park facility or program that will better the community as a whole and their special interest. Friends of Hickory Hill Park and Concerned Citizens for Sand Prairie Preservation are two examples of how this is working in Iowa City. Advertising Sales This revenue source is for the sale of tasteful and appropriate advertising on park and recreation related items such as in the City's program guide, on scoreboards, dasher boards and other visible products or services that are consumable or permanent that expose the product or service to many people. This is currently being done, but not to a large scale, partly due to "censorship' restrictions. Naming Rights Many cities and counties have turned to selling the naming rights for new buildings or renovation of existing buildings and parks for the development cost associated with the improvement. Iowa City has used this for the Scanlon Gym, Thornberry Off -Leash Dog Park and parkland acquisitions such as Kiwanis Park and Frauenholtz - Miller Park. Cost Avoidance The Department must take a position of not being everything for everyone. It must be driven by the market and stay with the Department's core businesses. By shifting its role as direct provider, the City will experience savings by deciding whether or not to provide that facility or program. This is cost avoidance. The estimated savings listed could be realized through partnering, outsourcing, or deferring to another provider in the provision of a service and /or facility. Iowa City works with a number of "affiliate groups" to jointly provide services and facilities. The more prominent examples include the EM Kickers Soccer Club, Girls Softball, Boys Baseball, Babe Ruth Baseball, Swim Club, DogPAC, Riverside Theatre and the local disc golf organization. Land Trust Many cities have developed land trusts to help secure and fund the cost for acquiring land that needs to be preserved and protected for greenway purposes. This could be a good source to look to for acquisition of future lands. Iowa City Parks and Recreation has worked with both the Johnson County Heritage Trust and the Iowa Natural Heritage Foundation for this purpose. Inter -local Agreements Contractual relationships entered into between two or more local units of government and /or between a local unit of government and a non - profit organization for the joint usage /development of sports fields, regional parks, or other facilities. The Department currently has six such agreements, three with the Iowa City Community School District, two with the University of Iowa and one with Riverside Theatre. Corporate Sponsorships This revenue - funding source allows corporations to invest in the development or enhancement of new or existing facilities in park systems. Iowa City has used this in the past, most notably with the Scanlon Gymnasium project where two areas bear the names of corporate donors. This should continue to be used when appropriate opportunities arise. Surplus Sale of Equipment by Auction Cities have surplus auctions to get rid of old and used equipment that generates some income on a yearly basis. The Department does sell items on occasion through an auctioneer as required by the City. The revenue generated is minimal and goes into the general fund. Inter -modal Transportation and Efficiency Act This funding program, commonly called TEA -21 Grants was authorized by the Federal Government in 1991. Funds are distributed through the state. There are several million dollars in enhancement revenues available for transportation related projects, including bicycle and pedestrian trails, rail depot rehabilitation, landscaping, and beautification projects. The department has used this source of funding for trail projects on a number of occasions, and should continue to do so. Land Swaps The city trades property to improve their access of protection of resources. This could include property gain by the city for non - payment of taxes or where a developer needs a larger or smaller space to improve their profitability. The city or county typically gains more property for recreation opportunities in exchange for the land swap. Although not on a large scale this has been done in the past, and the City should be open to future opportunities. EF The following are funding sources that could easily be used by the City of Iowa City Parks and Recreation Department to create the existing budgets for capital and operational expenditures. Security and Clean -Up Fees Cities will charge groups and individuals security and clean -up fees for special events other type of events held in parks. Iowa City does this on a small scale, and does it as an incentive to groups to take care of facilities and clean up after their event, not as a revenue source. Recreation Service Fees This is a dedicated user fee, which can be established by the City Council, upon recommendation from the Parks and Recreation Commission, for the purpose of constructing and maintaining recreation facilities. The fee can apply to all organized activities, which require a reservation of some type, or other purposes as defined by the local government. Examples of such activities include adult basketball, volleyball, and softball leagues, youth baseball, soccer, and softball leagues, and special interest classes. The fee allows participants an opportunity to contribute toward the upkeep of the facilities being used. Such a fee has never been used in Iowa City, but could be implemented. The following funding sources are potential funding opportunities the City of Iowa City Parks and Recreation Department should consider for additional funding of capital and operational expenditures. Revenue Bonds Bonds used for capital projects that will generate revenue for debt service where fees can be set aside to support repayment of the bond. Revenue Bonds have not been used for Parks and Recreation projects in the past, but should be considered for an appropriate facility. Sales Tax The revenue source is very popular for funding park and recreation agencies either partially or fully. The normal sales tax rate is one cent for operations and one half cent for capital. This tax is very popular in high traffic tourism type cities and with counties and state parks. This requires a referendum, and has been attempted only once, but did not pass. If considered again it will be a City Council decision to do so. Utility Roundup Programs Some park and recreation agencies have worked with their local utilities on a round up program whereby a consumer can voluntarily pay the difference between their bill up to the even dollar amount and they then pay the department the difference. Ideally, these monies are used to support utility improvements such as sports lighting, irrigation costs and HVAC costs. EN Gift Catalogs Gift catalogs provide organizations the opportunity to let the community know on a yearly basis what their needs are. The community purchases items from the gift catalog and donates them to the city. This was considered by the Foundation many years ago, and is an opportunity to increase resources for the Department. Catering Permits and Services This is a license to allow caterers to work in the park system on a permit basis with a set fee or a percentage of food sales returning to the City. Additionally, many cities have their own catering service and receive a percentage of dollars off the sale of their food. Iowa City has not pursued this in the past, but could in the future. Special Fundraisers Many park and recreation agencies have special fundraisers on an annual basis to help cover specific programs and capital projects. This is not currently being done by the Department, but could be pursued by the foundation to increase revenue. Credit Card Surcharge Fees on Sports and Entertainment Tickets, Classes, etc. This fee is a surcharge on top of the regular sports revenue fee or convenience fee for use of MasterCard and Visa. The fee usually is no more than $5.00 and usually is $3.00 on all exchanges. The money earned is used to help pay off the costs of improvement or for operational purposes. Life Estates This source of money is available when someone wants to leave their property to the City in exchange for them to live on their property until their death. The City usually can use a portion of the property for park purposes and then all of it after the person's death. This revenue source is very popular for individuals who have a lot of wealth and their estate will be highly taxed at their death and their children have to sell of their property because of probate costs. This allows the person to receive a good tax deduction yearly on their property while leaving a life estate. It is good for the City because they do not have to pay for the land. Maintenance Endowments Maintenance Endowments are set up for organizations and individuals to invest in ongoing maintenance improvements and infrastructure needs. Endowments retain money from user fees, individual gifts, impact fees, development rights, partnerships, conservation easements, and for wetland mitigations. Reverse Sponsorships This revenue source allows agencies to receive indirect revenue from cross promoting their current sponsors with professional sporting events such as in racing with cars and drivers and significant sports heroes. Indirect sponsorships provide up to 15% of the sponsorship value back to the City for linking their parks and recreation sponsors with professional sports. If the opportunity presents itself in Iowa City, it could be considered. Recycling Centers Some cities operate recycling centers for wood, mulch, and glass as profit centers for their systems. Iowa City currently offers wood and mulch free to the public. W Hospitality Centers These types of recreation facilities are developed by cities for use by the public for wedding, reunions, and special gatherings. The recreation facilities are not subsidized but operate at a profit. Some facilities are surprisingly managed by outside caterers. Iowa City is currently do this, but not at a profit. New facilities would need to be developed to create profit. Cell Towers Cell towers attached to existing light poles in game field complexes is another source of revenue the City could seek in helping support the system. To date, the Department has not permitted such apparatus in city parks, but proposals have been considered in the past and likely will be again. Hospital — Rehabilitation Contracting Cities will contract with hospitals for their rehab patient's work that can be provided at local recreation centers with their therapists overseeing the work. This provides a steady level of income for the fitness center and encourages patients after rehab to join. Payments are made by health insurance companies. Film Rights Many cities permit out their sites such as old ballparks or unique grounds or sites for film commissions to use. The film commission pays a daily fee for the site plus the loss of revenue the city will incur if the site generates income. Manufacturing Product Testing and Display This is where the city works with specific manufacturers to test their products in parks, recreation facilities and in program services. The city tests the product under normal conditions and reports back to the manufacturer how their product is doing. Examples are in lighting, playgrounds, tires on vehicles, mowers, irrigation systems, seed & fertilizers (etc.). This city gets the product for free but must pay for the costs of installation and for tracking results. Fishing License for City or County Lakes Some cities they have their own put and take fish operation and safe fishing laws for their own lakes for trout and specialty fish. This may be more feasible in the future. Capital Improvement Fees These fees are on top of the set user rate for accessing facilities such as golf, recreation centers and pools to support capital improvements that benefit the user of the facility. The Parks and Recreation Department has not use this source, but some affiliate groups in Iowa City have done so with success. Land and Water Conservation Fund These funds are awarded for acquisition and development of parks, recreation, and supporting facilities through the National Park Service and State Park System. Iowa City has received funding from this program in the past, but not for many years. The City has chosen not to pursue this funding in recent years due largely to the many strings attached. M The following funding sources are potential funding opportunities the City of Iowa City Parks and Recreation Department could considerfor additional funding of capital and operational expenditures. These funding sources may not be available currently in the state or an intergovernmental agreement may be necessary for implementation. OK— These funding sources may meet with some resistance and be more difficult to implement therefore more research is recommended. Private Concessionaires Contract with a private business to provide and operate desirable recreational activities financed, constructed, and operated by the private sector with additional compensation paid to the City. Patron Cards This allows patrons of a specific recreational facility to purchase patron cards for a month or a year that allows them special privileges above the general public. These privileges include having rights to early tee times, reservations, and special tours, shows or events. The patron cards can range in price from $15.00 a month to $150.00 a year. Establish a Greenway Utility Greenway utilities are used to finance acquisition of greenways and development of the greenways by selling the development rights underground for the fiber optic types of businesses. This is currently not covered in the state code and would likely require a code amendment. Private Developers These developers lease space from City -owned land through a subordinate lease that pays out a set dollar amount plus a percentage of gross dollars for recreation enhancements. These could include a golf course, marina, restaurants, driving ranges, sports complexes, equestrian facilities, and recreation centers and ice arenas. Merchandising Sales This revenue source comes from the public or private sector on resale items from gift shops and pro shops for either all of the sales or a set gross percentage. Iowa City currently doesn't have the types of facilities that would make this source very appealing although future facilities may. Subordinate Easements – Recreation / Natural Area Easements This revenue source is available when the City allows utility companies, businesses or individuals to develop some type of an improvement above ground or below ground on their property for a set period of time and a set dollar amount to be received by the City on an annual basis. Irrevocable Remainder Trusts These trusts are set up with individuals who typically have more than a million dollars in wealth. They will leave a portion of their wealth to the City in a trust fund that allows the fund to grow over a period of time and then is available for the City to use a portion of the interest to support specific park and recreation facilities or programs that are designated by the trustee. This has never been done with the Parks and Recreation Department, but could be considered. ER Permits (Special Use Permits) These special permits allow individuals to use specific park property for financial gain. The City either receives a set amount of money or a percentage of the gross service that is being provided. Other than food vendors, the current practice has been not to allow this. Sale of Mineral Rights Many cities sell their mineral rights under parks for revenue purposes to include water, oil, natural gas and other by products for revenue purposes. Integrated Financing Act This legislation creates an alternate method for collecting assessments levied under the Landscaping and Lighting Act, the Vehicle Parking District Law and the Park and Playground Act. This act applies to all local agencies. This act can be used to pay the cost of planning, designing, and constructing capital facilities authorized by the applicable financing act, pay for all or part of the principle and interest on debt incurred pursuant to the applicable financing act and to reimburse a private investor in the project. It serves two unique properties: (1) it can levy an assessment which is contingent upon future land development and payable upon approval of a subdivision map or zone change or the receipt of building permits; (2) it allows the local agency to enter into an agreement with a private investor whereby the investor will be reimbursed for funds advance to the agency for the project being financed. More research and information would need to be obtained before determining the feasibility of this funding source. Wheel Tax on Cars /Vehicles Many cities have a City sticker tax on vehicles based on the type of vehicle. This allows for park agencies to receive a portion of this money to cover the costs of roads, hard surface paths and parking lots associated with parks. This funding source is not currently allowed, although it has been mentioned in the past. Parking Fee This fee applies to parking at selected destination facilities such as beach parking areas, major stadiums and other attractions to help offset capital and operational cost. Traditionally, parking has been free at all the Park and Recreation facilities except the downtown recreation center. The adjacent parking lot falls under the jurisdiction of the Parking Division. Leasebacks on Recreational Facilities Can Produce Revenue Many cities do not have capital dollars to build revenue - producing facilities but they will hire a private investor to build the facility according to the specifications they want and the investment company will finance the project and the City will lease it back from them over 20 years. This can be reversed where by the City builds the facility and leases to private management to operate it for a percentage of gross dollars to pay off the construction loans through a subordinate lease. This funding source may be possible in Iowa City although public bidding may be required. Em Family Tree Program Many cities have worked with local hospitals to provide cash to the parks system to buy and plant a tree in honor of every new born in the City. The hospitals invest $250 to $300 and receive the credit from the parents of the newborns. The parks system gets new trees of ample size. Iowa City currently has a memorial tree program that is not affiliated with the hospital or in recognition of new born babies. Sell Development Rights Some cities and counties sell their development rights below park ground or along trails to fiber optic companies or utilities. The park agency detains a yearly fee on a linear foot basis. This may be possible. Agricultural Leases In some City and county parks, they lease low land property along rivers or excess land to farmers for crops. The City or county typically get one -third of the value of the crops or they lease it on a per acre basis. Iowa City has utilized this funding source in the past, but currently there is no parkland that would lend itself to this. Camping Fees & Hook -Up Fees City and county parks along with state parks permit camping for RV's, tents, and primitive Camping. Fees range from a high of $18 to $20 a night per site to $6 or $7 for primitive space. Additional fees will be added for water, electricity, sewer, and cable T.V. access. The Department does not currently have campsites, but one may be considered at Sand Lake in the future. Signage Fees This revenue source taxes people and businesses with signage fees at key locations with high visibility for short -term events. Signage fees range in price from $25.00 per signs up to $100.00 per sign based on the size of the sign and location. This has never been done, but could be a possibility. Product Sales This is where the city sells specific products for purchases or consumption by the public. This would include trees, food, maple syrup, livestock animals, fish, plants, etc. This is a potential revenue source, although the Department would need to be careful to minimize any perceived competition with the private sector. B. Analysis of Benchmarking Limits of Comparative Data and Analysis Benchmarking is an important tool that allows the comparison of certain attributes of the city's management of public spaces (parks, recreation, aquatics, and related services) with other similar communities. For this plan, benchmarking data was collected from comparable agencies including: Cedar Rapids, IA, Cedar Falls, IA, Ames, IA, Bloomington, IN, Bend, OR, Bolingbrook, IL, Fort Collins, CO, Lawrence, KS, and Terre Haute, IN. It is very difficult to find exact comparable communities because each has its own unique identity, its own way of conducting business, and differences in what populations it serves. It is important to keep in mind that while many park and recreation departments serve primarily its residents, others serve a large portion of non - residents. E Additionally, organizations typically don't break down the expenditures of parks, trails, facilities, and maintenance the same way. Agencies also vary in terms of how they organize their budget information and it is sometimes difficult to assess whether or not the past year's expenses are typical for the community. This being said, the benchmarking information presented here should be used as a catalyst for the City of Iowa City to continue to research best practices for more specific areas when they are needed. eenchmarking Data Sought The communities were chosen primarily due to the perceived similarities and geographic proximity to Iowa City. Requested benchmarking data includes: • Population • Median income levels • Total full time equivalencies (FTE) • Total park and recreation acres managed by agency • Total operating budget • Breakdown of the sources and allocation of the budget • Number and types of parks, trails, outdoor and indoor facilities Additionally benchmarking data looks to weigh pertinent data along with comparing against a "per thousand" population calculation in some cases. Comparing data on a "per thousand" population basis is more accurate than averaging or generalizing. For this analysis, population information and median household income was derived from ESRI Business Information Solutions. As indicated, some of the data is 2006 numbers, while other data is 2007 figures. Summer Campers at City Park Pool E s ! » } \:)) >/ \) _) \}± \) :! 1 \> }: }r \r ; : :: °_ ;: : ; ;: :r : . _ )) } \((\ °§ \ } \\§ }§ \) /\� i` : :`` \\ . -�`\ JE /\���� `: i \ \}§ \§ \) : :: )\���� < }§ \\ K ;__,_:; , ®, : ,! ( S m ; }0 um _ ! :\ o ! }� ^ - - \- _ }}(,: ) \}j \} } }i[zi\ {\ { /ili,) / Ci;, »} §} {j)\ \\! \ { {:j/ _ /)}}}I /);zl1 } ; §)){!\\\!)) }I \,: Analysis of eenchmarking The communities chosen for this analysis were chosen based on perceived similarities to the City of Iowa City; the communities either are within a close geographical proximity to Iowa City or have simil ar demographic make -ups. Many of the communities were chosen because they house large universities and therefore have similar populations as Iowa City. The average population of all ten responding communities is 79,342. Iowa City, at 66,177 is lower than this average; however the median population 71,114 is a better representative of the disbursement. The average median household income for all respondent communities is $50,735 (MHI for Iowa City is $42,412) and the median value of all the communities' median household incomes is $47,346. Iowa City has the lowest total acres managed by the agency per 1,000 (24.22). Fort Collins, CO has the highest acres per 1,000 (117.37), followed by Terre Haute, IN (61.86). Iowa City is in the mid -range in terms of full -time employees per 1,000 (0.52). The highest full -time employees per 1,000 is Bend, OR (1.07) and the lowest is Cedar Rapids (0.41). Of the respondent communities, Ames, IA has the highest cost recovery, recovering 58% from fees and charges. Terre Haute, at 5% is the lowest; Iowa City recovers 18% from fees and charges. Iowa City is in the mid -low range for Capital Improvements Budget of the respondent communities, averaged over the proceeding five years, ($1,926,793). The lowest average CIP is Bloomington, IN ($301,994), the highest is Bend, OR ($7,407,819). Iowa City is in the high range for total miles of agency maintained trails (51.4). Lawrence has the most miles of trails (65); Terre Haute has the least miles of trails (10). Most of the respondent agencies had at least one dog park and one skatepark. C. Guiding Themes Based on the findings in the previous sections of this plan, some guiding themes have emerged and provide the framework for the City of Iowa City's approach toward parks and recreation facilities and services. Iowa City should capitalize on its great assets and focus on taking care of what they have, as a priority. A strong parks and recreation component is central to the quality of life goals of Iowa City. This Parks, Recreation, and Trails Master Plan promotes the enhancement and expansion of parks and recreation opportunities for the community. There are several guiding themes and findings expressed through the community planning processes that are summarized below: • Build on Iowa City's natural and recreational outdoor assets • Increase trails to support a pedestrian - friendly, connected, "walkable' community, including bicycling • Enhance the "quality of life" for residents through parks and recreation • Create new funding mechanisms for increased resources to sustain the level of standards the community supports • Increase Partnerships and Collaborations • Balance Cost Recovery and Affordability • Improve Communication and Marketing a • Plan for Growth • Balance passive, self- directed, and active recreational opportunities through goals and strategies • Maintain and upgrade the existing assets and expand park and recreation opportunities as opportunities arise • Increase or Realign Programming for Youth, Teens, Seniors, Disabled, Arts, Cultural, Non - Sports for the changing demographics • Expand citywide events • Increase Indoor Recreation Facilities — Recreation and Aquatic Center as a long range goal VII. Great Things to Come- Recommendations and Action Plans The previous sections have provided findings and analysis of the various management and planning issues for the City of Iowa City. This section provides recommendations for improvements for Iowa City based on the information gathered from the demographics, survey results, the public input process, program analysis, organizational review, and the level of service analysis. The information gathered has aided in identifying community issues, analyzing future needs, and addressing how to implement them. The recommendations in this section are not necessarily prioritized, although the capital improvement recommendations in the table within this section are prioritized within the timeframe indicated. It is understood that these priorities may change or shift based on funding opportunities, political climates, etc. and is intended to provide guidelines as to what is needed to keep up with the growth, development, and change that is occurring in Iowa City. Recommendations for the next twelve years address the needs of the community and can be implemented with the funding sources identified. The recommendations are guidelines based on current information and planning. Planning beyond these twelve years is not as certain, as the community will change drastically. It is recommended that another Parks and Recreation Master Planning process begin within the next six to eight years to more accurately plan for the future. Most communities conduct a new Master Planning process every six to eight years to maintain their ability to receive grants with a current long -range plan in place. A. Recommendations Goat 1: NAffiTW "T PLANNING PROCESS Strategy: Incorporate the action items of this plan into the City's annual work plans to achieve the recommendations of this plan and to enhance effectiveness of staff effort. Action Steps: • Assign responsibility and time frame, and allocate resources necessary to complete each action identified in annual work plans. 91 Strategy: Assure that all levels of staff are informed of and are set up to work to implement the recommendations and strategies of the plan. Action Steps: • Inform all levels of staff of the direction of the Plan, allow for staff input, encourage buy -in, and encourage input from all staff members. • Provide cross - departmental staff teams /team members, as appropriate, with education development opportunities, necessary equipment, and supplies. -11 w Strategy: Create standards for all community services activiti�ces. Action Steps: • Establish service standards for all community services activities. Suggested criteria for service standards include: • Programs: participation levels, revenue, instructors, customer satisfaction, cost per experience (or per hour, per class), customer retention • Instructors: experience, knowledge, friendliness, recruiting, rewarding, training, standards • Volunteers: experience, knowledge, friendliness, recruiting, rewarding, training, standards • Facilities: cleanliness, aesthetics, comfort • Staff: Experience, knowledge, friendliness, rewards, training, trends Action Steps: • Identify all major maintenance tasks including such things as: • Turf /Mowing • Plantings • Restrooms • Sidewalks and paths • Irrigation • Weed and insect control • Curb appeal • Playground and picnic equipment • Courts and fields • Litter control • Evaluate and develop a scoring system for each task to meet desired and consistent service levels. • Involve staff in the development of the standards and scoring system. • Conduct maintenance standards training for all staff. • Establish and monitor recordkeeping procedures to document the actual hours and materials costs for each maintenance operation. • Apply appropriate maintenance standards and define set up /tear down requirements for all special events, tournaments, or other activities that currently stress resources. Assure adequate staffing and funding to take on the task, prior to making a commitment. 92 [Iff I I' • I I l Strategy: Seek ways to respond to identified programming priorities The Department has a strong reputation for being responsive to community desires within budget constraints. The citizen survey and public input sessions highlighted areas of additional programming desire including: • Opportunities to connect people to the natural environment • Additional learn -to -swim, water fitness and outdoor swimming • Outdoor leisure pool opportunity • Additional special events and family /community gathering opportunities • Expansion of art, dance and performing arts opportunities • Expansion of fitness and wellness programming Action Steps: • Evaluate the development of new programs based on community interests. 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 citizen survey, then the programs should be considered for expansion. • Establish criteria for the implementation of new programs (based on research and feedback). The Department should pursue program development around the priorities identified by the survey, using the following criteria: • 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 Department within two seasons • 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) • Develop program evaluation criteria for existing offerings and implement annually. Using historical participation levels to determine program popularity and participant feedback can be helpful in deciding if programs should be continued. Annually all current programs should be evaluated 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 include: • 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, change the time /day the program is offered and change the format or instructor? If not, it may be time to discontinue the program. 93 • Is there information contained in the participant 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? M&Etegy: Identify and develop programs related to new trends in parks, recreation, and cultural arts The City should continue its leadership in this area by developing facilities and programming that are on the cutting edge in parks, recreation, and cultural arts. Continuing to diversify recreational opportunities will enable the department to attract revenues through fees and charges that will support the desires of residents. Action Steps: • Focus on the enhancement of fitness and wellness components at recreation centers. Regularly update fitness equipment to stay current with fitness trends and public demand and seek opportunities to expand the size of the fitness facilities through renovation and new facility development. • Prepare for the fitness and wellness desires of the aging baby boomers. This group is also known as the group entering into the traditional "senior' age group of 55 and over, who do not identify with the term "senior." This cohort is seeking a continued active lifestyle and is not likely to partake in traditional "senior" offerings. • Provide concurrent youth and adult programming as a way to increase participation. There are many successful youth programs offered by the Department for which adults are bringing and picking up children. The Department should offer more adult programming, such as fitness and wellness, concurrently with youth programming as a way to entice parents and guardians to stay and participate in programs. .' kl - tii i7' . �.� M As a tax supported operation, it is important that efforts are made to reach underserved segments of the population. Strategy: Reach out to those with financial need. Action Steps: • Review the existing financial assistance program to maximize use. Seek assistance from other providers of low- income services to help promote the opportunity. Assure that use of the program is available in the most dignified manner possible. • Research transportation accessibility issues and work with other community groups and private entities (such as public transit or the school bus system) to develop options to 94 address needs. Transportation for low- income families was identified in the focus group sessions as a significant barrier to participation. Strategy: Assure programming opportunities are reasonably available to all geographic sectors of the City. The facilities and programming offered should be thought of as a system. Some of the components in the system, due to their expense, should be available to serve the whole community (such as indoor swimming pools), and some should be available to serve local neighborhoods (such as after school programming). Action Steps: • Investigate ways that facilities and programs can be accessible to more people through connectivity of the trail system for pedestrian and bike use, better public transit, parking availability and general awareness of opportunities. • As growth continues in the west part of town, pursue an indoor multi - purpose recreation facility to serve that geographic sector. GOAL 5: SOLICIT-COITYINVOLVENENT AND FEEDBACK The Department has an excellent reputation for responsiveness to the community. The opportunity exists to become more pro- active in this regard. Strategy: Regularly solicit community input in program and facility planning efforts. Action Steps: • Implement a Standard Practice for Customer Program Feedback, Program Evaluation and Program Development. Customer feedback will help improve programming by being able to respond to customer needs in a timely matter. Information sought from participants should include: • Satisfaction levels and supporting reasoning • Suggestions for improvements to programs • Suggestions for new programs • Solicit youth input through future surveys and other opportunities. Soliciting youth feedback is a challenging proposition for parks and recreation entities. Working with other service providers may also provide important information and opportunities to attract this age group. • Create a "Mystery Shopper" program where secret shoppers evaluate services anonymously and results are tracked. 95 Strategy: Expand Department volunteer opportunities. Action Steps: • Seek volunteer effort to support expansion of programming into opportunities to connect people to nature. Many individuals and groups are interested in sharing their expertise and /or sweat equity with a goal of promoting stewardship of our natural resources. • Harness the energy of seniors and the retiring baby boomer generation as instructors and program leaders. Across the country, interest is being expressed in sharing expertise and hobbies. • Consider the addition of a volunteer coordinator in the department, or a shared volunteer coordinator in the City. A successful volunteer program must be well organized and advertised, with specific, rewarding, and recognized opportunities that allow individuals and groups to feel they are contributing to a larger goal. • Create a "Park Ambassador" program where residents living adjacent to parks are trained to inspect parks and then file a weekly report in exchange for a nominal fee or pass. Strategy: Effectively communicate Department offerings to public. In the citizen survey, 'not being aware of the department program offerings' was one of the top reasons given for not participating. Action Steps: • Enhance the branding and identity of the Department. Providing a consistent look to department advertising in the brochure, on the web site, on flyers, maps, etc., will help the community become aware of what is available to them and of the breadth of the offerings. • Celebrate the accomplishments of the department in promotional materials. Focus groups and public meetings brought to light that many existing participants in department activities, programs and use of facilities are unaware of the variety and expanse of what is available. Most participants have a relatively narrow view of what is available and outcomes achieved based on their limited use of department offerings and facilities. It is a suggestion of the community that the department "toot its own horn," in order to gain support for future endeavors. • Coordinate Department of marketing and communication opportunities with citywide efforts. • Create an annual marketing plan for the Parks and Recreation Department. • Update and expand website marketing efforts. The web site can serve as a one stop shop for everything in which the department is involved, including program offerings, facility information, trail and facility maps, opportunities through volunteerism and the Foundation, financial assistance, etc. • Develop an evaluation process for marketing media such as newspaper, seasonal brochures, website, direct mail, targeted e- mails, radio, and television advertising to continuously determine effectiveness of marketing dollars. 0 GM A, ASSURE r Al SIJS�� TY Diversity in the department's funding and revenue portfolio is as important in the public sector as in the private sector. Strategy: Research potential traditional funding opportunities. The City has the ability to use these mechanisms to enhance the quality of life in Iowa City and expand recreation, park, open space, trails, programs, and services to the community. Action Steps: • Work with the City, residents and partners to establish additional revenue through a combination of the following sources to implement the recommendations of the Master Plan: • Potential redirection of existing City funds • Alternative Funding options (see Section V) • Strategic partnerships • Fees and charges • Further investigation of support for an education campaign for a ballot initiative to pass a bond referendum for future capital improvements. Strategy: Pursue alternative funding to implement the Master Plan Many departments within Iowa City have experienced challenging times in the recent past, with limited funding and staffing levels, and the Department should explore the best means of achieving its funding goals. Alternative funding methods may be instrumental to the operations of the City's recreation programs and facilities on an ongoing basis. Allocating resources (assigning staff time, matching funds, etc.) to pursue alternative funding should be considered an investment in the future, with an outlined and expected positive rate of return. Action Steps: • Identify opportunities to increase community support and revenue opportunities such as grants, partnerships, sponsorships, volunteers and earned income (see Section V for Alternative Funding Resources). • Assign staff resources and /or investigate the possibility of utilizing volunteer efforts to apply for such funding. • Develop a "Wish List" to identify philanthropic opportunities that align with these needs. Once identified, aggressively apply for grant funding and Foundation assistance. • Expand and formalize a volunteer program to include standards, recruiting, training, retaining, and rewarding volunteers in all program areas. • Create new and formalize existing Sponsorships (see Sample Sponsorship Policy in Appendix 111) with equity agreements that are reviewed annually. • Create an annual "Sponsorship Manual" listing all the opportunities for the year and distribute within the community in a menu format that creates a sense of urgency within the business community. 97 • Work with Parks and Recreation Foundation to facilitate the receipt of grant funds and other fundraising activities. • Seek collaborations with developers for future development projectsto include recommended parks and recreation facilities and standards cost recovery philosophy and policy and update as necessary. It is suggested thatthe City employ a cost recovery policythat provides the foundation for setting fees and charges based on the organizational vision, mission, and values of the City, and who in the community benefits. This will help determine the cost recovery and subsidy level of each program and facility and serve as a tool to monitor these goals over time. Action Steps: • Clarify the Department's Pricing Policy and Strategy. If a pricing policy exists, even loosely, it should be fine -tuned to provide expanded detail in guiding management decisions. If a written policy is not in existence, one should be created. • Refine Cost Tracking. Review direct and indirect costs assigned to specific programs and facilities in order to assure consistency in balancing costs with revenues. Assure that the accounting system is capable of providing information monthly, quarterly, and annually to inform management decisions. • Identify citywide participant categories. Participant category examples for use of facilities and programs include resident and non - resident, age, partners identified through various inter - governmental agreements, non - profit organizations, and private organizations, as well as many others. • Determine fee schedule and subsidy levels. Based on the Pyramid Methodology for resource allocation and cost recovery (see Appendix 11), for each program /activity and facility, determine the subsidy /cost recovery target level incorporating participant categories. • Partial Cost Fee: recovers something less than full cost. This partial cost fee could be set at a percentage of direct costs, all direct costs, all direct costs plus a percentage of indirect costs, or some combination. • Full Cost Fee: recovers the total cost of a service including all direct and all indirect costs. • Market Rate Fee: based on demand for a service or facility. Determine the market rate by identifying all providers of similar services (e.g., private sector providers, other municipalities, etc.) and setting the fee at the highest level the market will sustain. • Consider policy revisions to increase revenue generation potential. • Use discounted fees as a special promotion such as reduced fee hours during off peak times. • Reconsider the current alcohol policy to allow for limited and appropriate alcohol use to make rental opportunities more attractive. 0 609 111 COWBOWE NTH COMMUNITY ORUNDTIONS a BUSINESSES Strategy: Build partnerships within the community to take advantage of existing facilities, share new nobill facilities, and provide additional programming and services to the community. Action Steps: • Investigate partnerships with local medical and health organizations to increase fitness and health programming particularly for the aging population and youth population within the community. • Create new and formalize existing partnerships (see Sample Partnership Policy in Appendix V) with equity agreements that are reviewed annually. • Strengthen and expand Intergovernmental Agreements (IGAs) with schools for use of fields, gyms, and multipurpose spaces. • Explore the possibilities of revising and promoting adopt -a- park /trail programs to help with park maintenance, beautification, and civic pride. • Investigate, where appropriate, collaborations with entities suggested by the community during the public input process of this master planning effort • Large businesses and local businesses • Chamber of Commerce, Visitors and Convention Bureau, ICCCBB Sports Authority for the promotion of sporting events • Iowa City Area Development Group (ICAD) • University of Iowa and Kirkwood College, public schools • Neighborhood Groups • Support Groups (dog park group, Friends of the Iowa River Scenic Trail (FIRST), sports groups, Project GREEN, Friends of Hickory Hill, Backyard Abundance, (- WATER, Johnson County Heritage Trust, Master Gardeners, Future Perfect • City Council, City Commissions, Public Art Commission, Planning and Zoning Commission, other City Departments • I -DOT, Johnson County, neighboring cities • Local associations of service providers: sports, martial arts, private /non - profits, UAY Strategy: Pursue a dynamic and mutually beneficial relationship with the Senior The existing Senior Center serves the traditional "senior population" in a limited facility, by today's standards. As the baby boomer cohort moves into the 55 and over age group, its members will be looking for non - traditional and highly active physical and social opportunities. Action Steps: • Provide cross marketing between the existing senior and recreation programs in order to assure a comprehensive approach to serving the older adult population. • As new facility development opportunities present themselves seek ways to encourage participation by the older adult population through a comfortable setting with shared access to activity centers such as swimming pools, therapy pools and light weight fitness equipment. E'E' Strategy: Explore a community access relationship with the University of Iowa at its new Student 0010000016 Wellness Facility currently under construction. At this time, the University has intentions of community access with options of daily admission fees and annual fee for use of the pool, gym, and fitness facilities. The facility will provide the only indoor leisure pool in this part of the state. Fees are anticipated to be high in relation to fees at the existing recreation center, albeit for a higher service level offering. Community use times will be a second priority to all University uses and student needs. Action Steps: • Continue discussions with the University to maximize community use times. • Seek to maximize the use of both pools to the extent possible in a complementary fashion. • Upon opening of the facility, monitor and evaluate community use opportunity. GOAL 9; CONTINUE TO PROVIDE EQUITABLE LOS IN EXISTING PARKS AND FACILITIES Strategy: Improve existing parks to meet community standards Action Steps: • Strive to replace or renovate all components scoring below community expectations. See list below for specific components that scored below community expectations. Playgrounds should be prioritized for renovation /replacement. Park City Park Component Playground .. .. 1 Upper playground City Park Playground 1 Upper playground City Park Playground 1 Upper playground Court Hill Park Basketball 1 Needs surface repair Court Hill Park Natural Area 1 Small and littered Court Hill Park Educational Experience 1 Sign in disrepair Creekside Park Basketball 1 Needs surface repair Creekside Park Playground 1 Older Creekside Park Water Access, General 1 Creek is hidden Happy Hollow Park Basketball 1 Needs surface repair Highland Park Playground 1 Older Mercer Park Playground 1 Swings and climber older Mercer Park Basketball 1 Needs surface repair North Market Square Park Basketball 1 Needs surface repair 100 Peninsula Park Water Access, General 1 Visual access only to water Scott Park Open Water 1 Creek is hidden Sturgis Ferry Park Water Access, Developed 1 Access to water is steep unless via boat trailer Terrell Mill Park Shelter 1 Needs repair Terrell Mill Park Volleyball 1 Needs surface repair Tower Court Park Playground, Local 1 Older • Add comfort and convenience featuresto parks where missing, such as benches, drinking fountains, and restrooms. It is recommended that at least 7 out of the 14 listed comfort and convenience features listed in the park inventory data report be provided in each park. (Refer to park inventory data for a list of missing comfort and convenience features by park.) • Consider adding restrooms to more neighborhood parks to increase the length of stay for families at parks. Parks in locations that are not in proximity to other parks with restrooms include: East Iowa City • Pheasant Hill Park • Court Hill Park West Iowa City • Benton Hill Park • Brookland Park or • Harlocke Hill Park • Continue to make the development of Sand Lake Recreation Area a priority. • Either upgrade all basketball courts to a playable level or remove some courts and concentrate efforts on a few that will get the most use overall. System wide, basketball courts are in conditions that are below community standards. The community survey reports that the small need for courts in the community are being largely unmet. • Continue to upgrade playgrounds as funding is available. The list of components in the first strategy of Goal 9 lists the playgrounds that are priorities for replacement. • Continue to work with the City to find construction techniques that increase maintenance efficiencies along the Downtown Pedestrian Mall. • Pursue plans to build out ballfields in Kicker's Park. This is currently the best location for new ballfields in the City. Although the need for new fields is not eminent the City can expect to see increased demand in the next 5 -7 years as the community grows. • Add more shelters to I.C. Kickers Park to increase the comfort of park users • Add loop walks to parks as funding is available and opportunities exist. • Continue to upgrade and improve small neighborhood parks. These facilities ranked highly for need among the community • Improve Creekside Park to address low levels of walkable service in that part of town. Improvements can include: o Upgrade the basketball court or replace with a component selected by residents • Upgrade or replace the playground • Improve security lighting 101 Strategy: Fill gaps in walkable service Action Steps: • Work with the School District to provide adequate recreational amenities at schools that are the singular providers of recreation in a neighborhood. Priorities include: • Henry Longfellow Elementary School • Helen Lemme Elementary School • Irving Weber Elementary School o Shimek Elementary school Work with other city departmentsto increase walkability throughout the community by adding sidewalks, pedestrian crossings, and bridging barriers. Improve parks that lie in low service area (as shown in Perspective B, Appendix VI) to increase walkable recreational opportunities. Strategies outlined in Strategy 1.1 should be employed in park improvement. _Strategy: Continue to provide a high level of service of natural areas and environmental education Access to nature and natural areas ranked highly as a need in the community survey. The City has a great base of resources from which to respond to this need. As parks and properties are being developed a priority should be placed on natural areas enhancement and creation Action Steps: • Continue to maintain and enhance natural areas throughout the system. • Enhance natural drainages, waterways, and native areas in developed parks. • Work with friends groups to improve and maintain soft surface trails within parks. • Increase interpretive signage at natural areas throughout the system. • Work to maintain a diversity of natural areas within the system including prairie, woodland, riparian areas, and wetlands. • Ensure that maintenance staff is trained in natural areas management techniques. • Partner with the U.S. Army Corps of Engineers to create canoe access to the Iowa River. • Conduct a feasibility study for the construction of a nature center. and develop facilities for new trends in parks and recreation Diversifying recreational opportunities in Iowa City's existing parks by adding exciting new recreational facilities will ensure the creation of a system that will attract both new and old residents. Such facilities will continue to help make Iowa City unique in the region and will foster a positive image of the City for residents and non - residents alike. Action Steps: • Look for opportunities to add a "destination playground" to an existing park. Destination Playgrounds usually include special features such as a climbing wall, spray feature or adventure play. Often they involve special theming and opportunity to teach children and parent something of the local history, culture, or ecology of an area. 102 • Look for opportunities to add a "boundless playground." Boundless playgrounds are designed to be fully accessible to children with disabilities and represent a growing trend in parks and recreation. While built to serve the local community, both may potentially attract visitors from the region. • Look for opportunities to build spray grounds in parks. These can be added to existing parks or suggested as features of new park. They provide opportunities for water play without the staffing and maintenance needed for outdoor pools • Consider adding a climbing feature to the next playground renovation. Climbing walls would be an addition to the parks that could be a unique draw to Iowa City Parks. �J F GOAL 10; PLANFORCONTINUEDEQUIiABLELOSASCOMAIUNIflGROWS Strategy: Add parks, trails, and facilities to respond to the growth needs of the community Action Steps: • Work with surrounding developments to bring utilities to Future Parks. • Plan and budget for park development based on development trends. Currently new development is concentrated in the western part of the community. Consider developing one of the future parks as the development continues. • Add park maintenance resources as additional park, trails, and facilities are added to the system as needed. • Review land dedication and impact fees for new development to ensure that the department is getting the needed resources to provide parks and recreation to new residents. • Work with interest groups to add new dog parks to serve the southern and central part of Iowa City. The high density of the central core of Iowa City may justify the need to add an additional dog park to aid with the high number of residents without yards or transportation. The southern part of Iowa City is another likely location for the addition of a new dog park to serve this area of the community. 103 Strategy: Increase the level of service provided for indoor facilities Action Steps: • Work with the University of Iowa to gain access to new recreation center facilities. • Conduct a feasibility study for the construction of an indoor recreation /aquatic facility on the west side of Iowa City that includes multi - purpose program space, gymnasiums, walking track, fitness, aquatics, cardio and weight rooms • If feasible, design and construct a new indoor recreation /aquatic center on the west side of Iowa City GOAL 1 OF SERVICE FOR TRAILS trategy: Increase the level of service offered by existing trails in parks and throughout community Action Steps: • Increase neighborhood connections to multi -use trails • Add small shelters along trails to provide shelter during extreme weather conditions and sudden weather changes. • Create rest stations along all multi -use trails and wide sidewalks to encourage recreational use • Track trail maintenance tasks, hours, and expenses to determine actual trail maintenance costs • Modify the trial maintenance budget to reflect actual trail maintenance costs. Trail maintenance efforts should be balanced between available budget and user expectations. • Work to improve trails within parks to make them safe and enjoyable • Increase walking opportunities in parks by adding loop trails as allowable Strategy: Increase trail connectivity and overall trail network Action Steps: • As a priority in park and facility construction, prioritize trail construction in capital improvement spending. • Continue to build proposed trails asfunding allows. Priorities for trail construction include: • Connections between existing trails • Connections between trails that create large loops • Connections to parks and greenspace • Connections to schools and other public facilities • Neighborhood connections to the larger network • Pursue projects to add a bridge to cross the Iowa River bridging Peninsula Park and Crandic Park. • Pursue funding to create a pedestrian underpass across Highway 218 at Hunters Run Park. 104 B. Recommendation Cost Estimates The following table includes recommended capital projects and additional items that significantly impact the annual operational and maintenance budgets and are above and beyond what is currently funded in the City's FY09 -FY12 CIP Budget and the City's operating budget. All cost estimates are in 2008 figures. Funding sources listed are suggested methods of funding and can be enhanced with additional methods of funding. Overall staffing cost projections are included in the annual operational and maintenance cost estimates. Table 16: Cost Estimates and Funding Sources for 2009 -2020 Recommended Priorities Upgrade or replace playgrounds at Creekside, Highland, Mercer, and Tower court Parks (4 total) Add restrooms to one west side park Add two small shelters to multi -use trails Construct Planned Trail Projects Create a renovation master plan for Creekside Park Addition of one maintenance worker Kickers Soccer Park improvements Butler Bridge Pedestrian Trail City Park Trail lighting Frauenholtz - Miller Park development Hickory Hill Bridge Napoleon Softball Field renovation North Market Square Park redevelopment Outdoor ice rink Pedestrian bridge - Peninsula /Rocky Shore $240,000 CIP $150,000 CIP $5,000 General Fund $30,000 CIP $2,000 General Fund $3,000,000 CIP, Partnerships, $10,000 /mile per General Fund Grants year Y $10,000 General Fund N/A N/A N/A N/A $38,000 General Fund $890,500 CIP N/A N/A $550,000 CIP, Grants $1,000 General Fund $240,000 CIP $2,500 General Fund $280,000 CIP, N.O.S. Fees $5,000 General Fund $50,000 CIP N/A N/A $180,000 CIP N/A N/A $280,000 CIP N/A N/A $400,000 CIP $20,000 General Fund $1,300,000 CIP $1,000 General Fund 105 Peninsula Park $300,000 CIP $2,500 General Fund development $750,000 S Sponsorships, $ $10,000 G General Fund Recreation center $225,000 CIP N/A N/A improvements Sand Lake Recreation $5,900,000 CIP, Grants, $50,000 General Fund Area Donations Waterworks Prairie $115,000 CIP, Donations $1,000 General Fund Park Hospice Memorial Wetherby Park $200,000 CIP, CDBG, N.O.S., $5,000 General Fund splashpad Grants, Donations Total 2009 -2012 CIP $11,340,500 (in 2008 dollars) Replace upper CIP, Partnerships, playgrounds at City C $750,000 S Sponsorships, $ $10,000 G General Fund Park with a Destination/ 106 Construct Planned Trail $10,000,000 CIP, Partnerships, $10,000 /mile per General Fund Projects Grants year Acquire and Construct Dedication Fees, New Park in West part unknown unknown General Fund of City Bond, CIP Construct additional $5,000- CIP, Partnerships, large dog park in south- $1150,000 Grants $8,000 General Fund central part of City Feasibility Study for Recreation /Aquatic $70,000 General Fund N/A N/A Center on West side of community Design and Construct a new Recreation / $15,000,000- Bond $500,000 General Fund Aquatic Center on West $20,000,000 side of City Total 2017 -2020 CIP +/- (in 2008 dollars) $30,220,000 Total 12 Year CIP +/- (in 2008 dollars) $42,880,000 107 Community Attitude and Interest Survey for Iowa City Demographics Continued Q24. Demographics: Whether Respondent is a Full -Time Student at the University of Iowa a, ner,,�, f Yes 4% No Not Provided s5% 1% ...A1 li .d„u Q25. Demographics: Respondent's Household Income by pe¢errage eF �espoMeNs $25,000- $49,999 $50,000$74,999 17% 25% Under $25,000 6% Not Provided 10% $75,000 - $99,999 16% $100,000 or more 24% I wre Cwm Er'l IMOW i F,*m'-�] Leisure Vision/ETC Institute Executive Summary - 38 Community Attitude and Interest Survey for Iowa City Demographics Continued Q21. Demographics: Age of Respondent by pq.e ge M..p.� 35 to 44 22% Under 35 13% 45 to 54 25% \\ 65+ 19% 55 to 64 21% soap: U. V.�.aremmnne(e'a� IMS) Q22. Demographics: Gender of Respondent by p...M ge of..p nd.n Male Female 57% Saivc¢ Leisure Vuicm/HTC Imum�e tFzbzuzn ]Mt51 Leisure Vision/ETC Institute Executive Summary - 37 Demographics Community Attitude and Interest Survey for Iowa City Q1. Demographics: Amount of People in Household 1, percxntn, of - .,ndnn� Two — —_ 40 %/ E Four or More 23% Three 19% Eau « `": Q2. Demographics: Ages of Those Living in Household by p rceMw d W.xWd occurs Ms 15 -19 years 7% 20 -24 years 10 -14 years 25 34 years 3% 3% 9% j 5 -9 years 8% 35-44 years 15% Under 5 years 6 % 75+ 5% 65 -74 45 -54 years 6% 19% 55-64 years 15% 4urre_ tex¢e Rua.LiCI� nee {Felxauy�oeJ Leisure Vision/ETC Institute Executive Summary - 36 Community Attitude and Interest Survey for Iowa City Q20. Respondent Satisfaction with the Overall Value Their Household Receives From the Iowa City Parks and Recreatic Somewhat 48% Department by percentage of respondents Very Satisfied Neutral 14% -%u e Leisure Visim EW lttstltute (Fehnmry �tHl$) atisfied Dissatisfied 1/o Leisure Vision/ETC Institute Executive Summary - 35 Community Attitude and Interest Survey for Iowa City 019. Which FOUR Actions Respondents Would Be Most Willing to Fund With Their City Tax Dollars by percent age of respondents who selected it 3s one of their topfour choices Dev new walkingfbiking trails & connect existin 55% Use gfeenvvays to develop trails & recreational fa 50% Purchase land to preserve open & green spat 44% Fix-up/repair older park buildings and facilibe 35% Develop new nature trails and carte 30% Dev. a new indoor recreation center 30% Upgrade existing neighborhood and community par 28% Develop a new outdoor aquatic facilityAvatar par 19a /o Develop new off -leash dog park 1 3rl Upgrade existing youffiladult athletic field 11% Purchase land for dev athletic fields & red. fa 11 %: Develop new youth and adult athletic field 5% - Other 4% 0% 20% 40% 60% 80% MMost Willing 02nd Most Willing 03rd Most Willing04th Most Willing Source. Leisure VisrrvvL7C fir itu relrnuo -'ZwS, Satisfaction with the Overall Value Household Receives Respondents were asked to rate their satisfaction with the overall value their household receives from the Iowa City Parks and Recreation Department. The following summarizes key findings: • Seventy -six percent (76 %) of respondents indicated that they are either very satisfied (28 %) or somewhat satisfied (48 %) with the overall value their household receives from the Iowa City Parks and Recreation Department. In addition, only 5% indicated that they were very dissatisfied (1 %) or somewhat dissatisfied (4 %). Additionally, 5% indicated don't know and 14% indicated neutral. Leisure Vision/ETC Institute Executive Summary - 34 Community Attitude and Interest Survey for Iowa City Most Willing to Fund with City Tax Dollars From a list of 12 actions Iowa City could take to improve the parks, recreation, trails, and green space system, respondents were asked to indicate which four of the actions they would be most willing to fund with their City tax dollars. The following summarizes key findings: • Based on the sum of their top four choices, the actions that respondents would be most willing to fund with their City tax dollars include: develop new walking and biking trails and connect existing trails (55%), use greenways to develop trails and recreational facilities (50%), and purchase land to preserve open space and green space (44%). It should also be noted that purchase land to preserve open space and green space had the highest percentage of respondents select it as their first choice as the action respondents would be most willing to fund with their City tax dollars. Leisure Vision/ETC Institute Executive Summary - 33 Community Attitude and Interest Survey for Iowa City Support for Actions to Improve the Parks, Recreation, Trails and Green Space System Respondents were asked to indicate how supportive they would be of various actions Iowa City could take to improve the parks, recreation, trails, and green space system. The following summarizes key findings: • For all 12 actions, over 40% of respondents indicated being either very supportive or somewhat supportive of actions Iowa City could take to improve the parks, recreation, trails, and green space system. Q18. How Supportive Respondents Are to Actions that the City of Iowa City Could Take to Improve the Parks, Recreation, Trails, and Green Space System by percentage of respondents Use greenways to develop trails & recreational h Dev newwalkinglbiking trails & connect existil Fix.uplrepalr older park buildings and facilitie Upgrade existing neighborhood and community earl Purchase land be preserve open & green spat Develop new nature trails and cents Upgrade existing youthladult athletic field Dev. a now indoor recreation centei Purchase land for dev_ afhletic fields & rec_ fa Develop a new outdoor aquatic facilityfwater pa Develop new youth and adult athletic fielc Develop new off -leash dog pnrk� 22 °A 22% 35°% 7% ° 9% 1 o °/ 37% 25 °/a 13 °% ° 14% 33% 18°% 7°% 39% 24°% ° 30°% 20°% 111% 370% 1 24 °A 10°% 26°% 30 °% 16 °% 32°% 36°% 11 23°% 29% 31% 0% 20% 40% 60% 80% 100% ■Very Supportive Momewhat Supportive ONot Sure ■Not Supportive scurcc: Leisnae Vrsr'nETC Instill IHcbrusuv 2CO1 Leisure Vision/ETC Institute Executive Summary - 32 Community Attitude and Interest Survey for Iowa City THREE Most Important Benefits From a list of 10 benefits that could be provided by parks, trails, and recreation facilities and services, respondents asked to indicate which three are most important to them and members of their household. The following summarizes key findings: • Based on the sum of their top three choices, the benefits most important to respondent households include: improve physical health and fitness (71 %), preserve open space and the environment (49 %), and make Iowa City a more desirable place to live (49 %). It should also be noted that improve physical health and fitness had the highest percentage of respondents select it as their first choice as the benefit they feel is most important to their household. Q17. Which THREE BENEFITS Are Most Important to Respondent Household Members by percentage of respondents who selected the item as one of their top three choices Improve physical health and tithes 71% Preserve open space and the environmen 49% Make Iowa City a more desirable place to fiv 45% Impove mental health and reduce stres 31i Help reduce crime 16% i Increase property values in surrounding are 13% Opportunities for dlff_ cultures to intera 1 1 % Protect historical attributes of the Cit 10% Help attract new residents and businesse 7% Promote tourism to the C €ry 2% Other 1 % 0% 20% 40% 60% 80% 1st Choice i Choice o3rd Choice Surtce. Leisure \ iston IETC hrgrtute t Febnran Sibs i Leisure Vision/ETC Institute Executive Summary - 31 Community Attitude and Interest Survey for Iowa City Level of Agreement with Potential Benefits Respondents were asked to indicate their level of agreement with various benefits being provided by parks, trails, and recreation facilities. The following summarizes key findings: • All 10 of the benefits have over 50% of respondents indicate that they either strongly agree or agree thatthe benefits are provided by parks, trails, and recreation facilities. Q16. Respondents Level of Agreement with Benefits Being Provided by Parks, Trails, and Recreation Facilities by percentage of respondents Improve physical health and fitnes Make Iowa City a more desirable place to liv Preserve °open space and the environmen Improve mental health and reduce stres Increase property values in surrounding are Help attract new residents and businesse Opportunities for dltt. cu@ures to intera Protect historical attributes of the Ci a Help reduce crime Promote tourism to the City 0% 20% 40% 60% 80% 100% MStrangly Agree DAgree ONeutral DDisagree MStrongly Disagree Source LeistaeVsionETC.Lxshtulbe lPthnrrn '_1y13) •�'• 31 °k 33 °k 7 °/ 3D% 10 °/a 39 °i6 12 °/a 38 °fir 23% 41 °� 25 °� 39 °k 30 °k 6 °,6 �'. 36 °h 35 °.6 6 °� 29 °� 38 °,U Leisure Vision/ETC Institute Executive Summary - 30 Community Attitude and Interest Survey for Iowa City Indoor Spaces Respondent Households Would Use Most Often From a list of 21 potential indoor programming spaces, respondents were asked to indicate which four they or members of their household would use the most often. The following summarizes key findings: • Based on the sum of their top four choices, the indoor spaces respondent household members would use most often include: walking and jogging track (59 %), weight room /cardiovascular equipment area (29 %) and exercise facility for adults 50 years and older (28 %). It should also be noted that walking and jogging track had the highest percentage of respondents select it as their first choice as the indoor space respondent household members would use most often. Q15. Indoor Spaces Respondent Household Members Would Use Most Often by percentage of respondents who selected the item as one of their top four choices Walking and jogging track Weight room /cardiovascular equip. area Exercise facility for adults 50 years /older Leisure pool (water slides, sprays, etc.) Nature center Lanes for lap swimming Aerobics /fitness /dance class space Warm water for therapeutic purposes Arts and crafts room Rock climbing/bouldering wall Indoor tennis Space for meetings, parties, banquets Multi -court gymnasium /field house Racquetball/handball courts Child care area Space for teens Preschool program space Indoor soccer4acrosse Classroom space 25 meter competition pool Deep water for divingANater polo Other 0% " 11% D 9% 18% 7% 7% 6% 5% 5% 4% ^r7o Source: Leisure V ision /ETC Institute (February 2005) 29% 28% J 22% 20% 8% 20% 40% 60% 80% IIIIIIIIIII11st Choice M2nd Choice 03rd Choice 4th Choice Leisure Vision/ETC Institute Executive Summary - 29 Community Attitude and Interest Survey for Iowa City Leisure Vision/ETC Institute Executive Summary - 28 Community Attitude and Interest Survey for Iowa City Potential Indoor Programming Spaces Respondent Households Would Use Respondents were asked to indicate all the potential indoor programming spaces that they and members of their household would use if the Iowa City Parks and Recreation Department developed a new indoor programming space. The following summarizes key findings: • Walking and jogging track (67 %) had the highest percentage or respondents indicate it as the potential indoor programming space their household would use if the Iowa City Parks and Recreation Department developed new indoor programming spaces. Other frequently mentioned potential indoor programming spaces include: weight room /cardiovascular equipment area (43%), exercise facility for adults 50 years and older (39 %), nature center (37 %), and aerobics /fitness /dance class space (35 %). Q14. ALL the Potential Indoor Programming Spaces Respondent Household Members Would Use if the Iowa City Parks and Recreation Department Developed New Indoor Programming Spaces by percentage of respondents (multiple choices could be made) Walking and jogging track Weight roomlcardiovascular equip, are,, Exercise facility for adults 50 yearslolde Nature center Aerobics /Gtnessldance class spat Leisure pool (water slides, sprays, etc Lanes for lap swimming Warm water for therapeutic purpose: Arts and crafts room Rock climbinglbouldering wal Space for meetings, parties, banquet Multi -court gymnasium/field housr Indoortennis Racquetballlhand ball court Chiid care area Space for teens Preschool program space Classroom space Indoor soccerflacrosse 25 meter competition pool Deep water for divinglwater polo Other 0% 32% - 28% 26% 24% 122% 20% — 15% 12 %; 11% 8% 8% 17% 16% 6% 4% 20% Source: Lciswc tltsr�utETC V�tihtk:iFcbnunn20081 67% 43% 40% 60% 80% Leisure Vision/ETC Institute Executive Summary - 27 Community Attitude and Interest Survey for Iowa City Programs Currently Participated in Most Often From the list of 23 recreation programs, respondents were asked to select the four that they currently participate in the most often at Iowa City Parks and Recreation Department facilities. The following summarizes key findings: • Based on the sum of their top four choices, the programs that respondents currently participate in most often at Iowa City Parks and Recreation Department facilities include: Farmers' Market (57 %) and special events (24 %). It should also be noted that the Farmers' Market had the highest percentage of respondents select it as their first choice as the program respondents currently participate in most often. Q13. Programs That Respondents Currently Participate In MOST OFTEN at Iowa City Parks and Recreation Department Facilities by percentage of respondents who selected the item as one of their top four choices Farmers' Market Special events, i.e. concerts, movies, etc. Adult fitness and wellness programs Youth sports programs Youth Learn to Swim programs Nature programs /environmental education Adult continuing education programs Programs with you pets Adult art, dance, performing arts Adult programs for 50 years and older Youth summer camp programs Water fitness programs Adult sports programs Youth art, dance, performing arts Preschool programs Tennis lessons and leagues Birthday parties Programs for teens Golf lessons and leagues Youth fitness and wellness programs Travel programs Before and after school programs Programs for people with disabilities Other EL—JA 10% 10% 9% ® 6% ® 6% 6% FF 5% ID 4% ® 4% ® 4% fl 4% 113% 2 3% U 3% 2% a 2%, �1 1% 1% 24% 0% 20% 40% 60% 80% Most Often 172nd Most Often =73rd Most Often 11111114th Most Often Source: Leisure Vision/ETC Instihrte (Febmary 2008) Leisure Vision/ETC Institute Executive Summary - 26 Community Attitude and Interest Survey for Iowa City Most Important Recreation Programs From the list of 23 recreation programs, respondents were asked to select the four that are most important to their household. The following summarizes key findings: • Based on the sum of their top four choices, the recreation programs that are most important to respondent households include: Farmers' Market (58%), adult fitness and wellness programs (29%), and special events (26%). It should also be noted that Farmers' Market had the highest percentage of respondents select it as their first choice as the most important program. Q12. Recreation Programs That Are Most Important to Respondent Households by percentage of respondents who selected the item as one of their top four choices Farmers' Market Adult fitness and wellness programs Special events, i.e. concerts, movies, etc. Nature programs /environmental education Adult continuing education programs Youth Learn to Swim programs Adult programs for 50 years and older Adult art, dance, performing arts Youth sports programs Programs with you pets Water fitness programs Golf lessons and leagues Youth summer camp programs Tennis lessons and leagues Adult sports programs Preschool programs Programs for teens Travel programs Youth art, dance, performing arts Youth fitness and wellness programs Birthday parties Before and after school programs Programs for people with disabilities Other 1'19% 15% --L-LE 14 11% ® 11% 10% ID 9% ID 8% II] 6% 76% = 6% 76% M 5% I1 5% Ti 5% 14% 13% 3% 2% 2% 129% 26% 0% 20% 40% 60% 80% Most Important 172nd Most Important 173rd Most Important 111114th Most Important Source: Leisure Visionf= Institute (February 2008) Leisure Vision/ETC Institute Executive Summary - 25 Community Attitude and Interest Survey for Iowa City Iowa City Households with Their Program Needs Being 50% Met or Less From the list of 23 recreation programs, respondent households that have a need for programs were asked to indicate how well those programs meet their needs. The graph below shows the estimated number of households in Iowa City whose needs for programs are only being 50% met or less, based on 25,202 households in the City. Q1 1c. Estimated Number of Households in Iowa City Whose Needs for Recreation Programs Are Only Being 50% Met or Less by number of households based on 25,202 households in Iowa City Adult fitness and wellness program 8,156 Nature programslenvironmental educatic 6,737 Special events, i_e, concerts, movies, et 5,746 Adult continuing education progra 5,3?37 Adult programs for 50 years and old 4,782 Water fitness programs 4,703: Travel programs 4,379 I Adult art, dance, performing art 3,982 Golf lessons and leagues 3,124 Programs with you pets 2,942. Farmers' Market 2,512 I Tennis lessons and league 2,443 Programs for teens 2,391 Adult sports program 2,376 Youth Learn to Swim program 2,324 Youth art, dance, performing art 2,047 Youth fitness and wellness program 2,011 Youth spots program 1,761 Youth summer camp program 1,684 Before and after school program 1,2$7 Preschool programs 1,115 Birthday parties 1,075 Programs for people with disahilitie 1,035 0 2,000 4,000 6,000 8,000 10,000 1111111150% Meets Needs1725% Meet Needs 7700/b Meets Needs .ti,'uiuce Le�siue t,7srtw£t� L1siLLU[r �Frbmen '_lRid1 Leisure Vision/ETC Institute Executive Summary - 24 Community Attitude and Interest Survey for Iowa City Leisure Vision/ETC Institute Executive Summary - 23 Community Attitude and Interest Survey for Iowa City How Well Recreation Programs Meet Needs From the list of 23 recreation programs, respondent households that have a need for programs were asked to indicate how well those programs meet their needs. The following summarizes key findings: • There is only one program that over 50% of respondents indicated completely meet the needs of their household: Farmers' Market (54 %). Q11b. How Well Recreation Programs in Iowa City Meet the Needs of Respondent Households Farmer Birthch Youth sports Youth Learn to Swim Special events, i.e. concerts, rr Preschool Youth summer camp Programs with Programs for people with Adult sports Youth al dance, pertoi Before and after school Tennis lessons an Travel p Water fitness Adult continuing education Adult art, dance. pedoi Adult fitness and wellness Nature programs/environmental Youth fitness and wellness Adult programs for 50 years Programs Golf lessons an by percentage of respondents with a need for programs 0% 20% 40% 60% 80°% 300% ■'199% Meets Needs[--l75% Meets Needs1750% Meets Needsl--125% Meets Needs11111110% Meets Needs Soar, Leique Vu <ion L'A'L;~�nn¢rih'ehnrul'ixy, Leisure Vision/ETC Institute Executive Summary - 22 Community Attitude and Interest Survey for Iowa City Need for Recreation Programs in Iowa City From the list of 23 recreation programs, respondents were asked to indicate which ones they and members of their household have a need for. The graph below shows the estimated number of households in Iowa City that have a need for recreation programs, based on 25,202 households in the City. Q11 a. Estimated Number of Households in Iowa City That Have a Need for Various Recreation Programs by number of households based on 25,202 households in Iowa City Farmers' Market Adulthtness and wellness program Special events, i.e. concerts, movies, etc Nature programslonvironmental educatio Adult continuing education program Water fitness programs Frave€ programs Adult programs for 50 years and older Adult art, dance, performing arts Programs with your pets Youth Learn to Swim programs Youth sports programs Adult sports programs Tennis lessons and leagues Golf lessons and leagues Youth art, dance, performing arts Youth summer camp program Birthday parties Prcgrarr for teens Youth fitness and wellness program Preschool programs Before and after school programs Programs for people with disabilitie W, Saul Lounue Vision )ilC Lastitute(Yebarary 2(08) - 7,611 7,132 6,679 6,250 5,519 15,469 ,562 33 3 3,125 2,974: 12,319 2,167 1,865 5,000 - 12,62 _ 12,198 10,207 10,000 15,000 20,000 Leisure Vision/ETC Institute Executive Summary - 21 Community Attitude and Interest Survey for Iowa City Need for Recreation Programs From a list of 23 recreation programs, respondents were asked to indicate all of the ones that they and members of their household have a need for. The following summarizes key findings: • There are three programs that over 45% or more of respondent households have a need for: Farmers' Market (72 %), adult fitness and wellness programs (50 %), and special events (48 %). Q11. Percentage of Respondent Households That Have a Need for Various Recreation Programs by percentage of respondents (multiple choices could be made) Farmers' Market Adult fitness and wellness program special events, i.e, concern;, movies, etc Nature programsienvironmental educate Adult continuing education program Water fitness programs Travel programs Adult programsfor 50 years and aide Adult art, dance performing arts Programs with your pets Youth Learn to Seim programs Youth sports programs Adult sports programs Tennis lessons and leagues Golf lessons and leagues Youth art dance, performing arts Youth summer camp program Birthday parties Programs for teens Youth fitness and wellness program Preschool programs Before and after school programs Programs for people with disabilitie 0% 3e1.1ce Lemirc ` ham h K'Imldute iFrbntx7- 2(X)81 - 30% _ 28% = 27% M 25% 22% 22% 8% 1 12% 120A 9% 9% 7% 41% 50% 48% 20% 40% 60% 72% 80% Leisure Vision/ETC Institute Executive Summary - 20 Community Attitude and Interest Survey for Iowa City Most Important Parks and Recreation Facilities From the list of 26 parks and recreation facilities, respondents were asked to select the four facilities that are most important to their household. The following summarizes key findings: • Based on the sum of their top four choices, the parks and recreation facilities that are most important to respondent households include: walking and biking trails (53 %), small neighborhood parks (30 %), wildlife and natural areas (26 %), and nature center and trails (25 %). It should also be noted that walking and biking trails had the highest percentage of respondents select it as their first choice as the most important facility. Q10. Parks and Recreation Facilities That Are Most Important to Respondent Households by percentage of respondents who selected the item as one of their top four choices Walking and biking trailF3% Small neighborhood park Wildlife and natural area Nature center and trails Large community park Outdoor swimming poolslwater park Indoor swimming poolslleisure po Playground equipmen Indoor runningfwalking hac Indoorfitness and exercise facilitie Off -leash dog park Golf course Indoor lap lanes for exercise swlmmin Youth baseball and softball field Outdoor tennis courts Riverfront parks Youth soccer fields Senior center Indoor basketballhrolleyball court Disc golf TO 3% Adult softball fields 1U 3% Indoor ice arena ED 2% Outdeer basketball courts 2% Indoor sports fields (baseball, soccer. etc. 2% Youth football fields 2% Skateboarding park 0% Other KIH 5% 0% 20% 40% 60% EMost Important 172nd Most Important 73rd Most Important 174th Most Important Sce m Leisure FTC Institute tFelxuer} 2di8 Leisure Vision/ETC Institute Executive Summary - 19 Community Attitude and Interest Survey for Iowa City Iowa City Households with Their Facility Needs Being 50% Met or Less From the list of 26 parks and recreation facilities, respondent households that have a need for facilities were asked to indicate how well these types of facilities in Iowa City meet their needs. The graph below shows the estimated number of households in Iowa City whose needs for facilities are only being 50% met or less, based on 25,202 households in the City. Q9c. Estimated Number of Households in Iowa City Whose Needs for Parks and Recreation Facilities Are Only Being 50% Met or Less by number of households based on 25.202 households in Iowa City Indoor running /walking track Wildlife and natural areas 7 Nature center and trails 7 Indoorfitness and exercise facilitie 7,' Walking and biking trails 6,588 Riverfront parks 6,411 Outdoor swimming poolstwater park 4,841 Indoor swimming poo €sdeisure poo 4,472 Small neighborhood parks 4,090 Indoor lap lanes for exercise swimmin 3,191 Golf course 3,110 Off -leash dog park 2,880 Large community parks 2,843 Indoor ice arena 2,515 Outdoor tennis courts 2,295 Indoor basketballlvolleyball courts 2,279 Disc golf 1,847 Playground equipment 1,81 le Outdoor basketball courts 1,679 Indoor sports fields (baseball, soccer. etc. 1,557 Senior center 1,034 Youth football fields 777 Skateboarding park 610 Adult softball fields 521 Youth baseball and softball field 385 Youth soccerfields 196 0 2,000 4,000 6,000 8,000 10,000 X50% Meets Needs 1--125% Meet Needs DO% Meets Needs �5rgce. Lemire\L41Jn E'rC' blstnule iyebman Leisure Vision/ETC Institute Executive Summary - 18 Community Attitude and Interest Survey for Iowa City How Well Parks and Recreation Facilities Meet Needs From the list of 26 parks and recreation facilities, respondent households that have a need for facilities were asked to indicate how well these types of facilities in Iowa City meet their needs. The following summarizes key findings: • There are three facilities that completely meet the needs of over 50% of respondent households: youth soccer fields (66 %), youth baseball and softball fields (55 %), and adult softball fields (51 %). 9b. How Well Parks and Recreation Facilities in Iowa City Meet the Needs of Respondent Households by percentage of respondents with a need for facilities Youdf soccer fields 25% ° ° Youth baseball and softball field 35% 8% ° Large community parks 37 0/1 1111 12% o Adult softball fields 27% 1 17% Playground equipment 391/0 1 160/0 15 ° ° Small neighborhood parks 36% 15% 6% Senior center Outdoor tennis courts Indoor swimming poolslleisure poo Skateboarding park 41% 1 14% 1 14% Walking and biking trails 38% 1 24% 1 8% ° Outdoor swimming pools/water park 32% 25% 7% o Indoor basketball !volleyball courts Off -leash dog park 34% 23% 1 10% Riverfrorn parks Indoor lap lanesfor exercise facihtie Nature center and trails 34 °k 26% 11 Outdoor basketball courts Wildlife and natural areas 33 °/a 26 9/a 130/0 Golf course 2f% 20% 1 G °h Disc golf 23% 1 20% 1 17% Youth football fields 19% 330% 17 % Indoor ice arena 17% I 10% Uj Indoor sports fields (baseball, soccer, etc_ 29% 1 13% 1 15% Indoor fitness and exercise facililie 22% 1 27 °/a 24% Indoor running /walking track 15% 21% 0% 20% 40% 60% 80% 100% X100% Meets Needs=75% Meets Needs050% Meets Needs ®25% Meets NeedsiIIIIIIII10% Meets Needs Source Lrvtse 1 imon El Cfiisututc (FehR4nry `()034 Leisure Vision/ETC Institute Executive Summary - 17 Community Attitude and Interest Survey for Iowa City Need For Parks and Recreation Facilities in the Iowa City From the list of 26 parks and recreation facilities, respondents were asked to indicate which ones their household has a need for. The graph below shows the estimated number of households in Iowa City that have a need for various parks and recreation facilities, based on 25,202 households in the City. Q9a. Estimated Number of Households in Iowa City That Have a Need for Various Parks and Recreation Facilities by number of households based on 25,202 households in Iowa City Walking and biking trails Nature center and trails Small neighborhood park=_ Large community parks Will and natural areas Riverhont parks Outdoor swimming poolslwater park Indoor swimming pools0eisure poc Indoor runninglwalking track Indoor fitness and exercise facilities Playground equipment Ott -leash dog park Indoor lap lanes for exercise swimmini, Outdoor tennis courts Golf course Indoor basketbali lleyball coum Indoor ice arena Senior center Outdoor basketball courts Disc golf Youth baseball and softball field Youth soccer fields Indoor sports fields (baseball, soccer, etc, Adult softball fields Skateboarding park Youth football fields 8,1 - 7,76 - 7,68 - 7,283 6,805 r 6,401 4.990 4,184 3.932 3,100 2,948 F 12,369 1,865 .638 0 5,000 Source- Leisure Vision FTC Imstitu €e tFe6rtyvy �f )RI 17.137 - 17.112 - 16,633 - 16,230 - 15,726 14,113 14,063 11,669 11.s1a i 10,000 15,000 20,000 25,000 Leisure Vision/ETC Institute Executive Summary - 16 Community Attitude and Interest Survey for Iowa City Need for Recreation Facilities From a list of 26 recreation facilities, respondents were asked to indicate all of the ones that they and members of their household have a need for. The following summarizes key findings: • There are six facilities that over 60% of respondent households have a need for: walking and biking trails (79 %), nature center and trails (68 %), small neighborhood parks (68 %), large community parks (66 %), wildlife and natural areas (64 %), and riverfront parks (62 %). Q9. Percentage of Respondent Households That Have a Need for Various Parks and Recreation Facilities by percentage of respondents (muHlple choices could be made) Walking and biking trails Nature center and trails Small neighborhood parks Large community parks Wildlife and natural areas Riverfront parks Outdoor swimming pocls/water park Indoor swimming poolslleisure poo Indoor running /walking track Indoor fitness and exercise facilitie Playground equipment Off -leash dog park Indoor lap lanes for exercise swimmin Outdoor tennis courts Golf course Indoor basketballlvclley6all courts Indoor ice arena Senior center Outdoor basketball courts Disc golf Youth baseball and softball field Youth soccer fields Indoor sports fields (baseball, soccer, etc. Adult softball fields Skateboarding park Youth football fields 0% Sotucc. Lclsurc\' isiav'ETCLtstitutc(fobruuy2OQ8i 012% M 12% 7% 20% 40% 60% 80% 100% Leisure Vision/ETC Institute Executive Summary - 15 68% 6e% 66% 54% 62% 56% 46% 46°% - 33%i -31% -31% - 29% - 27°% 25% 20% M 17% 16% M 180A 15% 012% M 12% 7% 20% 40% 60% 80% 100% Leisure Vision/ETC Institute Executive Summary - 15 Communitv Attitude and Interest Sunrev for Iowa Citv Reasons that Prevent Respondent Household Members from Using Facilities and Programs More Often Respondents were asked to indicate all the reasons that prevent their household from using parks, recreation, trails, and sports facilities or programs of the Iowa City Parks and Recreation Department more often. The following summarizes key findings: • "I do not know what is being offered" (21 %) and "program times are not convenient (21 %) have the highest percentage of respondents indicate them as the reasons preventing household members from using parks, recreation trails and sports facilities or programs of the Iowa City Parks and Recreation Department more often. Q8. ALL the Reasons that Prevent Respondent Household Members From Using Parks, Recreation Trails and Sports Facilities or Programs of the Iowa City Parks and Recreation Department More Often by percentage of respondents (multiple choices could be made) I do not know what is being offerer Program times are not convenien Use services of other agencies Too far from our residence Program or facility not offered Facilities lack the right equipmen Class full Lack of parking by facilities and park! Facility operating hours not convenien Lack of quality programs I do not know locations of facilities Security is insufficient Use facilities in other cities Fees are too high Registration for programs is difEicul Facilities are not well maintainei Poor customer service by staff Not accessible for people with disabilitie Other 0% -6% 6% 6% - 4% 4% M4% 3% ■ 3% ■ 3% 2% 1% 1% Sotuee: Leisure %'�imFT(- Institute (Febniary 2003) E 12% 10% �o 10% 20% 21% 21% 25% 30% Leisure Vision/ETC Institute Executive Summary - 14 Community Attitude and Interest Survey for Iowa City Leisure Vision/ETC Institute Executive Summary - 13 Community Attitude and Interest Survey for Iowa City Organizations Respondent Household Members Apes 18 and Older USE THE MOST From a list of 13 organizations, respondents were asked to indicate which two organizations household members ages 18 years and older use the most for sports and recreation programs and services. The following summarizes key findings: • Based on the sum of their top two choices, the organizations respondent household members ages 18 years and older use the most for sports and recreation programs and services include: Iowa City Public Library (33 %) and Iowa City Parks and Recreation 7. Which TWO Organizations Respondent Household Members Ages 18 Years and Older USE THE MOST for Sports and Recreation Programs and Services by percentage of respordents Iowa City Public Library Iowa City Parks and Recreation Dept University of lowa recreation facilitle Private clubs (tennis, health, fitness, go] County parks State of Iowa parks School District facilities 5% Churches Homeowners associationslapartment comp) 1 % Swim Club 1 Boys Baseball /Babe Ruth 0% Kickers Soccer 0% Girls Softball 0% Other 5% None. Do not use any organizations. 5% 0% oir f.ersige Visioi, UlStitute lFebruan''(Itlft) Department (32 %). 011 16% 13% 11% 33% 32% 10% 20% 30% 40% IIIIIIIIIIIIIAgency Used Mosti Used 2nd Mvst Leisure Vision/ETC Institute Executive Summary - 12 Community Attitude and Interest Survey- for Iowa Cite Organizations Respondent Household Members Ages 17 and Under Use the Most From a list of 13 organizations, respondents were asked to indicate which two organizations household members ages 17 years of age and under use the most for sports and recreation programs and services. The following summarizes key findings: • Based on the sum of their top two choices, the organizations respondent household members ages 17 years and under use the most for sports and recreation programs and services include: Iowa City Parks and Recreation Department (15 %), school district facilities (12 %), and Iowa City Public library (11 %). 7. Which TWO Organizations Respondent Household Members 17 Years of Age and Younder USE THE MOST for Sports and Recreation Programs and Services by percentage of respondents Iowa City Parks and Recreation Dept 15% School District facilkies 12% Iowa City Public Library 11 % Kickers Soccer 4% University of Iowa recreation facilitie_ 4 %', I i Girls Softball 3% I i Private clubs (tennis, health, fitness, gol 3% i Boys BaseballlBabe Ruth 3% I County parks 2% i State of Iowa parks 2% Churches 2% i Swim Club 1 % I i Homeowners associations !apartment comp) 0% Darer 2% 0% 5% 10% 15% 20% ■Agency Used MostOAgency Used 2nd Most Scii Lem" iwa'ETC InsLihlte (February ?003) Leisure Vision/ETC Institute Executive Summary - 11 Community Attitude and Interest Survey for Iowa City Organizations Used for Recreation and Sports Activities Respondents were asked to indicate all the organizations their household has used for indoor and outdoor recreation and sports activities during the last 12 months. The following summarizes key findings: • Iowa City Public Library (64 %) is the organization used by the highest percentage of respondents for indoor and outdoor recreation and sports activities during the past year. Other frequently mentioned organizations include: Iowa City Parks and Recreation Department (54 %), State of Iowa parks (47 %), and County parks (46 %). Q6. ALL the Organizations that Respondent Household Members Have Used for Indoor and Outdoor Recreation and Sports Activities During the Past Year by percentage of respondents (muftiple choices could be made) Iowa City Public Library 64% Iowa City Parks and Recreation Departmen 54% State of Iowa parks 47% County parks 46 %, University of Iowa recreation faciritie 8$% School Districtfacilhie 38% Private clubs (tennis, health, fitness, gol 29% Churches 20% Kickers Soccer 9% Boys Baseball /Babe Ruth 7% Girls Softball 7% Homeowners associations !apartment compl S% Swim Club 30/ Other I Q% None_ Donotuseanyorganization 0% 20% 40% 60% 80% $rnrcce. L,eisrrse \'isiou B're'LLSUnne lr'zbnru}''_fyJkl Leisure Vision/ETC Institute Executive Summary - 10 Community Attitude and Interest Survey for Iowa City Leisure Vision/ETC Institute Executive Summary - 9 Community Attitude and Interest Survey for Iowa City Ways Respondents Learn About Iowa City Programs and Activities Respondents were asked to indicate all the ways they learn about Iowa City Parks and Recreation Department programs and activities. The following summarizes key findings: • Parks/ Recreation program guide (65%) had the highest percentage of respondents indicate it as the way that they learn about Iowa City Parks and Recreation Department programs and activities. Other frequently menitoned ways respondents learn about programs and activities include: newspaper articles (50%) and from friends and neighbors (46%). Q5. ALL the Ways Respondents Learn About Iowa City Parks and Recreation Department Programs and Activities by percentage of respondents (multiple choices could be made) ParksfRecreation program guide 65% Newspaper articles 50% From friends and neighbors 46% Iowa City Weh site 320/o Newspaper advertisements 27% Flyers at ParkslRec facilities '1,q% Flyers distributed at school Radio 14% Cable access television 5 %'' Conversations with ParkslRec sta 3% Parks Department e-mail bulletin 3n /° 0% 20% 40% 60% 80% 5asce Leisure Vision'SfGLm1imte (Febnrngy 2W3) Leisure Vision/ETC Institute Executive Summary - 8 Community Attitude and Interest Survey for Iowa City Overall Quality of Programs Participated In Respondent households who have participated in recreation programs offered by the Iowa City Parks and Recreation Department during the past year were asked to indicate how they would rate the overall quality of programs they have participated in. The following summarizes key findings: • Of the 30% of respondent household members that have participated in recreation programs offered by the Iowa City Parks and Recreation Department during the past year, 90% of respondents rated the overall quality of programs as either excellent (27 %) or good (63 %). In addition, 8% rated the programs as fair, and only 1% rated them as poor. Q4. Whether Respondent Household Members Participated In Any Recreation Programs Offered by the Iowa City Parks and Recreation Department During the Past Year by percentage of responclents 04b. How Respondents Would Rate the Overall Quality of Programs that Respondent Household Members Have Participated In Excellent 27% 0 Yes Not provide 70 /0 30 /e �oor TV— ?ems � o 8% 1 /o 63% Source: Leinn Vi uv'TiTC lmtiuue(February 2008) Leisure Vision/ETC Institute Executive Summary - 7 Community Attitude and Interest Sunev for Iowa CAN- Number of Recreation Programs Participated In Respondent households who have participated in recreation programs offered by the Iowa City Parks and Recreation Department during the past year were then asked to indicate approximately how many different recreation programs they have participated in over the past year. The following summarizes key findings: • Of the 30% of respondent household members that have participated in any recreation programs offered by the Iowa City Parks and Recreation Department during the past year, 68% have participated in at least 2 different programs. Additionally, 24% have participated in at least different 4 programs. Q4. Whether Respondent Household Members Participated In Any Recreation Programs Offered by the Iowa City Parks and Recreation Department During the Past Year by percentage of respondents Q4a. How Many Different Recreation Programs Offered by the Iowa City Parks and Recreation Department Have Respondent Household Members Participated In Over the Past Year 1 program 32% No Yes 1 or more programs 70% 30% 2 to 3 program to 10 r ty, _. __ 44% ]W4 2% to fi programs 21% Source' Leisure Vmom'ETC-' Ln ftt de �FeLmis 20081 Leisure Vision/ETC Institute Executive Summar - 6 Community Attitude and Interest Survey for Iowa City Participation in Recreation Programs During the Past Year Respondents were asked to indicate if they or any members of their household participated in any recreation programs offered by the Iowa City Parks and Recreation Department during the past year. The following summarizes key findings: • Thirty - percent (30 %) of respondent household members participated in recreation programs offered by the Iowa City Parks and Recreation Department during the past year. Q4. Whether Respondent Household Members Participated In Any Recreation Programs Offered by the Iowa City Parks and Recreation Department During the Past Year by percentage of responderds Yes 70% Smote Leimt VmoaECC Lstiflde(Fzhnjan Leisure Vision/ETC Institute Executive Summary - 5 Community Attitude and Interest Survey for Iowa City Physical Condition of All Iowa City Parks Visited Respondent households who visited Iowa City parks during the past year were asked to indicate how they would rate the physical condition of all the Iowa City parks they visited. The following summarizes key findings: • Of the 92% of respondent households who visited Iowa City parks over the past year, 92% rated the physical condition of all the parks as either excellent (26%) or good (66 %). Additionally, 8% rated the conditions as fair, and less than 1% of respondents rated the parks as poor. Q3. Whether Respondent Household Members Visited Any Parks in Iowa City over the Past Year by percentage of respondents 03b. Overall, How Respondents Would Rate the Physical Condition of ALL the Iowa City Parks Visited Excellent 26% No _ -Yes 8% 92% Fair 8% Good Source: Lcx%tre Vim m/EfC Institute fPdl wy 2008) Leisure Vision/ETC Institute Executive Summary - 4 Community Attitude and Interest Survey for Iowa City How Often Respondent Households Visited Parks During the Past Year Respondent households who visited Iowa City parks during the past year were asked to indicate approximately how often they visited parks during that time. The following summarizes key findings: • Of the 92% of respondent households who visited Iowa City parks over the past year, 69% visited parks at least 6 times during the year. Thirty -seven percent (37 %) of respondent households have visited parks 20 or more times over the past year. Q3. Whether Respondent Household Members Visited Any Parks in Iowa City over the Past Year by percentage of respondents Q3a. How Often Respondent Household Members Visit Parks in Iowa City Over the Past Year 1 to 5 visits 6 to 10 visits 31% 17°l Yes 8% 920% 11 to 19 visite ------------------- 4 15% 26 or more visits 37% Source' Leisure visionble tmtitute IFftiary 700) Leisure Vision/ETC Institute Executive Summary - 3 Community Attitude and Interest Survey for Iowa City Visitation of Iowa City Parks During the Past Year Respondents were asked to indicate whether any members of their household visited any of the Iowa City parks during the past year. The following summarizes key findings: • Ninety -two (92 %) of respondent households visited a park in Iowa City over the past year. Q3. Whether Respondent Household Members Visited Any Parks in Iowa City over the Past Year by percentage of respondents Yes 92% No 8% Sot�:e� LeiSwe VwSiar)rTc'uv�4h4e fPtbru;vy 2(IQSI Leisure Vision/ETC Institute Executive Summary - 2 Appendix I Community Attitude and Interest Survey Executive Summary of Citizen Survey Results Overview of the Methodology The City of Iowa City conducted a Community Attitude and Interest Survey in January and February 2008 to establish priorities for the future improvement of parks and recreation facilities, programs and services within the community. The survey was designed to obtain statistically valid results from households throughout Iowa City. The survey was administered by a combination of mail and phone. Leisure Vision worked extensively with Iowa City officials in the development of the survey questionnaire. This work allowed the survey to be tailored to issues of strategic importance to effectively plan the future system. In January 2008, surveys were mailed to a random sample of 2,500 households throughout Iowa City. Approximately three days after the surveys were mailed, each household that received a survey also received an electronic voice message encouraging them to complete the survey. In addition, about two weeks after the surveys were mailed, Leisure Vision began contacting households by phone, either to encourage completion of the mailed survey or to administer the survey by phone. The goal was to obtain a total of at least 500 completed surveys. This goal was far exceeded, with a total of 676 surveys having been completed. The results of the random sample of 676 households have a 95% level of confidence with a precision of at least +/ -3.8 %. The following pages summarize major survey findings: Leisure Vision/ETC Institute Executive Summary - 1 Appendix II GRASP' History and Level of Service Methodology A. Level of Service Analysis Analysis of the existing parks, open space, trails, and recreation systems are often conducted in order to try and determine how the systems are serving the public. A Level of Service (LOS) has been typically defined in parks and recreation master plans as the capacity of the various components and facilities that make up the system to meet the needs of the public. This is often expressed in terms of the size or quantity of a given facility per unit of population. Brief History of Level of Service Analysis In order to help standardize parks and recreation planning, universities, agencies and parks and recreation professionals have long been looking for ways to benchmark and provide "national standards" for how much acreage, how many ballfields, pools, playgrounds, etc., a community should have. As examples, in 1906 the fledgling "Playground Association of America" called for playground space equal to 30 square feet per child. In the 1970's and early 1980's, the first detailed published works on these topics began emerging (Gold, 1973, Lancaster, 1983). In time "rule of thumb" capacity ratios emerged with 10 acres of parklands per thousand population becoming the most widely accepted standard application. 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," that was published by the National P -"-- 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 make recommendations regarding an appropriate mix of park types, sizes, service areas, and acreages, and standards regarding the number of available recreational facilities per thousand population. While the book was published by NRPA and the table of standards became widely known as "the NRPA standards," for Level of Service Analysis, It is important to note that these standards were never formally adopted for use by NRPA. Since that time, various publications have updated and expanded upon possible "standards," several of which have also been published by NRPA. Many of these publications did benchmarking and other normative research to try and determine what an "average LOS" should be. It is important to note that NRPA and the prestigious American Academy for Park and Recreation Administration, as organizations, have focused in recent years on accreditation standards for agencies, which are less directed towards outputs, outcomes and performance, and more on planning, organizational structure, and management processes. The following table gives some of the more commonly and historically used "capacity standards ". ' GRASP® OESIGNCONCEPTS GEOWE4 GHEENPLAY Appendix II- Level of Service History and Methodology Common Historically- Referenced LOS Capacity "Standards" Activity/ Facility Recommended Space Requirements Service Radius and Location Notes Number of Units per Population Baseball 3.0 to 3.85 acre % to % mile 1 per 5,000; Official minimum Unlighted part of neighborhood complex; lighted lighted 1 per 30,000 fields part of community complex Little League 1.2 acre minimum Basketball ' /<to /, mile Youth 2,400 —3,036 vs. Usually in school, recreation center or church 1 per 5,000 facility; safe walking or bide access; outdoor courts High school 5,040 -7,280 s.f. in neighborhood and community parks, plus active recreation areas in other park settings Football Minimum 1.5 acres 15 -30 minute travel time 1 per 20,000 Usually part of sports complex in community park or adjacent to school Soccer 1.7 to 2.1 acres Ito 2 miles 1 per 10,000 Youth soccer on smaller fields adjacent to larger soccer fields or neighborhood parks Softball 1.5 to 2.0 acres % to /, mile 1 per 5,000 (if also used for May also be used for youth baseball youth baseball) Swimming Varies on size of 15— 30 minutes travel time 1 per 20,000 (pools should Pools pool & amenities; accommodate 3 %to 5% of usually /, to 2 -acre Pools for general community use should be planned total population at a time) site for teaching, competitive & recreational purposes with enough depth (3.4m) to accommodate lm to 3m diving boards; located in community park or school site Tennis Minimum of 7,200 ' /<to % mile 1 court per 2,000 s.f. single court Best in groups of 2 to 4 courts; located in area (2 acres per neighborhood community park or near school site complex Volleyball Minimum 4,000 s.f. % to 1 mile 1 court per 5,000 Usually in school, recreation center or church facility; safe walking or bide access; outdoor courts in neighborhood and community parks, plus active recreation areas in other park settings Total land Varioustypes of parks- mini, neighborhood, 10 acres per 1,000 Acreage community, regional, conservation, etc. Sources: David N. Ammons, Municipal Benchmarks - Assessing Local Performance and Establishing Community Standards, 2nd Ed., 2002 Roger A. Lancaster (Ed.), Recreation, Park and Open Space Standards and Guidelines (Alexandria, VA: National Recreation and Park Association, 1983), pp. 56 -57. James D. Mertes and James R. Hall, Park, Recreation, Open Space and Greenways Guidelines, (Alexandria, VA: National Recreation and Park Association, 1996), pp. 94 -103. GRASP® OESIGNCONCEPTS GEnWE" GHEENPLAY Appendix 11 - Level of Service History and Methodology In conducting planning work, it is important 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 community is different and there are many varying factors which are not addressed by the standards 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 haven't been maintained in the last ten years? • And many other questions.... B. GRASP Composite - Values Level of Service Analysis In order to address these and other relevant questions, a new methodology for determining Level of Service was developed. It is called a Composite - Values Methodology and has been applied in many communities across the nation since 2001, to provide a better way of measuring and portraying the service provided by parks and recreation systems. Primary research and development on this methodology was 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. While Composite - Values Methodology can be utilized by anyone, the proprietary trademarked name for the composite - values methodology process that these three firms use is called GRASP' (Geo- Referenced Amenities Standards Process). The GRASP® methodology for analysis is proprietary, but the software used is common and typical for most agencies, and the data and information collected is owned and can be updated and managed by the agency for ongoing usage. For this methodology, capacity is only part of the LOS equation. Other factors are brought into consideration, including quality, condition, location, comfort, convenience, and ambience. To create GRASP® inventory and analysis, parks, trails, recreation, open space and any other relevant amenities and properties being studied are looked at as part of an overall infrastructure for a community made up of various components, such as playgrounds, multi - purpose fields, passive areas, etc. The methodology inventories characteristics that are part of the context and setting of a component. They are not characteristics of the component itself, but when they exist in proximity to a component they enhance the value of the component. ' GRASP® OESIGNCCNCEPTS GEDWE4 GHEENPLAY Appendix 11 - Level of Service History and Methodology The characteristics of components include: Quality— The service provided by anything, whether it is a playground, soccer field, or swimming pool is determined in part by its quality. A playground with a variety of features, such as climbers, slides, and swings provides a higher degree of service than one with nothing but an old teeter - totter and some ,'monkey-bars." Condition —The condition of a component within the park system also affects the amount of service it provides. A playground in disrepair with unsafe equipment does not offer the same service as one in good condition. Similarly, a soccer field with a smooth surface of well- maintained grass certainly offers a higher degree of service than one that is full of weeds, ruts, and other hazards. Location —To receive service from something, you need to be able to get to it. Therefore, service is dependent upon proximity and access. All components are geographically located using GPS coordinates and GIS software. Comfort —The service provided by a component is increased by having amenities. For example, outdoor components are often enhanced by attributes such as shade, seating, and a restroom nearby. Comfort enhances the experience of using a component. Convenience — Convenience encourages people to use a component, which increased the amount of service that it offers. Easy access and the availability of trash receptacles, bike rack, or nearby parking are examples of conveniences that enhance the service provided by a component. Ambience — Simple observation will prove that people are drawn to places that "feel" good. This includes a sense of safety and security, as well as pleasant surroundings, attractive views, and a sense of place. For example, a well - designed park is preferable to poorly- designed one, and this enhances the degree of service provided by the components within it. Capacity is still part of the LOS analysis and the quantity of each component is recorded as well. By combining and analyzing the composite values of each component, it is possible to measure the service provided by a parks and recreation system from a variety of perspectives and for any given location. Typically this begins with a decision on "relevant components" for the analysis, collection of an accurate inventory of those components, analysis and then the results are presented in a series of maps and tables that make up the GRASP analysis of the study area. Data for Analysis and Making Justifiable Decisions All of the data generated from the GRASP evaluation is compiled into an electronic database that is then available and owned by the agency for use in a variety of ways. The database can help keep track of facilities and programs, and can be used to schedule services, maintenance, j R A . P� OESIGNCCNCEPTS GEDWE4 GHEENPLAY Appendix 11 - Level of Service History and Methodology and the replacement of components. In addition to determining LOS, it can be used to project long -term capital and life -cycle costing needs. All portions of the information are in standard available software and can be produced in a variety of ways for future planning or sharing with the public. It is important to note that the GRASP methodology provides not only accurate LOS and facility inventory information, but also works with and integrates with other tools to help agencies make decisions. It is relatively easy to maintain, updatable, and creates easily understood graphic depictions (analysis maps and /or "Perspectives ") 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 allocation along with capital and operational funding. C. Inventory Data Collection Process A detailed inventory of relevant components for the project is conducted. The inventory locates and catalogues all of the relevant components for the project, and evaluates each one as to how well it was serving its intended function within the system. The planning team first prepares a preliminary list of existing components using aerial photography and the community's Geographic Information System (GIS). Components identified in the aerial photo are given GIS points and names according to the GRASP list of standard components. Next, field visits are conducted by the consulting and project team staff to confirm the preliminary data and collect additional information. Additionally indoor facilities are scored and for the purposes of this study, each relevant space is considered a component and is scored based on its intended function. During the field visits and evaluations, any missing relevant components are added to the data set, and each component is evaluated as to how well it meets expectations for its intended function. During the site visits the following information is collected: • Component type and location • Evaluation of component condition • Evaluation of comfort and convenience features • Evaluation of park design and ambience • Site photos and general comments After the inventory is completed, it is given to the project team for final review and approval for accuracy. ' GRASP® DESIGNCCNCEPTS GEDWE4 GHEENPLAY Appendix 11 - Level of Service History and Methodology D. Standardized Process for Scoring Components Component Scoring The approved inventory is the basis for the creation of values used in the GRASP analysis. Each component received a functional score that is related to the quality, condition, and ability of the space to meet operational and programming needs. The range of scores for each component is as follows: • Below Expectations (BE) —The component does not meet the expectations of its intended primary function. Factors leading to this may include size, age, accessibility, or others. Each such component is given a score of 1 in the inventory. • Meeting Expectations (ME) —The component meets expectations for its intended function. Such components are given scores of 2. • Exceeding Expectations (EE) —The component exceeds expectations, due to size, configuration, or unique qualities. Such components are given scores of 3. • If the feature exists but is not useable because it is unsafe, obsolete, or dysfunctional, it may be listed in the feature description, and assigned a score of zero (0). If a feature is used for multiple functions, such as a softball field that is also used for T -Ball or youth soccer games, it is scored only once under the description that best fits the use that for which the component is designed. Neighborhood and Community Scoring Components are evaluated from two perspectives: first, the value of the component in serving the immediate neighborhood, and second, its value to the entire community. Neighborhood Score Each component is evaluated from the perspective of a resident that lives nearby. High scoring components are easily accessible to pedestrians in the neighborhood, are attractive for short and frequent visits, and are unobtrusive to the surrounding neighborhood. Components that do not have a high neighborhood score may not be located within walking distance of residents, may have "nuisance features' such as sports lighting, or may draw large crowds for which parking is not provided. Community Score Additionally each component is evaluated from the perspective of residents in the community as a whole. High scoring components in this category may be unique components within the parks and recreation system, have a broad draw from throughout the community, have the capacity and associated facilities for community - wide events, or are located in areas that are accessible only by car. Indoor Components Indoor components are generally thought to be accessible to the entire community, partially because it is often not financially feasible to provide indoor facilities at a walking distance from every distance from each residence. Additionally indoor facilities often provide programs and facilities that are geared to the community as a whole, or in j R A . P� OES[GNCONCEPTS GEDWE4 GHEENPLAY Appendix 11 - Level of Service History and Methodology larger communities, are intended for a region of the community. For these reasons, unless a detailed indoor analysis is completed, indoor facilities are given only one score. Modifiers (Comfort and Convenience Features) Scoring Outdoor Modifiers Besides standard components, this inventory also evaluates features that provide comfort and convenience to the users. These are things that a user might not go to the parks specifically to use, but are things that enhance the users' experience by making it a nicer place to be and include: drinking fountains, seating, BBQ grills, dog stations, security lighting, bike parking, restrooms, shade, connections to trails, park access, parking, picnic tables, and seasonal and ornamental plantings. These features are scored as listed above with the 1 -3 system. In this case it is not important to get a count of the number or size of these components; instead the score should reflect the ability of the item to serve the park. Indoor Modifiers For indoor facilities the comfort and convenience features change slightly to reflect the characteristics of the building. Building modifier categories include: site access, setting aesthetics, building entry function, building entry aesthetics, overall building condition, entry desk, office space, overall storage, and restrooms and /or locker rooms. Activity and Sports Lighting This modifier accounts for lighting that allows for component use in the evening /night hours and is applied to the quantity of the component as it affectively expands the capacity of the component. This modifier does not apply to security lighting. Shade Like Activity and Sports lighting, shade can be added to outdoor components to extend use beyond normal hours or seasons. Design & Ambience Scoring Using the same rating system that is used for components and modifiers, the quality of Design and Ambience is scored. Good design not only makes a place look nice, it makes it feel safe and pleasant, and encourages people to visit more often and stay longer Trails Scoring Trails can be scored as independent parks or greenways or as individual components within another park. The former type of trail receives its own set of scores for modifiers and design and ambiance. The trail in the latter situation takes on the modifiers and design and ambiance of the larger park in which it resides. Multi -use trails are assumed to consist of 3 components including one active component, one passive component, and the parcel itself. Because traveling the length of any given trail is time consuming, trail information is often collected with the aid of staff. ' GRASP® OESIGNCCNCEPTS GEDWE4 GHEENPLAY Appendix 11 - Level of Service History and Methodology Ownership Modifier This modifier is generally weighted with a percentage that is applied to the GRASP' score after other modifiers have been applied. It accounts for access and control of components that are provided by alternative providers. For example, in most cases components that are owned and managed by schools are given a 50% weighted ownership modifier, which halves the GRASP score to account for the limited access that the neighborhood has to school facilities (it's only open to the public outside of school hours). E. Calculating GRASP Functional Scores Once the components are inventoried and scored, calculations can be made for any combination of components to derive average scores, scores per combinations of various components, scores per sub - areas, etc., depending on the key issues being studied and objectives for the project. These are very helpful for analyzing area comparisons and setting of target scores for component service and agency target standards. For example, a total composite GRASP score for each individual component is determined by using the following formula: (total component score) x (adjusted modifier score) x (design and ambiance score) x (ownership modifier) = Composite GRASP Score These individual scores can be additively combined in various ways to examine service from various subsets of the agency's system. F. GRASP Perspectives and Target Scores GRASP' scores are often used to create analysis maps, called Perspectives, to show the cumulative level of service available to a resident at any given location in the community service area. The scores provided blended quantitative values based on the number and quality of opportunities to enjoy an experience (or level of service) that exist in a reasonable proximity to the given location. Tables and charts are created along with the Perspectives to help provide quantitative and graphic analysis tools. If a philosophy is adopted wherein the goal is to provide some minimum combination of opportunities to every residence, a GRASP score can be calculated that represents this minimum. These scores can be used to create standards set for the agency to maintain a measurable level of service over time. A variety of Perspectives are created to analyze and depict the communities LOS through a variety of combinations and composites, depending on the key issues being studied. ' GRASP® OESIGNCCNCEPTS GEDWE4 GHEENPLAY Appendix 11 - Level of Service History and Methodology Typical and Standard GRASP Perspectives Often Perspectives are created that analyze the actual level of service being obtained as compared to a "standard" target. Neighborhood Composite This Perspective depicts service from a neighborhood point of view. The target for analysis is that each resident will have access within 1/3 mile of their home to 4 recreation components and one recreational trail. Further expanded, the goal is to offer a selection of active and passive recreation opportunities (indoor or outdoor) to every residence, along with access to a recreational trail of which components, modifiers, and design and ambiance are meeting expectations. Walkability (same as Neighborhood Composite but with only 1/3 mile buffers) The idea for this target score and Perspective is that each resident will have access within 1/3 mile of their home to 4 recreation components and one recreational trail. Perspectives showing Neighborhood LOS for one component The target here is that each resident will have access within 1/3 mile of their home to the selected components of which the component, modifiers, and design and ambiance are meeting expectations. Active (or Passive) Components This target evaluates if each resident will have access within 1/3 mile of their home to 3 active (or passive) components. Further expanded, the goal is to offer at least 3 components, which equates to roughly half of the components provided in the minimum neighborhood composite scenario. These components can be either indoor or outdoor and will be provided within walking distance to every residence and have scores that meet expectations. Note: Aside from meeting this goal, the mix of components also needs to be considered. For example, a home that is within 1/3 mile of four tennis courts and no other amenities would meet the basic numeric standard, but not the intent of the standard. Based on this, it is recommended that the target be to provide the minimum score to as many homes as possible, but also to exceed the minimum by some factor whenever possible. G. GRASP'" Project Technical Standards for GIS Data The GRASP' Team utilizes the most up to date computer hardware and software to produce and enhance project -based GIS data. The following technical details are standard with all GRASP® Team projects. • All GRASP® Team GIS workstations employ Microsoft' Windows® operating systems. All project files conform to PC -based architecture and extension naming standards. ..° GRASP® OESIGNCCNCEPTS GEDWE4 GHEENPLAY Appendix 11 - Level of Service History and Methodology • The GRASP* Team employs ESRI* ArCGIS` 9.x for all GIS applications. Final project GIS data is submitted to the client in Microsoft* Access'"-based Geodatabase ( *.mdb) Feature Class format and /or Shapefile ( *.shp / *.dbf / *.shx) format. ArcMap'" Layer files ( *.lyr) are submitted to ease client replication of all project map legend formats. The GRASP* Team will not resubmit original client source data that has not undergone enhancement. • All final GIS datasets (deliverables) area submitted to the client using the geographic coordinate system(s) from the original client source data. The GRASP* team will assign a coordinate system that is most appropriate for the client location if the client does not require a predetermined standard coordinate system. Most GRASP* project data is submitted in State Plane Coordinates (Feet) with a NAD83 /NAD83 HARN datum. • The GRASP* Team employs Trimble* GPS units for all (spatial) field data collection. All data is collected with sub -foot and /or sub -meter accuracy when possible. All GPS data is post processed with Trimble* Pathfinder Office* software. All GPS data will be submitted to client as an ESRI* -based Geodatabase Feature Class or Shapefile. • All GRASP* Perspectives and Resource Maps (deliverables) are submitted to the client in standard PDF and JPEG formats. The project PDFs are high resolution, print -ready files for scalable print operations. Most project map -based PDFs are 300dpi, 36 "x24" images. The project JPEGs are lower resolution digital presentation -ready files for insertion into Microsoft* Office* productivity suite applications— MS Word *, MS Power Point *, etc. Most project map -based JPEGs are 300dpi 4x6" images. H. Project Deliverables and Future Use All information and deliverables described above are transmitted "as -is" to fulfill specific tasks identified in the scope of services for this contract. While these may be useful for other purposes, no warranties or other assurances are made that the deliverables are ready for such use. The database can be modified to add, change, or delete information as needed by personnel trained in use of these standard software applications. For example, if new parks or facilities are constructed, the components of these may be added to the database to keep it current. The database may also be queried in a variety of ways to produce tables, charts, or reports for use in operations, management, and planning or other agency tasks. Such modification, updating, reformatting, or other preparation for use in other purposes is the sole responsibility of the client. Similarly, the database information can be used to prepare a variety of maps and analysis perspectives using GIS software. Such use by the client is beyond the scope of this contract, and no warranties or assurances are made that the deliverables are ready or intended for such future use. If desired, the GRASP Team can make such modifications, and /or prepare additional or updated maps or Perspectives upon request for a negotiated fee. ' GRASP® OESIGNCCNCEPTS GEDWE4 GHEENPLAY Appendix 11 - Level of Service History and Methodology 10 Filename: GRASP History and Level of Service Methodology Directory: C:\ Users \Anna \Documents \Projects \Iowa City, IA\ Findings\ GRASP Appendices Template: C:\ Users\ Anna\ AppData\ Roaming\ Microsoft\ Templates \Normal.dotm Title: GRASPTM Level of Service Analysis Subject: Author: Teresa Penbrooke Keywords: Comments: Creation Date: Change Number: Last Saved On: Last Saved By: Total Editing Time: 4/25/200812:26:00 PM 2 4/25/200812:26:00 PM Anna Kimbrell 2 Minutes Last Printed On: 4/25/200812:27:00 PM As of Last Complete Printing Number of Pages: 10 Number of Words: 4,175 (approx.) Number of Characters: 22,462 (approx.) SAMPLE WM Parks & Recreation Department ■ Corsponsorship Policy The Leading urge in rarxs, necreav, And Open Space Consulting Created fw xx by: CREENPLAYLC The Leading Edge !n Parks, Recrea7ian And Op en Space SansuRing 30507ndustrial Lane, Suite200, Broomfield, CO 80020 Tel: (303) 439 -8309 Fat: (303) 439 -0028 Toll Free: 1 (866)S49-9939 E- mail: Iu.f0@GYeeuPlmfLL C.com Web: rororo.GreeiiPlnyLLC.com Produced by GreenPlay, LLC © March 2007 XX Parks & Recreation Department Sponsorship Policy Note: Terms in this document may need to be changed to directly reflect the terms used by and that are specific to the agencylorganization, e.g. city, county, district, department, etc. Introduction The following guidelines in this Sponsorship Policy have been specifically designed for the XX Parks & Recreation Department, while considering that these guidelines may be later adapted and implemented on a city -wide basis. Some assumptions regarding this policy are: • Partnerships for recreation and parks facilities and program development may be pursued based on the XX Partnership Policy, encouraging the development of partnerships for the benefit of the city, its citizens, and potential partners. Sponsorships are one tape of partnership, and one avenue of procurement for alternative funding resources. The Sponsorship Police may evolve as the needs of new projects and other City departments are incorporated into its usage. • Broad guidelines are offered in this policy to delineate primarily which types of sponsors and approval levels are currently acceptable for the XX Parks & Recreation Department. • The policy should ensure that the definition of potential sponsors may include non- commercial community organizations (for example: YMCA's and Universities), but does not include a forum for non - commercial speech or advertising. • Sponsorships are clearly defined and are different from advertisements. Advertisements are one type of benefit that may be offered to a sponsor in exchange for cash or in -kind sponsorship. • The difference between sponsors and donors must be clarified, as some staff and the public often confuse and misuse these terms. Structure Part A of this document gives the Sponsorship Policy Part B gives the Levels of Sponsorship Tiers and Benefits Part C provides the vocabulary and Glossary of Sponsorship Terms Produced by GreenPlay, LLC © March 2007 Part A. Sponsorship Policy XX Parks & Recreation Department L Purpose In an effort to utilize and maximize the community's resources, it is in the best interest of the City's Parks & Recreation Department to create and enhance relationship -based sponsorships. This may be accomplished by providing local, regional, and national commercial businesses and non -profit groups a method for becoming involved with the many opportunities provided by the Parks & Recreation Department. The Department delivers quality, life- enriching activities to the broadest base of the community. This translates into exceptional visibility for sponsors and supporters. It is the goal of the Department to create relationships and partnerships with sponsors for the financial benefit of the Department. Sponsorships vs. Donations It is important to note that there is a difference between a sponsorship and a donation. Basically, sponsorships are cash or in -kind products and services offered by sponsors with the clear expectation that an obligation is created. The recipient is obliged to return something of value to the sponsor. The value is typically public recognition and publicity or advertising highlighting the contribution of the sponsor and /or the sponsor's name, logo, message, products or services. The Sponsor usually has clear marketing objectives that they are trying to achieve, including but not limited to the ability to drive sales directly based on the sponsorship, and /or quite often, the right to be the exclusive sponsor in a specific category of sales. The arrangement is topically consummated by a letter of agreement or contractual arrangement that details the particulars of the exchange. In contrast, a donation comes with no restrictions on how the money or in -kind resources are used. This policy specifically addresses sponsorships, the agreements for the procurement of the resources, and the benefits provided in return for securing those resources. Since donations or gifts come with no restrictions or expected benefits for the donor, a policy is generally not needed. IL Guidelines for Acceptable Sponsorships Sponsors should be businesses, non -profit groups, or individuals that promote mutually beneficial relationships for the Parks & Recreation Department. All potentially sponsored properties (facilities, events or programs) should be reviewed in terms of creating synergistic working relationships with regards to benefits, communitv contributions, knowledge, and political sensitivity. All sponsored properties should promote the goals and mission of the Parks & Recreation Department as follows: Produced by GreenPlay, LLC © March 2007 NEED SPECIFIC MISSION STATEMENT Sample XX Parks & Recreation Mission Statement: NEED SPECIFIC GOALS Sample Goals of the Park & Recreation Department: III. Sponsorship Selection Criteria A. Relationship of Sponsorship to Mission and Goals The first major criterion is the appropriate relationship of a sponsorship to the above outlined Parks & Recreation Department's Mission and Goals. While objective analysis is ideal, the appropriateness of a relationship may sometimes be necessarily subjective. This policy addresses this necessity by including Approval Levels from various levels of Agency management staff and elected officials, outlined in Section B, to help assist with decisions involving larger amounts and benefits for sponsorship. The following questions are the major guiding components of this policy and should be addressed prior to soliciting potential sponsors: • Is the sponsorship reasonably related to the purpose of the facility or programs as exemplified by the Mission Statement and Goals of the Department? • Will the sponsorship help generate more revenue and /or less cost per participant than the Agency can provide without it? • What are the real costs, including staff time, for procuring the amount of cash or in- kind resources that come with the generation of the sponsorship? Sponsorships which shall NOT be considered are those which: • Promote environmental, work, or other practices that, if they took place in the Agency, would violate U.S. or state law (i.e. - dumping of hazardous waste, exploitation of child labor, etc.), or promote drugs, alcohol, or tobacco, or that constitute violations of law. • Duplicate or mimic the identity or programs of the Parks & Recreation Department or any of its divisions. • Exploit participants or staff members of the Department. • Offer benefits which may violate other accepted policies or the Sign Code. B. Sponsorship Plan and Approval Levels Each project or program that involves solicitation of Sponsors should, PRIOR to procurement, create a Sponsorship Plan specific to that project or program that is in line with the Sponsorship Levels given in Part B. This plan needs to be approved by the Management Team Members supervising the project and in accordance to Agency Partnership, Sponsorship and Sign Code policies. In addition, each sponsorship will need separate approval if they exceed pre - specified limits. The Approval Levels are outlined as follows: Produced by GreenPlay, LLC © March 2007 Under $1,000 The program or project staff may approve this level of Agreement, with review by their supervising Management Team Member. $1,001 to $10,000 The Agreement needs approval of a Management Team Member. $10,001 to $25,000 The Agreement needs approval of the entire Senior Management Team and Department Director Over $25,000 The Agreement needs approval by City Council. C. No Non - Commercial Forum is Permitted This criterion deals with the commercial character of a sponsorship message. The Agency intends to create a limited forum, focused on advertisements incidental to commercial sponsorships of Parks & Recreation facilities and programs. While non - commercial community organizations or individuals may wish to sponsor Department activities or facilities for various reasons, no non - commercial speech is permitted in the limited forum created by this policy: Advertisements incidental to commercial sponsorship must primarily propose a commercial transaction, either directly, through the text, or indirectly, through the association of the sponsor's name with the commercial transaction of purchasing the commercial goods or services which the sponsor sells. The reasons for this portion of the Policy include: • The desirability of avoiding non - commercial proselytizing of a "captive audience' of event spectators and participants; • The constitutional prohibition on any view -point related decisions about permitted advertising coupled with the danger that the Agency and the Parks & Recreation Department would be associated with advertising anyway; • The desire of the Agency to maximize income from sponsorship, weighed against the likelihood that commercial sponsors would be dissuaded from using the same forum commonly used by persons wishing to communicate non - commercial messages, some of which could be offensive to the public; • The desire of the Agency to maintain a position of neutrality on political and religious issues; • In the case of religious advertising and political advertising, specific concerns about the danger of "excessive entanglement" with religion (and resultant constitutional violations) and the danger of election campaign law violations, respectively. Guidelines for calculating the Levels of Sponsorship Tiers and Benefits are provided and outlined in Part B. IV. Additional Guidelines for Implementation A. Equitable Offerings It is important that all sponsorships of equal levels across divisions within Parks & Recreation yield the same value of benefits for potential sponsors. Produced by GreenPlay, LLC © March 2007 B. Sponsorship Contact Database A designated staff person or representative of the Parks & Recreation Department will keep an updated list of all current sponsors, sponsored activities, and contacts related to sponsorship. Purpose of Maintaining the Database: • Limit duplicate solicitations of one sponsor • Allow management to make decisions based on most appropriate solicitations and levels of benefits offered • Keep a current list of all Department supporters and contacts • Help provide leads for new sponsorships, if appropriate For staff below Management Team level, access to the database will be limited to printouts of listings of names of sponsors and their sponsored events. This limited access will provide information to help limit duplicated solicitations, and will also protect existing sponsor relationships, while allowing the evaluation of future sponsorships to occur at a management level. If a potential sponsor is already listed, staff should not pursue a sponsorship without researching the sponsor's history with the most recently sponsored division. If more than one division wishes to pursue sponsorship by the same company, the Management Team shall make a decision based on several variables, including but not limited to: History of sponsorship, relationships, and types of sponsorship needed Amount of funding available Best use of funding based on departmental priorities. C. Sponsorship Committee A committee consisting of the supervisors of each program using sponsorships and other management team designees shall meet twice per year to review the database, exchange current contract samples, and recommend adjusting benefit levels and policy as needed. Changes shall not take effect before approval by the Management Team. Part B. Levels of Sponsorship Tiers and Benefits The following tiers are presented as a guideline for types of benefits that may be presented as opportunities for potential sponsors. Each sponsorship will most likely need to be individually negotiated. One purpose for these guidelines is to create equity in exchanges across sponsorship arrangements. While for the sake of ease the examples given for levels are based on amount of sponsorship requested, the level of approval needed from Agency staff is really based on the amount of benefits exchanged for the resources. The levels of approval are necessary because the costs and values for different levels of benefits may vary, depending on the sponsorship. It is important to note that these values may be very different. Sponsors typically will not offer to contribute resources that cost them more than the value of resources that they will gain Produced by GreenPlay, LLC © March 2007 and, typically, seek at least a two to one return on their investment. Likewise, the Agency should not pursue sponsorships unless the total value the Agency receives is greater than the Agency's real costs. A hierarchy of Sponsors for events, programs, or facilities with more than one sponsor is listed below from the highest level to the lowest. Not all Levels will necessarily be used in each Sponsorship Plan. Note that the hierarchy is not dependent on specific levels or amounts of sponsorship. Specific levels and amounts should be designed for each property before sponsorships are procured within the approved Sponsorship Plan. Complete definitions of terms are included in Part C. Hierarchy of Sponsorship Levels Qiighest to lowest) Parks and Recreation Department -Wide Sponsor => Facility/Park Title or Primary Sponsor => Event/Program Title or Primary Sponsor => Presenting Sponsor (Facility, Event or Program) => Facility /Park Sponsor => Program/Event Sponsor => Media Sponsor => Official Supplier => Co- sponsor This hierarchy will help decide the amounts to ask various sponsors for, and determine what levels of benefits to provide. It is important to build flexibility and choice into each level so that sponsors can have the ability to choose options that will best fit their objectives. Note that the benefits listed under each level are examples of value. The listing does not mean that all of the benefits should be offered. It is a menu of options for possible benefits, depending on the circumstances. These are listed primarily as a guideline for maximum benefit values. It is recommended that each project create a project - specific Sponsorship Plan for approval in advance of Sponsorship procurement, based on the benefits available and the values specific to the project. L Sponsorship Assets and Related Benefits Inventory TO BE DETERMINED FOR EACH AGENCY BASED ON OFFERINGS (PROPERTIES), VALUATION, AND DETERMINED BENEFITS A tiered structure of actual values and approval levels should be determined as part of a Sponsorship Plan. Produced by GreenPlay, LLC © March 2007 Part C. Glossary of Sponsorship Terms Activation The marketing activity a company conducts to promote its sponsorship. Money spent on activation is over and above the rights fee paid to the sponsored property. Also known as leverage. Advertising The direct sale of print or some other types of City communication medium to provide access to a select target market. Ambush Marketing A promotional strategy whereby a non - sponsor attempts to capitalize on the popularity /prestige of a property by giving the false impression that it is a sponsor. Often employed by the competitors of a property's official sponsors. .Audio Mention The mention of a sponsor during a TV or radio broadcast. L Business -to- Business Sponsorship Programs intended to influence corporate purchase/ awareness, as opposed to individual consumers. Category Exclusivity The right of a sponsor to be the only company within its product or service category associated with the sponsored property. Cause Marketing Promotional strategy that links a company's sales campaign directly to a non -profit organization. Generally includes an offer by the sponsor to make a donation to the cause with purchase of its product or service. Unlike philanthropy, money spent on cause marketing is a business expense, not a donation, and is expected to show a return on investment. Cosponsors Sponsors of the same property. CPM (Cost Per Thousand) The cost to deliver an ad message to a thousand people. Cross- Promotions A joint marketing effort conducted by to or more cosponsors using the sponsored property as the central theme. Produced by GreenPlay, LLC © March 2007 Donations Cash or in -kind gifts that do not include any additional negotiated conditions in return. Synonyms: Philanthropy, Patronage. Editorial Coverage Exposure that is generated by media coverage of the sponsored property that includes mention of the sponsor. Emblem A graphic symbol unique to a property. Also called a mark. Escalator An annual percentage increase built into the sponsorship fee for multi-year contracts. Escalators are typically tied to inflation. Exclusive Rights A company pays a premium or provides economic benefit in exchange for the right to be the sole advertised provider, at the most competitive prices, of goods purchased by consumers within Parks & Recreation Department facilities and parks. Fulfillment The delivery of benefits promised to the sponsor in the contract. Hospitality Hosting key customers, clients, government officials, employees and other VIPs at an event or facility. Usually involves tickets, parking, dining, and other amenities, often in a specially designated area, and may include interaction with athletes. In -Kind Sponsorship Payment (full or partial) of sponsorship fee in goods or services rather than cash. Licensed Merchandise Goods produced by a manufacturer (the licensee) who has obtained a license to produce and distribute the official Marks on products such as clothing and souvenirs. Licensee Manufacturer which has obtained a license to produce and distribute Licensed Merchandise. Licensing Right to use a property's logos and terminology on products for retail sale. Note: While a sponsor will typically receive the right to include a property s marks on its packaging and advertising, sponsors are not automatically licensees. Mark Any official visual representation of a property, including emblems and mascots. Produced by GreenPlay, LLC © March 2007 Mascot A graphic illustration of a character, usually a cartoon figure, used to promote the identity of a property. Media Equivalencies Measuring the exposure value of a sponsorship by adding up all the coverage it generated and calculating what it would have cost to buy a like amount of ad time or space in those outlets based on media rate cards. Media Sponsor TV and radio stations, print media and outdoor advertising companies that provide either cash, or more frequently advertising time or space, to a property in exchange for official designation. Municipal Marketing Promotional strategy linking a company to community services and activities (s onsorship of parks and recreation programs, libraries, etc.) Option to Renew L L C Contractual right to renew a sponsorship on specified terms. Philanthropy — Support for a non -profit property where no commercial advantage is expected. Synonym: Patronage. Perimeter Advertising Stationary advertising around the perimeter of an arena or event site, often reserved for sponsors. Premiums Souvenir merchandise, produced to promote a sponsor's involvement with a property (customized with the names /logos of the sponsor and the property). Presenting Sponsor The sponsor that has its name presented just below that of the sponsored property. In presenting arrangements, the event/ facility name and the sponsor name are not fully integrated since the word(s) "presents' or "presented by' always come between them. Primary Sponsor The sponsor paying the largest fee and receiving the most prominent identification (Would be naming rights or title sponsor if sponsored property sold name or title). Property A unique, commercially exploitable entity (could be a facility, site, event, or program) Synonyms: sponsee, rightsholder, seller. Produced by GreenPlay, LLC © March 2007 Right of First Refusal Contractual right granting a sponsor the right to match any offer the property receives during a specific period of time in the sponsor's product category. Selling Rights The ability of a sponsor to earn back some or all of its sponsorship fee selling its product or service to the property or its attendees or members. Signage Banners, billboards, electronic messages, decals, etc., displayed on -site with sponsors ID. Sole Sponsor A company that has paid to be the only sponsor of a property. Sponsee A property available for sponsorship. Sponsor An entity that pays a property for the right to promote itself and its products or services in association with the property. Sponsor ID Visual and audio recognition of sponsor in property's publications and advertising, public - address and on -air broadcast mentions. Sponsorship The relationship between a sponsor and a property, in which the sponsor pays a cash or in- kind fee in return for access to the commercial potential associated with the property. Sponsorship Agency Afirm which specializes in advising on, managing, brokering, or organizing sponsored properties. The agency may be employed by either the sponsor or property. Sponsorship Fee Payment made by a sponsor to a property. Sports Marketing Promotional strategy linking a company to sports (sponsorship of competitions, teams, leagues, etc.) Supplier Official provider of goods or services in exchange for designated recognition. This level is below official sponsor, and the benefits provided are limited accordingly. Title Sponsor The sponsor that has its name incorporated into the name of the sponsored property. Produced by GreenPlay, LLC © March 2007 Venue Marketing Promotional strategy linking a sponsor to a physical site (sponsorship of stadiums, arenas, auditoriums, amphitheaters, racetracks, fairgrounds, etc.) Web Sponsorship The purchase (in cash or trade) of the right to utilize the commercial potential associated with a site on the World Wide Web, including integrated relationship building and branding. If jFEIVPLA 4Y LC The Leading Edge In Parks, Recreation And Open Space Consulting Produced by GreenPlay, LLC © March 2007 APPENDIX IV — COST RECOVERY PYRAMID METHODOLOGY The creation of a cost recovery philosophy and policy is a key component to maintaining an Cost agency's financial control, equitably priced Recovery offerings, and identifying core programs, facilities Pyramid and services. Critical to this philosophical undertaking is the support and buy -in of elected officials and advisory boards, staff and ultimately of citizens. Whether or not significant changes are called for, the organization wants to be certain that it is philosophically aligned with its constituents. The development of the cost recovery philosophy and policy is built upon a very logical foundation, using the understanding of who is benefiting from the parks and recreation service to determine how that service should be paid for. The development of the cost recovery philosophy can be separated into the following steps: Step 1 — Building on Your Mission - What is Your Mission? The entire premise for this process is to fulfill the Community mission. It is important that organizational values are reflected in the mission. Often mission statements are a starting point and further work needs to occur to create a more detailed common understanding of the interpretation of the mission. This is accomplished by involving staff in a discussion of a variety of Filters. Step 2 — Understanding Filters and the Pyramid Filters are a series of continuums covering different ways of viewing service provision. The Primary Filters influence the final positioning of services as they relate to each other and are summarized below. The Benefits Filter, however, forms the foundation of the Pyramid Model and is used in this discussion to illustrate a cost recovery philosophy and policies for parks and recreation organizations. The other filters are explained later. Filter Definition INDIVIDUAL f Community Who receives the benefit of the service? (Skill development, education, physical health, mental health, safety) Commitment What is the intensity of the program? Trends Is it tried and true or a fad? BenBIQ Is it our role to provide? (Is it legally mandated, e.g. ADA) Market What is the effect of the program in attracting customers? Relative Cost to Provide / COMMUNITY I Individual Environmental Impact What is the impact to the resource or other visitors? Benefit What out of our control? Who We Serve Are we targeting certain populations? COMMUNITY Benefit =CfQ O 2001 a enPley. LLG the understanding of who is benefiting from the parks and recreation service to determine how that service should be paid for. The development of the cost recovery philosophy can be separated into the following steps: Step 1 — Building on Your Mission - What is Your Mission? The entire premise for this process is to fulfill the Community mission. It is important that organizational values are reflected in the mission. Often mission statements are a starting point and further work needs to occur to create a more detailed common understanding of the interpretation of the mission. This is accomplished by involving staff in a discussion of a variety of Filters. Step 2 — Understanding Filters and the Pyramid Filters are a series of continuums covering different ways of viewing service provision. The Primary Filters influence the final positioning of services as they relate to each other and are summarized below. The Benefits Filter, however, forms the foundation of the Pyramid Model and is used in this discussion to illustrate a cost recovery philosophy and policies for parks and recreation organizations. The other filters are explained later. Filter Definition Benefit Who receives the benefit of the service? (Skill development, education, physical health, mental health, safety) Commitment What is the intensity of the program? Trends Is it tried and true or a fad? Obligation Is it our role to provide? (Is it legally mandated, e.g. ADA) Market What is the effect of the program in attracting customers? Relative Cost to Provide What is the cost per participant? Environmental Impact What is the impact to the resource or other visitors? Political What out of our control? Who We Serve Are we targeting certain populations? THE BENEFITS FILTER The principal foundation of all the filters is the Benefits Filter. It is shown first as a continuum and then applied to the Cost Recovery Pyramid model. Conceptually, the base level of the pyramid represents the mainstay of a public parks and recreation program. Programs appropriate to higher levels of the pyramid should only be offered when the preceding levels below are full enough to provide a foundation for the next level. This foundation and upward progression is intended to represent the public parks and recreation core mission, while also reflecting the growth and maturity of an organization as it enhances its program and facility offerings. It is often easier to integrate the values of the organization with its mission if they can be visualized. An ideal philosophical model for this purpose is the pyramid. In addition to a physical structure, pyramid is defined by Webster's Dictionary as "an immaterial structure built on a broad supporting base and narrowing gradually to an apex." Parks and recreation programs are built with a broad supporting base of core services, enhanced with more specialized services as resources allow. Envision a pyramid sectioned horizontally into five levels. COMMUNITY Benefit The foundational level of the pyramid is the largest and includes those programs, facilities, and services that benefit the COMMUNITY as a whole. These programs, facilities, and services can increase property values, provide safety, address social needs, and enhance quality of life for residents. The community generally pays for these basic services and facilities through taxes. These services are offered to residents at minimal or no fee. A large percentage of the tax support of the agency would fund this level of the pyramid. COMMUNITY Benefit Examples of these services could include the existence of the community parks and recreation system, the ability for youngsters to visit facilities on an informal basis, development and distribution ofmarketing brochures, low- income or scholarship programs, park and facility planning and design, park maintenance, or others. NOTE: All examples are generic - your programs and services may be very different based on your agencies mission, demographics, goals, etc. COMMUNITY/ Individual Benefit The second and smaller level of the pyramid represents COMMUNITY! Individual programs, facilities, and services that promote individual Benefit physical and mental well - being, and provide recreation skill development. They are generally the more traditionally expected services and beginner instructional levels. These programs, services, and facilities are typically assigned fees based on a specified percentage of direct and indirect costs. These costs are partially offset by both a tax subsidy to account for the COMMUNITY Benefit and participant fees to account for the INDIVIDUAL Benefit. Examples of these services could include the ability of teens and adults to visit facilities on an informal basis, ranger led interpretive programs, and beginning level instructional programs and classes, etc. INDIVIDUAL/ Community Benefit The third and even smaller level of the pyramid represents services that NOIVIUUALI Cammunity promote individual physical and mental well- being, and provide an ant intermediate level of recreational skill development. This level provides more INDIVIDUAL Benefit and less COMMUNITY Benefit and should be priced accordingly. The individual fee is higher than for programs and services that fall in the lower pyramid levels. Examples of these services could include summer recreational day camp, summer sports leagues, year -round swim team, etc. MOSTLY INDIVIDUAL Benefit Nosr�r lxurvlou�i The fourth and still smaller pyramid level represents specialized services ����� generally for specific groups, and may have a competitive focus. In this level programs and services may be priced to recover full cost, including all direct and indirect expenses. Examples of these services might include specialty classes, golf, and outdoor adventure programs. Examples of these facilities might include camp sites with power hook -ups. HIGHLY INDIVIDUAL Benefit HIG YINDI D L At the top of the pyramid, the fifth and smallest level represents activities that have a De "e@ profit center potential, and may even fall outside of the core mission. In this level, programs and services should be priced to recover full cost plus a designated profit percentage. Examples of these activities could include elite diving teams, golf lessons, food concessions, company picnic rentals and other facility rentals, such as for weddings, or other services. Step 3 - Sorting Services It is critical that this sorting step be done with staff, and with governing bodies and citizens in mind. This is where ownership is created for the philosophy, while participants discover the current and possibly varied operating histories, cultures, missions, and values of the organization. It is the time to develop consensus and get everyone on the same page, the page you write together. Remember, as well, this effort must reflect the community and must align with the thinking of policy makers. Sample Policy Language: XXX community brought together staff from across the department to sort existing programs into each level of the pyramid. This was a challenging step. It was facilitated by an objective and impartial facilitator in order to hear all viewpoints. It generated discussion and debate as participants discovered what different staff members had to say about serving culturally and economically different parts of the community; about historic versus recreational parks; about adults versus youth versus seniors; about weddings and interpretive programs; and the list goes on. It was important to push through the "what' to the "why' to find common ground. This is all what discovering the philosophy is about. Step 4 - Understanding the Other Filters Inherent in sorting programs into the pyramid model using the benefits filter is the realization that other filters come into play. This can result in decisions to place programs in other levels than might first be thought. These filters also follow a continuum form however do not necessarily follow the five levels like the benefits filter. In other words, the continuum may fall totally within the first two levels of the pyramid. These filters can aid in determining core programs versus ancillary programs. These filters represent a layering effect and should be used to make adjustments to an initial placement in the pyramid. THE MARKETING FILTER: What is the effect of the program in attracting customers? Loss Leader Popular - High Willingness to Pay THE COMMITMENT FILTER: What is the intensity of the program, what is the commitment of the participant? Drop -In Instructional - Instructional - Competitive - Not Specialized Opportunities Basic Intermediate Recreational THE TRENDS FILTER: Is the program or service tried and true, or is it a fad? Traditionally Staying Current Basic Cool, Cutting Edge Far Out Expected with Trends THE OBLIGATION FILTER: Is it our role to provide? Is it legally mandated? Must Do - Legal Traditionally Should Do -No Could Do - Someone Highly Questionable Expected To Other Way To - Someone Else Is Obligation Do Provide Else Could Provide Providing THE RELATIVE COST TO PROVIDE FILTER: What is the cost per Low Cost per Participant Medium Cost per Participant High Cost per Participant THE ENVIRONMENTAL IMPACT FILTER: What is the impact to the resource or other visitors? Low Impact to High Impact to Exceeds Park Resource or Others Resource or Others Capacity WHO WE SERVE: Are we targeting certain populations? Children and Local County Regional Non - residents of the Families Residents Residents Residents Community THE POLITICAL FILTER: What is out of our control? This filter does not operate on a continuum, but is a reality, and will dictate from time to time where certain programs fit in the pyramid. Step 5 - Determining Current Subsidy /Cost Recovery Levels Subsidy and cost recovery are complementary. If a program is subsidized at 75 %, it has a 25% cost recovery, and vice - versa. It is more powerful to work through this exercise thinking about where the tax subsidy is used rather than what is the cost recovery. When it is complete, you can reverse thinking to articulate the cost recovery philosophy, as necessary. The overall subsidy /cost recovery level is comprised of the average of everything in all of the levels together as a whole. Determine what the current subsidy level is for the programs sorted into each level. There may be quite a range in each level, and some programs could overlap with other levels of the pyramid. This will be rectified in the final steps. Step 6 - Assigning Desired Subsidy /Cost Recovery Levels Ask these questions: Who benefits? Who pays? Now you have the answer; who benefits - pays! The tax subsidy is used in greater amounts at the bottom levels of the pyramid, reflecting the benefit to the Community as a whole. As the pyramid is climbed, the percentage of tax subsidy decreases, and at the top levels it may not be used at all, reflecting the Individual benefit So, what is the right percentage of tax subsidy for each level? It would be appropriate to keep some range within each level; however, the ranges should not overlap from level to level. Again, this effort must reflect your community and must align with the thinking of your policy makers. In addition, pricing must also reflect what your community thinks is reasonable, as well as the value of the offering. Examples Many times categories at the bottom level will be completely or mostly subsidized, but you may have a small cost recovery to convey value far the experience. The range far subsidy may be 90 -100% - but it may be higher, depending on your overall goals. The top level may range from 0% subsidy to 50% excess revenues above all costs, or more. Or, your organization may not have any activities or services in the top level. Step 7 - Adjust Fees to Reflect Your Comprehensive Cost Recovery Philosophy Across the country, ranges in overall cost recovery levels can vary from less than 10% to over 100 %. Your organization sets your target based on your mission, stakeholder input, funding, and /or other circumstances. This exercise may have been completed to determine present cost recovery level. Or, you may have needed to increase your cost recovery from where you are currently to meet budget targets. Sometimes just implementing the policy equitably to existing programs is enough, without a concerted effort to increase fees. Now that this information is apparent, the organization can articulate where it has been and where it is going - by pyramid level and overall, and fees can be adjusted accordingly. Step 8 - Use Your Efforts to Your Advantage in the Future The results of this exercise may be used: • To articulate your comprehensive cost recovery philosophy; • To train staff at all levels as to why and how things are priced the way they are; • To shift subsidy to where is it most appropriately needed; • To recommend program or service cuts to meet budget subsidy targets, or show how revenues can be increased as an alternative; and, • To justify the pricing of new programs. This Sample Cost Recovery Philosophy and Policy Outline is provided by: GREENPLAYtc The Leading Edge In Perks, RecmW-d And OpenRaaceCansuuiug GreenPlay, LLC, 3050 Industrial Lane, Suite 200, Broomfield, CO 80020 (303) 439 -8369; Toll-free: 1-866-849-9959; Info@GreenPlayLLC.com; www.GreenPlayLLC.com All rights reserved. Please contact GreenPlayfor more information. Sample Partnership Policy and Proposal Format Created By: CREENPLAYLLC The Leading Edge In Parks, Recreation And Open Space Consulting www.greenplayllc.com 3050 Industrial Lane, Suite 200 Broomfield, CO 80020 303 - 439 -8369 or Toll Free: 1- 866 - 849 -9959 Fax: 303 - 439 -0628 Email: info @greenplayllc.com © 2003 Green Play, LLC — updated 2008 Sample Parks and Recreation Department Partnership Policy And Proposal Format Table of Contents Part One The Sample Parks and Recreation Department Partnership Policy Page A. Purpose 3 B. Background and Assumptions 4 C. Partnership Definition 5 D. Possible Types of Partners 6 E. Sponsorships 7 F. Limited Decision - Making Partnerships 7 G. Benefits of Partnerships 8 II. The Partnering Process 9 III. The Partnership Evaluation Process A. Mission and Goals 11 B. Other Considerations 11 C. Selection Criteria 13 D. Additional Assistance 14 Part Two The "Proposed Partnership Outline Format' 15 Sample Partnership Policy— © 2008 GreenPlay, LLC www.greenplaylic.com Page 2 I. Sample Parks and Recreation Department Partnership Policy A. Purpose This policy is designed to guide the process for Sample Parks and Recreation Department in their desire to partner with private, non - profit, or other governmental entities for the development, design, construction and operation of possibly partnered recreational facilities and /or programs that may occur on City property. Sample Parks and Recreation Department would like to identify for - profit, non - profit, and governmental entities that are interested in proposing to partner with the City to develop recreational facilities and /or programs. A major component in exploring any potential partnership will be to identify additional collaborating partners that may help provide a synergistic working relationship in terms of resources, community contributions, knowledge, and political sensitivity. These partnerships should be mutually beneficial for all proposing partners including the City, and particularly beneficial for the citizens of the community. This policy document is designed to: • Provide essential background information, • Provide parameters for gathering information regarding the needs and contributions of potential partners, and • Identify how the partnerships will benefit the Sample Parks and Recreation Department and the community. Part Two: The "Proposed Partnership Outline Format", provides a format that is intended to help guide Proposing Partners in creating a proposal for review by Sample Parks and Recreation Department staff. Sample Partnership Policy— © 2008 GreenPlay, LLC www.greenplaylic.com Page 3 B. Background and Assumptions Partnerships are being used across the nation by governmental agencies in order to utilize additional resources for their community's benefit. Examples of partnerships abound, and encompass a broad spectrum of agreements and implementation. The most commonly described partnership is between a public and a private entity, but partnerships also occur between public entities and non - profit organizations and /or other governmental agencies. Note on Privatization: This application is specific for proposed partnering for new facilities or programs. This information does not intend to address the issue of privatization, or transferring existing City functions to a non -City entity for improved efficiency and /or competitive cost concerns. An example of privatization would be a contract for a landscaping company to provide mowing services in a park. The City is always open to suggestions for improving services and cost savings through contractual arrangements. If you have an idea for privatization of current City functions, please call or outline your ideas in a letter for the City's consideration. In order for partnerships to be successful, research has shown that the following elements should be in place prior to partnership procurement: • There must be support for the concept and process of partnering from the very highest organizational level — i.e.: the Board or Trustees, a council, and /or department head. • The most successful agencies have high- ranking officials that believe that they owe it to their citizens to explore partnering opportunities whenever presented, those communities both solicit partners and consider partnering requests brought to them. It is very important to have a Partnership Policy in place before partner procurement begins. This allows the agency to be proactive rather than reactive when presented with a partnership opportunity. It also sets a "level playing field" for all potential partners, so that they can know and understand in advance the parameters and selection criteria for a proposed partnership. • A partnership policy and process should set development priorities and incorporate multiple points for go /no -go decisions. The partnership creation process should be a public process, with both Partners and the Partnering Agency well aware in advance of the upcoming steps. Sample Partnership Policy— © 2008 GreenPlay, LLC www.greenplaylic.com Page 4 C. Partnership Definition For purposes of this document and policy, a Proposed Partnership is defined as: "An identified idea or concept involving Sample Parks and Recreation Department and for - profit, non - profit, and /or governmental entities, outlining the application of combined resources to develop facilities, programs, and /or amenities for the City and its citizens." A partnership is a cooperative venture between two or more parties with a common goal, who combine complementary resources to establish a mutual direction or complete a mutually beneficial project. Partnerships can be facility -based or program- specific. The main goal for Sample Parks and Recreation Department partnerships is enhancing public offerings to meet the mission and goals of the City. Sample Parks and Recreation Department is interested in promoting partnerships which involve cooperation among many partners, bringing resources together to accomplish goals in a synergistic manner. Proposals that incorporate such collaborative efforts will receive priority status. Partnerships can accomplish tasks with limited resources, respond to compelling issues, encourage cooperative interaction and conflict resolution, involve outside interests, and serve as an education and outreach tool. Partnerships broaden ownership in various projects and increase public support for community recreation goals. Partners often have flexibility to obtain and invest resources /dollars on products or activities where municipal government may be limited. Partnerships can take the form of (1) cash gifts and donor programs, (2) improved access to alternative funding, (3) property investments, (4) charitable trust funds, (5) labor, (6) materials, (7) equipment, (8) sponsorships, (9) technical skills and /or management skills, and other forms of value. The effective use of volunteers also can figure significantly into developing partnerships. Some partnerships involve active decision making, while in others, certain partners take a more passive role. The following schematic shows the types of possible partnerships discussed in this policy: Types of Partnerships Active Partnerships I I Semi - Limited Decision Limited Decision Management Making Partnerships Making Partnerships Agreements D. Possible Types of Active Partnerships Sample Parks and Recreation Department is interested in promoting collaborative partnerships among multiple community organizations. Types of agreements for Proposed "Active" Partnerships may include leases, contracts, sponsorship agreements, marketing agreements, management agreements, joint -use agreements, inter - governmental agreements, or a combination of these. An innovative and mutually beneficial partnership that does not fit into any of the following categories may also be considered. Proposed partnerships will be considered for facility, service, operations, and /or program development including associated needs, such as parking, paving, fencing, drainage systems, signage, outdoor restrooms, lighting, utility infrastructure, etc. The following examples are provided only to illustrate possible types of partnerships. They are not necessarily examples that would be approved and /or implemented. Examples of Public /Private Partnerships • A private business seeing the need for more /different community fitness and wellness activities wants to build a facility on City land, negotiate a management contract, provide the needed programs, and make a profit. • A private group interested in environmental conservation obtains a grant from a foundation to build an educational kiosk, providing all materials and labor, and is in need of a spot to place it. • Several neighboring businesses see the need for a place for their employees to work out during the work day. They group together to fund initial facilities and an operating subsidy and give the facility to the City to operate for additional public users. • A biking club wants to fund the building of a race course through a park. The races would be held one night per week, but otherwise the path would be open for public biking and in -line skating. • A large corporate community relations office wants to provide a skatepark, but doesn't want to run it. They give a check to the City in exchange for publicizing their underwriting of the park's cost. • A private restaurant operator sees the need for a concessions stand in a park and funds the building of one, operates it, and provides a share of revenue back to the City. • A garden club wants land to build unique butterfly gardens. They will tend the gardens and just need a location and irrigation water. Sample Partnership Policy— © 2008 GreenPlay, LLC www.greenplaylic.com Page 6 Examples of Public /Non- Profit Partnerships • A group of participants for a particular sport or hobby sees a need for more playing space and forms a non - profit entity to raise funds for a facility for their priority use that is open to the public during other hours. A non - profit baseball association needs fields for community programs and wants to obtain grants for the building of the fields. They would get priority use of the fields, which would be open for the City to schedule use during other times. • A museum funds and constructs anew building, dedicating some space and time for community meetings and paying a portion of revenues to the City to lease its land. Examples of Public /Public Partnerships • Two governmental entities contribute financially to the development and construction of a recreational facility to serve residents of both entities. One entity, through an IGA, is responsible for the operation of the facility, while the other entity contributes operating subsidy through a formula based on population or some other appropriate factor. • Two governmental public safety agencies seethe need for more physical training space for their employees. They jointly build a gym adjacent to City facilities to share for their training during the day. The gyms would be open for the City to schedule for other users at night. • A school district sees the need for a climbing wall for their athletes. The district funds the wall and subsidizes operating costs, and the City manages and maintains the wall to provide public use during non - school hours. • A university needs meeting rooms. They fund a multi -use building on City land that can be used for City community programs at night. E. Sponsorships Sample Parks and Recreation Department is interested in actively procuring sponsorships for facilities and programs as one type of beneficial partnership. Please see the Sample Parks and Recreation Department Sponsorship Policy for more information. F. Limited - Decision Making Partnerships: Donor, Volunteer, and Granting Programs While this policy document focuses on the parameters for more active types of partnerships, the City is interested in, and will be happy to discuss, a proposal for any of these types of partnerships, and may create specific plans for such in the future. Sample Partnership Policy— © 2008 GreenPlay, LLC www.greenplaylic.com Page 7 G. Benefits of Partnerships with Sample Parks and Recreation Department The City expects that any Proposed Partnership will have benefits for all involved parties. Some general expected benefits are: Benefits for the City and the Community: • Merging of resources to create a higher level of service and facility availability for community members. • Making alternative funding sources available for public community amenities. • Tapping into the dynamic and entrepreneurial traits of private industry. • Delivering services and facilities more efficiently by allowing for collaborative business solutions to public organizational challenges. • Meeting the needs of specific groups of users through the availability of land for development and community use. Benefits for the Partners: • Land and /or facility availability at a subsidized level for specific facility and /or program needs. • Sharing of the risk with an established stable governmental entity. • Becoming part of a larger network of support for management and promotion of facilities and programs. • Availability of professional City recreation and planning experts to maximize the facilities and programs that may result • Availability of City staff facilitation to help streamline the planning and operational efforts. Sample Partnership Policy— © 2008 GreenPlay, LLC www.greenplaylic.com Page 8 II. The Partnering Process The steps for the creation of a partnership with the Sample Parks and Recreation Department are as follows: A. Sample Parks and Recreation Department will create a public notification process that will help inform any and all interested partners of the availability of partnerships with the City. This will be done through notification in area newspapers, listing in the brochure, or through any other notification method that is feasible. B. The proposing partner takes the first step to propose partnering with the City. To help in reviewing both the partnerships proposed, and the project to be developed in partnership, the City asks for a Preliminary Proposal according to a specific format as outlined in Part Two - Proposed Partnership Outline Format. C. If initial review of a Preliminary Proposal yields interest and appears to be mutually beneficial based on the City Mission and Goals, and the Selection Criteria, a City staff or appointed representative will be assigned to work with potential partners. D. The City representative is available to answer questions related to the creation of an initial proposal, and after initial interest has been indicated, will work with the proposing partner to create a checklist of what actions need to take place next. Each project will have distinctive planning, design, review and support issues. The City representative will facilitate the process of determining how the partnership will address these issues. This representative can also facilitate approvals and input from any involved City departments, providing guidance for the partners as to necessary steps. E. An additional focus at this point will be determining whether this project is appropriate for additional collaborative partnering, and whether this project should prompt the City to seek a Request for Proposal (RFP) from competing/ collaborating organizations. Request for Proposal (RFP) Trigger: In order to reduce concerns of unfair private competition, if a proposed project involves partnering with a private "for- profit" entity and a dollar amount greater than $5,000, and the City has not already undergone a public process for solicitation of that particular type of partnership, the City will request Partnership Proposals from other interested private entities for identical and /or complementary facilities, programs or services. A selection of appropriate partners will be part of the process. For most projects, a Formal Proposal from the partners for their desired development project will need to be presented for the City's official development review processes and approvals. The project may require approval by the Legal, Planning, Fire and Safety, Finance and /or other City Departments, Parks and Recreation Advisory Board, Planning Board, The Board of Trustees, and /or the City Supervisor's Office, depending on project complexity and applicable City Charter provisions, ordinances or regulations. If these reviews are necessary, provision to reimburse the City for its costs incurred in having a representative facilitate the Sample Partnership Policy— © 2008 GreenPlay, LLC www.greenplaylic.com Page 9 partnered project's passage through Development Review should be included in the partnership proposal. G. Depending on project complexity and anticipated benefits, responsibilities for all action points are negotiable, within the framework established by law, to assure the most efficient and mutually beneficial outcome. Some projects may require that all technical and professional expertise and staff resources come from outside the City's staff, while some projects may proceed most efficiently if the City contributes staff resources to the partnership. H. The partnership must cover the costs the partnership incurs, regardless of how the partnered project is staffed, and reflect those costs in its project proposal and budget. The proposal for the partnered project should also discuss how staffing and expertise will be provided, and what documents will be produced. If City staff resources are to be used by the partnership, those costs should be allocated to the partnered project and charged to it. Specific Partnership Agreements appropriate to the project will be drafted jointly. There is no specifically prescribed format for Partnership Agreements, which may take any of several forms depending on what will accomplish the desired relationships among partners. The agreements may be in the form of: • Lease Agreements • Management and /or Operating Agreements • Maintenance Agreements • Intergovernmental Agreements (IGAs) • Or a combination of these and /or other appropriate agreements Proposed partnership agreements might include oversight of the development of the partnership, concept plans and project master plans, environmental assessments, architectural designs, development and design review, project management, and construction documents, inspections, contracting, monitoring, etc. Provision to fund the costs and for reimbursing the City for its costs incurred in creating the partnership, facilitating the project's passage through the Development Review Processes, and completing the required documents should be considered. If all is approved, the Partnership begins. The City is committed to upholding its responsibilities to Partners from the initiation through the continuation of a partnership. Evaluation will be an integral component of all Partnerships. The agreements should outline who is responsible for evaluation, the types of measures used, and detail what will occur should the evaluations reveal Partners are not meeting their Partnership obligations. Sample Partnership Policy— © 2008 GreenPlay, LLC www.greenplaylic.com Page 10 III. The Partnership Evaluation Process A. Mission Statements and Goals All partnerships with Sample Parks and Recreation Department should be in accord with the City's and the Parks and Recreation Department's Mission and Goals to indicate how a proposed partnership for that Department would be preliminarily evaluated: SAMPLE MISSION STATEMENT The Sample Parks and Recreation Department will provide a variety of parks, recreation facilities and program experiences equitably throughout the community. Programs will be developed and maintained to the highest quality, ensuring a safe environment with exceptional service while developing a lifetime customer. Services will demonstrate a positive economic investment through partnerships with other service providers, both public and private, ensuring a high quality of life for citizens of Sample. (Sample) GOALS — • Promote physical and mental health and fitness • Nourish the development of children and youth • Help to build strong communities and neighborhoods • Promote environmental stewardship • Provide beautiful, safe, and functional parks and facilities that improve the lives of all citizens • Preserve cultural and historic features within the City's parks and recreation systems • Provide a work environment for the Parks & Recreation Department staff that encourages initiative, professional development, high morale, productivity, teamwork, innovation, and excellence in management B. Other Considerations 1. Costs for the Proposal Approval Process For most proposed partnerships, there will be considerable staff time spent on the review and approval process once a project passes the initial review stage. This time includes discussions with Proposing Partners, exploration of synergistic partnering opportunities, possible RFP processes, facilitation of the approval process, assistance in writing and negotiating agreements, contracting, etc. There may also be costs for construction and planning documents, design work, and related needs and development review processes mandated by City ordinances. Sample Partnership Policy— © 2008 GreenPlay, LLC www.greenplaylic.com Page 11 Successful Partnerships will take these costs into account and may plan for City recovery of some or all of these costs within the proposal framework. Some of these costs could be considered as construction expenses, reimbursed through a negotiated agreement once operations begin, or covered through some other creative means. 2. Land Use and /or Site Improvements Some proposed partnerships may include facility and /or land use. Necessary site improvements cannot be automatically assumed. Costs and responsibility for these improvements should be considered in any Proposal. Some of the general and usual needs for public facilities that may not be included as City contributions and may need to be negotiated for a project include: • Any facilities or non - existent infrastructure construction • Roads or street improvements • Maintenance to specified standards • Staffing • Parking • Snow removal • Lighting • Outdoor restrooms • Water fountains • Complementary uses of the site • Utility improvements (phone, cable, storm drainage, electricity, water, gas, sewer, etc.) • Custodial services • Trash removal 3. Need The nature of provision of public services determines that certain activities will have a higher need than others. Some activities serve a relatively small number of users and have a high facility cost. Others serve a large number of users and are widely available from the private sector because they are profitable. The determination of need for facilities and programs is an ongoing discussion in public provision of programs and amenities. The project will be evaluated based on how the project fulfills a public need. 4. Funding Only when a Partnership Proposal demonstrates high unmet needs and high benefits for City citizens, will the City consider contributing resources to a project. The City recommends that Proposing Partners consider sources of potential funding. The more successful partnerships will have funding secured in advance. In most cases, Proposing Partners should consider funding and cash flow for initial capital development, staffing, and ongoing operation and maintenance. The details of approved and pending funding sources should be clearly identified in a proposal. For many partners, especially small private user groups, non - profit groups, and governmental agencies, cash resources may be a limiting factor in the proposal. It may be a necessity for partners to utilize alternative funding sources for resources to complete a proposed project. Obtaining alternative funding often demands creativity, ingenuity, and persistence, but many forms of funding are available. Sample Partnership Policy— © 2008 GreenPlay, LLC www.greenplaylic.com Page 12 Alternative funding can come from many sources, e.g. Sponsorships, Grants, and Donor Programs. A local librarian and /or internet searches can help with foundation and grant resources. Developing a solid leadership team for a partnering organization will help find funding sources. In -kind contributions can, in some cases, add additional funding. All plans for using alternative funding should be clearly identified. The City has an established Sponsorship Policy, and partnered projects will be expected to adhere to the Policy. This includes the necessity of having an Approved Sponsorship Plan in place prior to procurement of sponsorships for a Partnered Project. C. Selection Criteria In assessing a partnership opportunity to provide facilities and services, the City will consider (as appropriate) the following criteria. The Proposed Partnership Outline Format in Part Two provides a structure to use in creating a proposal. City staff and representatives will make an evaluation by attempting to answer each of the following Guiding Questions: • How does the project align with the City and affected Department's Mission Statement and Goals? • How does the proposed facility fit into the current City and the affected Department's Master Plan? • How does the facility /program meet the needs of City residents? • How will the project generate more revenue and /or less cost per participant than the City can provide with its own staff or facilities? • What are the alternatives that currently exist, or have been considered, to serve the users identified in this project? • How much of the existing need is now being met within the City borders and within adjacent cities? • What is the number and demographic profile of participants who will be served? • How can the proposing partner assure the City of the long -term stability of the proposed partnership, both for operations and for maintenance standards? • How will the partnered project meet Americans with Disabilities Act and EEOC requirements? • How will the organization offer programs at reasonable and competitive costs for participants • What are the overall benefits for both the City and the Proposing Partners? Sample Partnership Policy— © 2008 GreenPlay, LLC www.greenplaylic.com Page 13 Additional Assistance Sample Parks and Recreation Department is aware that the partnership process does entail great deal of background work on the part of the Proposing Partner. The following list of resources may be helpful in preparing a proposal: • Courses are available through local colleges and universities to help organizations develop a business plan and /or operational pro - formas. • The Chamber of Commerce offers a variety of courses and assistance for business owners and for those contemplating starting new ventures. • There are consultants who specialize in facilitating these types of partnerships. For one example, contact GreenPlay, LLC, toll free at 1- 866 - 849 -9959 or www.greenplaylic.com. • Reference Librarians at libraries and internet searches can be very helpful in identifying possible funding sources and partners, including grants, foundations, financing, etc. • Relevant information including the City of Sample Comprehensive Plan, the Parks and Recreation Master Plan, site maps, and other documents are available at the These documents may be copied or reviewed, but may not be taken off -site. • The Sample Parks and Recreation Department Web Site (www.XXXX.com) has additional information. • If additional help or information is needed, please call 000 - 000 -0000. Sample Partnership Policy— © 2008 GreenPlay, LLC www.greenplaylic.com Page 14 Part Two Sample Proposed Partnership Outline Format Please provide as much information as possible in the following outline form. I. Description of Proposing Organization: • Name of Organization • Years in Existence • Contact Name, Mailing Address, Physical Address, Phone, Fax, E -mail • Purpose of Organization • Services Provided • Member /User /Customer Profiles • Accomplishments • Legal Status II. Decision Making Authority Who is authorized to negotiate on behalf of the organization? Who or what group (i.e. Council /Commission /Board) is the final decision maker and can authorize the funding commitment? What is the timeframe for decision making? Summary of Proposal (100 words or less) What is being proposed in terms of capital development, and program needs? III. Benefits to the Partnering Organization Why is your organization interested in partnering with the Sample Parks and Recreation Department? Please individually list and discuss the benefits (monetary and non - monetary) for your organization. IV. Benefits to the Sample Parks and Recreation Department Please individually list and discuss the benefits (monetary and non - monetary) for the Sample Parks and Recreation Department and residents of the City. V. Details (as currently known) The following page lists a series of Guiding Questions to help you address details that can help outline the benefits of a possible partnership. Please try to answer as many as possible with currently known information. Please include what your organization proposes to provide and what is requested of Sample Parks and Recreation Department. Please include (as known) initial plans for your concept, operations, projected costs and revenues, staffing, and /or any scheduling or maintenance needs, etc. Sample Partnership Policy— © 2008 GreenPlay, LLC www.greenplaylic.com Page 15 Guiding Questions Meeting the Needs of our Community: • In your experience, how does the project align with park and recreation goals? • How does the proposed program or facility meet a need for City residents? • Who will be the users? What is the projected number and profile of participants who will be served? • What alternatives currently exist to serve the users identified in this project? • How much of the existing need is now being met? What is the availability of similar programs elsewhere in the community? • Do the programs provide opportunities for entry - level, intermediate, and /or expert skill levels? • How does this project incorporate environmentally sustainable practices? The Financial Aspect: • Can the project generate more revenue and /or less cost per participant than the City can provide with its own staff or facilities? If not, why should the City partner on this project: • Will your organization offer programs at reasonable and competitive costs for all participants? What are the anticipated prices for participants? • What resources are expected to come from the Parks & Recreation Department? • Will there be a monetary benefit for the City, and if so, how and how much? Logistics: • How much space do you need? What type of space? • What is critical related to location? • What is your proposed timeline? • What are your projected hours of operations? • What are your initial staffing projections? • Are there any mutually - beneficial cooperative marketing benefits? • What types of insurance will be needed and who will be responsible for acquiring and paying premiums on the policies? • What is your organization's experience in providing this type of facility /program? • How will your organization meet Americans with Disabilities Act and EEO requirements? Agreements and Evaluation: • How, by whom, and at what intervals should the project be evaluated? • How can you assure the City of long -term stability of your organization? • What types and length of agreements should be used for this project? • What types of "exit strategies" should we include? • What should be done if the project does not meet the conditions of the original agreements? 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Trail, Proposed — Wide Sidewalk, Existing -. -. Wide Sidewalk, Proposed — On Street Trail Connection University of Iowa ................... _......., F-1 rr surriessiockk Av x. rr - -- � �� Gkad Per -- aHm1 El ewe r. J rec lE , wym..ra r..e sr r aeo-.,n..m r r �ia m. w ..e wewemv ..e o ➢. _ LJ m.e :e.e Oar: .eiv .1 ue nice - s. B�DESIGN CONCFJ+TS LEGEND GRASPN Perspective - Target Values Below Target Minimum At or Above Target Minimum NoService .ytro- .,�. o 1 z Mee sc IS In ME, ornnv9 Frame s ..ys�yxu oane.ro.�. ne cryo�w�cry ru -tie ..y e pyn.�emrzrre xw y v am- m...xrzrrr THE CITY OF IOWA CITY — IOWA PARKS, RECREATION, TRAILS MASTER PLAN GRASP® PERSPECTIVE C: NEIGHBORHOOD ACCESS TO INDOOR RECREATION ,..an 'iobga .c �j i A,. `� can ................... _......., L\ _ �' mr -.,d S' l- '_u ------- Gk a _ Hm se '. -� ..h lab �E_ Is =a.eNV up .e.raa'" a El r cohica I— uvur�FS s✓� rrbyP LEGEND m ..,i z... ,CorpoateBoundary xerreation — Barriers Limiting Pedestrian Access 3 credi,a.....�� � - Locations ..... BaaF�d =Park GFASPOPerspeetive -All Values j =Future Park Less Access ...... =OpenSpace =School 0 �cF =Other More Access ___ p Indoor Facilities No Service Tails —Tail, Existing -. -. Tail, Proposed — Wide Sidewalk, Existing -. -. Wide Sidewalk, Proposed — On Street Tail Connection University of Iowa oB�DESIGN CONCFJ+TS LEGEND GRASPED Perspective - Target Values Below Target Minimum At or Above Target Minimum NoService c 1 z Mee sc IS In ME, ornnv9 Frame s ..ystyxu eane.s..�. ne cnvofwcrnv us -Fe ..y s pynlatQ2008w, ex, Mpro ..d M 2008 THE CITY OF IOWA CITY - IOWA PARKS, RECREATION, TRAILS MASTER PLAN GRASP® PERSPECTIVE D: WALKABLE ACCESS TO TRAILS -------- ' unvecl, Hei9n� ,..an T- "kuri can LEGEND +- .-.Corporate Boundary — Barriers Limiting Pedestrian Access Recreation Locations — Railroad =Park GRASPED Perspective - AllValues =Future Park Less Access =OpenSpace =School - =Other More Access p Indoor Facilities No Service Tails —Tail, Existing -. -. Tail, Proposed — Wide Sidewalk, Existing -. -. Wide Sidewalk, Proposed — On Street Tail Connection University of Iowa ................... _......., Av xo E, � mr�.,ou. �r ki ris m Gkad P. Ja a T - uvur�ES s✓� �,rwa .�irm:�a s rn w ..e w.,r.my .m r M uer.uk f oB�DESIGN CONCFJ+TS LEGEND GRASPED Perspective - Target Values Below Target Minimum At or Above Target Minimum NoServ,ce o , z mc,"dS mm,R :- emne,y unix, s ..ysq,.0 m oann.E..�. x.cnvo� .cnvur -e. ..y e pyn.,emrzrre xw, y r am -m.. 2008 THE CITY OF IOWA CITY - IOWA PARKS, RECREATION, TRAILS MASTER PLAN MAP A: REGIONAL CONTEXT I JOHNSON COUNTY � tiles LLoa S4 RMJ I I I�- I _ I WPS —TON muxry ��I I e-1eee.e. I "$ aF 1! I � 111 I US-1 e 0— L ^- ocerrs 0 5 10 15 meesele mlwa- emns9rrmne THE CITY OF IOWA CITY - IOWA PARKS, RECREATION, TRAILS MASTER PLAN MAP B — SYSTEM t Fu ure�Fark 2, - F tt�ire P.,r7 Walden —Park IrvingrES Futur LEGEND Corporate Boundary Recreation Locations 0 Park 0 Future Park _ Open Space 0 School 0 Other Indoor Facilities Trails — Trail, Existing - - - - Trail, Proposed — Wide Sidewalk, Existing - - - - Wide Sidewalk, Proposed On Street Trail Connection 0 University of Iowa — Barriers Limiting Pedestrian Access ..-. Railroad -..... - ............. TS ESIGN CONG C- orks Prairie Park rEt— Prk4 APB Sh�ES �yo � well Mill Park o�,s - _ City Park , aR ' � Hickory Hill Park Pe sula Park H11 appy �Il�ol ow Park J` ,• - -r Lin�lln ES orth Markets aenPark RenoSGe'et Park - Fu urerParkl -------------- '` iFUNrt�PZrk5_ �t�,• 1 dale Park Pheasar5 Hill Park --r—ES �� �� C�Hg —�➢ �P - ... ityofff— 1� , ' l PedestriarflNall G"bPZ FaW City He ' rtA Lez Omnmuryiy fteq ®don Cenev arke --- Ho veq ES Fu urn Li University Heights 1 n -.. Henry Longfellow ES C tHill Park Park. -.. - ' ` Brooklznd P-r - VillaE£�k : Tower GOUrt Park ___ � Oak Grove Park ' - -- BoberV as E Roosevelt ES Creek/ide Park ES - Ned Ashton Park n.� n 5 sao.a Bento =Hill Park Wind; of ?Ridge Park r E �I Harlock£H i11 Park Highland Park �� Io�i Oym ncn Pork Aquaic Cai &r "rk6 owa y p Tate HSxt� jSHS P k M Park r MarkTw n S ✓ OrgrsF yPark — mnt WOOd Schml Gljmnmiwn e down Park Nz_poleon ark Gad'E6 W=,k ii Pia e iii P B etlandsP .. Whis e e lows W ark, x.11 Sa ,... ... ... . esquakie avki� •�. �__�._.- _.________ - -- SzM Lake Park Jo Mson COO y �rgrounds � L . C' South Sycam e way /Tail Ryerso \n \s WOo�dsfPjark 1 Gr - .. .. -..- . -... 0 1 2 Map Scale In Miles Map Produced For The City Of Iowa City- Iowa- By The GRASP® Team This Map Is Intended For Planning &Discussion Purposes ONy- Please Refer To The Project Document For Map Details Legend Elements May Vary Slightly In Size, Color And Tansparency From Those Shown On Map GIS Data Sources May Include:The City OfIowa City, M Census, ESRI, GRAsP ®Team - February 2008 Copyright® 2008 Iowa City IA -Map Revised -March 2008 iy THE CITY OF IOWA CITY - IOWA PARKS, RECREATION, TRAILS MASTER PLAN MAP C - RECOMMENDATIONS CONTI DUE TO DEVELOP REPLACE UPPER PLAYGROUNDS - OpenSpace WITH A DESTINATION OR ADVENTURE BANDLAKEPARK ABA PLAYGROUND IN UPPER Cltt PARK h DEVELOP ONE OF THE FUTURE PARKS TO M EST THE NEED IN THE NEXT 5 YEARS .e: r. mr OF THE PPYW / 1 W w.k L I Ler .7niverely eights WN CAPAD��PARR ONE WEST NEIOHBOR ITAL IORITIZETRAILCONBTRVCTION N I IMPROVEMENT BUDGETS. LEGEND °1 Corporate Boundary rBemeaeou Locations Park �r :° N �� If BUOF Future Park CONTI DUE TO DEVELOP - OpenSpace BANDLAKEPARK ABA 4 "1 jti REOIONALPARK INTHE =School SOUTHERN PART of THE A, L��I Other Indoor Facilities Trails —Trail, Existing - -- -Trail, Proposed - -- W ide Sidewalk, Existing ADD MORE SMALL SHELTERS - Wi de Side walkConneced TO I. C KICKERS — On street Trail connection ATV ELOP PLANNER BALLF1ELOs NNEDN �Ilnive[5iP of lo!v VATIC KICKERS PARK — Barriers Limiting Pedestrian Access — Railroad Puw PM1eow �k NJmT�.. r. 1 l._ I6 ♦ ' \ueiww.[s i.rtxs �� EciOESIGN CON[EMS CONTINUETO ENHANCE NATORALAREAB BMAKE TRAILIMPROVEM ENTB. ADDARESTROOMTO ONE EAST IOWA dtt NEIGHBORHOOD PARK WORKWITHBCHOOLBTO E N CREA B E WA LKA B LE LEV E L OF I I B ERVI CE TO U NOES B ERVED - NEIOHBORHOO DB CREATE NEW MASTER PLAN FO R CREEKS IRE PARK i CITY WIDE 1 .vYk I. RENOVATE OR REPLACE OLDER PLAYGROUNDS b r AT HIOHVWD PARK MERCER PARK CREE PRIDE 1 PARHPND T OWE R COURT PARK. SUCH � BE RATES, SHAPE eESTRBBMe FEATURES - DRINKING FOUNTAINS TO It PAGES AS NE FRED i. OR D LOOPWALKS FOR RECREPO INCREASE OR FOR RECREATIONAL WPLNINO. a. ADD NATURAL AREAS a NATIVE PLANTINGS To DEVELOPED PARES AS PP PROPRIATE. 5. COND U CT A PEABODY TY STUDY FOR THE ADDITION OF ANATURE CENTER 3 CONS DER ADDING DOG PARES IN THE DOM THE CITY N CITY AND IN THE SOUTHERN PARTS OF THE ]. CONDUCT AFEABIBILITYSTUDYFOR THE CONSTRUCTION OF AN INDOOR J RECREATI ON CENTER ON THE WEST SIDE OF THE CITY I 4 -_ UPT ADD SMALLPHELTERS AND REST STATIONS To MULTI- USETRAILS. B T m�s�mmae 1 x ..eae..xe.og on.w. cvy- xw.- eyxe.owaemx.® r. v..yrv�ayms.. Xkr Riaex... ,ce..yvm� use. aiges_m.p 'P .5—M.� x0ixw. "C ... EXULGRaemxe ®- Pem....yeoos p��kM20 y e m- momeoos 1 DRAFT - AUGUST 2008 THE CITY OF IOWA CITY - IOWA PARKS, RECREATION, TRAILS MASTER PLAN City of Iowa City Public Works Department Strategic Plan DRAFT November 2011 I,?) \-, I C w0 4 14 1 �;, CITYOFIOWA CITY \PAR Strategic Plan Executive Summary Strategic Planning Strategic planning is important for most organizations. For public works operations, it is not only important, it is critical. Outlined below are a few of the compelling reasons for this. Effective public works operations understand that virtually everything we do today is a legacy for future generations. Roads, sewers and water mains will serve for decades, and when they wear out they will be replaced, not abandoned. Our actions and decisions must be made within the context of today's constraints and tomorrow's ramifications. The long term nature of infrastructure decisions demands forward thinking and the consideration impacts on future generations. Likewise, effective municipal services require advanced planning to insure that they evolve to remain aligned with customer needs and expectations. In addition, public works operations are increasingly burdened by state and federal regulatory agencies. Although the intentions of the regulations are good, they create the challenge of serving two masters. It is necessary for our operations to anticipate and change to satisfy new regulatory demands while at the same time meeting the needs of our citizens at a price that they can afford. Technology is changing rapidly and creating opportunities for improved service as well as lower costs. However, not all new technology is enduring. Predicting the success of new technologies has befuddled scientists and stock market annalists alike. The challenge for public works officials is weighing potential benefits against risks and implementing change only when prudent to do so. Keep in mind that the infrastructure we build is expected to perform for generations. We can not afford to do otherwise. Finally, we cannot overlook the importance of sustainability of our operations as it applies to the environment and budget. This is our obligation to future generations. Components of this Plan This strategic plan is organized into three sections: 1. Mission, Vision, Values, and Safety 2. Department Wide Planning 3. Division Specific Planning. Since many of our functions are regional in nature, each division's plan begins by identifying the service area and or clients served by the division. Mission The Iowa City Public Works Department exists to provide the essential infrastructure and services necessary for the health, safety and welfare of our community. These services will be provided in a manner that will enhance the quality of life of our citizens today and for generations to come. Vision To provide sustainable urban infrastructure and exceptional services that are affordable for all members of our community. Core Values Our core values are important philosophies we use as a guide in our actions and decisions. The Public Works Department's Core Values include: Care We take pride in the quality of service we provide to the public. We perform our duties with care and integrity. We understand the health, safety and welfare of the public rely on our ability to perform our jobs well. We understand the citizens pay for these services in one form or another and have high expectations. We acknowledge this and take our obligation seriously. We also understand that part of caring is attention to safety and taking good care of our equipment and facilities. Initiative We possess initiative. We recognize what needs to be done and we do it. We are committed to improving the quality and value of services and facilities. Respect We understand showing respect for others is fundamental to any productive relationship. This begins with our coworkers and extends to the public. We believe that everyone deserves helpful, friendly service. Sustainability It is in the interest of our community to implement practical sustainable measures into our daily operations, designs and decisions. To do this we will: • Take measures to reduce the environmental impact of our activities. • Strive to reduce the energy consumption of our operations as well as capitalize on renewable energy opportunities. • Minimize the use of natural resources in our projects and operations by efficient lifecycle design and recycling. Safety Effective public works organizations value their employees. The Iowa City Public Works Department is committed to protecting the health and safety of our employees. Our goal is to have an accident and injury free workplace. Meeting this commitment is the collective responsibility of all public works employees. To that end, all employees will: Take responsibility for creating a safe and healthy workplace. Integrate health and safety practices into our daily tasks, operations and decisions to ensure that safety is a priority. Recognize that education and continuous lifelong learning are an essential part of a successful safety program. Meet or exceed all applicable health and safety laws and regulations. We also understand that many of our day to day operations are in public spaces such as streets and sidewalks. We take precautions to perform our work in a way that will not endanger the public. Department Wide Planning Technology and Practices • GIS / Mapping • Infrastructure Systems • Right -of -way and Public Owned Property • Integrated with Johnson County's GIS system • Asset Management • Implement GIS and related tools to strengthen asset management techniques, reduce lifecycle costs, and improve levels of service. • Asset Classes • Pavement • Bridges and Culverts • Traffic Engineering ❖ Signals ❖ Signs ❖ Lighting • Water Distribution System and CSR's • Sanitary Sewer and Lift Stations • Storm Sewer • Fiber Optic • Electrical • Potable Water Treatment Facilities • Wastewater Treatment Facilities • Storm Water Treatment Facilities • Sustainable Practices • Environmental Sustainability • Fiscal Sustainability • Beware of "service creep ". Only change level of service when it is a part of City policy or directive. • Utilize the private sector to outsource operations when it is more efficient and /or effective to do so. • Communications • Develop additional methods for communicating with the public. • Develop software tracking system for information requests, complaints and service requests. Staff Development / Succession Planning • Mentoring • Encourage and facilitate continuing education • Encourage and facilitate certifications where applicable • Make the most of hiring opportunities • Enroll staff in the Iowa Public Employees Leadership Academy • Process Mapping • Cross Training Interface with the Outside World • Proactively keep the public informed about activities we do that impact them. • Proactively seek input from the public about services and projects. • Utility Locates — Develop an effective means of providing utility locates for water, storm water, waste water, fiber and Traffic Engineering conduits. Facilities Short Term • Migrate fuel facilities to the South Gilbert Street Site. • Migrate vehicle wash to the South Gilbert Street Site. • Find winter storage for 3 garbage trucks and 2 street sweepers that will be displaced by the demolition of the building at Trueblood Recreation Area. Long Term • Phased relocation of Streets, Equipment and Water Distribution operations to the South Gilbert Street Public Works Facility. • Consider joint facilities with Transit • Sell Riverside Drive and Highland Court sites for commercial development and tax base. • Facilities Management (Asset management for our buildings) Emergency Preparedness • Provide NIMS training for all relevant staff. • Formalize Emergency Response Plans for different types of disasters Division Specific Planning Engineering Division Engineering Service Area / Clients: Iowa City Outsourced Services • Engineering and architectural design services for some projects • Material Testing Guiding Documents: • Capital Improvements Program • Iowa City Comprehensive Plan • Fringe Area Policy Agreement Between Johnson County and Iowa City • Hazard Mitigation Plan — To be updated by 2015 • Franchise Agreement with MidAmerican Energy adopted November 27, 2007 Goals: • Design and Construct Flood Recovery and Mitigation Projects • Implement the Capital Improvements Plan on time and on budget • Implement SUDAS Design Standards • Implement SUDAS Construction Specifications • Improve the quality of infrastructure added to our system through the development process. • Integrate preventive maintenance for pavement with Streets Division' • Improve ROW Management Ordinance Stormwater Service Area / Clients: Iowa City Outsourced Services Extensive use of community volunteers for projects, signing, water sampling and testing. Guiding Documents: • Municipal Separate Storm Sewer System (MS4) Permit • Post - Construction Stormwater Runoff Control Ordinance • Design Outline for Ralston Creek Storm Water Management Project North Branch Detention Structure, Stanley Consultants, Inc., August 21, 1979 • Storm Water Management Plan Ralston Creek Watershed, Shoemaker & Haaland, March 1, 1979 • Ralston Creek Watershed Existing Conditions, Problems and Needs, Powers and Associates, March 21, 1977 • Iowa River Corridor Study Phase -Three Southern Corridor Design, Stanley Consultants, Inc., May 6, 1976 • Ralston Creek Watershed Management Plan, Powers, Willis & Associates, March 5, 1976 • Iowa River Corridor Study Phase -Two River Corridor Plan, Stanley Consultants, Inc., December 12, 1975 • Iowa River Corridor Study Phase -One Inventory, Survey and Analysis, Stanley Consultants, Inc., June 12, 1975 Goals: • Complete Stormwater mapping • Update to Ralston Creek Study • Flood Analysis • Water Quality • Develop maintenance program for stormwater management basins' Equipment Division Service Area / Clients: • Iowa City • Johnson County • Sheriff's Office • Ambulance Service • HAZMAT Team • Administrative vehicles • Iowa City Community School District Outsourced Services: • Tire repair • Transmission repair • Glass replacement • Car washes Guiding Documents: • Vehicle Replacement Policy • Public Works Facility Programming and Master Plan, Eclipse 2005 Goals: • Replace old radio system • Comprehensive review of Fleet Replacement Policy' • Migrate fuel system to South Gilbert site. • Migrate vehicle wash to South Gilbert site. • Migrate equipment shop to South Gilbert Site. Wastewater Division Wastewater Service Area / Clients: • Iowa City • University of Iowa • University Heights Outsourced Services • Some lab services • Land application of bio- solids • Some SCADA development and integration Guiding Documents: • Contract between the University of Iowa and Iowa City for the Joint Construction and Use of Sewer Facilities — Originally adopted in 1934, last modification in 1976. • 28E Agreement (dated March 30, 1999) with Coralville regarding sewer charges for 1210 and 1220 Highway 6 West. • 28E Agreement (dated February 28, 1989) with University Heights for the operation and maintenance of a unified water utility system and unified sanitary sewer system. • Facilities Plan for the Expansion of the South Wastewater Treatment Plant, Stanley Consultants, 2011 • Sewer System Master Plan, Stanley Consultants, 2011 • Rapid Creek Sewer System Service Study, Stanley Consultants, 2011 • Cost of Service Rate Analysis, HDR, 2008 Goals: • Cost of Service rate analysis • Comprehensive collection system maintenance program' • Reliable service • Reduce infiltration and inflow • Maintain Class A bio- solids production • Evaluate service line insurance Landfill Service Area / Clients: • Iowa City • University of Iowa • Coralville • University Heights • North Liberty • Tiffin • Lone Tree • Hills • Unincorporated Johnson County • Riverside • Kalona Outsourced Services • Annual reporting for IDNR regulatory requirements for groundwater, leachate and air quality • Some lab services • Stump grinding • Hazardous waste disposal • Crushing of concrete to create aggregate Guiding Documents: • Development and Operations Plan, HR Green, 2008 • Sanitary Landfill Policy Statement (Adopted by Resolution 98 -283) 2011 -2017 Regional Comprehensive Integrated Solid Waste Management Plan, ECICOG, 2011 Goals: • Develop a long term Master Plan for significant waste reduction and minimal reliance on the landfill. • Maximize use of alterative cover • Develop productive end use for landfill gas • Update comprehensive plan every 5 years • Maintain at least 20 years of capacity at all times Water Division Service Area / Clients: • Iowa City • University Heights — full service • University of Iowa — partial supply and emergency backup Outsourced Services • Some lab services • Specialized leak detection services • SCADA development and integration • Electrical work • Construction of new water main (blend) • Replacement of water main (blend) • Lime sludge lagoon cleaning and land application Guiding Documents: • Water Supply and Treatment Facilities Project Design Outline — HRG - 1995 • Vulnerability Assessment — EPA — 2003 • Plan for Service to Future Areas — HRG — 2003 • Iowa Department of Natural Resources; Iowa Administrative Code — Chapters 40 (Rules of Practice), 41 (Water Supplies), 42 (Public Notification; Education; Consumer Confidence), 43 (Water Supplies — Design & Operation), 63 (Monitoring, Analytical, and Reporting Requirements), 81 (Certification of Operators), & 83 (Laboratory Certification). • Preliminary Engineering Report — Flood Mitigation Study — Water Sources Well Houses; Howard R. Green (HRG) — 2009 • Comprehensive Water Rate Study — HDR — 2008 • Distribution System Analysis Update — HRG — 2007 • Water Division Reference Manual — City Ordinance; Design Standards; Distribution System Specifications; Service Work Specifications; Water Division Policies and Procedures; Backflow Ordinance & Plumbing Code • 28E Agreement (dated February 28, 1989) with University Heights for the operation and maintenance of a unified water utility system and unified sanitary sewer system. • Operating Permit • Cost of Service Rate Analysis, HDR, 2008 Goals: • Update distribution model every 5 years • Corrosion Control Improvements • New Construction • Existing Facilities • Comprehensive distribution system maintenance program • Reliable service • leak control • Contain operating costs to allow inflation to bring rate more in line with state's average • Full implementations of Automated Meter Reading (AMR) System and evaluate fixed base system • Source Water Improvement and Protection Planning (joint project) • Water Distribution Facility improvements and /or relocation • Evaluate service line insurance • Comprehensive Distribution Plan — Pressure Zoning; Asset Management; Rehabilitation and Replacement Model & Plan; GIS Migration Plan • Customer Service CIS Plan — Work Order System; Customer Service Information System Software Upgrade Streets and Traffic Engineering Division Streets Service Area / Clients: • Iowa City • Johnson County (some perimeter roads) • IDOT Outsource Services • Crack routing and sealing • Bridge deck repair • Chip sealing • Crushing of old pavement to make new aggregate • Trucking for snow removal from downtown • Salt brine production (IDOT) Guiding Documents: • Street Jurisdiction Map adopted by 28E on February 1, 2005 • IDOT Agreement for Maintenance and Repair of Primary Roads in Municipalities and Supplemental Agreement for Maintenance of Primary Roads in Municipalities • Snow Policy • Public Works Facility Programming and Master Plan, Eclipse 2005 Goals: • Integrate Pavement Management with the Engineering Division • Update Snow Policy • Advance snow and ice control methods. Reduce sand and salt applied to streets where possible. • Integrate preventive maintenance for pavement with Engineering • Construct a Vehicle Storage and Shop building at the South Gilbert Street Site. Traffic Engineering Service Area / Clients: • Iowa City • University of Iowa • University Heights Outsourced Services • Centerline painting when epoxy based paint is used • Reconditioning of old signs into new sign blanks (Iowa Prison Industries) Goals: • Interconnect and optimization of traffic signals • Optimize corridors to reduced congestions, delays and pollution • Comply with new federal retro - reflectivity requirements for Signs and develop maintenance program to assure continued compliance. • Develop a more effective pavement marking strategy • Convert street lighting to LED when economically feasible Solid Waste Service Area / Clients: Iowa City residential households up to and including four - plexes. Goals: • Expand tipper cart program • Evaluate use of tipper carts for yard waste • Expand use of fully automated trucks as retirements occur • Evaluate ways to improve curbside recycling • Expand curbside recycling for multi - family • Route study Iowa City /Johnson County Senior Center Strategic Plan 2010 -2015 Mission The mission of the Senior Center is to promote optimal aging among older adults by offering programs and services that promote wellness, social interaction, community engagement, and intellectual growth. The Center serves the public through intergenerational programming and community outreach. Program Principles and Values Principles The primary principle underlying Senior Center programming and services is that of optimal aging. Optimal aging is a broad concept that involves more than physical health or the absence of disease. It is a comprehensive concept of wellness that encourages and extends an optimal balance of physical, intellectual, emotional, social, vocational, and spiritual health for each individual. The Senior Center's program components promote optimal aging by providing a variety of opportunities for education, social engagement, physical activity, and community involvement. Participation in these types of activities is known to reduce the risk of disease and disability, improve memory, enhance mobility, and provide a social network that is a key factor in longevity and the ability to participate in and contribute to the culture and community. Values Values represent the core priorities in an organization's culture and serve as the foundation for all that is done. The Center abides by the following values: Intrinsic Worth: Every individual will be valued for their intrinsic worth Experience: Life experiences of older adults are to be valued and shared Capacity for Growth: Everyone has a life -long capacity to grow and improve Respect: All people and ideas will be treated with respect Inclusiveness: Decision - making will be inclusive of different view points Excellence: All programs and services will strive for excellence Collaboration: Engagement of and with the larger Johnson County community will facilitate the success of the Senior Center Honesty: All communication will be honest and based on mutual trust. Vision Statement The Vision of the Senior Center is to be the community's primary resource for the highest quality programs, services, and opportunities that promote optimal aging. Goals 2010 — 2015 1. To provide opportunities and advocacy to empower seniors in order to combat ageism, create a positive image of aging, and a positive image of the Senior Center. 2. To improve stability and diversity of financing. 3. To increase cultural diversity among participants. 4. To promote an environment of inclusion. 5. To be synonymous with the highest quality programs that promote optimal aging. 6. To involve the Senior Center in the community and the community in the Center. 7. To improve accountability and transparency. Goal #1 To provide opportunities and advocacy to empower seniors to combat ageism, create a positive image of aging, and a positive image of the Senior Center. Objective A— Marketing Assessment Group Continually review all Center publications, advertisements, and community interactions to ensure that a positive image of aging and the Center is conveyed Action Steps Who Start End Assessment 1. Monitor formal and informal ambassadors EL 1/11 New commercial made for TV in August 2010. Positive feedback. (LK) (volunteers, participants, staff, Commission, Center Ambassadors program started Sept 2011- First presentation Sep and Friends group to determine if they are 23, 2011 at Legacy (EL) conveying a positive image of aging when representing the Center in the community. Initiate corrective measures when necessary. 2. Review all marketing material to ensure it EL 1/11 Worked with the Center's Community Outreach committee to guide a incorporates positive images of aging and the professional design firm to create a new logo, brochure, program guide Center cover to project a cohesive image of The Center in all marketing materials Sep 2011 (EL) Objective B— Marketing Assessment Group Establish a variety of marketing techniques to promote the Center and educate the community about the positive aspects of aging on an ongoing basis. Action Steps Who Start End Assessment 1. Use community performances by Center EL Center groups continue to perform around the community, such as the groups to promote the Center. MB Silver Swing at the IC Jazz Festival, the Icaria program at the Englert. In addition Reading Aloud and Tap Cats will expand performances. Fall 2011 (MB /EL) 2. Develop and implement new volunteer EL Center is providing administrative and financial support to develop a programs that encourage civic engagement. community wide advance care directive program. Professional staff LK and volunteers are involved. 9/2011 (LK) July -Oct 2011 Advanced Care Planning Pilot Program occurred at The Center (EL) The Center is creating community referral process for ACP services and will continue to offer services after pilot program concludes. Fall 2011 (EL) Senior Center volunteers formed a team to usher at Riverside Theatre's Shakespeare Festival. Volunteers wore Senior Center t- shirts and served another community organization on behalf of the Senior Center. Summer 2011 (EL) 3. Develop and offer programs and services MB 2/11 ongoing Monthly Newcomers Breakfast meetings, Expand Your Experience that introduce new and soon to be retired Week, 30`h Anniversary events, and expanded evening and weekend community members to the Center. programs (MB) Members staffed Senior Center information booth at Pride Fest, Johnson County Fair, Connections Forum, and Active Aging Expo. Fall 2011 (EL) 4 4. Hire a consultant experienced in the area of LK 2/11 9/11 A new logo has been selected. The selection process was led by a aging to critically evaluate and modify, if LK Fall ongoing group of interested participants. (LK) necessary, the Center logo and informational 2010 Communities, Livable Community Action Teams, a variety of community materials. EL and university collaborations, and the Advanced Care Directive Initiative. 5. Receive training to improve media and web EL When Buhman attended the 2011 National Conference on Aging- included g g marketing. MB available ongoing training sessions on web marketing, social networking (MB) Objective C— Community Connections Assessment Group Maintain positive relationships with volunteers, members, staff, and community members to promote a positive image of aging and the Center. Action Steps Who Start End Assessment 1. Encourage active participation of staff and LK Fall ongoing Staff is involved in the Johnson County Task Force on Aging, Livable volunteers on community boards and 2010 Communities, Livable Community Action Teams, a variety of community commissions involved with aging services and EL and university collaborations, and the Advanced Care Directive Initiative. issues. IVIB 9/2011 (LK) 2. Participate in training that will strengthen LK Fall ongoing EL and four volunteers were trained as counselors for the advanced care information and referral services provided to the 2010 planning initiative and will be offering services to the community. 8/2011 community. (LK) Newly trained and active SHIIP counselor. Aug 2011 (EL) Counseling Psychology PhD practicum student offering counseling services. (EL) 3. Provide prompt feedback and problem LK Fall ongoing Have only received positive feedback. 9/2011 (LK) resolution when working with community 2010 partners. Positive relationships have resulting in contributions to Friends (Senior College). MB 4. Update the volunteer section of the LK 1/11 ongoing Draft completed in August 2010. Needs to have appendix completed Operational Handbook to reflect current KK Fall ongoing and approval by Commission. 9/2011 (LK) practices and volunteer groups. 5. Publish a membership handbook outlining KK Fall 9/11 Draft completed in Jan 2011. Currently editing. Completed. 9/2011 (KK) services, organization, advisory committees, 2010 and no changes were necessary. 9/2011 (LK) code of conduct, and other relevant topics. Objective D— Governance Assessment Group Expand community and participant knowledge of, and involvement in, the governance of the Center on an ongoing basis. Action Steps Who Start End Assessment 1. Create and post a bulletin board to increase KK Fall ongoing Fall 2010 collected information, photos and designed layout. (KK) public awareness of all volunteer advisory committees and responsibilities. Include the LK 2010 Information is in place and kept up -to -date. 9/2011 staff and volunteer organizational chart. and no changes were necessary. 9/2011 (LK) Goal #2 To improve the stability and diversity of financing. Objective A— Governance Assessment Group Update resolutions and policies related to management of the Gift Fund to reflect current practices in FY10. Action Steps Who Start End Assessment 1. Contact assistant City Attorney to initiate LK 8/10 9/11 Discussed with Sue Dulek in August 2010. (LK) process to approve a new Gift Fund resolution that reflects current practices. Advised by the legal department that the current resolution was sufficient and no changes were necessary. 9/2011 (LK) Objective B— Governance Assessment Group Evaluate current lease agreements with in -house agencies and make changes as needed in FY12. Action Steps Who Start End Assessment 1. Work with Senior Center Commission LK 2/11 Mailed out current lease. (LK) subcommittee to review current lease agreements with Elder Services, Inc. and Began process, but delayed by new director at Elder Services, Inc. Visiting Nurses Association to identify any and a new City Manager. Plan to set up a meeting with Elder desired modifications. Services management, myself and the City Manager. 9/2011 (LK) 2. Take inventory of kitchen equipment and LK 3/11 Problematic due to changes in management and lack of records. identify owner and party responsible for 9/2011 (LK) maintenance. 3. Work with Senior Center Commission LK 5/11 3/12 subcommittee, and representatives from Elder Services, Inc. and Visiting Nurses Association to negotiate new lease agreements. 4. Submit lease agreements to the assistant LK 10/11 3/12 City Manager and City Attorney for review and corrections. 5. Submit approved lease agreements to City LK 11/1/11 4/12 Council for approval. 6. Monitor and enforce terms of the lease. LK 11/30/11 ongoing Objective C— Program Planning Assessment Group Intensify pursuit of external grant support, fundraising, and corporate sponsorships in order to maintain a 5% increase in revenue sources annually. Action Steps Who Start End Assessment 1. Research and pursue potential grant MB 1/10 ongoing Working with the U School of Social Work to identify community opportunities. EL needs before completing grant application for Visibility Action Team. (M B) 2. Plan and implement fundraising activities. MB Program specific ICARIA. Summer 2011 MB Host 2 fundraising activities per year. EL Have 5 new corporate sponsors for Fun Run. 2010. MB Identify corporate sponsor for 30`h Anniversary. Friends, US Bank, Englert, The Cottage, UICCU. MB Mac and Cheese Dinner —Hills Bank and Blackstone sponsors. 10/2011 MB Annual Quilt Raffle and Kirk Ferrentz autographed football raffle. 10/ 2011 (MB /EL) 3. Secure a variety of corporate sponsorships MB Program specific Primary focus: 30`h Anniversary. Sponsors include: Hills Bank, US to support special events. LK Bank, Friends of the Center. Generations of Jazz University of Iowa Community Credit Union sponsor. (MB, EL, LK) EL KK 4. Develop professional relationships with key LK Program specific Currently involved with Advance Care Directive Initiative; Livable community members who could partner when Communities, Visibility Action Team 9/2011 (LK, EL, MB) applying for grants, fundraising, and MB sponsorships. Objective D— Program Planning Assessment Group Investigate the feasibility of generating additional revenue by selling advertisements in the Program Guide and other promotional materials during or before FY13. Action Steps Who Start End Assessment 1. Secure city approval for selling advertising LK 10/11 1/12 Investigate feasibility of selling advertising on Center signage or space. publications. (LK) 2. Investigate impact of paid advertising on KK 9/11 9/11 Contacted the Post Office to discuss options. Received information on postage and mailing rates. KK 5/11 how paid advertising and /or a list of sponsorships would affect our rates. accordance with Fiscal and Asset Responsibility 9/2011 (KK) 3. Develop a marketing scheme that would EL 1/12 incorporate layout and pricing of advertising KK 9/10 Investigated a variety of software options and selected one. It was space. reviewed by finance and ITS. The contract is now being reviewed by 4. Develop professional relationships with LK 1/12 12/12 Legal 9/2011. (LK) potential businesses and corporations who may be interested in 'underwriting' programs. EL Objective E— Finance Assessment Group Develop financial policies and procedures to be used daily and under extraordinary circumstances by 2015. Action Steps Who Start End Assessment 1. Create a comprehensive Policy and KK 2/11 Contacted other city departments in regards to their financial policies. Procedure Manual for financial management at Found there is no standard within the City for such a manual. 2/2011 (KK) the Center. 2. Prepare a disaster recovery plan in KK 5/11 Updated list of vendors and contractor list. 5/2011 (KK) accordance with Fiscal and Asset Responsibility Standards criteria. 3. Purchase, implement, and provide training for KK 9/10 Investigated a variety of software options and selected one. It was new software to manage all record - keeping reviewed by finance and ITS. The contract is now being reviewed by methods related to cash transactions, donations, LK Legal 9/2011. (LK) volunteer activities and hours, and fees. Objective F— Finance Assessment Group Determine the success of all fundraising events organized and implemented by volunteers and staff within 30 days of each event as events occur. Action Steps Who Start End Assessment 1. Conduct a cost benefit analysis including staff costs. LK Program specific FY10 received $20,323 from the Center's endowment to support Objective G— Finance Assessment Group Monitor budget and revenue activity throughout the year and take action as necessary. Action Steps Who Start End Assessment 1. Review and compare annual revenue and LK 8/10 ongoing FY10 received $20,323 from the Center's endowment to support expenditures from the Senior Center operational expenses. This was slightly higher than the $20,296 Endowment, Charitable Giving Account, and received in FY09. 4/2011. (LK) Operational Budget. 2. Work with Friends of the Center to secure LK 8/10 ongoing 4/2011, secured annual contribution from endowment fund to the funds from the Senior Center Endowment on an operational budget. (LK) annual basis to support annual operational expenses and programs. 920/11, Friends has agreed to pay for exterior new signage using funds from the Charitable Giving Account. In addition they are the sponsor of the 30t" Anniversary Dance taking place in September 2011. (LK) 10 Objective H— Finance Assessment Group Maintain a positive working relationship with Friends of the Center. Action Steps Who Start End Assessment 1. Support open communication by maintaining LK 8/10 ongoing LK is treasurer and voting member of the Friends Board 8/10. (LK) a staff position on the Board. focus groups scheduled for 2012 will touch on participant preference. 2. Submit requests for funding to purchase LK 9/11 As Spring 2011 request to cover the cost of new exterior signage for the materials and equipment that will enrich needed Linn and Washington St. entrances was approved. (LK) programs and services. Objective I— Finance Assessment Group Determine the level of participant satisfaction with participant cost - sharing methods and modify as necessary. Action Steps Who Start End Assessment 1. Prepare, distribute, and analyze membership LK 2012 2012 The Commission is looking at methods for raising revenue. Surveys and surveys and focus groups. focus groups scheduled for 2012 will touch on participant preference. 9/2011 (LK) 11 Goal #3 To increase cultural diversity among participants. Objective A— Marketing Assessment Group Promote an accurate understanding of the Center and its offerings on an ongoing basis Action Steps Who Start End Assessment 1. Organize and train a Community Outreach EL 1/11 Ongoing Center Ambassadors program planned and formed over the year 2011; Committee to educate people about Senior first presentation Sep 23, 2011 at Legacy (EL) Center opportunities and thereby increase outreach specialist. Fall 2011 (EL) participation. EL Additional volunteers will be trained to become Center Ambassadors new approaches as needed. winter 2011 -12 (EL) 2. Outreach Committee members, commission, EL When EL/MB on Dottie Ray show 3x 2011, Scheduled quarterly appearance friends and staff will make public presentations on KXIC's Your Town, monthly interviews with SCTV to promote special to interested community groups, on radio, and MB available events, MB scheduled KCCK's Cultural Crawl and KRUI in 9/2011 TV when possible. KK (MB /EL) LK Outreach Committee has staffed booths at Johnson County Fair, Pride Festival, Connections Forum, and Oct. 2011 Active Aging Expo (EL) Objective B— Marketing Assessment Group Review and improve promotional methods currently used to increase participation and diversity among volunteers on an ongoing basis. Action Steps Who Start End Assessment 1. Work with key members of the community to identify volunteer needs and interests. EL 9/11 Ongoing Center Ambassadors will gather feedback from various groups regarding programming and volunteer interests and relay information to community outreach specialist. Fall 2011 (EL) 2. Review and implement changes and adopt EL new approaches as needed. 12 Objective C— Marketing Assessment Group Encourage participant diversity among Scholarship program participants. Increase Scholarship use 10% by 2015. Action Steps Who Start End Assessment 1. Develop and implement a method for LK 4/11 ongoing Investigating new software that will facilitate this process. 6/11 (LK) tracking membership demographic information. Outreach Committee. Will seek to identify appropriate volunteers and /or 2. Improve marketing of the discounted fees LK 6/11 ongoing More prominent announcement in Program Guide. 6/11 (LK) program (Scholarship). EL 1/12 Objective D— Marketing Assessment Group Improve the use of neighborhood newsletters and church bulletins, especially in rural areas, to promote programs, activities, and services on an ongoing basis. Action Steps Who Start End Assessment 1. Identify key leaders to measure interest and EL 1/12 Possible research project for a student or future goal for Community willingness to participate. Outreach Committee. Will seek to identify appropriate volunteers and /or practicum student. (EL) 2. Incorporate interested parties in the mailing EL 1/12 list for promotional materials. 13 Objective E— Administration and Human Resources Assessment Group Support ongoing staff training. Action Steps Who Start End Assessment 1. Staff shall participate in meetings, LK When Fall 2010 Kopping went to Plymouth, MA to attend the Delegate Council conferences, simulcast training, webinars, available meeting of the National Institute of Senior Centers and a day -long seminars, and other programs that promote session of the Massachusetts Association of Senior Centers Annual learning relevant to staff development as Conference. (LK) allowed by city policy. Spring 2011 Kopping attended the Spring Delegate Council meeting of the National Institute of Senior Centers in conjunctions with the National Council on Aging /American Society on Aging national conference in San Francisco. Exposure to new program ideas, aging services, and trends. (LK) Buhman attend same conference (MB) Light is enrolled in Volunteer Management Certificate program at Kirkwood. Fall 2011 – Spring 2012 (EL) 2. Maintain records of staff training. LK ongoing Records kept by individual staff members. (LK) MB EL KK 14 Objective F— Program Planning and Development Assessment Group Continue to offer and promote a minimum of 12 outreach programs a year in Johnson County. Action Steps Who Start End Assessment 1. Support outreach efforts by Senior Center EL 1/10 Ongoing Staff continues to support performances by NHB ensembles, Dance activity and performance groups. MB Team, Reading Aloud and other performance as available (MB) 2. Work with community leaders in rural LK 1/13 program through the RSVP program (EL) Johnson County to identify and develop MB 1/12 programs of interest. Objective G— Program Planning and Development Assessment Group Improve access to programming for individuals who are unable to drive or do not have access to public transportation. Action Steps Who Start End Assessment 1. Investigate and implement, if possible, new EL Fall EL is on the Johnson County Livable Community Transportation transportation options for seniors from rural Committee which received a grant to start a volunteer transportation areas. 2010 program through the RSVP program (EL) 2. Work with senior living facilities to coordinate' MB 1/12 transportation to special programming. 3. Distribute Iowa City and Coralville Transit KK 2/11 ongoing Contacted transit — they will bring updated pamphlets. 2/2011 (KK) information. 15 Objective H— Program Planning and Group Identify ways to improve services for community. Development Assessment all members of the Action Steps Who Start End Assessment 1. Continue to provide an array of free, MB 1/11 ongoing Review offerings quarterly and change as needed. (MB) community outreach and non - member China and Japan offered 2011 (MB) programs. 2. Establish criteria to use when designating LK 7/11 9/11 Criteria included in 2010 Operational Handbook revisions. (LK) free and fee based programs as well as Festival, including "Grandmother to Grandmother: New York to member and non - member programs. Tanzania ". Film focused on older adults in African American and African Objective I— Program Planning and Development Assessment Group Increase opportunities to reach a diverse audience by offering a minimum of 6 programs about various cultures and ethnicities annually. Action Steps Who Start End Assessment 1. Create programming and information MB Annually Programs introducing people to the language and culture of Spain, focusing on the culture and lifestyles of ethnic China and Japan offered 2011 (MB) minorities present in Johnson County. Programmed a variety of documentaries in 30`" Anniversary Film Festival, including "Grandmother to Grandmother: New York to Tanzania ". Film focused on older adults in African American and African cultures. Fall 2011 (EL) 2. Work with University partners and key MB Partnerships with the United Nations Association, Great Decisions community members to identify culturally discussion group covering international topics as well as partnerships diverse and current event topics of interest and with UI Confucius Center and International Programs to offer programs support implementation. (MB) 16 Objective J— Program Planning and Development Assessment Group Continue to reach at risk individuals with programs and services designed to improve health and wellbeing. Action Steps Who Start End Assessment 1. Provide operational space and support for LK 2010 Continue to evaluate the financial viability of providing free operational the nutrition, Visiting Nurses Association, tax, space to programs that have significant operational expenses. Lease legal, insurance, and Senior Center TV evaluations are being planned. 9/2011 (LK) programs. 2. Explore methods to reach the at -risk or MB ongoing Offering PACE, fall prevention, etc. SCTV. Promote programs among vulnerable senior population. EL medical professionals, develop info handouts. On -line expansion. (MB) Counseling, Legal and SHIIP programs offered ongoing basis (EL) 3. Provide staff training in information referral. KK 4. Offer health and safety programs intended MB ongoing All Fitness programs can be modified to accommodate special needs - for special populations. added Chair Zumba, partnered with the Iowa Department for the Blind to present Low Vision Fair, added fitness equipment for wheelchair bound population and a radio in the library that broadcasts Iowa Reading Information Service for the blind and print handicapped. (MB) 17 Objective K— Program Planning and Development Assessment Group Develop surveys and focus groups to identify minority groups' needs and interests and determine if they are being met by current program offerings in conjunction with 5 year community survey and on an as needed basis. Action Steps Who Start End Assessment 1. Develop and implement surveys, focus MB 9/10 Ongoing Class satisfaction surveys are distributed on an ongoing basis, reviewed groups. EL by the Program Committee. 9/11 (MB) 2. Compare identified needs and interests to MB 9/10 Ongoing Program Committee reviews suggestion box comments, survey results, current program offerings; implement targeted and Membership Form suggestions in program planning on at least a programming. quarterly basis. 9/11 (MB) 3. Review annual records to identify 6 targeted MB 12/11 Ongoing programs and the participation level in each one. Objective L— Program Planning and Development Assessment Group Continue to diversify programs through new partnerships Action Steps Who Start End Assessment 1. Identify 5 new partnerships annually. MB 2010 Annually Hills Bank and Trust Company, Stanley Foundation, National EL Cooperative Grocers Association, Iowa Department for the Blind, Iowa Radio Reading Information Service, Iowa City Public Library (Now on committee and partnering on programs) (MB, EL) 18 Objective M— Evaluation Assessment Group Compare diversity among Center participants to documented diversity within the community annually. Action Steps Who Start End Assessment 1. Make relevant comparisons, prepare report, EL 2012 Study community demographics and gather Center participation disseminate information, and implement demographics. Develop /test tool. Implement in 2012 -13 with appropriate action. MB comprehensive community survey. (LK) KK Center Ambassadors will begin offering speaking engagements to area Objective N— Evaluation Assessment Group Increase ethnic and financial diversity among Center participants by 15% by 2015. Action Steps Who Start End Assessment 1. Reach out to faith based organizations and EL 1/13 Created a mailing list for area churches and mail posters to promote communities with programs and marketing. programs on occasion (MB) MB Center Ambassadors will begin offering speaking engagements to area churches and neighborhood centers beginning in fall 2011. Ambassadors will gather feedback on what would attract various groups to Senior Center. (EL) 2. Reach out to racially and ethnically diverse EL 1/13 populations with programs and marketing. MB 3. Partner with subsidized senior housing MB 1/13 Partnered with Ecumenical Towers to host Dr Richard Taylor at The facilities to provide and promote programs. Center October 2011 (MB) Promotional posters for programs are shared with Ecumenical Towers on a regular basis. 19 Objective 0—Facility Assessment Group Continue to improve accessibility of facility. Action Steps Who Start End Assessment 1. Conduct a facility audit for visually and CB 1/13 The Center is working with the Public Works and Risk Management hearing impaired participants and visitors; departments to initiate this audit. If applicable, this audit may serve as a review findings; implement suggestions as CB template for other City facilities. (CB) needed. of the Guide less labor intensive to produce. 9/2011 (LK) Goal #4 To promote an environment of inclusion. Objective A— Marketing Assessment Group Continue the practice of distributing media releases through the City of Iowa City's press release network and staff generated e-mail press release lists. Action Steps Who Start End Assessment 1. Prepare and release program information, Staff ongoing Program Guide continues to provide information to a large segment of quarterly, in the Program Guide. the community. Memberships always increase following the release of a new Guide. It is hoped that the new software will make the production of the Guide less labor intensive to produce. 9/2011 (LK) 2. Prepare and release program information as Staff Ongoing Press releases, radio, television, posters, and all other media are used it occurs to promote programs. 9/2011 (LK) 20 Objective B— Marketing Assessment Group Continue with the preparation and widespread distribution of the quarterly Program Guide. Action Steps Who Start End Assessment 1. Develop an annual publication schedule LK 2/11 1/12 Done 1/2011 (LK) with a timeline for content submission. MB currently have a Twitter account. Fall 2011 (MB) 2. Gather and prepare content for publication. Staff With Ongoing Done quarterly— January, April, July, December (LK) internet to promote the Center and its Deadlines in the Press Citizen's online calendar (GO), the Involvement Online 3. Organize, edit, and submit content for LK With Done quarterly —as above (LK) publisher and printer. (MB) 3. Participate in relevant learning experiences. EL Deadlines Objective C— Marketing Assessment Group Strengthen web -based promotion of the Center on an ongoing basis. Action Steps Who Start End Assessment 1. Review city policies related to social media. EL 09/11 Ongoing Facebook page is within current guidelines The Center does not MB currently have a Twitter account. Fall 2011 (MB) 2. Continue to use and expand the use of the EL 9/11 Ongoing Current programs posted on Iowa Cultural Corridor Alliance calendar, internet to promote the Center and its in the Press Citizen's online calendar (GO), the Involvement Online programming. MB and occasionally the Johnson County Livable Community's webpage (MB) 3. Participate in relevant learning experiences. EL As available 21 Objective D— Marketing Assessment Group Increase the production and distribution of promotional posters on an ongoing basis. Action Steps Who Start End Assessment 1. Effectively use work study students and volunteers to produce and post posters. EL Ongoing Ongoing Use work study when available, currently have an open position for volunteer positions; widely distribute. MB work study student (MB) Objective E— Administration and Human Resources Group Identify job descriptions for all volunteer positions by 2012. Action Steps Who Start End Assessment 1. Prepare written job descriptions for all EL 1/11 Work in progress. 9/11 (EL) volunteer positions; widely distribute. 2. Prepare a list of items to be included. MB 1/11 Work in progress. 9/11 (EL) Objective F— Administration and Human Resources Group Create a volunteer handbook by 2012. Action Steps Who Start End Assessment 1. Review volunteer handbooks used by other EL 1/11 Work in progress. 9/11 (EL) facilities. 2. Prepare a list of items to be included. EL 1/11 Work in progress. 9/11 (EL) 3. Write the handbook. EL 1/11 Work in progress. 9/11 (EL) 4. Distribute to all current and future volunteers. EL 1/11 5. Make handbook available online and in public EL 1/11 areas of the Center. 22 Objective G— Administration and Human Resources Group Recognize the contributions of volunteers to the operation of the Center on an ongoing basis. Action Steps Who Start End Assessment 1. Plan and implement an annual volunteer EL Yearly Ongoing Honored 2010 volunteers with a volunteer recognition event on June recognition event. 10`h, 2011. (EL) Visiting Nurses Association office, massage KK transmission between offices. (CB) 2. Develop and implement a plan for MB Quarterly Ongoing Small group volunteer recognitions have taken place with Senior recognizing individual groups of volunteers. EL Center Television (SCTV), Reading Aloud, Quilters. More recognitions planned for fall 2011 (MB) Membership Committee plans to identify and recognize a "group of the month ", some of which may be volunteer groups. Fall 2011 (EL /KK) 3. Explore the feasibility of creating and EL Yearly Ongoing First annual award given at June 2011 event (MB) implementing a Volunteer of Excellence award to be distributed annually. Objective H— Facility Assessment Group Continue to provide confidentiality insofar as legally possible. Action Steps Who Start End Assessment 1. Determine if preliminary steps were effective CB 8/10 8/10 Creating a multipurpose office (G02) and continuing with previously in diminishing sound transmission between the implemented sound suppression measures has nearly eliminated sound Visiting Nurses Association office, massage CB transmission between offices. (CB) room, and multipurpose office. Take corrective action if necessary. 23 Objective B— Facility Assessment Group Continue to use Center space effectively and make appropriate changes as needed. Action Steps Who Start End Assessment 1. Evaluate current usage of space. LK 6/11 8/11 Over the last several months, the ElderCraft Gift Shop was closed and AARP office was vacated. In addition, Elder Services, Inc. removed all their office staff from this facility. The former gift shop (209) is now a much needed meeting room that also will be used for AARP's tax preparation services from February to April of each year. The former AARP office is a multipurpose office serving SHIP, legal counseling, personal counseling, and advance care directive counseling. Finally, the former offices of Elder Services (103) are being used as a much needed classroom. 9/2011 (LK) 2. Clean and reorganize storage areas. EL 12/10 8/11 Storage areas have been cleaned to maximize available space. Many KK items were moved or disposed of in this process. 9/2011 3. Investigate storage options for additional in- CB 9111 9111 Investigations for additional storage space have been conducted many house or external storage locations. times. Following the clean -up that took place earlier this year, there is a CB slight amount of additional storage room, but nothing significant. Any additional storage space would need to be external. 9/2011. 24 Objective C— Facility Assessment Group Improve availability and use facility directories for visitors to the Center by 2012. Action Steps Who Start End Assessment 1. Purchase and install a building directory for KK 10/10 4/11 Contacted ASI sign company in regards to 1 s` floor directory. Discussed the first floor and relocate the current ground possibility of electronic sign directory. 10/2010 (KK) floor directory to a more visible area on the EL Ongoing Ongoing Taken into consideration with all marketing activities. (EL) ground floor. Updated current directories (2"' and ground floor) with current room steps represented in the overall marketing numbers and names 1/2011 (KK) 2. Consider signage in the coffee area LK 1/10 1/10 This created problems among regular diners and coffee drinkers. Regular suggesting the use of the assembly room as a diners felt that the coffee drinkers were interlopers and told them so. Only gathering area providing that the room is not in the most resilient coffee drinkers use the AR for a gathering area. (LK) use. 3. Research exterior signage and City of Iowa CB 3/11 9/11 Nearing completion. 9/2011 (LK) City signage regulations. Select a design, solicit bids, and supervise installation. LK Goal #5 To be synonymous with the highest quality programs that promote optimal aging. Objective A— Marketing Assessment Group Maximize the effectiveness of all marketing tools and resources on an ongoing basis. Action Steps Who Start End Assessment 1. Create a marketing and advertising budget EL 4/11 4/11 Done (LK) plan. 2. Monitor marketing efforts to measure EL Ongoing Ongoing Taken into consideration with all marketing activities. (EL) compliance with goals, objectives, and action steps represented in the overall marketing plan. 25 Objective B— Administration and Human Resources Assessment Group Continue to secure high quality, professional staff, volunteers, and instructors. Action Steps Who Start End Assessment 1. Add evaluation of programs and operations LK 1/10 1/10 Done (LK) to Coordinator job description. and the planning committee. 9/2011 (LK) 2. Require a background in aging studies, LK 1/10 1/10 Done (LK) gerontology, or equivalent experience in professional staff job descriptions, as well as LK Fall /10 2/11 Such an evaluation of the gift shop was done and it was found to be an continued education in the field. ineffective volunteer program and inefficient in terms of cost. It was 3. Verify credentials, knowledge base, and EL ongoing ongoing Currently collecting vita when available; use the internet to verify work skills of all instructors and volunteers. history (LK) MB running program. Spring 2011 (LK) Objective C— Program Planning and Development Assessment Group Continue to ensure that all programs and special events are monitored for effectiveness. Action Steps Who Start End Assessment 1. Conduct post - program conferences with staff LK 9/11 10/11 Thirtieth Anniversary events will be evaluated in early October by staff and volunteers to evaluate the efficacy of and the planning committee. 9/2011 (LK) planning, implementation, and success of all special events. 2. Conduct a cost benefit analysis of all ongoing LK Fall /10 2/11 Such an evaluation of the gift shop was done and it was found to be an programs to measure success and future ineffective volunteer program and inefficient in terms of cost. It was viability. Consider participation as a factor in difficult to secure volunteer help in staffing the shop and the analysis. Make appropriate changes. merchandise was not selling. A decision was made to stop the long - running program. Spring 2011 (LK) 3. Track awards, recognition, or KK 2012 acknowledgements the Center receives over the course of the year and compare findings to previous years. 26 Objective D— Evaluation Assessment Group Evaluate community needs and interests on a regular basis. Action Steps Who Start End Assessment 1. Conduct a community survey every 5 years. LK 2012 2012 Participation counts are tracked on a regular basis for all Centered 2. Administer, analyze, and share results of MB 2012 2012 (LK) focus groups, held as needed. programs. 2. Make month -to -month and year -to -year EL Ongoing Efforts always lag behind —very labor intensive. Nearing completion of 3. Secure, track, and respond to participant Staff Ongoing Staff responds to suggestion box comments as appropriate. Track feedback. suggestions and responses. 9/2011 (KK) 4. Monitor participation SS Ongoing This is done on an ongoing basis. Very labor intensive. Hopefully new software will simplify this process Objective E— Evaluation Assessment Group Continue to monitor participation in all Center sponsored programs. Action Steps Who Start End Assessment 1. Collect and compile monthly information KK Ongoing Participation counts are tracked on a regular basis for all Centered illustrating membership participation in all (LK) activities, services, and outreach events. programs. 2. Make month -to -month and year -to -year KK Ongoing Efforts always lag behind —very labor intensive. Nearing completion of comparisons of memberships and participation FY11. 9/2011 (LK) counts to identify trends in involvement. Take corrective actions when needed. 27 Objective F— Evaluation Assessment Group On a scheduled and as needed basis, measure community and participant opinions of Center programs and service to ensure that their needs and interests are being met successfully. Action Steps Who Start End Assessment 1. Conduct a comprehensive community LK 1/11 Start in 2011 to develop survey plan and instrument. Work with UI staff if assessment to measure needs, interests, and possible. (LK) satisfaction with the Center every 5 years (2012- 2013). 2. Conduct a comprehensive community -based LK 8/14 Staff is setting priorities, SCSC members and committees are building operational assessment every 5 years (2015- action plans built around the prioritized list of recommendations produced 2016). in the fall of 2009. In August 2014 begin to pull review committee together and organize goal setting sessions. (LK) 3. Use formal and informal evaluation MB 8/12 Build instruments and plan approach. (LK) techniques to assess participant and community satisfaction. EL Outcome based surveys of participants in Fitness programs /activities and LK music groups were done in Spring of 2011. Outcome based surveys are being developed for participants in literature classes. 9/11 (LK) Class satisfaction surveys distributed quarterly, reviewed by Program Specialist and Program Committee; direct member and instructor feedback (MB) Review feedback collected from Center Ambassadors' outreach engagements on an ongoing basis. (EL) 28 Objective G— Facility Assessment Group Maintain a pleasant and comfortable environment at the Center. Action Steps Who Start End Assessment 1. Learn to manage the controls for the new CB 7/11 Training was undertaken and completed in July of 2011. Administrative HVAC system more effectively by working with control has been assigned to the Senior Center maintenance staff. (CB) the HVAC project supervisor to schedule the CB contractually obligated 40 hours of training. 2. Update the Center's code of ethics; LK 6/11 9/11 Done (LK) disciplinary policies, grievance procedures, whistle blowing policies, and promote public awareness of this information. 3. Enforce the above noted policies. LK Ongoing Rarely needed. Available in New member information. 9/11 (LK) 29 Goal #6 To involve the Senior Center in the community and the community in the Center. Objective A— Marketing Assessment Group Continue to improve the currency, relevance, and appeal of the Center's internet presence. Action Steps Who Start End Assessment 1. Review and conduct a complete overhaul of EL 2010 Ongoing Outdated pages removed from view spring 2011- new pages developed the current city- managed website; make as time allows. (LK) changes as needed. 2. Develop and implement a plan to maintain EL 2012 the city- managed website as well as all other websites that host Senior Center information or links. 3. Investigate opportunities for creating a senior LK 2012 center website that is independent of the city; develop and implement if possible. EL 4. Develop and implement a plan to effectively EL 09/11 Ongoing MB updates Facebook page as time allows, currently 174 "likes" (MB) use social media to benefit the Center. MB 30 Objective B— Evaluation Assessment Group Monitor the frequency and success of community partnerships and outreach programming on an ongoing basis. Action Steps Who Start End Assessment 1. Make year -to -year comparisons of LK 11/11 11/11 Generally done in conjunction with the annual report to the community. community partnerships and outreach (LK) programming to ensure that partners and and given meaningful projects take on and decisions to tackle. The programs are diverse and change from time to issue now is to maintain momentum. 9/11 (LK) time LK annually Done — Spring 2011 (LK) 2. Develop and implement strategies (e.g. staff LK ongoing We have good working relationships with community partners. 9/11 (LK) conferences, meetings with partners, meetings with community members, and program evaluation) to determine the success of community partnerships and outreach programming. Goal #7 To improve accountability and transparency. Objective A— Administration and Human Resources Assessment Group Continue to encourage participant feedback on personal levels of satisfaction with current opportunities for meaningful involvement in the operation of the Center. Action Steps Who Start End Assessment 1. Develop and support volunteer committees LK 6/10 Ongoing The Steering Council and Working Committees are in place. They are that play a significant role in the operation of receiving staff support and encouragement to maintain enthusiasm the Center. and given meaningful projects take on and decisions to tackle. The issue now is to maintain momentum. 9/11 (LK) 2. Offer a community forum annually and LK annually Done — Spring 2011 (LK) solicit participant opinion related to satisfaction with Center operations. 31 3. Encourage participants to use the KK Fall Ongoing Relocated box and made more visible with new signage (10/10). suggestion box to ask questions or make EL 2010 Distribute suggestions to appropriate staff as needed. Placed new sign comments about the operation of the Center; with questions (per Membership Committee recommendations) (2/11). prompt staff response and action (if possible) LK Annually Continue to collect and record suggestions and responses. (LK) required. Record information and implement changes when appropriate. LK Annually Done late summer of each year. (LK) 4. Staff shall use personal contact, written LK Ongoing Vacancies are being filled through the actions of the staff and current communication, observation, and participation committee volunteers. All committees could be larger and new counts to monitor interest in serving on KK 12/10 Ongoing members, who are willing to be an active committee member, are volunteer committees. Maintain adequate being encouraged to join. 9/11 (LK) staff support for all volunteer activities; and take action to increase participation when appropriate. Objective B— Administration and Human Resources Assessment Group Maintain efforts to keep the public and participants informed about the operation of the Center. Action Steps Who Start End Assessment 1. Review and update mechanisms used to EL Ongoing Reviewed with all marketing efforts on an ongoing basis. Plans to share information with the public. conduct research and overall review in 2012. (EL) 2. Produce, publish, and widely distribute an LK Annually Done Fall 2010 (LK) annual report for the Center. 3. Produce and submit an annual report for LK Annually Done late summer of each year. (LK) the Commission that will appear in a community report published by the City. 4. Develop and post a display showing KK 12/10 Ongoing Collected information and photos, met with Steering Council members volunteer leaders and staff along with contact in regards to layout. Finished 4/2011. Updating as needed. (KK) information, committee purposes, meeting agendas, and other information as appropriate. 5. Report on Center news in the quarterly LK Ongoing Guide contains a Center news section in each edition. (LK) Program Guide. 32 6. Use a variety of methods to share LK Ongoing End Information is provided in the Program Guide, press releases, news information relative to the operation of the KK articles, posters, radio interviews, television advertisements and Center. announcements, website and social media. These are continually the city's public information policy, 2) LK updated. It is hoped that new software will help expand the use of change the date of birth box to month and electronic communication with members. 9/11 (LK) 7. Develop and distribute a participant KK 11/10 9/2011 Created draft document. Currently editing. Completed. 9/2011 (KK) handbook and information brochure for members and community distribution respectively. Objective C— Records and Reports Assessment Group Improve the relevance and clarity of member registration materials by 2012. Action Steps Who Start End Assessment 1. Edit the current membership form to: 1) KK Done. August 2010 (LK) include a statement informing applicants of the city's public information policy, 2) LK change the date of birth box to month and year of birth only; and 3) Remove all medical information related to hospital or physician preference. 33 Objective D— Records and Reports Assessment Group Improve methods used for determining participation counts in all Center sponsored programs by 2012. Action Steps Who Start End Assessment 1. Investigate the feasibility of creating a MB New software has built -in attendance forms that will be utilized after universal attendance form for use in all classes, installation (MB) programs, events, and activities. Develop and implement a convenient and comprehensive plan for its use if deemed appropriate. 2. Create and implement an attendance form for MB New software has built -in attendance forms that will be utilized after off -site events. installation (MB) 3. Search for software that will facilitate the KK New software selected. The contract is now being reviewed by Legal process of counting participants. Make 9/2011. (KK) appropriate purchase, install, and train staff. 4. Review various volunteer forms to determine if EL New database software will be utilized when available. May be they can be streamlined for more efficient use. supplemented with volunteer management software if database software Implement appropriate changes. does not satisfy all needs. (EL) 34 Objective E— Finance Assessment Group Inform the public of results of all fundraising activities and programs as events occur on an annual basis. Action Steps Who Start End Assessment 1. Poston website. EL Event Specific Results of the Run for Your Life and Quilt Raffle Fundraisers were MB posted as a headline on the Senior Center's page of the City's Website for 30 days after events concluded (MB) Information was included in the Winter 2010 -11 Program Guide; which was on the website (MB) 2. Announce at public forums. EL Plans to provide report on relevant fundraising activities at 2012 spring forum. Ad hoc Fundraising Committee may wish to deliver report, depending on current activities. (EL) 3. Include in Annual Report and Program EL Information was not included in annual report for FY10. It will be Guide. included for FY11. 9/11 Information was included in the Winter 2010 -11 Program Guide (MB) 35