City of San Mateo Parks and Recreation Department · kfv - 12/17/02 N San Mateo Neighborhood Park Density Service Areas. Maximizing Parks and Open space Future Vision ... • Inconsistent

City of San Mateo Parks and Recreation

Department Comprehensive Strategic Plan

Creating Tomorrow’s Community Today

Compelling Case for Strategic Planning

• Manages by best practices • Incorporates Trends

• Addresses community needs

• Demonstrates efficiency

• Leverages resources

The Process: Data Gathering

• Community Process • Focus Groups • Community Forums

• Resident Survey

• Stakeholder Interviews

• Park and Facility Analysis

• Demographics Study

• Programming Analysis

Planning Process Demographics

Community Input

Staff Input

Programming Analysis

Park & Facility Analysis

Findings

Vision

Strategic Initiatives

Next Steps

•  Focus Groups to Gather Community Input •  Develop a Full Costing Schedule •  Development of Matrix – Specific Strategies and Actions •  Develop Funding Source Relationships •  Develop Performance Measurements •  Develop Implementation Schedule •  Identify and Build Partner Relationships that are goal-

oriented •  Evaluate the Organization Structure to support the

Implementation of the Plan

Planning Themes

• Maximizing Parks and Open Space • Active Outdoor Recreation

• Enhancing Recreation Programming

• Park Maintenance and Infrastructure

• Public Awareness and Advocacy

• Revenue and Resource Development

Maximizing Parks and Open space The Vision

Provide the appropriate mix of parkland that balances the needs of active and passive facilities and that are accessible for all residents, meeting the existing, and future recreation needs of the community

The Goal Acquire additional park space to meet the standard of 6 acres per 1000 pop and maximize asset value of all existing parks through new development, re-design and enhanced role as learning environments

Maximizing Parks and Open space

Strategic Initiative T he park and open space system will be significantly enhanced by the

completion of the Shoreline and Sugarloaf Parks Master Plans, the construction of a new community park at Bay Meadows, and the provision of new park areas located west of Highway 101 and west of El Camino Real. An improved urban trail system will enhance connectivity between all parks and recreation facilities.

Central Park will be enhanced as the community’s signature park and gathering place with a goal to increase the provision of open space by minimizing and redesigning the park’s physical structures. It’s value to downtown as an important link in support of economic vitality will increase as well as its utilization as an outdoor performance venue.


Current Practice • Incomplete Park Master Plans

• Underutilized Park Spaces

• Inequity of Service Areas

• Undeveloped Park Acreage

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Total Population Density0 - 5657 - 154155 - 352353 - 737738 - 1612

Municipal Golf CourseCoyote Point ParkRailroadCity Boundary

— Senior Facilities

⁄ DeAnza Historic Area

Schools$

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Planning Borders

Neighborhood Density Service AreaDevelopedUndeveloped

Park Classifications

# Mini Parks

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kfv - 12/17/02

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San Mateo NeighborhoodPark DensityService Areas


Future Vision • Complete Shoreline Master Plan

• Implement Sugarloaf Master Plan

• Central Park: Community Signature Park

• Meet Needs in Underserved Areas

• 15 Acre Park at Bay Meadows Phase II

• Connectivity through Urban Trail System


Community Benefits • Additional natural park and open space

areas • Variety of park experiences not yet available • Greater equity of access for residents • Connectivity of the park system provides

diversified recreation experience • Provide a Signature Park and gathering space

Active Outdoor Recreation

The Vision Provide an improved inventory of outdoor recreation facilities that better meet the specific athletic and fitness needs of the community

The Goal Maximize the availability and playability of outdoor recreation spaces by implementing facility improvements that support intensified use


Strategic Initiative An improved inventory of active, outdoor recreation facilities will be

provided that meet the specific athletic and fitness needs of the community. Existing facilities such as athletic fields will be upgraded to support intensified use through the addition of synthetic turf surfaces and enhanced lighting. Cooperative athletic field development with the school districts, the creation of a tennis complex and the completion of the Golf Course Master Plan will provide additional facilities that support active, healthy lifestyles.


Current Practice • Insufficient Capacity

• Lacking Flexibility

• Over Programmed Outdoor Facilities

• Heavy Reliance on School Facilities


Future Vision • Enhance Partnerships with Schools

• Pursue Regional Opportunities

• Intensify Existing Uses

• Additional Acreage and Field Spaces


Community Benefits • Opportunities for Enhanced Operating Funds • Leveraging existing resources with School Park

lands • Quality Facilities : Quality Recreational Experience • Maximize Availability and Playability

•  Support Healthy, Active Lifestyles

Enhancing Recreation Programming

The Vision Create enriching program experiences that support lifetime users through the development of effective programs and partnerships that respond to community needs and support the core service values

The Goal Provide a series of recreation programs that will optimize the service value of those programs, maximize the value of facilities as a community investment, and increase revenue capacity and cost recovery


Strategic Initiative Recreation programming services will be managed more strategically

within core program areas to ensure alignment with community demographics, lifestyle trends and established outcomes and benefits. An improved inventory of community recreation facilities that better support program needs and revenue generation capabilities will be put into service. These include the operation of 3 district centers located at Beresford and King parks and a new facility at Bayside Joinville Park and the construction of a new, signature Lifestyle Recreation Center and indoor aquatics complex at Bay Meadows park.


Current Practice •  Neighborhood Service Delivery Model •  Aging Facilities and Inefficient Design •  Cost Benefit of Future Maintenance Investments •  Programming is Limited by Facilities •  Inconsistent Application of Activity Lifecycle and Trend

Management •  Activities vs. Outcomes ? •  Age Segment / Interest Based •  Cost Recovery Based on Historical Performance


Future Vision •  District Service Model •  Leisure Lifestyle/ Aquatics Center •  Programming Based on Outcome Benefits •  Key Future Focus Areas:wellness and healthy lifestyles;

youth development; Aquatics Programming; Pre-School Programming; enhanced use of Central Park as the community gathering place; expanded environmental and adventure experiences

•  Focused Programming Studies: Youth Development , Aging Adult Services


Community Benefits • Services Provided are Geared to

Demographic Appeal • Reduced Cost per Experience

• State of the Art Facilities

• Program able to drive Design

• Design for Revenue Generation

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Shoreline Sugarloaf MountainMunicipal Golf CourseCoyote Point ParkStreetsRailroadCity BoundaryPlanning Borders

⁄ DeAnza His toric Area

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&V Community Recreation Centers

Park Classifications# Mini Parks

# Neighborhood Parks

# Community Parks

# Regional Parks

# Open Space

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San Mateo Potential Future

Park System Map

kfv - 06/25/03

ShorelineRegional ParkMartin Luther King

Community Center

Sugarloaf MountainRegional Park

New ParkDevelopment

Bay Meadows Parkand Community

Center Development

Bayside/JoinvilleCommunity Center

BeresfordCommunity Center

The Vision Provide a quality experience by effectively managing existing infrastructure through design and maintenance standards that meet recreational needs of both passive and active users

The Goal Support the community’s mandate for well maintained park and recreation facilities by developing baseline standards, employing effective maintenance and design management practices and maximizing productivity of people, equipment, and service facilities

Park Maintenance and Infrastructure


Strategic Initiative The preservation of parks and open spaces will better meet

community expectations of equity as a result of establishing design principles and maintenance standards that reflect the interests of stakeholders and the financial capacity of the organization. The useful life of all park and recreation assets will be preserved through the development and financing of a preventive maintenance management program.


Current Practice • Preventive Maintenance Management Practices not

Formalized • Lack of Adopted Maintenance Standards • Facility Usage not managed to Capacity Standards • Community Accessed School Facilities not

presently funded to support Maintenance Activities • Minimal Technology Support for Maintenance

Operations


Future Vision •  Preventative Maintenance Plan established and funded : 3%

of present total asset value

•  Maintenance Standards developed that support level of use

•  Schedule outdoor facility usage to levels that do not degrade facility

•  Proportionally fund maintenance for school facilities

•  Efficient use of Technology for Park Management


Community Benefits •  Manage Park assets to their highest productivity •  Improve Sustainability and Longevity of Park Assets

•  Equitable and Consistent Outdoor Facility Maintenance

•  Creates a Decision Making Tool to Balance Service Level with Cost

Public Awareness and Advocacy

The Vision Enhance the value of parks and recreation as an essential community service by providing outstanding customer service, effective public information and strategic engagement with identified community partners

The Goal Continue to play a central role in maintaining the quality of life in the community by taking a customer driven, outcome orientated and collaborative approach to service delivery


Strategic Initiative The San Mateo Parks and Recreation Department will be

known for its role as an essential community service through enhanced public advocacy and awareness. Responsive customer service practices, on-going program evaluation to insure that defined outcomes and benefits are being achieved and the implementation of a comprehensive strategic marketing plan will ensure that lifelong relationships are developed with our users


Current Practices • Comprehensive Customer Service Plan is

not in Place • Promotional and Communication Efforts

Limited to Quarterly Brochures

• Promote Features Instead of Benefits

• Lack of Strategic Marketing Initiatives


Future Vision • Comprehensive Strategic Marketing Plan • Responsive to market conditions

• Promote Benefits (Outcomes) rather than Features • Proactive Customer Service Policies • Build a Community Support and Advocacy Base

•  Single Point of Community Information Access – Leisure Network

Public Awareness and Advocacy:

Community Benefit • Increased education of Park and recreation

services as a valuable community asset • Greater understanding of services provided • Build a support base • Builds life long relationship with community • Seamless access to Leisure Information in

San Mateo

Revenue and Resource Development

The Vision Provide stable and adequate operational and capital funding for the parks and recreation system by maximizing all available financial resources, implementing efficient management practices, and leveraging community partnership opportunities

The Goal Develop sufficient fiscal and community partnership resources to sustain the delivery of quality park and recreation experiences that meet community needs


Strategic Initiative The ability to sustain service delivery and achieve greater self-sufficiency

will be realized through the development of effective revenue strategies and practices and through the strengthening and expansion of partnership opportunities. Program offerings and facility operations will be managed to maximize revenue generation capabilities and dedicated funding streams will support preventive maintenance practices and capital improvement needs. Opportunities for cooperative facility development and program delivery with adjacent cities, schools and community agencies will be actively pursued.


Current Practice • Traditional Approach and use of fiscal and

physical resources • Limited Dedicated Funding Streams

• Partnerships not always equitable

• Lack of Cost Recovery Targets


Future Vision • Expand Utilization of New Revenue Sources • Dedicated Funding Streams for Preventive

(lifecycle) Maintenance and Capital Improvements • Activity Based Costing (ABC) Applied to Park

Maintenance Standards •  Increase Revenue Generation and Balance to

Program Service Value • Maximize and Formalize Partnership Relationships


Community Benefits •  Consistent and Stable Funding will ensure the

Department’s Ability to sustain facilities and programs desired by the Public

•  Market Driven and priced to match values and benefits •  Better Community Understanding between Fees for Service

and Value and Benefits Received •  Partnerships will Expand the Provision of Needed Services •  Regional Partnerships provide a Balanced Approach to

Costs

In Ten Years, Is This The Preferred Vision and Operation For the San Mateo Parks and

Recreation System ?

We Create Community Through People, Parks & Programs

Thank You

Documents

City of San Mateo Parks and Recreation Department · kfv - 12/17/02 N San Mateo Neighborhood Park Density Service Areas. Maximizing Parks and Open space Future Vision ... • Inconsistent