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Home My WebLink About2022 Master Plan - Executive Summary 10.18.22City of Iowa City RECREATION FACILITIES AND PROGRAMS MASTER PLAN EXECUTIVE SUMMARY Approved by City Council on October 18, 2022 2 City of Iowa City | Executive Summary for the Recreation Facilities and Programs Master Plan THE PROJECT The project’s main objective was to create a recreation programming and facilities roadmap for the next 10 years that identifies: • what programs will be strengthened, grown, initiated, or decommissioned • who will those programs be designed to serve • where will the programs take place THE PROCESS The project began by engaging all segments of the community through a wide variety of feedback channels: a statistically valid survey, focus groups, a series of pop-up booths at events, and a virtual engagement website. Listening and responding to the community’s needs was paramount to this project’s success. To that end, specific efforts were made to reach non-users and underserved populations. The initial community engagement feedback was then combined with expert analysis of existing recreation programs and facilities. From there, the community’s opinions were sought once again to gather additional input on initial concepts as well as gather input on recommendations that emerged from the process. The final plan represents a culmination of the engagement, analysis, visioning, and prioritization phases, molded into an action plan designed to provide aquatic and recreation facilities and programs that are equitable, accessible, and responsive to the Iowa City community. EQUITY AT THE CENTER It was imperative for this planning process to emulate the Department’s intention of providing inclusive and equitable services – which echoes the City’s commitment to provide services regardless of race, color, creed, religion, national origin, age, sex, marital status, sexual orientation, familial status, presence or absence of dependents, disability, gender identity or public assistance source of income. The process was designed to engage a variety of perspectives, reach residents through multiple methods, and hear both the loud and quiet voices. Additionally, the Department volunteered to participate in an internal recreation programming audit unlike any other in the nation – with the expressed intent to continuously improve. By doing so, the Department has established a baseline from which identified areas can be strengthened on the equity analysis spectrum. EXECUTIVE SUMMARY 3 Executive Summary for the Recreation Facilities and Programs Master Plan | City of Iowa City MAJOR FINDINGS/OPPORTUNITIES The Department is doing a fantastic job providing a variety of recreation opportunities for the Iowa City community. The distribution of activities across an array of categories meets the needs of many residents. The staff team takes pride in its recent efforts to increase nature-based programming, accessible water safety skill development, and participation in the RecAssist financial assistance program. The plan identifies short-, mid-, and long-term opportunities for the recreation programs and the facilities that support those programs. Many of the short-term opportunities focus on addressing the immediate needs of existing facilities and program areas first, especially when the actions are needed to maintain current operations. Mid-term opportunities offer a chance to start investing in program growth and larger facility improvements. The long-term opportunities are visionary in nature, either due to the development of new programs, amenities, and facilities or due to the need for further assessment over time. Recreation Programs Opportunities: • Infuse equity more deeply into the program menu planning process • Fill in the program menu’s activity category and age group gaps, then explore possible expanded service opportunities • Continue to grow and expand the adaptive and inclusive recreation opportunities • Establish key performance indicators for program analysis and assign reporting accountability Outdoor Athletic Facilities Opportunities : • Take care of the Department’s existing facilities first, especially those that are aging, before developing new • Consider the facility inventory’s long-term vision before large investments are made • Invest in existing facilities by performing required ADA improvements • Upgrade recreation facility and field amenities • Shift condition ratings from good to excellent • Prioritize improvements that support an equitable, high-quality participant experience Aquatic & Indoor Recreation Facilities: Long-term planning for the care of existing facilities hinges on factors that weigh whether it is appropriate to invest, divest, or repurpose individual spaces and/or entire facilities. For City Park Pool, it was clear that due to age, wear, and community sentiment, it is time to invest in a facility renovation. When considering changes to Robert A. Lee Community Recreation Center, analysis indicated that additional data and other potential facility changes would influence further assessment. EXECUTIVE SUMMARY 4 City of Iowa City | Executive Summary for the Recreation Facilities and Programs Master Plan Recreation Programs ◦Spread activities across the City in a more geographically equitable manner ◦Enhance/increase/strengthen programs in adult fitness and wellness, nature, aquatic, inclusive & adaptive, and cultural program areas ◦Design programs to fill peak use timeslots to 100% capacity ◦Track more demographic and attendance data of users ◦Continue to reduce participation barriers ◦Adjust the activity schedule to maximize facility and staffing efficiencies Recreation Program Facilities ◦Renovate City Park Pool: Final design to be developed with continued public input, prioritizing equitable access, reduced carbon footprint, preservation of trees, and honoring the original character ◦Mercer Park Athletic: Upgrade according to master plan design; include athletic field and pickleball court renovations ◦Decentralize indoor recreation programs to satellite service provision locations, as a means to provide more geographically accessible recreation services. Achieve through partnerships/collaborations, building new, and/ or incorporating into existing renovation projects (e.g., City Park Pool and bathhouse renovation). SHORT-TERM OPPORTUNITIES SHORT-TERM 5 Executive Summary for the Recreation Facilities and Programs Master Plan | City of Iowa City Recreation Programs ◦Continue to grow the fitness/wellness program menu ◦Assess key performance indicators tracked since plan initiation; pivot where needed ◦Explore active adult, esports, extreme sports, homeschool, and/or language arts programs for potential new or expanded services Recreation Program Facilities ◦Renovate the Mercer/Scanlon facility: add a walking track, fitness/wellness space, multipurpose rooms, and warm water pool ◦Secure additional multipurpose room space throughout City when opportunities arise ◦Establish satellite recreation program locations through partnerships, collaboration ◦Continue improvements at City Park and Napoleon Park athletic fields MID-TERM MID-TERM OPPORTUNITIES 6 City of Iowa City | Executive Summary for the Recreation Facilities and Programs Master Plan Recreation Programs ◦Re-assess community interests and respond accordingly ◦Review trending programs for applicability to the City ◦Assess whether current staffing levels can support additional growth and/or expansion of current program menu Recreation Program Facilities ◦Continue to evaluate the City’s aquatic needs using participation counts, user data (geographic location), and cost per user ◦Repurpose the RAL aquatic center if data and community sentiment supports such change, provided a new warm water pool is added to Mercer ◦Develop the Eastside Sports complex ◦Continue to monitor populations and development on the west side The best-laid plans are prone to interruption due to unforeseen circumstances, such as mechanical issues, funding, and/or community priority. If circumstances change, re- evaluation will be required prior to the designated planning term. The plan’s implementation is designed to support a sustainable and responsive approach, where the annual review of the plan’s progress celebrates achievements, incorporates new opportunities, evaluates resources, and establishes the next year’s action plan. LONG-TERM LONG-TERM OPPORTUNITIES 7 Executive Summary for the Recreation Facilities and Programs Master Plan | City of Iowa City FUNDING The plan recognizes that funding is needed to implement change. While the short-term recommendations may be fiscally feasible within the allotted timeframe, the mid- and long-term recommendations will need additional funding secured. The provided price estimates are designed to support the planning and budgeting process. TIMELINE Many of the recommended changes will take time – time to research and explore the recommendation, time to develop processes and procedures, time to generate funding sources, time to solidify operations, time to design, time to plan, time for construction, and most importantly – time for continued public involvement throughout the course of the next ten years’ initiatives. The timing of the short-, mid-, and long-term initiatives is designed to be scripted on a more granular level within the Department’s annual goal setting and budgeting process. The plan arms the Department staff with assessment tools and operational strategies that will help inform future funding decisions, achieve climate action goals, and provide more equitable services. EXECUTIVE SUMMARY “Public Process” Textile by Juli Seydell Johnson 8 City of Iowa City | Executive Summary for the Recreation Facilities and Programs Master Plan 9 Executive Summary for the Recreation Facilities and Programs Master Plan | City of Iowa City