Agenda - 02-11-2014 - 2 - Laserfiche WebLink

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2 administrator, and also provided issue papers on tourism, economic development and standards. This staff-based approach was envisioned to provide a product with a more-local flavor and at considerably less funding, but it also acknowledged a longer timeframe for completion. As shown in the attached timetable of activities, a Community Needs Assessment survey was conducted in late 2012 and early 2013. Supplemental assessments were also conducted in the spring of 2013, along with a series of topic-oriented focus groups. Staff prepared a draft master plan in the summer and fall of 2013, and has been reviewing a series of drafts with the Parks and Recreation Council for the last four months. Staff involved in this project includes a Master Plan Team comprised of six staff members from DEAPR, and an inter-departmental Staff Resources Group with representatives from a variety of other County departments. The draft Master Plan includes both an inventory and assessment of existing facilities and plans for the future based on surveys, studies and other work. The plan includes sections on: • Overview of existing and past plans • Inventory and assessment of current and planned future facilities • Existing recreation programs and activity • Demographics and other driving factors • A multi-modal Community Needs Assessment and survey results • Linkages to the 2030 Comprehensive Plan and other County and related parks plans • Economic, health and environmental impacts of parks and recreation programs • Summary of park standards, classifications, service areas and plan "Findings" • Goals, Objectives and Plan Recommendations • Issues for Further Study In general, the draft 2030 Master Plan focuses on protecting the substantial investment made in parks and recreation facilities in the past 15 years, and moving toward creation of the identified and planned parks acquired but not yet built. By virtue of having a very proactive land acquisition program for parks, the County is well "ahead of the curve" in terms of securing parkland in identified locations. However, important decisions are on the horizon concerning community centers, playing field surfaces, coordination with private and local non-profit organizations, and other matters as noted. At this time staff's interest is in gaining feedback from the Board about the general direction of the plan and issues of importance or significance before the plan is brought back for public hearing and the approval process. FINANCIAL IMPACT: There is no financial impact associated with the informal review of this master plan. The plan includes many current (and some new) capital investments for parks and recreation facilities which are contained within the adopted Capital Investment Plan (CIP), as well as likely renovations, repairs and replacement costs, which will be evaluated and considered as part of CIP and budget approval processes each year. RECOMMENDATION(S): The Manager recommends that the Board receive the master plan and provide comment, feedback and direction to staff and the Parks and Recreation Council on possible changes and adjustments to the draft, to be addressed before the Master Plan is taken to public hearing in March.