CITY OF MEMPHIS PARK SERVICES MASTER 20 PLAN 20
MARTIN LUTHER KING JR. PARK ACKNOWLEDGMENTS
CITY COUNCIL STAFF
• Patrice J. Robinson (District 3), Chairwoman • Nick Walker, Parks Director*
• Frank Colvett, Jr. (District 2), Vice Chair • Amy Collier, Grants Admin Specialist*
• Rhonda Logan (District 1) • Marcha Allen, Community Engagement • Jamita Swearengen (District 4) Administrator*
• Worth Morgan (District 5) • Mike Flowers, Planning and Development Administrator* • Edmund Ford, Sr. (District 6) • Erich Miller, Planning and Development Project • Michalyn Easter-Thomas (District 7) Manager* • JB Smiley, Jr. (Super District 8-1) • Mickey Barker, Golf + Park Operations • Cheyenne Johnson (Super District 8-2) Administrator* • Martavius Jones (Super District 8-3) • Tiffany McCollins, Youth and Family Services • Chase Carlisle (Super District 9-1) Administrator
• J. Ford Canale (Super District 9-2) • Amanda Johnson, Senior Services Administrator
• Dr. Jeff Warren (Super District 9-3) • All Division of Parks and Neighborhoods Staff
CITY LEADERSHIP CONSULTANT TEAM
• Jim Strickland, Mayor • PROS Consulting, INC. (Prime)
• Shirley Ford, Chief Financial Officer* • Barge Design Solutions
• Doug McGowen, Chief Operating Officer • Earth Economics
• Maria Fuhrmann, Chief of Staff* • ETC Institute
• Self+Tucker Architects
STEERING COMMITTEE • The Carter Malone Group
• Ashley Cash, City Comprehensive Planning Office
• Mike Lemm, City Engineering
• Ian Nunley, Hyde Family Foundation
• Sankedra Hudson, Bloom *Denotes Steering Committee member • Jen Andrews, Shelby Farms Park Conservancy
HOWZE PARK MASTER PLAN ACKNOWLEDGEMENTS INTRODUCTION 1
1.1 City of Memphis 1 1.2 Parks and Recreation 1 1.3 Facilities Master Plan (1999) 3 1.4 Memphis 3.0 3 1.5 Parks and Recreation System Master Plan (2020-2030) 4 1.6 Vision, Mission, and Core Values 4 1.7 Executive Summary 5 TOBEY SKATE PARK DOUGLASS PARK EPPING WAY LAKE COMMUNITY PROFILE 12 2.1 City Demographics 12 2.2 Demographic Analysis 12 INTRODUCTION 2.3 Health Outcomes & Physical Environmental Factors 13 2.4 Local Recreation Trends 14 1.1 CITY OF MEMPHIS With such a vast recreation system, there is a challenge WHERE ARE WE TODAY? 16 with deferred maintenance (i.e., postponed maintenance Tennessee’s most populous city, Memphis, is the seat activities and repairs) and aging infrastructure. This has led 3.1 Baseline Understanding 16 of Shelby County. Located in the southwestern part of (in part) to concerns about public safety in neighborhood 3.2 Programs and Services 16 the state, the city lies on the Chickasaw bluffs above the facilities. Additionally, challenges exist with technology 3.3 Existing Park System 23 Mississippi River. Memphis was founded in 1819 and later solutions both to distribute information to citizens and to 3.4 Benchmark Analysis 26 incorporated in 1826. The city experienced tremendous facilitate/streamline needed processes such as program 3.5 Financial Assessment 32 growth after incorporation due to its transportation/trade registrations. This challenge has been highlighted by WHERE ARE WE GOING TOMORROW? 38 opportunities; however, the city experienced subsequent an increased demand for expanded operational hours, years of economic development and slowdowns. Today, community-based recreation programs, and additional 4.1 Introduction 38 Memphis is one of the largest distribution centers in the recreation amenities. 4.2 Interviews and Focus Groups 38 United States; its international airport is the world’s second 4.3 Public Meeting Series #1 39 busiest cargo airport after Hong Kong. It should also be noted that the park system contains 4.4 Youth Engagement 40 conservancies and contracted parks. These partnerships 4.5 Statistically-Valid Community Survey 41 Memphians take great pride in the history of their city, have proven to be highly successful over the years and 4.6 Electronic Survey 50 particularly Memphis’ position in the Civil Rights Movement have provided Memphians additional access to park land. 4.7 User-Intercept Surveying 54 in the 1960s, from the historic sanitation strikes to the These partnerships also provide a financial and operational 4.8 Public Meeting Series #2 54 renowned site of Martin Luther King Jr.’s death at the benefit to both the Department and Memphians. Example Lorraine Motel, now the National Civil Rights Museum. conservancies and contracted parks include: NEEDS PRIORITIZATION 55 Memphis is also a notable city for music history, as 5.1 Methodology 55 one of the birthplaces of blues music, the home of B.B. OVERTON PARK King’s legendary music, and the home of Elvis Presley 5.2 Park Classifications and Level of Service Standards 55 342-acre park that includes the Memphis Zoo and (Graceland). 5.3 Geographical Analysis through Mapping 57 is managed by the Overton Park Conservancy. 5.4 Priority Rankings 69 HOW DO WE GET THERE? 70 1.2 PARKS AND RECREATION SHELBY FARMS GREENLINE 10.65-mile paved cycling and pedestrian trail that 6.1 Establishing the Organization for the Future 70 The Division of Parks and Neighborhoods contributes to connects the heart of Memphis to the heart of Cordova 6.2 Recreation Programs 70 the city’s overall rich cultural history by supporting active through Shelby Farms Park. 6.3 Capital Improvement Plan (CIP) 75 civic culture reflective of diverse community voices. The 6.4 Funding and Revenue Strategies 77 Division provides an array of services for people of all SHELBY FARMS PARK 6.5 Organizational Alignment 78 ages, supporting their engagement in health and wellness, 4,500-acre urban park managed by the Shelby Farms 6.6 Partnerships 78 lifelong learning, and leisure and recreational activities. This Park Conservancy. ACTION PLAN 81 is facilitated through a vast system of parks, public spaces, community and recreation centers, museums, and sports WOLF RIVER GREENWAY 7.1 Parks and Facilities 81 facilities. In all, the system is comprised of over 5,600 park 7.2 Programs and Services 83 acres across 192 locations and 30 indoor recreation facilities Corridor of protected green space along the Wolf River 7.3 Financial and Budgetary Development 85 (Figure 1). that includes a paved pathway for non-motorized 7.4 Policies, Practices, and Operations 86 transportation. Managed by the Wolf River Conservancy, the Greenway will eventually extend a total of 36 miles.
1 MASTER PLAN 1.3 FACILITIES MASTER PLAN (1999)
The last Master Plan for parks and recreation services was completed in 1999. At that time, the Memphis Park System Map Memphis, Tennessee Park Commission managed 73 parks and 2,952 acres Parks and Recreation comprised of city-wide/regional, community, and Equity Maps neighborhood parks. Five overarching goals were Firestone established in that plan to define the future of the Davy Cockett Egypt Central Memphis Park Commission: ´ Georgian Hills
J.T. Willingham • A park and recreation system with an equitable Pierotti Pershing 74 distribution of diverse leisure opportunities and 74. Pickett 75. Denver Walker Hall 76. Carver Heights Westside 77. Trezevant facilities that meet the needs and interests of 75 78. John C. Shivler Fulmer 79. Grandview 76 80. Litty 78 77 the community. 36. Frayser School 36 37. Frayser 38. Tower Raleigh Springs 39. University 79 Skatepark 40. Overton Golf 41. Spanish War Memorial 37 38 • A well-designed park and open space system that 42. Dave Wells Raleigh Bartlett 43. Williamson 80 Martha Byrnes Meadows 44. Peabody George John F. enhances the functional and aesthetic quality of 45. Josephine Lewis 46. Mary Elizabeth Malone Alberson Kennedy 47. Tom Lee Pool 48. Bickford public spaces and the overall experience and image 49. Winchester Lazarov 50. Greenlaw Watkins Jackson & Oberle Gragg of the city. 20. Morris Rodney Baber 21. Colonial (Auction Square) New Chicago Douglass 22. Health Sciences Fletcher 23. Brinkley (Market Square) Lucille Price Creek 24. Victorian Village Gooch 25. Mallory - Neely House Washington • A sustainable system of parks and open spaces that 26. Magevney House 27. Edison 86 Mississippi conserves natural and cultural resources, and promotes River Greenbelt 87 42 39 Gaisman 48 Highland the health, safety, and general welfare of the FIGURE 2: PREVIOUS MASTER PLAN (1999) PLAN MASTER PREVIOUS 2: FIGURE
50 46 Dlugach (University 1. Riverfront Klondike community. 2. Memphis 21 Circle) 3. Columbus 45 86. Hollywood Headstart 4. Court Square Mud Island 49 87. Hollywood 5. Linden 47 Treadwell 88. Binghamton 6. Madison & Monroe 23 Overton Park 89. Chickasaw Gardens Lot 7. Riverside Drive Bluff 1 26 90. Lichterman Shelby Farms Bert Ferguson • A park and recreation system that delivers effective 2 91. Wilson 8. Vance 20 43 9. Robert Church 24 Robert Howze Avon J.J. Brennan (cordova) 27 40 10. Cobblestones Tom Lee 3 11. Handy (Astor) 7 4 88 neighborhood-oriented services. 12. Butler 25 22 East High 8 9 13. Ashburn-Coppock 10 68 Sportplex 14. Navy 6 Galloway 15. L. E. Brown 11 5 1.4 MEMPHIS 3.0 69 16. Martyrs 12 Wolf River • A park and recreation system in which effective use is 17. Army 13 14 Greenway 18. E.H. Crump 15 92. Chickasaw Gardens 19. Gaston 16 17 70 92 93 93. Poplar & Highland 68. Belvedere Triangle 44 94. Pink Palace 41 18 69. Parkways 89 95. Charles W. Davis made of all available resources to maximize the quality 70. Tobey 85 96. Emerald The City’s Comprehensive Plan, Memphis 3.0, was 71. Chandler 59 94 72. Glenview 19 71 73. Brentwood of park facilities and leisure services. Audubon adopted in February 2019. The plan outlines the overall Chickasaw Heritage 72 Audubon Pauline (Jackson Mound / DeSoto) 60 82 Golf Marquette 28 73 95 29 63 City vision for “building up, not out” in its third century M.L. King 30 32 31 IN 1999, IT WAS IDENTIFIED THAT THE SYSTEM Golf 62 33 34 81 of existence. Specifically, the plan sets for the pathway 58 61 Sea Isle Wolbrecht NEEDED TO: Tennis 56 83 Sherwood to invest in “anchors” throughout the community that Martin Luther 35 57 King (Riverside) 84 Judge Andrew 90 Holmes Willow • Reach 7,694 acres by 2020 (based on projected builds on the strengths of neighborhoods, creating Lincoln Minnie Wagner Godwin 81. O. M. Community Service Center 28. Texas Courts 82. Hanley Park service area population at the time) greater connectivity, access, and overall opportunities. 29. Trigg West Belz Pine Hill 83. Bethel LaBelle 84. Cherokee 30. Southside Golf 31. McNeil 85. Rozelle (Annesdale) 32. Carver Halle As part of the planning process, parks and recreational 33. Patton 56. Lincoln School Alcy - Warren • Increase city-wide/regional park acres by 809 acres 34. Booth Robert 35. Riverview 57. Pine Hill 58. Ruth Tate Senior Center O'Brien May facilities were included. According to Memphis 3.0, 59. Fairgrounds Alcy - 91 60. Orange Mound Charjean Nash Buckingham Equity Score Redbud 61. Magnolia Samuels Alonzo Weaver 62. Lewis - Davis • Develop 12 new community parks or community “Parks and recreational facilities are designed public American Way (West Junction) 63. Jesse Turner (Bellevue) Fox Meadows 64. O. L. Cash 65. Ford 52 McFarland Boxtown 51 66. Will Carruthers Winridge 20 - 0 park-type facilities spaces that are meant to be walkable with forms of 67. Sidney Lanier 96 Medal of Singleton Fairway Polly Honor (Wooddale) active and passive recreation. These areas usually Williams Hickory 64 Germanshire 40 - 21 • Develop 31 additional neighborhood parks Oakhaven Hill Bison Cove C.P.J. Mooney contain formal access points from the street and can be 65 51. Walker (Cromwell) 52. Roosevelt 66 Gardenview Chickasaw 53. Falcon 60 - 41 54. Western Cove Additionally, it was recommended to put high priority any size up to a regional park.” 55. Westwood Western 53 Flowering on repairing and refurbishing the system’s infrastructure. Heroes Peach 80 - 61 54 55 67 (Riverdale) Additionally, the plan set forth specific performance Neighborhood parks were referenced as “high priority” Raines Road Walter measures for parks and recreational facilities: Chandler 100 - 81 Whitehaven Dalstrom areas and the overall condition of the system’s 26 (Hillcrest) Easthaven community centers was identified as fair to good. Geeter • Design quality David Carnes Local Road • Per capita parks (Whitehaven Lane) School Grounds Plazas / Pocket Parks Fairley Zodiac Major Road Much work and improvement to the Memphis parks acreage Redding, Otis • Utilization Whitehaven system has taken place since the completion of the Special Use Neighborhood Parks Golf Highway 1999 Master Plan; however, the Master Plan is beyond • Parks proximity Greenways Community Parks 01 2 4 Memphis City Boundary its useful lifecycle and the city is in need of a renewed Undeveloped (Open Spaces) Regional Parks Miles Sources: Esri, HERE, Garmin, USGS, Intermap, INCREMENT P, NRCan, Esri Japan, METI, Esri China (Hong Kong), Esri Korea, Esri (Thailand), NGCC, © approach to delivering parks and recreation programs With these performance measures in mind, the plan OpenStreetMap contributors, and the GIS User Community and services. With a much larger system, challenges specifically calls for the development of new master related to aging infrastructure and technology, and a plans for parks and public facilities. mindful eye toward equity, diversity, and inclusion (EDI), a new Master Plan process was undertaken.
2 3 MEMPHIS, TENNESSEE DIVISION OF PARKS AND NEIGHBORHOODS MASTER PLAN 1.5 PARKS AND RECREATION research, and open dialogue with local leadership and key 1.6.3 CORE VALUES stakeholders (Figure 3). SYSTEM MASTER PLAN (2020-2030) The Department’s fundamental beliefs include: The community was involved throughout the plan’s The Master Plan seeks to create a 10-year blueprint for development as the process sought public input to identify providing quality parks and recreation facilities and their visions and expectations for public recreation services ADAPTABILITY We adjust to new opportunities to services throughout Memphis. Specific goals include in Memphis. Stakeholder interviews and focus group meet the changing needs of our community. establishing benchmarks, agency objectives, procedures, meetings were held early in the process and were combined and achievable strategies. Additionally, this Master Plan with public meetings, steering committee meetings, and EMPOWERMENT We promote community serves as a foundational document that will be built on-site assessments. A statistically-valid community ownership of our public spaces. upon in future versions. needs survey was distributed to a random sample of City residents, and an online survey was offered to also help EQUITY We recognize and celebrate diverse 1.5.1 PLANNING PROCESS prioritize and identify recreation- and park-related issues. identities of Memphis communities and strive for equity The information gleaned from the community engagement The City of Memphis Master Plan followed an iterative as we meet the needs of each community. process was combined with technical research to produce process of data collection, public input, on-the-ground the final Master Plan. study, assessment of existing conditions, market HEALTH We champion physical, mental, emotional, and intellectual well-being.
FIGURE 3: MASTER PLAN PLANNING PROCESS INCLUSION We ensure all Memphians are heard, represented, and celebrated. DAVIS COMMUNITY CENTER WHERE ARE WE TODAY? WHERE ARE WE GOING HOW DO WE GET THERE? TOMORROW? INVESTMENT We are responsible stewards of park lands, resources, and human capital. 1.7.1 COMMUNITY PROFILE • Site and facility review • Community engagement • Needs prioritization • Benchmark analysis • Statistically-valid survey • Capital development planning DEMOGRAPHICS RELEVANCY We create meaningful and memorable • Funding and financial analysis • Demographics & recreation trends • Financial planning After reviewing demographic information produced by analysis review experiences desired and needed by our residents. • Programs and services assessments • Funding and revenue planning ESRI, the following points are realized: • Staffing and operations review • Economic Impact analysis • Strategic action plan implementation The City’s recent population annual growth rate (0.05%) • Levels of service standards VIBRANCY We drive community energy and life. is significantly lower than the U.S. and state’s growth • GIS mapping rates (0.85% and 0.95%). 1.7 EXECUTIVE SUMMARY The City’s household annual growth rate (0.09%) is also The Master Plan is organized into seven chapters: significantly lower than the national and state averages (0.80% and 0.93%). 1.6.1 VISION INTRODUCTION When assessing age segments, Memphis exhibits a 1.6 VISION, MISSION, AND CORE COMMUNITY PROFILE VALUES “We inspire community pride through our slightly younger population than both the national and WHERE ARE WE TODAY? state age segment distributions. parks, facilities, trails, programs, and recreation As part of this updated Master Plan, the Division of WHERE ARE WE GOING TOMORROW? The City’s racial distribution has a significantly higher services. We are the center of Black Alone population and lower White Alone and Parks and Neighborhoods vision, mission, and core NEEDS PRIORITIZATION the community.” Asian populations, when compared to both national and HOW DO WE GET THERE? state percentage distributions. values were revisited and/or developed. The update/ ACTION PLAN Memphis’ percentage of Hispanic/Latino population creation process utilized the needs assessment findings 1.6.2 MISSION (7.6%) is well below the national statistic (18.6%) but The Plan’s organization flows from baseline community and community values ascertained through the Master higher than the state percentage (5.8%). “The Division of Parks and Neighborhoods understanding, to an evaluation of the existing parks Plan’s development. Then, an iterative process used creates positive and safe places to provide and recreation system (assets/parks/facilities, programs, The City’s per capita income ($24,033) and median and finances), to community engagement and needs household income ($40,845) are both considerably Consultant Team recommendations followed by a series community-centered experiences that connect identification to prioritizing needs, and then to the below average, when compared to the U.S.’s income characteristics ($33,028 & $60,548) and the state’s of Department staff feedback and revisions. all Memphians, celebrate life, and strengthen proposed methods to implement the priorities realized through the planning process. The following sections ($28,896 & $52,311). mind and body.” outline the key findings associated with each chapter (excluding this present chapter).
4 5 MEMPHIS, TENNESSEE DIVISION OF PARKS AND NEIGHBORHOODS MASTER PLAN PROGRAMS • The Department falls short in terms of level of service Taking this information into account, the Consultant The Department offers services and activities associated for park acreage and trail miles according to both the Team implemented a public engagement plan to solicit with eight Core Program Areas: benchmark median and national best practices feedback, input, and identify the needs of Memphis residents as they relate to public parks and recreation • A stronger social media strategy may be required to 1 Adaptive programs, services, facilities, and opportunities. Then, 5 Arts & Culture broaden the reach and support the Department a look at gaps in programs and park provision was 2 Adults 55+ 6 Athletics receives from the community as denoted by its small WOLF RIVER GREENWAY completed. In all, a total of 3,080 individuals were 3 After School/Camps reported number of social media followers 7 Health, Fitness, & Wellness engaged throughout the planning process. 4 Aquatics 8 Special Events • Funding strategies can be enhanced by adopting HEALTH OUTCOMES AND a cost recovery model/philosophy and exploring a dedicated funding source(s) FINDINGS FROM THE PUBLIC ENGAGEMENT PROCESS SYSTEM INFRASTRUCTURE ENVIRONMENTAL FACTORS • Top five facility needs include: In all, 122 locations were evaluated by a combination of ECONOMIC IMPACT After assessing data provided by the City Health the Consultant Team and Department staff to create an » Trails and pathways Dashboard, Memphians report: overarching system inventory and assessment. Department expenditures support significant economic » Fitness centers activity in the region. The full economic output spurred » Neighborhood community centers • A higher than the national average report of • General park amenity groupings that are in need of by Department spending is the total of all subsequent » Senior centers being obese increased focus due to condition concerns: spending it supports—this includes the direct spending » Open play spaces for practice and other uses • A higher than the national average claim of » Playgrounds on parks by the City, but also secondary spending • Top five programmatic needs include: experiencing frequent mental distress » Soccer/multi-purpose fields for the goods and services that businesses require to » Baseball and softball fields continue doing business, as well as induced spending by » Adult fitness and wellness • A higher than the national average report of » Parking lots employees on groceries, rent, etc. » Senior programs physical inactivity » Restrooms » Walking/biking groups The total annual economic output resulting from • A higher than the national average report of » Adult swim • General indoor recreation facilities are facing Department spending is estimated to be $70.7 million. experiencing frequent physical distress » Family programs challenges such as: Every dollar spent on Memphis parks translates to $1.81, • A lower than the national average access to supporting an additional $0.81 in economic activity • Top three most preferred ways to learn about » Lifecycle replacement schedules greenspace and overall walkability (10-minute in the region. Because some of this activity is subject Department programs, activities, and parks include: » Preventive maintenance for older structures walk indicator) to taxation, Department expenditures also support an » Need for aesthetic enhancements (interior) » Television estimated $2 million in state and local tax revenue every » Roof leaks year. The Department also supports 577 jobs throughout » City of Memphis website 1.7.2 WHERE ARE WE TODAY? » Need for fire alarm systems the region, with an average annual income of $62,600, » From friends and neighbors totaling $36.1 million in wages annually. In order to understand the context in which this planning • Residents are supportive of recreation fees to pay effort is taking place, the Consultant Team performed BENCHMARKING for offering more recreation programs several different analyses to create a comprehensive The Consultant Team worked with the Division of Parks 1.7.3 WHERE ARE WE GOING TOMORROW? picture. The specific processes included: and Neighborhoods to identify operating metrics to • Residents prioritize maintaining the existing system benchmark against comparable parks and recreation After performing baseline analyses, a comprehensive more than developing new facilities • Analyzing current program and service delivery agencies. The analysis allowed the Consultant Team understanding of the existing system was identified. The • Stronger security, activating parks, and staff presence • Reviewing current system infrastructure to evaluate how the Department is positioned among system is characterized by: are necessary peer agencies, as it applies to efficiency and effective • Benchmarking (or comparing) the Memphis parks • An extensive network of parks and facilities; practices. The following takeaways were derived from • The management approach to the system is system to comparable communities the analysis: • Aging infrastructure and deferred maintenance; reactionary, lacks capacity, and lacks adequate • Reviewing the financial context resources most needed for improvement • Most of the reported performance indicators • A strong economic impact attributed to parks and portrayed the Department near the median or recreation investments; • Facilities and recreation are strong services for bottom comparatively the Department PROGRAMS • A challenging financial performance as it compares to The Department offers services and activities associated • Most of the reported performance indicators national best practices and local municipalities; and • A diversified approach to making the syste portrayed the Department near the median more sustainable is needed with eight Core Program Areas: • A variety of recreation program opportunities or bottom comparatively afforded to Memphis residents 1 Adaptive 5 Arts & Culture • The analysis validated the strong performance by the 2 Adults 55+ 6 Athletics Department with arguably less staff as compared 3 After School/Camps 7 Health, Fitness, & Wellness to the number of recreation facilities managed by 4 Aquatics 8 Special Events the system and their use
6 7 MEMPHIS, TENNESSEE DIVISION OF PARKS AND NEIGHBORHOODS MASTER PLAN 1.7.4 NEEDS PRIORITIZATION PRIORITY RANKINGS 1.7.5 HOW DO WE GET THERE? • Develop a Volunteer Management Plan to increase A weighted scoring system was used to determine resources, staff capacity, and advocacy for the system. Data needs to be synthesized and presented that allows the priorities for parks and recreation facilities and The Master Plan process identified many focus areas for • Develop a Partnership Management Plan that will help the Department to justify decision-making effectively recreation programs. The system uses both quantitative the Division of Parks and Neighborhoods. In order to increase marketing, increase offerings, increase staff and efficiently. Needs are prioritized through a process and qualitative data including: continue closing the gaps for various community needs, a capacity, and increase resources available to the system. utilizing level of service standards and priority rankings. broad approach to organizational development is required. • Unmet needs reported by the statistically-valid This plan should be equitable for both partners. Specifically, concentrating on recreation programming, community survey capital improvement planning, funding and revenue CAPITAL IMPROVEMENT PLAN (CIP) LEVEL OF SERVICE (LOS) STANDARDS • Importance rankings reported by the statistically-valid strategies, and organizational alignment will help prepare The community, through this planning process, The Consultant Team evaluated park facility standards community survey the Department moving forward. has indicated strong support for this concept of using a combination of resources. These resources prioritization. There are infrastructure concerns • Synthesis of trends and anecdotal information derived included market trends, demographic data, recreation RECREATION PROGRAMMING and challenges currently facing the Memphis park from the Consultant Team viewpoints activity participation rates, community and stakeholder The following key recommendations are provided for system and funding is not sufficient to take care of all input, NRPA Park Metric data, and general observations. These weighted scores provide an overall score and recreation programming: existing assets and build new facilities. The result is This information allowed standards to be customized to priority ranking for the system as a whole. The results of the recommendation to develop a three-tier plan that • Add Nature & Environment as a Core Program Area. the City of Memphis. the priority ranking are tabulated into three categories: acknowledges a prioritization process for addressing High Priority, Medium Priority, and Low Priority. It should • Focus on staff development and training through community needs and incorporates the Priority Rankings According to the LOS, there are multiple needs to be be understood that the Department needs to be flexible development of mission, vision, and values the entire as shown on Page 17. Each tier corresponds with a met in Memphis to properly serve the community today when addressing priority rankings. The Department department can support. different type of capital improvement . and in the future, especially for areas such as: should be agile to address lower priority needs when • Focus on staff development on internal communication, 1 CRITICAL PROJECTS are associated with • Trails (paved and unpaved) situations arise that facilitate “easier to implement” facility/park safety, and customer service. addressing deferred maintenance (as outlined in projects and services such as grant funding, volunteer • Park shelters and pavilions Chapter 3), accessibility issues, and other critical needs support, etc. Ultimately, higher ranking priorities should • Improve facility infrastructure to support safety and at existing facilities. Typically, these types of projects • Youth diamond fields (baseball and softball) be addressed first, but common sense should be taken quality programs. are funded via existing CIP monies. The subtotal for the when addressing community needs. • Rectangular multi-purpose fields • Develop safety plans for programs, events, and Critical Alternative is $13,000,000. Example projects Figure 4 shows the facility and recreation programs facilities to encourage great participation. include: installing accessible pedestrian routes to • Outdoor basketball courts Priority Rankings. • Staff should continue to evaluate programs using cost ball fields, paving parking lots, replacing playground • Sand volleyball courts recovery, mini business models, classifications, surfaces, etc. • Playgrounds and lifecycles. 2 SUSTAINABLE PROJECTS include the extra services or capital improvements that should be • Tennis courts Facility Overall Rank Program Overall Rank • Expand current program offerings to reflect Priority Trails & pathw ays 1 Adult fitness & w ellness programs 1 Rankings. These programs could include but not limited to: undertaken when additional funding is available. This • Dog parks Fitness centers 2 Adult sw im programs 2 includes strategically enhancing existing programs, Senior centers 3 Senior programs 3 » Increased fitness and wellness programs Neighborhood community centers Water fitness programs beginning new alternative programs, adding new • Skateparks - 4 4 Open play spaces for practice or other uses 5 Family programs 5 » Increased adult aquatics offerings such as a positions, adding amenities and facilities that would • Splashpads/interactive Off leash dog park 6 Walking/biking groups 6 Master Swim Team and more water fitness classes. enhance the existing user experience within parks, water features Outdoor park games (checkers, chess, etc.) 7 Youth sw im programs 7 Computer labs 8 Adult continuing education programs 8 efficiency upgrades, or making other strategic changes » Continue to expand 55+ offerings which may • Indoor aquatics space Splash pads 9 Youth summer programs 9 that would require additional operational or capital Tennis courts Nature/environmental programs - 10 10 also need to be evaluated separately to identify Indoor youth basketball courts Outdoor adventure programs funding. The subtotal for Sustainable Projects is • General indoor 11 11 the 55+ populations barriers to participate. Practice fields (rectangular, multi purpose) 12 Adult art, dance, & performing arts 12 $20,000,000. Example projects include: repairing recreation space Indoor adult basketball courts Before & after school programs 13 13 • The induction of program fees has over 55% of the erosion along walking paths, replacing roofs, resurfacing Youth soccer fields 14 Special events/festivals 14 Outdoor youth basketball courts 15 Youth art, dance, & performing arts 15 support from the statistically-valid survey, developing walking trails, replacing park furniture, etc. Youth baseball fields 16 Youth fitness & w ellness programs 16 a fee structure should be considered by the Department Football fields 17 Fitness boot camps 17 3 VISIONARY PROJECTS represent a larger set of when moving forward with current programs and Outdoor adult basketball courts 18 Youth camp programs 18 services and facilities desired by the community. It can Youth softball fields 19 Martial arts programs 19 program development. Sand volleyball courts 20 Youth sports programs 20 help provide policy guidance by illustrating the ultimate Regional community centers 21 Programs for people w ith disabilities 21 • Create a Marketing Plan specific to the parks and goals of the community and by providing a long-range Adult softball fields 22 Tennis programs 22 neighborhoods that include website information, social look to address future needs and deficiencies. In this Pickleball courts 23 Gymnastics & tumbling programs 23 Adult soccer fields 24 Preschool programs 24 media, flyers, direct mailing, and program guides to Master Plan, Visionary Projects addresses aging facilities Extreme sports/skate park 25 Golf programs 25 enhance program participation. Develop target markets to make improvements in operational effectiveness Disc golf courses Pickleball programs 26 26 and the overall sustainability of the park and recreation Indoor soccer fields 27 for each amenity and program. This plan may also Lacrosse fields 28 include the addition of a full-time marketing staff member. system. The subtotal for Visionary Projects is Adult baseball fields 29 FIGURE 4: PRIORITY RANKINGS FOR FACILITIES $130,000,000. Example projects include: adding new Rugby fields 30 AND PROGRAMS • Establish Key Performance Indicators (KPIs) for amenities and facilities, expanding the trail system, Cricket fields 31 programs and marketing through customer surveys acquiring park land, etc. and increase use of amenities and programs.
8 9 MEMPHIS, TENNESSEE DIVISION OF PARKS AND NEIGHBORHOODS MASTER PLAN FUNDING AND REVENUE STRATEGIES PARTNERSHIPS
Based on the sources available, and potentially available, The City of Memphis supports the 10-Minute Walk the following funding sources are recommended as campaign created and sponsored by the Trust for Public proactive solutions that may work well for the Department: Land, National Recreation and Park Association, and • Transient Occupancy Tax (TOT). Used to support visitor Urban Land Institute. As mentioned earlier, only 45.8% events and attractions. The tax is Usually 1-3% and is of Memphians are within a 10-minute walk of a park. managed by county government, not city government In order to close this gap by 2050 (the target date of TOT is a tax collected from guests that occupy or have the 10-Minute Walk movement), partnerships to create a right to occupy a living space or establishment for 30 and facilitate increased public access will be necessary. days or less. TOT is currently 8% of the rent and must be Increased joint-use agreements with entities such as collected by the operator (i.e., hotel rooms, condo Shelby County Schools can have a large impact on rentals, etc.) per guest at the time of payment. overall walkability and fill high-need areas that currently exist within the park system. • Land Value Captive Taxes. This is a Tax Increment Financing (TIF) process used to take the increased taxes CHICKASAW GARDENS LAKE from private investment and use it for specific projects 1.7.6 ACTION PLAN that will enhance property values (e.g., parks, trails, stadiums, etc.). TIF is a public financing method that is The Action Plan provides a summary of the key action 3 Continue to evolve the network of open space 1.7.10 POLICIES, PROCEDURES, AND used as a subsidy for redevelopment, infrastructure, and items recommended throughout the Master Plan. Items corridors, trails, green space, and active parks that other community-improvement projects. are organized into four major sections: OPERATIONS reinforce the City of Memphis brand. • Local Improvement District. This is a Business • Parks and Facilities • Policies, Practices, 4 Establish consistent and comprehensive maintenance 1 Prepare the organizational structure to meet existing Improvement District (BID) which is developed in a and Operations • Programs and Services and design standards for parks, trails, and facilities and future demand. district’s boundaries as an additional tax (levy) and pays to uphold the quality of user experience and Functionally align the organization to meet for projects within the district. Funds generated • Financial and Budgetary 2 promote financial sustainability. community needs. generally support landscaping, lighting, cleaning of Development sidewalks, trash pickup, and developing and improving The Action Plan is intended to serve as a dynamic 5 Continue to promote and enhance natural resources. 3 Update policies and procedures on an annual basis parks and neighborhoods in downtown areas of the city. document, reviewed on a regular basis by City Council 6 Focus on lifecycle management and Total Cost of Ensure all staff have access to them, and that they create maximum flexibility for staff in the field to do • Real Estate Transfer. A transfer tax on real estate may and Department staff to plan work tasks and support Ownership (TCO) principles. their work in a timely manner. be imposed by state, county, or municipal authorities decision-making in order to carry out the Master Plan. At a minimum, the Action Plan should be a part of regular for the privilege of transferring real property within 4 Develop a stronger and more organized volunteer monthly Board meetings. Typically, a status update/ 1.7.8 PROGRAMS AND SERVICES the jurisdiction. The government is effectively taxing the system that builds advocacy and support for the City progress report is reviewed. Additionally, a quarterly or transfer of a legal deed, certificate, or title from a seller 1 Implement consistent program management of Memphis parks system. semi-annual update should be provided to City Council. to a buyer. The amount of the tax is based on the principles for all programs to ensure equitable This intentional review process allows the Department 5 Promote financial sustainability through facility property value and the property classification. service delivery, quality delivery, and long-term to document accomplishments, notate adjustments, and management practices. ORGANIZATIONAL ALIGNMENT financial sustainability. add Action Items as necessary. 6 Establish partnership policies that outline Beyond programming, infrastructure, and funding 2 Implement a comprehensive program evaluation process. KEY RECOMMENDATIONS responsibilities, measurable outcomes, and recommendations, it is necessary to provide a support 3 Align program offerings with community needs demonstrate equity and fairness. system that will facilitate the Master Plan’s implementation. A further explanation of each recommendation and the and priorities. A functional organizational structure should be created associated requirements (including specific tactics and 7 Integrate and create (as necessary) policies and that ensures intra- and inter-Departmental operations group(s) responsible) can be found in Chapter 7. 4 Enhance marketing and promotion practices. procedures to assist with park land planning. can effectively and efficiently deliver recreation program services and provide needed public recreation amenities 1.7.7 PARKS AND FACILITIES 1.7.9 FINANCIAL AND BUDGETARY and facilities. The proposed organizational structure DEVELOPMENT includes additional staffing positions that will be 1 Ensure the growth of the parks and trails system instrumental in creating the park system vision outlined by keeps pace with the needs of the community, but does 1 Develop a consistent approach to financing the Memphis residents while also facilitating this Master Plan’s not outpace the financial or organizational resources of system. implementation. New recommended positions include: the City of Memphis. 2 Incorporate different funding strategies to finance • Facility Manager • Volunteer Coordinator2 2 Ensure the development of recreation facilities keeps the system. • Development Manager • Parks Operation Administrator pace with the needs of the community, but does not 3 Continue to leverage grants, partnerships, and sweat outpace the financial or organizational resources of the • Marketing Coordinator • Urban Forester equity to improve the park system. City of Memphis.
10 11 MEMPHIS, TENNESSEE DIVISION OF PARKS AND NEIGHBORHOODS MASTER PLAN COMMUNITY PROFILE 2.3 HEALTH OUTCOMES & PHYSICAL ENVIRONMENTAL FACTORS
In addition to demographic characteristics, the Consultant PHYSICAL INACTIVITY 2.1 CITY DEMOGRAPHICS FIGURE 5: DEMOGRAPHIC SUMMARY Team utilized the City Health Dashboard to explore Figure 6 describes the population over the age of 18 A key component of the Master Plan process is 2019 Demographic various health outcomes of Memphis residents. The City reporting no physical activity within each census tract. Memphis Tennessee U.S.A. understanding the demographic climate. This analysis Comparison Health Dashboard collects data from the 500 largest With 31.6% of Memphis residents reporting inactivity, the will help provide a thorough understanding of the Annual Growth Rate US cities in order to provide a comparison. This section City is above the national average (24%), which would 0.05% 0.95% 0.85% on (2010-2019) compares Memphis to the 500-city average in several key demographic makeup of residents within the City, various � indicate worse health outcomes. health/environmental outcomes, as well as national, Projected Annual health outcomes as well as physical environmental factors Growth Rate 0.10% 1.01%2019 Demographic 0.90% FREQUENT PHYSICAL DISTRESS Popula Memphisincluding: Tennessee obesity, frequent U.S.A. mental distress, frequent regional, and local recreational trends. (2019-2034) Comparison physical distress, physical inactivity levels, and access to Frequent physical distress is measured by the number Annual Growth Rate Annual Growth Rate 0.09% 0.93% 0.80% 0.05%healthy foods. 0.95% 0.85% of adults in a given area reporting physical health as ‘not (2010-2019) on (2010-2019) 2.2 DEMOGRAPHIC ANALYSIS � Average Household good’ for more than 14-days in a month’s span. Above 2.51 2.49Projected 2.59 Annual the national average, 16.5% of Memphis residents report Households Size The City’s population has not increased dramatically over Growth Rate 0.10%2.3.1 CITY 1.01% OF MEMPHIS 0.90% STATISTICS Ages 0-17 24% 22%Popula 22% frequent physical distress, which is slightly higher than
the last 10 years; however, the population has diversified on (2019-2034) � Ages 18-34 26% 22% 23% the national average of the 500 largest US cities (12.3%). Annual Growth Rate The following statistics are attributed to the City of and is projected to continue diversifying over the next 15 Ages 35-54 24% 26% 25% 0.09% 0.93% 0.80% years. There is an aging trend projected to occur over the Ages 55-74 20% 24%(2010-2019) 23% Memphis as they relate to important health outcomes. Distribu next 15 years and approximately 31% of the population is SegmentAge Ages 75+ 5% 7% Average7% Household 2.51OBESITY 2.49 2.59 projected to be over 55 years old, up from 21% in 2010; White Alone 26.9% 75.7%Households Size 69.6% on Black Alone 64.6% 16.9% 12.9% Widespread obesity in the US is a well-known contributor however, the population under 18 years old represents 24% � Ages 0-17 24% 22% 22% American Indian 0.2% 0.4%on 1.0% to poor health outcomes. According to the City Health and is projected decrease slightly to 22% over the next 15 � Ages 18-34 26% 22% 23% Asian 1.8% 1.9%Ages 5.8% 35-54 24%Dashboard, 26% 40.5% of Memphis 25% residents years, down from 26% in 2010. Additionally, income levels Pacific Islander 0.0% 0.1% 0.2% reported being obese, which is are below both the state and national averages for per Ages 55-74 20% 24% 23%
Some other Race 4.7% 2.8%Distribu 7.0% Race Distribu Race Age SegmentAge significantly higher than the national capita income and median household income, respectively. Two or More Races 1.8% 2.3%Ages 3.5% 75+ 5% 7% 7% White Alone 26.9%average (29.2%). 75.7% 69.6% no no Hispanic / La�no � Figure 5 presents the most recent demographic on on 7.6% 5.8%Black 18.6% Alone 64.6% 16.9% 12.9% �
� Origin (any race) information available at the time of this report’s American Indian 0.2%FREQUENT 0.4% MENTAL DISTRESS 1.0% development. The City’s demographic information is also Asian 1.8%Frequent mental 1.9% distress 5.8% is measured
Popula All Others 92.4% 94.2% 81.4%
compared to the state and U.S. demographic trends to Hispanic/La Pacific Islander 0.0%by the number 0.1% of adults 0.2% in a given area provide context. A full demographic comparisonSignificantly canhigher be Some other Race 4.7%reporting mental 2.8% health 7.0%as ‘not good’ cs Per Capita Distribu Race than the State average � $24,033 $28,896 $33,028 found in the Appendix. The highlighted cells represent key Income Two or More Races 1.8%for more than 2.3% 14-days in 3.5% the last 30-days. takeaways from the comparison between Memphis and Slightly higher than the national average, no no Hispanic / La�no � Income Income
Significantly lower Median Household on 7.6% 5.8% 18.6% the State population. $40,845 $52,311 $60,548 15.9% of Memphis residents claimed � Origin (any race)
than the State average Characteris Income frequent mental distress as opposed to the national average of 12.8%. 2.2.1 DEMOGRAPHIC IMPLICATIONS Popula All Others 92.4% 94.2% 81.4% Hispanic/La Significantly higher While it is important not to generalize recreation needs cs Per Capita than the State average � $24,033 $28,896 $33,028 and priorities based solely on demographics, the analysis Income suggests some potential implications for the City:
Significantly lower Income Median Household FIRST, with the population expecting minimal growth $40,845 $52,311 $60,548 than the State average Characteris Income for the foreseeable future, this suggests an opportunity for the City to focus on the upkeep and improvement of existing amenities and facilities before considering THIRD, the City’s below average income characteristics building new facility spaces. suggest limited disposable income. The Division of Parks and Neighborhoods will need to be mindful of this when FIGURE 6: PHYSICAL INACTIVITY BY SECOND, the City’s slight aging trend may indicate the pricing programs, services, and events. CENSUS TRACT need to provide more programs and services for the 55+ population. Such a focus could also potentially attract FINALLY, the City should ensure growing minority races baby boomers to retire in Memphis. However, it will also are being reflected in marketing and communications be important to continue providing services for the 74% of outreach, program participation figures, and response residents who are currently under 55 years old. rates when surveying the community.
12 13 MEMPHIS, TENNESSEE DIVISION OF PARKS AND NEIGHBORHOODS MASTER PLAN 2.3.2 PARK ACCESS Figures 10 and 11 show various recreation activities listed in descending order, from highest to lowest MPI score for general sports and fitness activities. High index numbers (100+) are significant because they demonstrate that there is a The City Health Dashboard assesses park access by greater potential that residents will actively participate in offerings provided by the City of Memphis. measuring how much of the population is within a 10-minute walk of greenspace. Forty-five percent (45.2%) of Memphis 2.4.1 GENERAL SPORTS MARKET POTENTIAL residents are within a 10-minute walk of a greenspace. This is well below the national average population for park The general sports MPI chart reveals that overall Memphis’ residents are most likely to participate when it comes to access (60.6%) among the 500 largest cities in the US. Basketball (118 MPI), Football (112 MPI), and Baseball (103 MPI) when compared to the national average. ParkServe utilizes this data to indicate areas with park need (Figure 8). This statistic translates into approximately 352,000 residents that are outside of the 10-minute General Sports MPI FIGURE 10: MEMPHIS walk benchmark. FIGURE 7: PARK ACCESS GENERAL SPORTS MARKET Memphis Na�onal Average POTENTIAL
140 2.3.3 WALKABILITY 118 120 112 103 The City Health Dashboard 101 100 provides a walkability measure 90 90 87 for the City of Memphis based 80 71 on Walk Score, which is tied to pedestrian access to amenities. 60 Overall, Memphis’ walkability MPI Scores MPI score of 36.8 is below the 40 national average for the 500 20 largest US cities (44.5). 0 As depicted by the darker shading Basketball Football Baseball So�ball Tennis Soccer Volleyball Golf in Figure 9, the outer edges of the City, especially the southwest FIGURE 8: PARKSERVE ANALYSIS border, have the least access to neighborhood amenities 2.4.2 FITNESS MARKET POTENTIAL that lead to better health outcomes. When analyzing Figure 11, Aerobics (98 MPI), Zumba (98 MPI), and Pilates (89 MPI) scored the highest amongst all 2.4 LOCAL RECREATION TRENDS fitness activities. While Swimming (75 MPI), Walking for Exercise (80 MPI), and Weight Lifting (80 MPI) rounded out the least participated in activities, all significantly below the national average. To support the summary and opportunity reflected in the demographics, it is important to examine the Fitness MPI FIGURE 11: MEMPHIS community’s market potential index. The following FITNESS MARKET charts show sport and leisure market potential data Memphis Na�onal Average POTENTIAL for the Memphis population, as provided by ESRI. A 120 Market Potential Index (MPI) measures the probable demand for a product or service within Memphis. The 98 98 100 89 88 MPI shows the likelihood that an adult resident of the 84 80 80 City will participate in certain activities when compared 80 75 to the U.S. national average. The national average is 100; therefore, numbers below 100 would represent lower 60 than average participation rates, and numbers above 100 40 would represent higher than average participation rates. Scores MPI The service area is compared to the national average 20 in four (4) categories – general sports, fitness, outdoor activity, and commercial recreation. A full trend 0 analysis can be found in the Demographic and Aerobics Zumba Pilates Jogging/ Yoga Weight Walking for Swimming Trends Technical Report. FIGURE 9: MEMPHIS WALKABILITY RATINGS Running Li�ing Exercise
14 15 MEMPHIS, TENNESSEE DIVISION OF PARKS AND NEIGHBORHOODS MASTER PLAN LESTER COMMUNITY CENTER
HARAHAN BRIDGE (MARTYRS PARK)
3.2.1 EXISTING CORE PROGRAM AREAS WHERE ARE WE TODAY? CORE PROGRAM AREAS In consultation with Memphis, Adap�ve 3.1 BASELINE UNDERSTANDING Adults 55+ the following Core Program Areas A�er School/Camps In order to understand the context in which this planning • The program area has been provided for a long period are currently offered at various Aqua�cs effort is taking place, the Consultant Team performed of time (over 4-5 years) and/or is expected Arts & Culture several different analyses to create a comprehensive the community. facilities throughout the community. picture. The specific processes included: Athle�cs • The program area consumes a relatively large portion These core programs are not offered • Analyzing current program and service delivery (5% or more) of the agency’s overall budget. Health, Fitness & Wellness
• Reviewing current system infrastructure • The program area is offered 3-4 seasons per year. at every location. Special Events
• Benchmarking (or comparing) the Memphis parks • The program area has wide demographic appeal. FIGURE 12: MEMPHIS CORE system to comparable communities PROGRAM AREAS • There is a tiered level of skill development available • Reviewing the financial context within the program area’s offerings. ADAPTIVE ADULTS 55+ Adaptive recreation programs are for individuals Adult 55+ programming promotes health, wellness, • There is full-time staff responsible for the program area. 3.2 PROGRAMS AND SERVICES experiencing disabilities to provide culturally fun, stimulation, access, education and connections • There are facilities designed specifically to support appropriate, educational, and quality of life to vital services with the objective of bringing To help achieve the mission, it is important to identify the program area. opportunities. about measurable improvements in physical, social, Core Program Areas based on current and future needs spiritual, emotional, mental, and economic well-being • The agency controls a significant percentage • Intellectual Stimulation/Cognitive Skill Development to create a sense of focus around specific program (20% or more) of the local market. within the senior community. areas of greatest importance to the community. Public • Arts • Exercise/Fitness recreation is challenged by the premise of being all • Athletics things to all people. The philosophy of the Core Program • Educational Area is to help staff, policy makers, and the public focus • Summer Camp • Arts on what is most important. Program areas are considered • Special Events Core if they meet most of the following categories: • Music
16 17 MEMPHIS, TENNESSEE DIVISION OF PARKS AND NEIGHBORHOODS MASTER PLAN 3.2.2 PROGRAM STRATEGY ANALYSIS
AGE SEGMENT ANALYSIS Figure 13 depicts each Core Program Area’s most prominent age segments served. Recognizing that many Core Program Areas serve multiple age segments, Primary (noted with a ‘P’) and Secondary (noted with an ‘S’) markets are identified. AFTER SCHOOL & CAMPS ATHLETICS After School and Camp programs provide increased Athletic Programs shall encourage sportsmanship and Preschool (5 and Elementary (6- All Ages development, socialization skills, and educational equal opportunity for all players to participate in youth Core Program Area Teens (13-17) Adult (18+) Senior (55+) opportunities that engage students in a safe environment and adult recreational pleasure. League play is defined Under) 12) Programs for study, homework assistance, individual tutoring, and by location of play and day of the week. Divisions include Athle�cs S P P P S P educational game play that helps increase literacy and men, women and coed that could be played as an Open Adults 55+ S S S S P S academic performance through measurable, league (members may not be in the same association) Aqua�cs S P P P S S evidence-based – and most importantly – fun and Recreational league (players play for recreation and A�er School/Camps S P P S S S Adap�ve S S S P P S programming. In addition, some programs are exercise). Arts & Culture S P P P P P designed to increase neighborhood park activation. • Youth Basketball • Adult Flag Football Health, Fitness, & Wellness S P P P P P • Traditional Summer Camp Special Events S P S S P S • STAR- (Sports Tutoring • Youth Softball • Adult Kickball Arts Reading)- • Specialty Summer Camp FIGURE 13: AGE SEGMENT ANALYSIS After School program • Youth Flag Football • Adult Basketball • Teen Camp PROGRAM LIFECYCLE • Youth Soccer • Adult Volleyball • Play Your Park A Program Lifecycle Analysis involves reviewing each program offered by Memphis to determine the stage of growth or • Spring Break Camp • Field Trips • Junior Golf • Adult Golf decline for each. This provides a way of informing strategic decisions about the overall mix of programs managed by the • Fall Break Camp agency to ensure that an appropriate number of programs are “fresh” and that relatively few programs, if any, need to be • Meals & Nutrition • Adult Softball • Sports Clinics discontinued. This analysis is based on staff members’ knowledge of their program areas. Percentages were obtained by • Adult Baseball • Golf Tournaments comparing the number of programs in each individual stage with the total number of programs listed by staff members AQUATICS (Figure 14). Aquatic Programs provide opportunities for all ages to participate in swim activities such as swim lessons, leisure HEALTH, FITNESS, & WELLNESS Health, Fitness, & Wellness programs provide positive pool time, and water aerobics. Actual Program Recommended impact for the community by providing opportunities to Lifecycle Stage Description • Free Swim Time Distribution Distribution • Water Fitness improve physical, mental, spiritual, and overall well-being • Youth Swim Lessons for all ages. • World’s Largest Introduction New program; modest participation 8% • Adult Swim Lessons Swim Lesson • Yoga • Line Dancing Take-Off Rapid participation growth 19% 92% 50-60% total • Swim Camp • Lifeguard Training • Zumba • Badminton Growth Moderate, but consistent population growth 66% Mature Slow participation growth 8% 8% 40% total • Tai Chi • Pickleball Saturation Minimal to no participation growth; extreme competition 0% ART & CULTURE 0% 0-10% total • Karate • Racquetball Decline Decline participation 0% Arts & Culture programs benefit artistic development • Aerobics through various mediums such as arts, crafts, painting, FIGURE 14: PROGRAM LIFECYCLE DISTRIBUTION ceramics, theater, dance and poetry, encouraging “First Stage” programming (combining Introduction, Take-Off, and Growth) equals 92% of the total programs. It is useful to have a higher connection, inclusion, and accessibility. SPECIAL EVENTS percentage in the Introduction and Take-Off stage to ensure innovation in programming. Eventually, these programs will move through other stages of the lifecycle. • Arts & Crafts Special Events promote community pride and social • Gardening cohesion by expanding awareness of various traditions, Mature programs are healthy to maintain, usually these programs are your organization staples and what the community knows the • Dance • Special Events cultural perspectives and societal issues. Department for. Finding your program niche is important when working toward increasing loyal customers.
• Martin Luther King • Cinco De Mayo Rapid movement of programs through the lifecycle stage could indicate that program content is changed too frequently, the quality does Days of Service not meet expectations of participants, or there is not as much of a demand for the program. Stage length (time period) will be dictated • STAR Chef Competition by participation trends. • Oratorical Competition As programs enter into Decline stage, staff member should closely review and evaluate for repositioning or elimination. Programs can be • Easter Egg Extravaganza modified or replaced with a new option based on community needs and trends.
Staff should complete a Program Lifecycle Analysis on an annual basis to ensure that the percentage distribution closely aligns with desired performance. While evaluating lifecycles, staff should also review participant growth, customer retention, and percentage of new program that are aligned with community trends.
18 19 MEMPHIS, TENNESSEE DIVISION OF PARKS AND NEIGHBORHOODS MASTER PLAN PROGRAM CLASSIFICATION Conducting a classification of services exercise informs Memphis uses three classifications: Essential Services, As Memphis continues to evolve to Given the broad range of cost recovery goals how each program serves the overall organization mission, Important Services, and Value-Added Services. Programs better meet the community’s needs, (i.e., 0-50% for Essential Services or 50-100% for the goals and objectives of each core program area, and are placed into these classifications depending on Important Services), it would be helpful to further how the program should be funded with regard to tax alignment with organization mission, public perception there could be an added benefit distribute programs internally within sub-ranges of dollars and/or user fees and charges. How a program is of the program, legal mandates, financial sustainability, cost recovery. This will allow for programs to fall classified can help to determine the most appropriate personal benefit, competition in the marketplace, and to managing the services if they within an overall service classification tier while still management, funding, and marketing strategies. access by participants. all were classified according to the demonstrating a difference in expected/desired cost recovery goals based on a greater understanding of the Program classifications are based on the degree to which Figure 15 on the next page describes each of the three Cost Recovery Model for Sustainable program’s goals. the program provides a public benefit versus a private program classifications. benefit. Public benefit can be described as everyone Services. (Figure 16) receiving the same level of benefit with equal access, whereas private benefit can be described as the user receiving exclusive benefit.
FIGURE 15: PROGRAM CLASSIFICATION CATEGORIES FIGURE 16: COST RECOVERY MODEL FOR SUSTAINABLE SERVICES
MEMPHIS MAY PROVIDE; WITH ADDITIONAL RESOURCES, IT ADDS VALUE VALUE Individual Benefit: exclusive benefit TO COMMUNITY, IT SUPPORTS CORE & IMPORTANT SERVICES, IT IS SUPPORTED ADDED received by individuals and not the BY COMMUNITY, IT GENERATES INCOME, HAS AN INDIVIDUAL BENEFIT, CAN BE 100+% general public; individual pays at least SERVICES 80% of the cost of service SUPPORTED BY USER FEES, IT ENHANCES COMMUNITY, AND REQUIRES LITTLE
TO NO SUBSIDY. Considerable Individual Benefit: nearly all benefit received by individuals, benefit to 70-100% community in a narrow sense
MEMPHIS SHOULD PROVIDE; IF IT EXPANDS & ENHANCES CORE SERVICES, Balanced Community & Individual Benefit: benefits accrued to both individual and general public interests, IMPORTANT IS BROADLY SUPPORTED & USED, HAS CONDITIONAL PUBLIC SUPPORT, THERE 50-70% but to a significant individual advantage SERVICES IS A ECONOMIC / SOCIAL / ENVIRONMENTAL OUTCOME TO THE COMMUNITY, HAS COMMUNITY IMPORTANCE, AND NEEDS MODERATE SUBSIDY. Considerable Community Benefit: Recreation services benefits 20-50% accrued to both the general public and individual interests, but to a significant community advantage.
Community Benefit: Recreation services to be accessible and of benefit to all, MEMPHIS MUST PROVIDE; IF IT PROTECTS ASSETS & INFRASTRUCTURE, supported wholly or significantly by tax dollars. ESSENTIAL IS EXPECTED AND SUPPORTED, IS A SOUND INVESTMENT OF PUBLIC FUNDS, 0+% SERVICES IS A BROAD PUBLIC BENEFIT, THERE IS A NEGATIVE IMPACT IF NOT PROVIDED, IS PART OF THE MISSION, AND NEEDS HIGH TO COMPLETE SUBSIDY. Cost Recovery Model for Sustainable Services
20 21 MEMPHIS, TENNESSEE DIVISION OF PARKS AND NEIGHBORHOODS MASTER PLAN ssen�al Im ortant alue dded With assistance from staff, a classification of programs and services was conducted for all of the recreation programs offered � bymula Memphis�on ogni (Figure� 17).ve Currently, evelopment 21% of total thle programs�cs are considered Essential, rts 33% are considered Important and 46% ummer are Value-Added. amp riday- ance enior lympics