2013 Strategic Plan Review, Progress and Activity Analysis Provo Parks and Recreation November 20, 2019

Community Value 1: Community Mandates Maintain and enhance parks, trails, and recreational facilities to promote community interaction, healthy lifestyles, and safety.

Description Status

Develop Downtown Provo as an urban 2014- Linear park at Center St; established linear park through the creation of a budge series of interconnected pocket parks 2018 acquisition of 300 S. Plaza property Strategy that encourages a more walkable 2016- Worked with the Church of Jesus Christ community. of Latter-day Saints on street dedication and private park development Maintain and enhance the quality of 2018 Maintenance operations staff changes current park sites, facilities, and James Cornaby, Superintendent; Matt Strategy amenities of the Provo City Parks and Brimhall, Cemetery Operations Supervisor. Recreation system Conduct a cost-of-service study for Ongoing- Intended as component of Provo park-maintenance operations, and 360 software development implement improvements as needed. Enhance urban-forestry and 2019- New Arboriculture staff and operations Action beautification services. under Colt Nuccitelli (ISA Certified Arborist) 2019- Developed plan for ongoing maintenance funding for newly developed park sites Develop facilities with equitable access 2016- New Franklin Park and 2019- Spring by residents throughout the city and Creek park designed to meet ADA that reflect the ability to serve a diverse accessibility compliance standards. Strategy public, as well as meeting all ADA- 2018- Trail redesign with compliance requirements and other improved access points and safety special needs. enhancements Renovate all parks and recreation 2017 Completed 2 restrooms to ADA standard facilities that are not ADA-accessible. 2017 Constructed Franklin neighborhood park Create new parks in areas currently 2019 Constructed Spring Creek Park underserved in order to eliminate 2019 ADA Audit performed inequities over the next 20 years. 2019-2020- Unlimited Play Center Action Demonstrate visually the level of equity Construction for access to all ability levels and by park and facility types with GIS users mapping.

Connect parks through trails and

sidewalks, especially in Downtown Provo. Upgrade parks, trails, and recreational Ongoing facilities to resolve management 2014- Introduction of reservation app to challenges and to meet the needs of improve Recreation Center user experience current users. 2018- Introduced triple play pass to increase amenities to all users of the Provo Recreation Strategy Center members 2018- QuickScores scheduling software for all youth and adult sports participants 2019- lobby redesign for increases security Establish a lifecycle maintenance- Currently initiated improvement plan for parks and The Recreation Center, Peaks Ice Arena and Action recreation facilities from the inventory Golf Course all have Capital Improvement assessment completed as part of the Projects (CIP) funding to support building master plan. lifecycle maintenance Pursue renovations and new 2015 RAP tax CIP improvements for parks, trails, and 2019-2020 Unlimited Play Center recreational facilities in areas of 2018- Fieldhouse Fitness amenities and greatest growth and unmet needs. programming Strategy 2016- Slate Canyon bike course 2019- Driving range capacity increases 2019- Pickle ball addition to Sherwood Hillside Park Evaluate the level of productivity of Ongoing- Intended as component of Provo each park and recreation facility based 360 on cost per-acre to maintain, capacity Program evaluations on each activity of use, and cost-per-experience in Benchmarking studies with other area each facility. communities Create an updated master plan for West Park currently under review to better each underperforming park that is meet the needs of the surrounding customized to the neighborhood or neighborhood community area it serves and also Neighborhood Committee design created for reflects design principles consistent Sherwood Hillside Park with park type. Develop a system of dog parks and off- Completed the installation of Dog Park at leash areas in Provo. Consider Bicentennial Park 2015 Action partnering with the Police Department to meet K-9 unit training needs. Develop policies for the acquisition and 2018-2019- Worked through the divestiture of divestiture of park and conservation golf course property together with City lands. Council. 2019- Established Conservation Easement at Rock Canyon Trailhead. 2019- Timp-Kiwanis park sale to local school district, created a 100-acre sports park complex opportunity

Renovate, expand, and possibly Completed several improvements including relocate the Shooting Sports Park. side walls at firing line shelters. No plans or projections to relocate the facility at this time. Establish a system-wide community 2016- Three community gardens were initiated garden program. in partnership with Community Action Services and Food Bank. Conduct a feasibility study for the 2019- Economic impact study performed by development of a regional sports Visitors and Convention Bureau; complex. 2019- Land acquired for regional sports complex

Conduct a feasibility study for the 2019 and ongoing- Provo River Corridor Plan development of a whitewater trail initiated with Community Development Dept. utilizing the Provo River. Conduct a Plans to initiate whitewater trail study with feasibility study for the relocation of the RTCA program East Bay Golf Course. 2019- Golf course study funded and initiated with Phelps/Atkinson Design

Conduct a feasibility study to evaluate 2019- City Center redesign initiated which an expansion of facilities at the Covey integrates CCA operations in the plan. Center for the Arts. Conduct a feasibility study for the 2017- Provo Beach Park feasibility study development of a beach park on Utah together with Utah State Parks and other Lake. partnering agencies.

Conduct a feasibility study for the Ongoing- Coordinating on potential Via development of an adventure sports Ferratta course in Provo Canyon. park. Conduct a feasibility study for the 2019- Multi-use Regional Sports Park complex development of a botanical garden and initiated; Botanical (Arboretum) planned as outdoor concert facility. part of Stutz Park. Strategy Maintain the importance and value of parks and recreation as a City-provided service by organizing events, festivals, and programs that build the community. Enhance or develop special events that Ongoing significant support services for bring the community together, create Provo’s Freedom Festival, Pride event, Action traditions, and build a sense of pride in enhanced WinterFest and Lights-On Provo. celebration, movies in the park, and many other annual events.

Community Value 2: Standards Update and utilize standards for the acquisition, development, design, operations, and maintenance of parks, trails, and recreational facilities.

Description Action/Status Utilize consistent design standards in Project Manager has used consistent design the development of park and standards Strategy recreational-facility landscaping, RFPs communicates standards for park amenities, signage, and infrastructure. design Continue to update design standards to 2019- Developed a new more contemporary meet the ever-changing needs of family restroom design at Spring Creek Park residents and the development that will be used at other facilities as they community. redevelop. Lighting plans for the Provo River Trail Action Utilize Crime Prevention Through enhancement and vegetation management on Environmental Design techniques to University Greenway project follow CEPTED prevent crime, enhance vision, and standards; Ongoing emphasis in CEPTED increase safety while maintaining training and integration in design and aesthetic elements of landscapes. management. Utilize best practices that match Continuing to future strategic plan. Strategy maintenance standards to sites and facilities. Upon completion of the cost-of-service Ongoing and intended as part of the Provo study for parks maintenance, develop a 360 Software development program. Action work-order management system to track accountability for work against established standards. Better utilization of the Activity Guide to Enhance communications in marketing communicate and promote Department and promoting City parks, trails, and facilities and programs; Articles published on recreational facilities in order to Mayor’s Blog that feature current activity and Strategy improve community awareness of opportunities. programs, services, and facilities, as 2019- Weekly PIO meeting with city staff and well as to diversify the use of amenities recreation staff members and expand public-feedback 2014-ongoing- Expanding social media opportunities. presence and staffing Develop and implement a formal New public information officer coordination communications and marketing plan, with Mayor’s office; social media presence in Action including utilization of social media and many Department operation by operations networking. managers. Recreation Center renewal program and approval to secure a portion of revenues for ongoing enhancement and regeneration of the facility, continued to future strategic plan. 2013- Equipment history report created Strategy through maintenance technicians and facility Maintain updated standards for asset- services and amenity-management in order to 2018- Inventory tracking system to better maximize and expand their useful assess maintenance costs lifespan. Establish a lifecycle maintenance- Continued to next Strategic plan. improvement plan for parks and Action recreation facilities from the inventory assessment completed as part of the master plan. 2016 and ongoing- Annual Sustainability and Resource Management Plan and report. This Establish a department environmental- encompasses goals, achievements and tracks sustainability policy that addresses performance over time. Strategy energy and water conservation, Began the use of pool regenerative filters for environmentally-preferable purchasing, water savings and sustainable design and 2017- Updated centralized irrigation system construction of parks and facilities. throughout all parks and grounds Establish an ISO 14001 Environmental Working with the Provo City Sustainability Management System that guides the officer to move toward greater environmental Action ongoing evolution of the Provo City sustainability. Parks and Recreation Department.

Community Value 3: Programs and Services Provide balance and consistency in the delivery of programs and services by meeting the needs of the residents of Provo. Description Activity/Status 140 new weekly Recreation Center fitness classes; Triple Play membership enhancements. 2019- Implementation of the Provo Performance App for those not familiar Strategy Develop and maintain high-quality with fitness programs programs that promote health and Expanded STEM programming for youth, wellness, family participation, athletic continuing education programs for older skills and abilities, personal safety, and adults and mental health programs for new experiences. the community Develop and implement program 2013- Program pricing policy developed standards that apply to core programs and Ongoing- Official clinics, trainings, and services. Train staff members to orientations to improve customer implement the standards. experience 2014- Net Promoter Score (NPS) implemented to Recreation Center program participants Ongoing- Post-program team evaluation of sportsmanship rating system Action 2018- New Field Rental and Coach Communicate program standards to training system with youth sports users, and monitor performance in 2019- Management Standards training activities using post-evaluation. for all supervisors staff Develop program budgets using program Ongoing program analysis in budget standards. preparation. RAP tax contribution to arts programming each year of $150k/year Expanded gallery presentation at the Strengthen arts and cultural programming. Provo Covey Center of the Arts 2018- Split largest events in two Engage residents in programs that build sessions to accommodate more Strategy community and reflect its values, participants especially in connection with special Provide logistical support to all events. community-wide events 2019- Work with City Center planning committee to keep city-wide events in downtown Provo Design parks to adequately support 2020- Plans to utilize Regional Sports special events. Park for special event programming. Action 2019- Enhancements made to Pioneer Park for hosting Christmas Plaza Update existing parks where special 2019- Move Pioneer Day event to events are typically held in order to Kiwanis Park to reduce risk of pedestrian improve amenities and safety. and auto accidents 2018- Added lighting to the Provo Skate Park Host more special events targeted to a Ongoing- city-wide audience versus a neighborhood audience. Seek special-event sponsors to contribute to the recovery of operating costs associated with special events. Continue to monitor and evaluate Participant surveys are sent at the end of services, events, and programs that may each activity to assess needs be provided to the public and that are All public/private programs are evaluated Strategy either complementary to or competitive for market competition with the programs and services of Provo City. Conduct a comprehensive assessment to Pre and post tracking reporting is done determine the lifecycles of current to assess program sustainability programs, services, and events, Provide ongoing channels for feedback Conduct annual surveys of residents to from users (social media, feedback Action determine new programming interests. forms, etc.) Use a monthly meeting where staff from Conduct annual workshops with staff all areas of the department ideate on members to develop and implement new feedback from residents to implement programs. into programs Provide access to high-quality programs, 2018- Elder Quest educational services, and partnerships/sponsorships programming for older adults Strategy that meet the specialized needs of the 2019- Utah County Racquetball ladder community's residents. league 2014-ongoing- Provide reasonable accommodations, inclusion and special Establish the level of need for recreation recreation programs for residents with services among residents with disabilities. disabilities Develop a "People with Disabilities" 2014-ongoing- Sent out in conjunction survey to assess the size of the market with partnering organizations that serve and the recreation needs of disabled individuals with disabilities in the youth and adults. community. 2019- Met with Ability First to discuss job Action training and opportunities, and Meet with disability-services providers in programming the City to identify the Department's 2016- East Bay post high partnering for appropriate roles and responsibilities. on-site job shadowing 2014-ongoing- Internal revenues generated to remove cost barriers for Establish an appropriate mechanism of special recreation programming 2019- funding that meets the existing and future Diversified in-department training for needs of residents with disabilities. grant-writing opportunities

Community Value 4: Business Practices Manage parks, trails, recreational facilities, and programs that support the financial goals and policies of Provo City. Description Action/Status Ongoing- 150% cost-recovery for programs Update the Department's fee philosophy and 2013- Revenue positive Provo Strategy pricing plan to reflect total costs of service, levels of Recreation Center service, cost-recovery goals, characteristics of the 2019- Triple Play allows for Golf users, and a sustainable approach to managing Course and Peaks Ice Arena to programs and facilities. break even Conduct a cost-of-service workshop with the Provo Fee schedule submitted, City Parks and Recreation Board, Municipal discussed and approved by City Council, and Mayor's Office on the pricing of Council annually for different recreation services. programs and services Ongoing-based on feedback and Create and implement an updated pricing policy approval from annual fee based on the outcomes of the workshop. dschedule Action Ongoing-price breakdown is available and communicated to residents through Activity guide Share cost-of-service data with users of the system and other social media to inform their understanding and appreciation of channels; programs designed to the investment the City is making in the park and- work towards self-sufficiency recreation system. utilizing pricing policy Ongoing-Recreation facilities operate within business practices to allow for flexibility to cover and subsidize costs of Strategy non-revenue programs like Maintain an appropriate balance of affordability and senior programs, special entrepreneurship in the programs and services of recreation programs, swim the Department. lessons, etc. On-going; pricing philosophy allowed to differ between programs based on need Action 2016—increased pricing in Identify each program or service as core, important, concessions based on updated or value-added, and determine cost-recovery goals cost-recovery goals for each based on the classification scheme. 2019- updated child watch goals 2014-introduction of reservation software to replace 40K monthly interactions with recreation Strategy center guests Maximize the capability of new and existing 2018-online scheduling and technology to enhance business effectiveness realtime updates provided on within the Department quickscores 2019-expanded card access controls to all recreation center facilities Ongoing-Provo360 Implement a work-order management system to Ongoing—outcome of Provo360 increase accountability. project Ongoing—social media intern team dedicated to program and Action service awareness on facebook, Instagram, and other social Establish and utilize social networking to enhance media outlets; building public awareness of programs and services, and to schedules, daily access etc increase participation in them. communicated in real time 2013—utilization of sponsorship opportunities to eliminate ongoing expanses—cable TV partnership at recreation facilities 2013—naming rights sold to various parts of recreation Strategy facilities to offset future capital needs Ongoing—donors identified and utilized for various sports Establish alternative funding policies and programs, community programs, procedures that offset capital and operating and special events expenses. 2018—introduct Triple Play Evaluate and prioritize the funding alternatives program to incentivize citizens Action identified within the master plan and implement with more amenities and fund over the next 20 years. partnership facilities Seek status as an accredited agency through the Ongoing—estimated 2020 Strategy Commission of Accreditation for Park and completion Recreation Agencies (CAPRA). Actions Conduct a "Pre-Accreditation" Assessment of the 2019-completed Department. Contact similar agencies that are accredited to 2019—contact Wheat Ridge, CO better understand the process and time and Logan, UT commitment required for accreditation. Action Select an Accreditation Project Manager, and 2019—Alicia Christensen arrange for the Project Manager to participate on a selected to lead CAPRA project; CAPRA Visitation Team in order to gain an "insider's perspective" on CAPRA and on the impacts and benefits of undertaking the task of becoming accredited.

Community Value 5: Community Outreach and Partnerships/Sponsorships Maximize resources through mutually-acceptable partnerships/sponsorships that leverage park, trail, and recreation-facility development and program opportunities.

2013—facility partnership with Sundance Ski Resort 2013—partner with City Council’s neighborhood chair program for hosting and promotion of meetings, service opportunities, etc 2017—Memorandum of Strategy Understanding to cooperate with Rock Canyon Alliance for preservation of park Develop partnership/sponsorship policies with 2019—created pricing and public, non-profit, and for profit entities. Include rental policies to support strategies for engaging neighborhoods and different tiers of use at parks community organizations in helping to maintain park and recreation facilities facilities, programs, and services. Ongoing—annual meeting Conduct a partnership/sponsorship workshop with between mayor’s office, city the Provo City Parks and Recreation Board, council, and board members to Municipal Council, and Mayor's Office on the discuss and implement future Action structure and implementation of an initiative. initiatives Create and implement an updated Ongoing—completed and partnership/sponsorship policy based on the improved annually after outcomes of the workshop. meeting 2016—city pavilion rental process automated and moved online 2017—special events permits process updated for all events on city property Strategy 2019—updated field rental agreements with Equity and Diversity Lens 2019—updated use of Review and update terms of agreements with recreation facilities for private existing partners/sponsors who utilize Provo City party use parks and facilities for public or private events. 2019 and ongoing—updated Measure the level of equity for each rental agreements with equity partnership/sponsorship through effective cost-of- and diversity lens service assessment. Action 2019—met with all field rental Meet with existing partners/sponsors to review the groups to discuss pricing and cost of service and level of equity and work towards policy updates a 50/50 ratio. 2019—aligned Peaks and Sport Field Turf rental policies to ensure equitable treatment of rental groups between recreation facility staffs 2019—reconfirmed policy of Ft. Utah with local Rugby teams Move all "relationship-based" and affiliates partnerships/sponsorships to written agreements Ongoing—maintaining and Maintain and monitor services provided by the monitoring; working closely with Department to the community to assure the United Way, Food and Care Strategy Department's focal active role in the network of Coalition, Boys and Girls Club, services and opportunities available to residents, American Red Cross Disaster organizations, and businesses. Relief 2015—Rotary Club appt for department director 2015 and Ongoing— Instructors, Presenters for statebased Recreation organization 2018-President Central Utah Recreation Parks association on staff 2018—assignment Emergency Actively seek appointments of staff members to Operations Committee Action relevant external boards, committees, or groups in 2019—Utah Jr. Jazz Board of the community. Directors 2013—ongoing relationship with Provo Foundation to provide low cost participation options for at-need youth of Provo 2019—grew Utah Jazz partnership to include classes, camps, year round events and Identify future partnerships/sponsorships through promotion external board and committee engagement. 2013—partnership with to share facilities for low-cost programming in swim team, golfing, and various gym-based recreation programming Strategy 2013—ongoing relationship with Provo Foundation 2016—partnership with Pursue and develop a youth-services Sundance Ski Resort for cost- partnership/sponsorship plan with other service accessible programing to ski providers. and snowboard 2016—partnership with Coca Cola to sponsor Field of Dreams 2019—virtual Experience parternship for VR as recreation programing 2019—Utah Roundnet Association to provide spikeball to youth

Establish a youth-partnership strategic plan that Continued to next strategic plan focuses on needs of youth and ways to eliminate duplication of services, then and seek partners in appropriate roles with public, private, not-for-profit, and for-profit entities. 2013—variety of specialized summer sport camps and programs with a focus on continuum of service across different age demographics 2016—partnership with Coca Cola to build Field of Dreams complex on Recreation Facility to offer more year-round 2-5 Action year old programming 2018-Zumbini baby and parent music class Expand youth programs targeted to 2-5 year olds, 2019—special event focus on family programs where parent and child participate spaces and activities designed in programs together; add day camps and specialty for targeted age groups, camps in the summer; make after-school programs specifically for teens and pre more meaningful; increase programs for pre-teen teens and teenagers in cultural activities, club sports, and 2019—STEM, cooking, and life skill programs; and increase get-fit programs for other teen-focused summer all ages. camps Continue and expand the role of the City as a facility Ongoing—accomplished provider for youth sports organizations, but increase through updated facility and the fees these groups pay for their exclusive use of field rental programs City-owned sports fields. Ongoing—Cooperative Use Agreement with Provo School district—allows for cost- effective programs to school swim teams, cross country, Strategy softball, baseball and golf teams and provides facilities for Enhance the level of partnership/sponsorship with recreation basketball, schools in the interest of improved equity and to volleyball, softball, baseball and increase access to recreation. wrestling Ongoing—annual joint meeting between Provo City Council Meet with the school-district superintendent and and Provo School District school principals to focus on maximizing joint school school board; various meetings Action and Parks and Recreation Department use and the between department and level of equity. district staff Update existing school partnerships/sponsorships Continued to next Strategic using written agreements. plan