HomeMy WebLinkAboutAgenda Report - March 2, 2016 C-11TM
CITY OF LODI
COUNCIL COMMUNICATION
AGENDA ITEM
c'I
AGENDA TITLE: Adopt Parks, Recreation and Cultural Services Strategic Action Plan
MEETING DATE: March 2, 2016
PREPARED BY: Parks, Recreation and Cultural Services Director
RECOMMENDED ACTION: Adopt Parks, Recreation and Cultural Services Strategic Action
Plan.
BACKGROUND INFORMATION: Starting in 2014, PROS Consulting, Inc., of Indianapolis collected
data and community input, worked closely with Parks, Recreation
and Cultural Services (PRCS) staff, and provided updates and
solicited feedback from the City Council and Recreation Commission to create a blueprint for the
Department's future.
On February 2, the Recreation Commission voted 5-0 to recommend the City Council adopt the plan. The
2015-2019 Strategic Action Plan provides PRCS guidance for short-term and long-term goals in a
financially sustainable and achievable manner, focused on five key areas in the Implementation Plan:
• Parkland and Facilities
• Recreation Programs
• Operations and Maintenance
• Finance
• Marketing and Communications
Parkland and Facilities strategies include: Grow parks, trails with needs of community, but within PRCS
resources; design for efficiency; have complementary mix of elements at individual park sites;
strategically add indoor facility space while ensuring financial sustainability; and maximize the use of Lodi
Lake to ensure its sustainability and position as a source of pride to the community.
Recreation Programs strategies include: Leverage tech, word of mouth to increase awareness,
participation; build the PRCS brand by greater consistency; celebrate diversity of Lodi community;
become a data -driven agency; build volunteerism as a core program; and evaluate existing core program
areas to ensure relevancy.
Operations and Maintenance strategies include: Develop maintenance standards for all facilities, trails;
improve intra -departmental coordination and communication; develop a school district partnership plan
for use of school property for PRCS needs; explore contract or volunteer maintenance; and build an
organizational culture built on innovation and continuous improvement, creating the "Lodi Way."
Finance strategies include: Reinstitute a capital improvement program; develop a long-term financial
plan and cost of service study; develop specific policies for pricing, partnership, volunteer, and earned
income and establish cost -recovery goals; implement environmental sustainability practices; and update
policy manuals to focus on performance, outcomes.
APPROVED:
Schwabe er
, City ty Manager
Adopt Parks, Recreation and Cultural Services Strategic Action Plan
March 2, 2016
Page 2
Marketing and Communication strategies include: Develop a marketing strategy and distinct brand
identity for PRCS; and focus on developing a strong brand and positive brand equity for PRCS.
Starting on Page 110 (Appendix A) is the Strategic Action Plan Matrix, which identifies the tactics, staff
responsible, desired start date, required resources and performance measures for the various strategies.
In summary, the Strategic Action Plan is a community-based plan that calls for greater accountability,
embraces a "new normal," calls for building a culture of continuous learning and customer service
excellence, and finds that PRCS has turned the corner financially and is poised to serve an increasingly
diverse community.
The Recreation Commission's meetings on January 5 and February 2 provided an opportunity for public
comment on the document. An electronic version has been available on the PRCS website since January
4. No public comments have been received.
FISCAL IMPACT:
Adopting the Plan sets greater expectations for improved financial
performance and accountability from PRCS, which should lead to an
increase in net revenue.
FUNDING AVAILABLE: Not applicable.
JH:tI
Jeff Hood
Parks, RecYeation and Cultural Services Director
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PARKS. RECREATION, AND
CULTURAL SERVICE DEPARTMENT
2015 - 2019
STRATEGIC ACTION PLAN
December 2015
Strategic Action Plan
Acknowledgements
Lodi City Council
Mark Chandler
Doug Kuehne
Bob Johnson
JoAnne Mounce
Alan Nakanishi
Lodi Parks and Recreation Commission
David Akin
Mike Carouba
Mark Hamilton
Larry Long
Breanna Meyer
Jeff Palmquist
Jeff Hood, PRCS Director
Steve Dutra, Parks Superintendent
Michael Reese, Recreation Superintendent
Grant Plath, Recreation Manager
Rachel Sandoval, Recreation Manager
Jennifer Winn, Recreation Manager
Terri Lovell, PRCS Administrative Secretary
Consulting Team
PROS Consulting INC.
Neelay Bhatt - Vice President and Project Manager
Jeff Bransford - Project Consultant
Sarah Durham - Project Consultant
ETC. Leisure Vision Institute
Ron Vine
r•
Parks, Recreation, and Cultural Service Department
Table of Contents
CHAPTER ONE EXECUTIVE SUMMARY 1
1.1 INTRODUCTION 1
1.2 PROJECT PROCESS 1
1.3 VISION / MISSION / VALUES 1
1.4 GOALS 2
1.5 KEY FINDINGS 2
1.6 KEY RECOMMENDATIONS 10
1.7 CONCLUSION 12
CHAPTER TWO COMMUNITY INPUT 13
2.1 KEY LEADERSHIP AND FOCUS GROUP SUMMARY 13
2.2 STATISTICALLY VALID COMMUNITY SURVEY 15
2.3 COMMUNITY ON-LINE SURVEY 19
CHAPTER THREE COMMUNITY PROFILE 38
3.1 DEMOGRAPHIC ANALYSIS 38
3.2 RECREATION TRENDS ANALYSIS 44
3.3 BENCHMARK ANALYSIS 52
CHAPTER FOUR PARKS, FACILITIES, AND PROGRAM NEEDS ANALYSIS 59
4.1 LEVEL OF SERVICE 59
4.2 SERVICE AREA ANALYSIS/EQUITY MAPPING 63
4.3 PRIORITIZED FACILITY AND PROGRAM NEEDS ASSESSMENT 81
CHAPTER FIVE OPERATIONAL AND MAINTENANCE PLAN 84
5.1 OPERATIONAL STAFF ASSESSMENT 84
CHAPTER SIX FINANCIAL PLAN 92
6.1 TOPICS OF IMPORTANCE 92
6.2 FUNDING AND REVENUE STRATEGIES 97
CHAPTER SEVEN IMPLEMENTATION PLAN 106
7.1 VISION STATEMENT 106
7.2 MISSION STATEMENT 106
7.3 VALUES 106
7.4 GOALS 106
7.5 COMMUNITY VISION FOR PARKLAND AND FACILITIES 107
7.6 COMMUNITY VISION FOR RECREATION PROGRAMS 107
7.7 COMMUNITY VISION FOR MAINTENANCE AND OPERATIONS 107
7.8 COMMUNITY VISION FOR FINANCE 108
7.9 COMMUNITY VISION FOR MARKETING AND COMMUNICATIONS 108
CHAPTER EIGHT CONCLUSION 109
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Strategic Action Plan
APPENDIX A STRATEGIC ACTION PLAN MATRIX 110
APPENDIX B STAFF SURVEY RESULTS 135
LEADERSHIP 135
STRATEGIC PLANNING 138
CUSTOMER AND MARKET FOCUS 141
MEASUREMENT, ANALYSIS & KNOWLEDGE MANAGEMENT 143
WORKFORCE FOCUS 146
PROCESS MANAGEMENT 149
CULTURAL RESULTS 151
APPENDIX C CAPRA STANDARDS 155
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Strategic Action Plan
CHAPTER ONE EXECUTIVE SUMMARY
1.1 INTRODUCTION
TBD upon draft report approval
1.2 PROJECT PROCESS
The foundation of the approach to the Parks, Recreation, and Cultural Service Department Strategic Action Plan
was to incorporate an efficient and effective public participation process. It was very important to not only
engage those who are always participating in the planning process but also those who do not. The Consulting
Team worked with the Department to identify opportunities that engage people through a variety of community
input process described below. The outcomes, as outlined in this Strategic Action Plan, provide guidance for
both short-term and long-term goals in a financially sustainable and achievable manner. The process of
developing this Strategic Action Plan followed a logical planning path, as described below:
Vision and
Mission
Community Input
& Statistically -
Valid Survey
Demographic
& Recreation
Trends
Analysis
1.3 VISION / MISSION / VALUES
Parks, Facilities &
Program Needs
Analysis
Operational &
Maintenance
Plan
Financial &
Capital
Improvement
Strategy
Implementation
Plan
1.3.1 VISION STATEMENT
The following vision presents Lodi Parks, Recreation, and Cultural Services Department desire for the future:
"To be the region's leading provider of vibrant spaces and experiences."
1.3.2 MISSION STATEMENT
The following mission statement is how Lodi Parks, Recreation, and Cultural Services Department will implement
their vision:
"To exceed community and staff needs in an innovative and sustainable manner."
1.3.3 VALUES
• Customer Service Excellence
• Innovation / Continuous Improvement
• Inclusion
• Fun / Positive Experiences
• Sustainability (Financial and Environmental)
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Parks, Recreation, and Cultural Service Department
1.4 GOALS
• Incorporating NRPA's 3 Pillars - Health and Wellness, Conservation and Social Equity
• Ensuring Financial Sustainability for the organization
• Telling the PRCS story
• Creating a professional organizational culture
1.5 KEY FINDINGS
1.5.1 COMMUNITY INPUT
STRENGTHS
A large theme of stakeholder input was the PRCS Department staff. Not only did community members praise the
leadership of the department, but they also described staff as responsive, open, experienced and innovative.
Other strengths that became apparent through this process included partnerships and connectivity to businesses,
along with after school programs and park maintenance.
OPPORTUNITIES
Among the numerous suggestions of Park users in the Lodi area, one of the biggest themes was finishing work
that has already been started on the three in -progress parks. The completion of these areas is the community's
biggest current opportunity. Other large themes of these meetings include increased customer service and cross
training among staff members, addition of community -wide aquatic spaces and enhanced recreation to bring east
and west Lodi together.
TOP PRIORITY
High training of staff both professionally, and in the area of customer service was among the top priorities of
community members. Also highly valued areas were again, the mention of a desire to complete current Parks
and Recreation projects, generate enhanced aquatic spaces, as well as exploration of alternate and sustainable
funding sources for the Department.
1.5.2 STATISTICALLY -VALID SURVEY
ETC Institute conducted a Community Interest and Opinion Survey for the PRCS Department during spring of 2015
to help determine parks, recreation, and cultural priorities for the community. The survey was mailed to a
random sample of households in the City of Lodi. An option to complete the survey in Spanish either by phone or
an online PDF was available to residents who had that preference.
A total of 448 households completed the survey by mail, phone, or web. The results for the sample of 448
households have a 95% level of confidence with a precision rate of at least +/- 4.6%.
The major findings are below while the comprehensive survey results can be found in the Appendix.
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Strategic Action Plan
VISITATION OF PARKS AND RECREATION FACILITIES
• Park and facility usage: Eighty-
four percent (84%) of
respondent households
indicated that they have visited
City of Lodi parks over the past
12 months. Of those respondents
who have visited parks, 80%
indicated they had visited
walking, hiking, Ft biking trails.
Other facilities visited include:
Playgrounds (55%),
shelters/picnic areas (47%), and
a dog park area (33%).
• Facilities used the most
frequently: Based on the
percentage of respondents top
three most visited facilities, 56%
indicated that they use walking, hiking,
Q1. If Respondent Households Have Visited Any
of the Lodi Parks Over the Past 12 Months
by percentage of respondents
Source Lenore \'iitat ETC tnsnnue for the Ctnv of Loch PROS
Ft biking trails the most often. Other most visited
include: Playgrounds (39%), shelters/picnic areas (25%), dog park area (20%), and
• Most visited facilities: Based on the percentage of respondents who visited the facility 1 or more times
over the past year (excluding those who indicated don't know), 87% indicated they visited Lodi Lake
Park. Other most visited facilities with similar visitation levels include: Hutchins Street Square (64%),
Sales Park (42%), and American Legion Park (34%).
• Rating of facilities: Based on the percentage of respondents who use facilities, 57% rated the overall
quality as good. Other ratings include: Fair (22%), excellent (18%), and poor (3%).
facilities
soccer fields (14%).
PROGRAM PARTICIPATION
• Current participation: Thirty-four percent (34%) of respondents indicated that they had participated in
recreation or cultural programs over the past 12 months. Of the 34% that participated, 48% participated
in 2 to 3 programs or activities over the past 12 months. Other levels of participation include: 1 program
or activity (29%), 4 to 6 programs or activities (17%), 7 to 10 programs or activities (5%), and 11 or more
programs or activities (1%).
• Reasons for participation: Fifty-five percent (55%) of respondent households have participated in
programs or activities because of the location of the program facility. Other reasons include: Friends
participate in the program (35%), quality of instructors and coaches (31%), quality of program facility
(29%), times program is offered (29%) fees charged for class (24%), and dates program is offered (21%).
• Rating of programs and activities: Based on the percentage of respondents who have participated in
programs or activities over the past 12 months, 64% indicated the overall quality as good. Other ratings
include: Excellent (25%), fair (9%), and poor (2%).
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Parks, Recreation, and Cultural Service Department
WAYS RESIDENTS LEARN ABOUT PROGRAMS AND ACTIVITIES
• Forty-four percent (44%) of respondents indicated that they learn about programs or activities from
friends and neighbors. Other ways include: Newspaper (40%), PRCS Community Activity Guide (34%), and
school fliers and newsletters (20%).
FACILITY NEEDS
• Need for facilities: Seventy-seven percent (77%) or 16,926 households indicated a need for walking and
biking trails. Other most needed facilities include: Nature trails (72% or 15,844 households), lake area
(71% or 15,689 households), small neighborhood parks (66% or 14,650 households), and large community
parks (63% or 14,009 households).
• Most important facilities: Based on the sum of respondents top four choices, 48% indicated that walking
& biking trails was the most important facility to their household. Other most important facilities include:
Small neighborhood parks (35%), nature trails (34%), and lake area (32%).
PROGRAMMING NEEDS
• Need for programs: Forty-six percent (46%) or 10,253 households indicated a need for community special
events/cultural festivals. Other most needed programs include: Adult fitness and wellness programs (43%
or 9,413 households), volunteer opportunities (32% or 7,093 households), and youth sports programs (32%
or 7,005 households).
• Most important programs: Based on the sum of respondents top four choices, 28% indicated that the
most important program to their household was community special events/cultural festivals. Other most
important programs include: Adult fitness & wellness programs (25%) and youth sports programs (20%).
• Current participation: Based on the percentage of respondents top four choices, 19% indicated that they
participate in community special events/cultural festivals the most often. Other programs most
participated in include: Youth sports programs (16%), adult fitness & wellness programs (9%), and
volunteer opportunities (8%).
REASONS PREVENTING USE OF PRCS PROGRAMS/ FACILITIES MORE OFTEN
• Thirty-one percent (31%) of respondent households indicated that they were prevented from using the
City of Lodi Parks, Recreation, Cultural Facilities or Programs More Often because they are too busy.
Other reasons include: I do not know what is being offered (28%), fees are too high (23%), and program
or facility is not offered (21%).
IMPORTANCE OF ACTIONS THE CITY OF LODI CAN TAKE
• Importance of actions: Based on the percentage of respondents who indicated "very important" or
"somewhat important," 83% indicated it was important for the City to upgrade Lake Lodi facilities &
amenities. Other most important actions include: Build additional waking & biking trails & connect
existing trails (82%), upgrade existing neighborhood parks (80%), and upgrade existing walking & biking
trails (79%).
• Actions residents are the most willing to fund with tax dollars: Based on the percentage of
respondents' top three choices, 31% indicated they are most willing to fund the upgrade of existing
neighborhood parks. Other actions respondents are the most willing to fund include: Upgrade Lake Lodi
facilities and amenities (29%), build additional walking and biking trails and connect existing trails (29%),
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Strategic Action Plan
and build a new outdoor swimming complex/water park with programs spaces most important to
households (28%).
TAX REVENUE
• Maximum amount of additional funds: Twenty-eight percent (28%) of respondents indicated that they
would be willing to be an additional $3-$4 per month to pay to develop and operate parks, trails, aquatics,
sports and cultural facilities that are the most important to their household. Other amounts include:
Nothing (24%), $5-$6 per month (21%), $9+ per month (16%), and $7-$8 per month (11%).
• How respondents would vote in an election: Respondents were asked how they would vote if the
additional tax revenue they indicated they would be willing to pay to improve and build parks, trails,
aquatics, sports and cultural facilities was included on a future ballot. Fifty percent (50%) of respondents
indicated that they would vote in favor. Other responses include: Might vote in favor (21%), not sure
(18%), and vote against (10%).
LEVEL OF SATISFACTION WITH THE OVERALL VALUE RECEIVED FROM PRCS
• Fifty-seven percent (57%) of respondents indicated that they were either "somewhat" or "very" satisfied
with the overall value their household receives from PRCS. Other levels of satisfaction include: Neutral
(32%), somewhat dissatisfied (6%), and very dissatisfied (5%).
1.5.3 ON-LINE SURVEY
To complement the statistically -valid process, the consulting team also undertook an online community input
survey that was administered through the project website: www.lodiparksvision.com . The survey was available
online from September 29, 2014 for four weeks and garnered a total of 191 responses from a broad group of
community members.
Summary of Community Input Survey
1. Total of 191 survey responses
a. 72% of survey respondents were female
b. 50% of respondents had annual household income between $70K -$149K
c. Majority were White Alone (69.98%)
2. Parks and Facilities
a. Most visited (% of respondent households visiting 10+ times):
i. Lodi Lake and Wilderness Area (41.3%)
ii. Peterson Park (28.4%)
iii. Hutchins Street Square (27.43%)
b. Least visited (% of respondent households that have not visited):
i. English Oaks Commons (93.87%)
ii. Hale Park (91.88%)
iii. Century Park (90.24%)
c. Facilities / amenities most needed (% of respondent households that have a need):
i. Walking / biking trails and greenways (86.34%)
ii. Small neighborhood parks (82.95%)
iii. Community parks (82.86%)
iv. Small family picnic areas and shelters (80%)
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Parks, Recreation, and Cultural Service Department
v. Playground equipment (72.93%)
3. Programs
a. 75% of respondents have participated in programs in past 12 months
b. 75% of respondents rate programs as excellent or good (only 5% rate as poor)
c. Most needed programs (% of respondent households that have a need):
i. City wide special events (75.44%)
ii. Youth sports (67.8%)
iii. Outdoor Skills / Adventure (65.27%)
iv. Adult fitness and wellness (60.59%)
v. Visual and performing arts (58.33%)
4. User Preference
a. Saturday and Monday are the most preferred days for programs / activities, while
Fridays are the least preferred
b. Activity guides, word of mouth, and the Department's website are the most effective
current marketing methods
c. 65% somewhat or strongly agree they would support differential rates for non-residents
to support low cost or free programs for low income residents
1.5.4 OPERATIONAL STAFF ASSESSMENT
As a part of assessing the internal organizational culture and operations, the consulting team administered an
employee organizational survey over a six week period starting September 2014. Forty-two (42) staff employees
participated in this survey which serves as a good yardstick to assess current employee sentiment at a point in
time. Of the 42 responses, 15 are full time employees and 27 are part time employees.
This assessment, provided in Section 5, was undertaken as a part of
the Malcolm Baldrige Criteria for Performance Excellence. It is titled
- "Are We Making Progress" and was circulated to employees
Department -wide. For organizations that have been using the
Baldrige Criteria for Performance Excellence, the questionnaire is
conveniently organized by the seven Criteria Categories.
The areas reviewed through this employee assessment template
include:
• Leadership
• Strategic Planning
• Customer and Market Focus
• Measurement, Analysis and Knowledge Management
• Workforce Focus
• Process Management
• Cultural Results
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Strategic Action Plan
Detailed information about these responses are provided in Appendix B.
• The summarized findings are
color -coded based on the My senior (top) leaders use I know my organization's
following: organization's values to guide mission - what it is trying to
us (60%) accomplish (78%)
o 33% or less responses
Agree or Strongly Agree -
Red
o 34% - 66% of responses
Agree or Strongly Agree -
Yellow My senior leaders create a
work environment that helps
o 67% or higher responses me do my job (66%)
Agree or Strongly Agree -
Green
Leadership
My organization ask what I
think (45%)
The reason for evaluating the culture of the organization is to better understand and assess how your organization
works. After understanding the culture of the organization it will make it easier to build, maintain, or implement
change in the organization. Understanding your employees' needs and concerns will help develop them within
the organization and help PRCS achieve one of its goals of building a professional organizational culture.
1.5.5 PRIORITIZED FACILITY AND PROGRAM NEEDS ASSESSMENT
The purpose of the Facility and Program Priority Rankings is to provide a prioritized list of facility/ amenity needs
and recreation program needs for the community served by the City of Lodi Parks, Recreation and Cultural
Services Department.
This rankings model evaluated both quantitative and qualitative data. Quantitative data includes the statistically
valid Community Survey, which asked residents to list unmet needs and rank their importance. Qualitative data
includes resident feedback obtained in community input and demographics and trends.
A weighted scoring system was used to determine the priorities for parks and recreation facilities/ amenities and
recreation programs. For instance as noted below, a weighted value of 3 for the Unmet Desires means that out
of a total of 100%, unmet needs make up 30% of the total score. Similarly, importance -ranking also makes up
30%, while Consultant Evaluation makes up 40% of the total score, thus totaling 100%.
This scoring system considers the following:
• Community Survey
o Unmet needs for facilities and recreation programs - This is used as a factor from the total
number of households mentioning whether they have a need for a facility/ program and the
extent to which their need for facilities and recreation programs has been met. Survey
participants were asked to identify this for different facilities/ amenities and recreation
programs.
o Importance ranking for facilities - This is used as a factor from the importance allocated to a
facility or program by the community. Each respondent was asked to identify the top four most
important facilities and recreation programs.
Parks, Recreation, and Cultural Service Department
• Consultant Evaluation
o Factor derived from the consultant's evaluation of program and facility priority based on survey
results, demographics, trends and overall community input.
The weighted scores were as follows:
• 60% from the statistically valid community survey results.
• 40% from consultant evaluation using demographic and trends data, community focus groups and public
meetings and levels of service.
These weighted scores were then summed to provide an overall score and priority ranking for the system as a
whole. The results of the priority ranking were tabulated into three categories: High Priority (top third), Medium
Priority (middle third) and Low Priority (bottom third).
The combined total of the weighted
scores for Community Unmet Needs,
Community Importance, and
Consultant Evaluation is the total score
based on which the Facility/Amenity
and Program Priority is determined.
As seen below, Walking and biking
trails, Small neighborhood parks,
Nature Trails, Indoor fitness, running
track and exercise facilities and the
Lake Area and are the top five highest
facility / amenity priorities in Lodi.
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Lodi
Facility/Amenity Priority Rankings
Overall
Ranking
Walking & biking trails
Small neighborhood parks
Nature trails
Indoor fitness, running track & exercise facilities
Lake area
Outdoor swimming pools/water parks
Playgrounds
Large community parks
Indoor theater & cultural arts facilities
9
Wildlife conservation areas
10
Off -leash dog park
11
Outdoor amphitheater
12
Indoor basketball/volleyball courts
13
Outdoor picnic shelters
14
Outdoor disc golf
15
Youth baseball fields
16
Outdoor basketball courts
17
Outdoor tennis court
18
Adult softball fields
19
Outdoor skateboarding parks
20
Football/lacrosse/cricket fields
21
Youth softball fields
22
Pickleball courts
23
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Strategic Action Plan
As seen below, Adult fitness and wellness programs, Community special events / cultural festivals Water Fitness
programs, Youth Sports programs, and Youth Learn to Swim programs are the top five highest program priorities
in Lodi.
Lodi
Program Priority Rankings
Overall
Ranking
Adult fitness & wellness progra ms
1
Community special events/cultural festivals
2
Water fitness programs
Youth sports programs
Youth Learn to Swim programs
Volunteer opportunities
Adult painting, arts, scut pturi ng classes
7'
Senior programs
8
Pre -School programs/early childhood
9
Nature education programs
10
Adult sports programs
11
Adult theatre, dance, singing, musical instrument classes
12
Before & after school programs
13
Youth theatre, dance, singing, musical instruments classes
14
Youth fitness & wellness classes
15
Gymnastics &tumbling programs
16
Youth summer camps
17
Youth painting, arts, scut pturi ng classes
18
Tennis lessons & leagues
19
Progra ms for people with disabilities
20
Martial arts programs
21
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1.6 KEY RECOMMENDATIONS
The strategic action plan is broken into key areas of recommendations in
a vision and strategy matrix. This matrix includes key areas, vision, goals,
strategies, tactics, timelines and performance metrics to define success
and manage accountability. This matrix was developed in a collaborative
work session with the staff to ensure complete engagement and buy -in
from the staff who will be responsible for the plan's implementation. The
vision and strategies are provide below while the detailed strategy matrix
will be included in the appendix.
The intended outcome is for the document to be a living, dynamic tool
that is constantly updated as local condition or community trends
change.
The key areas for recommendations include:
• Parkland and Facilities
• Recreation Programs
• Operations and Maintenance
• Finance
• Marketing and Communications
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1.6.1 COMMUNITY VISION FOR PARKLAND AND FACILITIES
Acquire property, develop and maintain existing parks and recreation facilities to meet LOS (Level of Service)
standards and use that enhances property values, provides a benefit to the residents and users and positions the
PRCS Department as a regional leader.
STRATEGY
• Ensure the growth of the parks and trails system keeps pace with the needs of the community but does
not outpace the financial or organizational resources of the Department.
• Develop design principles for each park in the system to maximize the value and use to make the park as
efficient and productive as possible.
• Create a mix of synergistic elements within the system to maximize complementary use at individual
sites and throughout the system.
• Strategically add indoor facility space to serve the growing population and meet new recreation demands
while ensuring financial sustainability.
• Maximize the use of Lodi Lake to ensure its sustainability and position as a source of pride to the
community.
1.6.2 COMMUNITY VISION FOR RECREATION PROGRAMS
To serve Lodi's diverse community's needs through creative, multi -cultural and multi -generational recreation
opportunities and increase program participation from 34% to over 40% in 5 years.
STRATEGY
• Combine increased use of technology and word of mouth to Increase awareness and participation rates
of program offerings among Lodi residents and tourists / visitors (2nd biggest reason why people
participate - 35% is due to friends' participation).
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Strategic Action Plan
• Build the PRCS brand and tell its story by ensuring greater consistency in program delivery, look and feel
through system -wide standards as well as celebrate the diversity of the Lodi community.
• Become a data -driven agency that uses data and analytics to drive decision-making on program offerings
and customer feedback.
• Build Volunteerism as a core program.
• Evaluate existing core program areas and their classification / lifecycles to ensure alignment with trends
and community needs.
1.6.3 COMMUNITY VISION FOR MAINTENANCE AND OPERATIONS
Develop an operations and maintenance plan for the park system for all parks, recreation facilities and trails to
establish the maintenance cost requirements based on agreed to maintenance standards
STRATEGY
• Develop maintenance standards for all parks, recreation facilities and trails based on the right frequency
of maintenance tasks, using the right skill set of employees at the right pay for the right benefit desired.
• Improve intra -departmental coordination and communication and leverage the functional organization
structure to aid in limiting silos.
• Develop a school district partnership plan for use of school property for parks and recreation needs of
the Department.
• Consider the value of contract or volunteer maintenance of certain tasks to maximize efficiency.
• Build an organizational culture built on innovation and continuous improvement that sustains changes in
staff and leadership and creates the `Lodi' way.
1.6.4 COMMUNITY VISION FOR FINANCE
Develop a sustainable park and recreation system by enhancing current and potential revenue sources and
creating additional dedicated funding opportunities.
STRATEGY
• Reinstitute a capital improvement program in order to provide adequate facilities and services to the
public and avoid more costly expenditures over the long term.
• Develop a long term financial plan and cost of service study for PRCS that can help support the
implementation plan.
• Develop specific policies for pricing, partnership, volunteer, and earned income and establish
Department -wide cost recovery goals over time.
• Implement environmental sustainability practices within the department.
• Update all policy manuals to focus on performance and outcomes.
1.6.5 COMMUNITY VISION FOR MARKETING AND COMMUNICATIONS
To reduce lack of awareness as a barrier to participation from 28% to less than 20% and to enhance household
program participation from 34% to over 40% in 5 years.
STRATEGY
• Develop a marketing strategy and distinct brand identity for PRCS.
• Focus on developing a strong brand and positive brand equity for PRCS.
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Parks, Recreation, and Cultural Service Department
1.7 CONCLUSION
In summary, the Lodi PRCS department has turned the corner with respect to financial sustainability and is now
poised to continue serving the increasingly diverse community's evolving need. The Strategic Action Plan is a 5
year community-based plan with an established vision, mission and values all resulting in goals, outcomes and
performance metrics for staff to hold them accountable.
It is an ambitious plan and will require the Department and the City to embrace the new normal based on
partnerships and financial sustainability while building a strong internal culture of continuous learning and
customer service excellence. The community and leadership have indicated their support for parks, recreation
and culture services in Lodi and this plan will help the Department achieve the community's goals in an innovative
and sustainable manner.
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12
Strategic Action Plan
CHAPTER TWO COMMUNITY INPUT
2.1 KEY LEADERSHIP AND FOCUS GROUP SUMMARY
12.1.1 STRENGTHS
A large theme of stakeholder input was the great staffing of the Lodi Parks and Recreation Division. Not only did
community members praise the leadership of the department, but they also described staff as responsive, open,
experienced and innovative. Other strengths that became apparent through this process included partnerships
and connectivity to businesses, along with after school programs and park maintenance.
COMMENTS:
• City has done a good job building relationships within the community - Logistics of working between
partners and parks and recreation has vastly improved
• Volunteer and docent program, especially a good opportunity for seniors. Good use of volunteers that
allow programs to have a further reach, especially towards youth.
• Very skilled and experienced people on staff - at all levels - because there's been long tenure in these
positions.
• After school program serves a great community need
• Visibility has grown. Presence at special events and festivals.
• PRCS Department leadership is open and very responsive
• Good park maintenance despite the funding challenges
• Heavy use of athletic fields
• Good use of Hutchins Street Square facility
• Willing to seek input from other small business and groups in Lodi
• Diverse offerings that are affordable and meet community needs
• Trails and connectivity throughout the city
• Variety of offerings for a City of this size (parks, trails, sports, lake etc.)
• Lake Lodi is a great asset that means a lot to the community
• Variety of offerings and activities
• Dog parks
12.1.2 OPPORTUNITIES
Among the numerous suggestions of Park users in the Lodi area, one of the biggest themes was finishing work
that has already been started on the three in -progress parks. The completion of these areas is the community's
biggest current opportunity. Other large themes of these meetings include increased customer service and cross
training among staff members, addition of community -wide aquatic spaces and enhanced recreation to bring east
and west Lodi together.
COMMENTS:
• Updating and completing parks that have not been fully completed (all phases)-DeBenedetti Park
• Comprehensive look at creating a financially sustainable parks and recreation system
• Customer service is an area of improvement - why are we doing this, who we are and what we do is
missing
• Comprehensive Staff Training and cross -training is an area for improvement
• Need Aquatics space - previous plans fell through
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Parks, Recreation, and Cultural Service Department
• Combine East and West side of Lodi and use parks and recreation to bring people together
• Develop additional multi -use fields to accommodate different field sports and the changing popularity
(rugby, lacrosse, etc.)
• Explore more partnerships to serve community members
• Utilizing all existing spaces to their maximizing ability
• Development of staff - more career development as park and recreation professionals. Encourage passion
for the field of PEtR, and work towards eliminating "just here to do my job" mentality.
• Should explore additional tax/assessment through public survey
• Indoor multi -use indoor recreation space and evaluate sites that City owns for potential growth
• Staffing levels and skill levels are not adequate
• More environmental education programs
• Limitations of current facilities in terms of parking - prevents facility's ability to host events
• Program Guide could be improved graphically.
• Need to consider ways to engage the minority communities in the planning process so that it's grounded
• Additional facilities on east side for athletics
• Scholarship program - communicate to ensure people are aware of what opportunities exist?
• More opportunities for Pickleball should be provided even if it is on existing tennis or basketball court
concretes- it's a game for everyone with limited budget outlay
12.1.3 TOP PRIORITY
High training of staff both professionally, and in the area of customer service was among the top priorities of
community members. Also highly valued areas were again, the mention of a desire to complete current Parks
and Recreation projects, generate enhanced aquatic spaces, as well as exploration of alternate and sustainable
funding sources for the Parks and Recreation Division.
• Train staff on high level of Customer Service
• Professional development and staff training
• Completion of current parks and projects
• Aquatics / Indoor Recreation Space
• Evaluate future funding plan for sustaining the Department
• Multi -use recreational and sports space similar to Mantega but with different non-traditional sports to
leverage tourism and economic development in Lodi
• More offerings on the East side of Lodi - recreation place for kids to go on the East side
• Physical connectivity through trails, bike paths etc. within Lodi
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Strategic Action Plan
2.2 STATISTICALLY VALID COMMUNITY SURVEY
ETC Institute conducted a Community Interest and Opinion Survey for the City of Lodi Parks, Recreation, and
Cultural Services Department (PRCS) during the winter and spring of 2015 to help determine parks, recreation,
and cultural priorities for the community. The survey was mailed to a random sample of households in the City
of Lodi. An option to complete the survey in Spanish either by phone or an online PDF was available to residents
who had that preference.
A total of 448 households completed the survey by mail, phone, or web. The results for the sample of 448
households have a 95% level of confidence with a precision rate of at least +/- 4.6%.
The comprehensive statistically valid community survey can be found in Appendix A.
12.2.1 MAJOR FINDINGS
VISITATION OF PARKS AND RECREATION FACILITIES
• Park and facility usage: Eighty-
four percent (84%) of respondent
households indicated that they
have visited City of Lodi parks
over the past 12 months. Of those
respondents who have visited
parks, 80% indicated they had
visited walking, hiking, & biking
trails. Other facilities visited
include: Playgrounds (55%),
shelters/picnic areas (47%), and
a dog park area (33%).
• Facilities used the most
frequently: Based on the
percentage of respondents top
three most visited facilities, 56%
indicated that they use walking,
hiking, & biking trails the most
Q1, If Respondent Households Have Visited Any
of the Lodi Parks Over the Past 12 Months
by percentage of respondents
Yes
84%
Source Lem. ViaooETC Inshrtne for the Cm of Lod. PRCS
No
16%
often. Other most visited facilities include: Playgrounds
(39%),
shelters/picnic areas (25%), dog park area (20%), and soccer fields (14%).
• Most visited facilities: Based on the percentage of respondents who visited the facility 1 or more times
over the past year (excluding those who indicated don't know), 87% indicated they visited Lodi Lake
Park. Other most visited facilities with similar visitation levels include: Hutchins Street Square (64%),
Sales Park (42%), and American Legion Park (34%).
• Rating of facilities: Based on the percentage of respondents who use facilities, 57% rated the overall
quality as good. Other ratings include: Fair (22%), excellent (18%), and poor (3%).
PROGRAM PARTICIPATION
• Current participation: Thirty-four percent (34%) of respondents indicated that they had participated in
recreation or cultural programs over the past 12 months. Of the 34% that participated, 48% participated
in 2 to 3 programs or activities over the past 12 months. Other levels of participation include: 1 program
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Parks, Recreation, and Cultural Service Department
or activity (29%), 4 to 6 programs or activities (17%), 7 to 10 programs or activities (5%), and 11 or more
programs or activities (1%).
• Reasons for participation: Fifty-five percent (55%) of respondent households have participated in
programs or activities because of the location of the program facility. Other reasons include: Friends
participate in the program (35%), quality of instructors and coaches (31%), quality of program facility
(29%), times program is offered (29%) fees charged for class (24%), and dates program is offered (21%).
• Rating of programs and activities: Based on the percentage of respondents who have participated in
programs or activities over the past 12 months, 64% indicated the overall quality as good. Other ratings
include: Excellent (25%), fair (9%), and poor (2%).
ORGANIZATIONS USED FOR INDOOR/ OUTDOOR RECREATION ACTIVITIES
• Organizational use: Forty-one percent (41%) of respondents indicated that they use schools for indoor
and outdoor recreation activities over the past 12 months. Other organizations used include: Private
fitness centers (40%), City of Lodi PRCS (38%), churches, synagogues, and temples (36%), State of
California parks (36%), and San Joaquin County parks (32%).
• Organizations children ages 0-17 use the most: Based on the percentage of respondents top two
choices, 13% of respondents indicated that they use schools the most for their parks, recreation, and
cultural arts programs and services. Other most used organizations include: City of Lodi PRCS (12%) and
churches, synagogues, and temples (7%).
• Organizations adults ages 18 and older use the most: Based on the percentage of respondents' top two
choices, 23% indicated that they use private fitness centers the most. Other most used organizations
include: Churches, synagogues, and temples (16%), City of Lodi PRCS (16%), State of California parks
(13%), San Joaquin County parks (11%), and schools (8%).
WAYS RESIDENTS LEARN ABOUT PROGRAMS AND ACTIVITIES
• Forty-four percent (44%) of respondents indicated that they learn about programs or activities from
friends and neighbors. Other ways include: Newspaper (40%), PRCS Community Activity Guide (34%), and
school fliers and newsletters (20%).
FACILITY NEEDS
• Need for facilities: Seventy-seven percent (77%) or 16,926 households indicated a need for walking and
biking trails. Other most needed facilities include: Nature trails (72% or 15,844 households), lake area
(71% or 15,689 households), small neighborhood parks (66% or 14,650 households), and large community
parks (63% or 14,009 households).
• Most important facilities: Based on the sum of respondents top four choices, 48% indicated that walking
Ft biking trails was the most important facility to their household. Other most important facilities include:
Small neighborhood parks (35%), nature trails (34%), and lake area (32%).
PROGRAMMING NEEDS
• Need for programs: Forty-six percent (46%) or 10,253 households indicated a need for community special
events/cultural festivals. Other most needed programs include: Adult fitness and wellness programs (43%
or 9,413 households), volunteer opportunities (32% or 7,093 households), and youth sports programs (32%
or 7,005 households).
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Strategic Action Plan
• Most important programs: Based on the sum of respondents top four choices, 28% indicated that they
most important program to their household was community special events/cultural festivals. Other most
important programs include: Adult fitness Et wellness programs (25%) and youth sports programs (20%).
• Current participation: Based on the percentage of respondents top four choices, 19% indicated that they
participate in community special events/cultural festivals the most often. Other programs most
participated in include: Youth sports programs (16%), adult fitness Et wellness programs (9%), and
volunteer opportunities (8%).
AQUATIC FEATURES
• Potential features: Based on the percentage of respondents who indicated that they would use the
feature if developed at existing outdoor aquatic centers, 50% indicated that they would use a lazy river
for floating on inner tubes. Other features respondent households would use include: Additional shade
areas (46%), water slides (43%), water spray playgrounds (39%), and family cabanas in shade areas (38%).
• Most important features: Based on respondents top four choices, 35% indicated that a lazy river for
floating in inner tubes was the most important feature to their household. Other most important features
include: Water slides (32%), water spray playgrounds (26%), additional shade areas (23%), and family
cabanas in shade areas (22%).
INDOOR PROGRAMMING SPACES
• Potential usage: Forty-six percent (46%) of respondent households indicated that they would use a
walking and jogging track if developed. Other potential spaces households would use if developed
include: Exercise facility for adults 50+ years (40%), aerobics/fitness/dance class space (31%), and leisure
pool (31%).
• Spaces households would use the most: Based on the sum of respondents top four choices, 39% indicated
they would use the walking Et jogging track the most often. Other spaces households would use the most
include: Exercise facility for adults 50+ years (29%), leisure pool (19%), aerobics, fitness or dance class
space (19%), and weight room/cardiovascular equipment area (18%).
REASONS PREVENTING USE OF PRCS PROGRAMS/FACILITIES MORE OFTEN
• Thirty-one percent (31%) of respondent households indicated that they were prevented from using the
City of Lodi Parks, Recreation, Cultural Facilities or Programs More Often because they are too busy.
Other reasons include: I do not know what is being offered (28%), fees are too high (23%), and program
or facility is not offered (21%).
IMPORTANCE OF ACTIONS THE CITY OF LODI CAN TAKE
• Importance of actions: Based on the percentage of respondents who indicated "very important" or
"somewhat important," 83% indicated it was important for the City to upgrade Lake Lodi facilities Ft
amenities. Other most important actions include: Build additional waking Et biking trails Et connect
existing trails (82%), upgrade existing neighborhood parks (80%), and upgrade existing walking Et biking
trails (79%).
• Actions residents are the most willing to fund with tax dollars: Based on the percentage of
respondents' top three choices, 31% indicated they are most willing to fund the upgrade of existing
neighborhood parks. Other actions respondents are the most willing to fund include: Upgrade Lake Lodi
facilities and amenities (29%), build additional walking and biking trails and connect existing trails (29%),
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Parks, Recreation, and Cultural Service Department
and build a new outdoor swimming complex/water park with programs spaces most important to
households (28%).
TAX REVENUE
• Maximum amount of additional funds: Twenty-eight percent (28%) of respondents indicated that they
would be willing to be an additional $3-$4 per month to pay to develop and operate parks, trails, aquatics,
sports and cultural facilities that are the most important to their household. Other amounts include:
Nothing (24%), $5-$6 per month (21%), $9+ per month (16%), and $7-$8 per month (11%).
• How respondents would vote in an election: Respondents were asked how they would vote if the
additional tax revenue they indicated they would be willing to pay to improve and build parks, trails,
aquatics, sports and cultural facilities was included on a future ballot. Fifty percent (50%) of respondents
indicated that they would vote in favor. Other responses include: Might vote in favor (21%), not sure
(18%), and vote against (10%).
LEVEL OF SATISFACTION WITH THE OVERALL VALUE RECEIVED FROM PRCS
Fifty-seven percent (57%) of respondents indicated that they were either "somewhat" or "very" satisfied with
the overall value their household receives from PRCS. Other levels of satisfaction include: Neutral (32%),
somewhat dissatisfied (6%), and very dissatisfied (5%).
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Strategic Action Plan
2.3 COMMUNITY ON-LINE SURVEY
To complement the statistically -valid process, the consulting team also undertook an online community input
survey that was administered through the project website: www.lodiparksvision.com. The survey was available
online from September 29, 2014 for four weeks and garnered a total of 191 responses from a broad group of
community members.
Summary of Community Input Survey
1. Total of 191 survey responses
a. 72% of survey respondents were female
b. 50% of respondents had annual household income between $70K -$149K
c. Majority were White Alone (69.98%)
2. Parks and Facilities
a. Most visited (% of respondent households visiting 10+ times):
i. Lodi Lake and Wilderness Area (41.3%)
ii. Peterson Park (28.4%)
iii. Hutchins Street Square (27.43%)
b. Least visited (% of respondent households that have not visited):
i. English Oaks Commons (93.87%)
ii. Hale Park (91.88%)
iii. Century Park (90.24%)
c. Facilities / amenities most needed (% of respondent households that have a need):
i. Walking / biking trails and greenways (86.34%)
ii. Small neighborhood parks (82.95%)
iii. Community parks (82.86%)
iv. Small family picnic areas and shelters (80%)
v. Playground equipment (72.93%)
3. Programs
a. 75% of respondents have participated in programs in past 12 months
b. 75% of respondents rate programs as excellent or good (only 5% rate as poor)
c. Most needed programs (% of respondent households that have a need):
i. City wide special events (75.44%)
ii. Youth sports (67.8%)
iii. Outdoor Skills / Adventure (65.27%)
iv. Adult fitness and wellness (60.59%)
v. Visual and performing arts (58.33%)
4. User Preference
a. Saturday and Monday are the most preferred days for programs / activities, while
Fridays are the least preferred
b. Activity guides, word of mouth, and the Department's website are the most effective
current marketing methods
c. 65% somewhat or strongly agree they would support differential rates for non-residents
to support low cost or free programs for low income residents
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Parks, Recreation, and Cultural Service Department
2.3.1 FROM THE LIST OF LODI PARKS AND FACILTIES PLEASE CHECK ALL THE PARKS AND
FACILITIES YOU AND MEMBERS OF YOUR HOUSEHOLD HAVE USED DURING THE PAST YEAR.
PLEASE LIST THE NUMBER OF TIMES YOUR HAVE VISITED THEM ANNUALLY.
The Parks and Facilities that have not been visited by 90% or more of survey respondents were English Oaks
Commons, Hale Park, Century Park, and Van Buskirk Park. Parks and Facilities that received the most responses
indicating 10 or more visits included: Lodi Lake and Wilderness Area (41.3%), Peterson Park (28.4%), Hutchins
Street Square (27.43%), and Salas Park (22.94%).
iMPRIFIRIW
Have Not
Visited
1-3 Visits
4-6 Visits
7-9 Visits
10+
Lodi Lake and Wilderness Area
4.89%
26.08%
25.00%
7.60%
41.30%
Katzakian Park
51.50%
75.44%
10.79%
3.00%
10.78%
Candy Cane Park
80.37%
94.47%
1.22%
0.00%
4.29%
Van Buskirk Park
90.06%
98.14%
1.86%
0.00%
0.00%
Softball Complex
61.54%
71.60%
7.70%
5.33%
15.38%
Grape Bowl Stadium
35.63%
68.96%
15.52%
3.45%
12.07%
Armory Park (Chapman Field)
68.67%
83.12%
7.83%
1.80%
7.23%
Zupo Field
69.64%
88.69%
6.55%
0.00%
4.76%
Lawrence Park
83.02%
93.72%
3.78%
0.00%
2.52%
Peterson Park
34.91%
51.48%
12.43%
7.70%
28.40%
Henry Glaves Park
61.59%
77.45%
6.71%
3.05%
12.80%
Emerson Park
39.76%
62.04%
15.06%
3.61%
19.28%
Hale Park
91.88%
98.13%
0.63%
0.00%
1.25%
Vinewood Park
62.50%
77.38%
8.34%
2.39%
11.90%
American Legion Park
71.95%
90.86%
3.66%
1.22%
4.27%
Roget Park
80.37%
91.41%
4.91%
0.61%
3.07%
Kofu Park
55.76%
77.57%
7.87%
1.22%
13.33%
Blakely Park
70.37%
81.48%
8.02%
3.70%
6.79%
DeBenedetti Park
68.86%
77.84%
7.78%
3.00%
11.38%
Century Meadows
87.73%
95.09%
2.45%
0.00%
2.45%
Beckman Park
73.81%
87.50%
5.36%
1.19%
5.95%
English Oaks Commons
93.87%
98.78%
1.22%
0.00%
0.00%
Century Park
90.24%
98.17%
1.22%
0.00%
0.61%
Salas Park
49.41%
64.71%
10.58%
1.77%
22.94%
Borchardt Park
84.81%
92.41%
3.80%
0.00%
3.80%
Hutchins Street Square
16.57%
37.72%
29.71%
5.14%
27.43%
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Strategic Action Plan
2.3.2 HAVE YOU OR OTHER MEMBERS OF YOUR HOUSEHOLD PARTICIPATED IN ANY RECREATION
OR SPORTS PROGRAMS, SPECIAL EVENTS OFFERED BY THE CITY DURING THE PAST 12 MONTHS?
Over three-fourths of households surveyed have participated in at least one recreation / sports program or special
event offered by the City during the past 12 months.
Yas [Flamm
Kriswbr Guest..
No (Pless543 gj
7a Cluersilan 4]
Q% 1D% 2t 20% IO% SD% % 70% 6 % 9D% 10D%
2.3.3 HOW WOULD YOU RATE THE OVERALL QUALITY OF THE PROGRAMS OR SPECIAL EVENTS
THAT YOU AND MEMBERS OF YOUR HOUSEHOLD HAVE PARTICIPATED IN?
Exactly half of survey respondents rated the overall quality of programs or special events as good, while another
25% rated them as excellent.
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Parks, Recreation, and Cultural Service Department
2.3.4 PLEASE INDICATE IF YOU OR ANY MEMBER OF YOUR HOUSEHOLD HAS A NEED FOR EACH
OF THE PARKS AND RECREATION FACILITIES LISTED BELOW BY CHOOSING YES OR NO NEXT TO
THE PARK/FACILITY.
Survey results reveal that the facilities / amenities that are most needed include: walking, biking trails and
greenways, small neighborhood parks, community parks, and small family picnic areas and shelters. The least
needed facilities / amenities according to survey respondents were: cricket fields, disc golf course, skateboard
parks, and year-round synthetic sports fields.
Walking, Biking Trails and Greenways 13.66%
Small Neighborhood Parks 1 .05%
Community Parks 1'.14%
Small Family Picnic Areas and Shelters 20.00%
Playground Equipment 2
Nature Center
.07%
34.1D%
Performing Arts Facility 41.57
Indoor Multi -Generational Recreation Center/ Gymnasiums
Large Group Picnic Areas and Shelters (50+ people)
Baseball Fields
Community Gardens
Soccer Fields
Off -Leash Dog Parks
Outdoor Basketball Courts
Amphitheater
Softball Fields
Outdoor Tennis Courts
Year -Round Synthetic Sports Fields
Skateboard Parks
Disc Golf Course
Cricket Fields 3.03%
65.90%
58.43%
58.29%
41.71%
50.88%
49.12%
49.71%
50.29%
49.11%
50.89%
48.33%
51.67%
46.82%
53.18%
72.93%
46.75%
53.25%
41.72%
58.28%
3 .42%
63.58%
35.88%
64.12%
30.95%
69.05%
27.95%
72.05%
27.38%
72.62%
86.34%
82.95%
82.86%
80.00%
96.97%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
■ Yes ■ No
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Strategic Action Plan
2.3.5 IF YES TO QUESTION 4, PLEASE RATE ALL THE FOLLOWING PARKS AND RECREATION
FACILITIES OF THIS TYPE IN LODI ON A SCALE OF 5 TO 1, WHERE 5 MEANS "100% MEETS NEEDS"
AND 1 MEANS "DOES NOT MEET NEEDS" OF YOUR HOUSEHOLD. PLEASE CHOOSE ONLY 1
RESPONSE FOR EACH PARK/RECREATION FACILITY.
Facilities and amenities that received the most responses for needs being fully met were: cricket fields,
skateboard parks, outdoor tennis courts, and performing arts facility. The most common facilities and amenities
with needs being completely unmet were: indoor multi -generational recreation center / gymnasium, community
gardens, disc golf course, and year-round synthetic sports fields.
Facility/Amenity
Extent of Need Met
100%
75%
50%
25%
0%
Soccer Fields
29.06%
27.35%
19.66%
14.53%
9.40%
Baseball Fields
35.14%
27.03%
19.82%
7.21%
10.81%
Softball Fields
36.36%
23.23%
22.22%
10.10%
8.08%
Cricket Fields
49.02%
3.92%
15.69%
5.88%
25.49%
Year -Round Synthetic Sports Fields
28.57%
5.19%
20.78%
16.88%
28.57%
Outdoor Tennis Courts
39.08%
14.94%
28.74%
9.20%
8.05%
Outdoor Basketball Courts
35.96%
15.73%
25.84%
12.36%
10.11%
Small Family Picnic Areas and Shelters
28.08%
35.62%
24.66%
6.85%
4.79%
Large Group Picnic Areas and Shelters (50+ people)
36.11%
32.41%
14.81%
10.19%
6.48%
Playground Equipment
25.90%
30.22%
25.90%
11.51%
6.47%I
Small Neighborhood Parks
29.29%
33.57%
19.29%
10.71%
7.14%
Community Parks
28.79%
32.58%
25.76%
8.33%
4.55%
Off -Leash Dog Parks
25.71%
23.81%
19.05%
16.19%
15.24%
Walking, Biking Trails and Greenways
16.03%
15.38%
23.72%
27.56%
17.31%
Amphitheater
29.03%
16.13%
21.51%
17.20%
16.13%
Community Gardens
18.00%
8.00%
20.00%
23.00%
31.00%
Skateboard Parks
44.74%
17.11%
18.42%
7.89%
11.84%
Indoor Multi -Generational Recreation Center/ Gymnasiums
18.69%
7.48%
23.36%
18.69%
31.78%
Disc Golf Course
30.67%
9.33%
16.00%
13.33%
30.67%
Performing Arts Facility
38.89%
22.22%
16.67%
14.81%
7.41%
Nature Center
21.85%
22.69%
19.33%
19.33%
16.81%
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Parks, Recreation, and Cultural Service Department
12.3.6 FROM THE LIST BELOW, PLEASE RANK YOUR TOP FOUR CHOICES.
The table below provides a ranking of facilities and amenities based on survey responses. A simple weighted
score was the basis for these rankings. The weighted values, range from 4 (top choice) to 1 (fourth choice), were
applied to the total number of tallies for each choice, then summed to arrive at an overall weighted score.
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Tallied Responses
Weighted
Score
Rank
Facility/Amenity
Top
Choice
2nd
Choice
3rd
Choice
4th
Choice
1
Walking, Biking Trails and Greenways
47
23
28
11
324
2
Playground Equipment
24
17
12
12
183
3
Soccer Fields
26
12
10
6
166
4
Baseball Fields
22
15
7
4
151
5
Small Neighborhood Parks
8
23
12
10
135
6
Performing Arts Facility
14
11
4
12
109
7
Nature Center
8
10
14
15
105
8
Indoor Multi -Generational Recreation Center/ Gymnasiums
9
10
6
13
91
9
Year -Round Synthetic Sports Fields
10
9
8
2
85
10
Softball Fields
9
10
6
2
80
11
Community Parks
6
8
10
12
80
12
Small Family Picnic Areas and Shelters
6
10
10
5
79
13
Off -Leash Dog Parks
5
12
6
9
77
14
Community Gardens
2
8
9
10
60
15
Large Group Picnic Areas and Shelters (50+ people)
3
6
9
11
59
16
Outdoor Basketball Courts
2
2
7
7
35
17
Outdoor Tennis Courts
1
3
5
6
29
18
Amphitheater
0
2
8
7
29
19
Disc Golf Course
0
2
3
8
21
20
Skateboard Parks
0
3
3
3
18
21
Cricket Fields
1
2
0
2
12
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46.63%
Strategic Action Plan
2.3.7 PLEASE INDICATE IF YOU OR ANY MEMBER OF YOUR HOUSEHOLD HAS A NEED FOR EACH
OF THE SPORTS AND RECREATION PROGRAMS LISTED BELOW BY CHOOSING YES OR NO NEXT
TO THE PROGRAM.
Programs that are most needed by survey respondents included: city wide special events, youth sports programs,
outdoor skills / adventure programs, and adult fitness and wellness programs. Residents surveyed indicated the
least need for the following programs: martial arts programs, pre-school programs, senior social activities, and
tennis lessons and leagues
City Wide Special Events
Youth Sports Programs
Outdoor Skills / Adventure Programs
Adult Fitness and Wellness Programs
Visual and Performing Arts Programs
Adult Leisure Enrichment Classes
Environmental Education Program
24.56%
32.20%
34.73
39.41%
41.67%
51.22%
48.78%
50.00%
50.00%
Youth Fitness and Wellness Programs 459610%70
Adult Sports Programs
Lap Swim
Youth Life Skill and Enrichment Programs
Youth Summer Camp Programs
Aqua Aerobics
Senior Health and Fitness Programs
Senior Leisure Enrichment Classes
Master Swim Program
Before and After School Programs
Tennis Lessons and Leagues
Senior Social Activities
Pre -School Programs
Martial Arts Programs
43.71
42 59%
41.14%
39.52%
37.13%
33.94%
31.90%
67.80%
65.27%
60.59%
58.33%
53.37%
56.29%
57.41%
58.86%
60.48%
62.87%
66.06%
68.10%
30.46%
8.75%
27.78%
25.45%
16.67%
75.44%
69.54%
71.25%
72.22%
74.55%
83.33%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
■ Yes ■ No
25
Parks, Recreation, and Cultural Service Department
2.3.8 IF YES TO QUESTION 7, PLEASE RATE ALL THE FOLLOWING RECREATION PROGRAMS OF
THIS TYPE IN LODI ON A SCALE OF 5 TO 1, WHERE 5 MEANS "100% MEETS NEEDS" AND 1 MEANS
"DOES NOT MEET NEEDS" OF YOUR HOUSEHOLD.
Recreation programs that received the most responses for needs being fully met were: martial arts programs,
senior social activities, before and after school programs, and senior enrichment classes. The most common
facilities and amenities with needs being completely unmet were: outdoor skills/adventure programs,
environmental education programs, martial arts programs, and pre-school programs.
Program
Extent of Need Met
100%
75%
50%
25%
0%
Before and After School Programs
30.59%
20.00%
21.18%
14.12%
14.12%
Youth Summer Camp Programs
25.00%
16.30%
31.52%
15.22%
11.96%
Youth Sports Programs
21.85%
26.89%
27.73%
17.65%
5.88%
Youth Fitness and Wellness Programs
16.85%
13.48%
24.72%
30.34%
14.61%
Lap Swim
22.89%
13.25%
28.92%
24.10%
10.84%
Aqua Aerobics
25.00%
21.05%
27.63%
14.47%
11.84%
Master Swim Program
23.88%
13.43%
28.36%
19.40%
14.93%
Pre -School Programs
28.57%
8.57%
30.00%
12.86%
20.00%
City Wide Special Events
20.18%
29.82%
33.33%
12.28%
4.39%
Martial Arts Programs
31.75%
9.52%
22.22%
15.87%
20.63%
Tennis Lessons and Leagues
23.53%
11.76%
33.82%
17.65%
13.24%
Visual and Performing Arts Programs
22.34%
30.85%
23.40%
14.89%
8.51%
Adult Fitness and Wellness Programs
16.13%
23.66%
29.03%
19.35%
11.83%
Youth Life Skill and Enrichment Programs
23.38%
10.39%
23.38%
24.68%
18.18%
Adult Sports Programs
20.93%
20.93%
31.40%
13.95%
12.79%
Senior Health and Fitness Programs
26.32%
21.05%
26.32%
17.11%
9.21%
Senior Leisure Enrichment Classes
28.99%
24.64%
23.19%
14.49%
8.70%
Senior Social Activities
31.34%
25.37%
22.39%
10.45%
10.45%
Outdoor Skills / Adventure Programs
9.57%
18.09%
21.28%
25.53%
25.53%
Environmental Education Program
17.65%
14.12%
17.65%
29.41%
21.18%
Adult Leisure Enrichment Classes
15.22%
19.57%
33.70%
18.48%
13.04%
consul ting
26
Strategic Action Plan
2.3.9 FROM THE LIST, PLASE RANK YOUR TOP FOUR CHOICES FOR PROGRAMS THAT YOU HAVE
PARTICIPATED IN OR WOULD LIKE TO PARTICIPATE IN?
The table below provides a ranking of programs based on survey responses. A simple weighted score was the
basis for these rankings. The weighted values, range from 4 (top choice) to 1 (fourth choice), were applied to
the total number of tallies for each choice, then summed to arrive at an overall weighted score.
Rank
'ro:
Tallied Responses
Weighted
Score
Top
Choice
2nd
Choice
3rd
Choice
4th
Choice
1
Youth Sports Programs
58
20
15
6
328
2
City Wide Special Events
15
21
13
18
167
3
Outdoor Skills/Adventure Programs
10
16
12
13
125
4
Visual and Performing Arts Programs
8
10
20
9
111
5
Youth Summer Camp Programs
10
13
10
10
109
6
Before and After School Programs
18
2
4
7
93
7
Adult Sports Programs
8
12
7
9
91
8
Adult Leisure Enrichment Classes
7
9
10
10
85
9
Adult Fitness and Wellness Programs
7
6
10
7
73
10
Pre -School Programs
8
5
3
5
58
11
Youth Life Skill and Enrichment Programs
3
8
6
10
58
12
Lap Swim
3
10
4
7
57
13
Environmental Education Program
5
4
10
5
57
14
Aqua Aerobics
8
5
4
1
56
15
Senior Health and Fitness Programs
6
4
5
5
51
16
Youth Fitness and Wellness Programs
2
8
4
7
47
17
Master Swim Program
3
5
3
4
37
18
Senior Leisure Enrichment Classes
3
6
3
0
36
19
Senior Social Activities
1
0
3
5
15
20
Tennis Lessons and Leagues
1
1
1
2
11
21
Martial Arts Programs
0
0
2
4
8
27
Parks, Recreation, and Cultural Service Department
2.3.10 PLEASE CHECK ALL THE REASONS THAT PREVENT YOUR OR OTHER MEMBERS OF YOUR
HOUSEHOLD FROM USING PARKS, RECREATION AND SPORTS FACILITIES OR PROGRAMS MORE
OFTEN.
The table below provides a ranking of reasons that prevent households from using parks, facilities, and programs
based on survey responses. A simple weighted score was the basis for these rankings. The weighted values,
range from 4 (top choice) to 1 (fourth choice), were applied to the total number of tallies for each choice, then
summed to arrive at an overall weighted score.
consul ting
28
Reason
Tallied Responses
Weighted
Score
Top
Choice
2nd
Choice
3rd
Choice
4th
Choice
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
Facilities are not well maintained
33
22
20
17
11
15
10
8
9
13
7
10
4
4
4
2
3
2
0
11
21
20
11
18
9
13
12
10
7
8
6
6
2
5
5
1
2
0
12
8
12
10
10
9
9
15
13
3
7
2
7
8
5
8
5
5
1
10
5
4
5
7
11
12
6
8
2
10
6
6
9
5
5
12
5
1
199
172
168
126
125
116
109
104
100
81
76
68
54
47
46
44
37
29
3
Desired program is not offered
Facilities lack the right equipment
Cannot afford fees
Program times are not convenient
Feel unsafe
I am too busy
Do not know what is being offered
Lack of restrooms
Too far from the residence
Use services from other agencies
Poor customer services
Lack of parking
Difficult to use City website
Class or program full
Registration process is difficult
Not interested
Do not know locations of facilities
Lack of transportation
consul ting
28
Strategic Action Plan
2.3.11 CHOOSE THE FIVE MOST PREFERRED TIME SLOTS THAT YOU WOULD LIKE PROGRAMS AND
ACTIVITIES TO BE OFFERED.
The most preferred day for offering programs and activities for residents surveyed are Saturday and Monday,
while the least preferred day is Friday.
11! Pre{.F Frce
2r d PrLfn•J wit*
4.51.14
_37'1
1 a.O5%
ii.311%
PIP 6.50%
X1'16
t4_51'16
12.2a
5.51%
17.89%
10.71%
3rd Prn 'renra
1 16_fiS'6
PreF. ranou
4Li FreFtrinen
S.01%
15_18%
13.7a
14.71%.
16x}.60°'3
10.76%
13_4D%
11.314.3
7.22%
8.25
8_25%
34.31%
29. Sint
21.5556
0% 11)% 2L 30% 40% 50% SG% 7.3% fes% 50% 10D%
• Simittly Fi vivid lLegday • Vrednisr_hrf • ThurAtrie Frid
. Salim clay
•
29
Parks, Recreation, and Cultural Service Department
2.3.12 PLEASE CHECK ALL THE WAYS YOUR LEARN ABOUT THE CITY'S RECREATION PROGRAMS
AND ACTIVITIES
According to survey results, the most effective way for marketing programs and activities is through the activity
guide, by word of mouth from friends and neighbors, and the departmental website. The least effective methods
are on electronic billboards on park signs, conversations with staff, and promotions at events.
51_12%
41%
41
1:3.4$''x.
.1
parr and__
Srieret Eiarmari
EJbcir4ni c
h1P113oee+Niio...
Fia§hobk,
Thwitiart irtd._.
11 31 '
14_61'.
14.6i'A
2412%
6iLE4.%
O% 1D''6 2D% 30% 4i0% 50% B.l% TQ% aD% !D% 1E't%
consul ting
30
Strategic Action Plan
2.3.13 PLEASE RATE YOUR SATISIFCATION WITH THE OVERALL VALUE YOUR HOUSEHOLD
RECEIVES FROM ACTIVITIES AND PROGRAMS
The majority of survey respondents rate their level of satisfaction as somewhat satisfied (38.89%) or very satisfied
(16.67%). Less than 25% of respondents indicated they were somewhat dissatisfied (17.22%) or very dissatisfied
(5%) with the overall value received from activities and programs.
1.
31
Parks, Recreation, and Cultural Service Department
2.3.14 HOW WOULD YOU GRADE THE FOLLOWING PROGRAMS OFFERED BY THE PARKS AND
RECREATION DEPARTMENT? PLEASE RATE EACH ITEM IN THE LIST BELOW BY SELECTING A
GRADE BETWEEN A AND F. A=EXCELLENT / F=FAILING GRADE.
The table below reveals the average rating for each program from highest rating to lowest rating, as well as the
corresponding grade. The scale for rating is in reverse order, where the lower score results in a higher grade.
For example, an average rating of 1 would indicate all respondents gave the program an A, and an average rating
of 6 would mean all respondents gave the program an F. Results indicate all programs, except teen programs,
received an average grade of C. This indicates opportunities for improvement in the overall program areas offered
by the Department.
Progr.
i
Average
Rating
Average
Grade
Youth Sports
2.56
2.59
2.72
2.84
2.89
2.92
2.94
2.95
3.06
3.06
3.16
3.25
4.65
C
C
C
C
C
C
C
C
C
C
C
C
E
City -Wide Special Events
Senior Classes and Activities
Cultural Arts and Activities
Special Day Camps
Adult Classes and Activities
Swimming and Aquatics Programs
After School Club Child Care
Adult Sports
After School Programs
Tiny Tot Programs
Health and Fitness Classes and Activities
Teen Programs
consul ting
32
Strategic Action Plan
2.3.15 WE'D LIKE TO KNOW YOUR PERSONAL PRIORITIES ABOUT THE VALUE OF THE PARKS,
FACILITIES AND PROGRAMS OFFERED BY THE PARKS AND RECREATION DEPARTMENT. PLEASE
RATE EACH ITEM IN THE LIST BELOW BY SELECTING A NUMBER BETWEEN 1 AND 5. LEAST VALUED
=1 / MOST VALUED = 5.
The table below reveals respondents' personal priorities from most valued to least valued, based on the average
rating of survey results. The highest priority among participating residents is to provide safe parks and places
where children are free to play and be active, while the lowest priority is to provide senior citizens places and
activities for staying active and socially connected.
Priority
Provide safe parks and places where children are free to play and be active
Make Lodi a better place to live and a stronger sense of community for
residents
Provide places and activities during non -school hours for children and teens
in Lodi that are safe, healthy and fun
Provide parks, outdoor facilities and trails where I can walk, play, relax or
exercise on your own
Create recreation opportunities for people at every stage of life to be
healthy, explore new interests and to enrich their lives
Provide athletic fields, gymnasiums, swimming pools and other athletic
facilities where group and individual sports and activities can be held
Provide open and green spaces among residential and commercial areas to
beautify Lodi
Provide indoor facilities, such as community, senior and teen centers, where
programs, events and social gatherings can be held
Provide senior citizens places and activities for staying active and socially
connected
Average
Rating
4.22
4.15
4.01
4.01
4.01
3.96
3.87
3.61
3.45
1.
33
Parks, Recreation, and Cultural Service Department
2.3.16 BASED ON YOUR PERSONAL AND FAMILY'S EXPERIENCE, TELL US YOUR OPINION ABOUT
HOW WELL THE PARKS, RECREATION AND CULTURAL SERVICES DEPARTMENT DELIVERS ON
THESE THINGS. PLEASE RATE EACH ITEM IN THE LIST BELOW BY SELECTING A NUMBER BETWEEN
1 AND 5. LEAST VALUED = 1 / MOST VALUED = 5.
The following shows respondents' opinions on how well the Department delivers on a variety of items, from most
valued to least valued. Survey results suggest that the Department is most effective in making Lodi a better
place to live and a stronger sense of community for residents, while it is least effective in providing open and
green spaces among residential and commercial areas to beautify Lodi.
Deliverable
Make Lodi a better place to live and a stronger sense of community for
residents
Provide safe parks and places where children are free to play and be active
Provide senior citizens places and activities for staying active and socially
connected
Provide parks, outdoor facilities and trails where I can walk, play, relax or
exercise on your own
Create recreation opportunities for people at every stage of life to be
healthy, explore new interests and to enrich their lives
Provide athletic fields, gymnasiums, swimming pools and other athletic
facilities where group and individual sports and activities can be held
Provide places and activities during non -school hours for children and teens
in Lodi that are safe, healthy and fun
Provide indoor facilities, such as community, senior and teen centers, where
programs, events and social gatherings can be held
Provide open and green spaces among residential and commercial areas to
beautify Lodi
consul ting
Average
Rating
3.35
3.33
3.32
3.24
3.24
3.22
3.11
3.08
3.04
34
Strategic Action Plan
2.3.17 WOULD YOU SUPPORT CHARGING NON-RESIDENTS THE FULL COST OF PROGRAMS TO
HELP FUND LOW COST OR FREE PROGRAMS FOR LOW INCOME RESIDENTS?
Nearly 65% of survey respondents somewhat or strongly agree that they would support charging non-residents
the full cost of programs to help fund low cost or free programs for low income residents.
BArangiy Agrue
rno-.vl,a1. }Ire
Barnawha!
Disagree
11E85%
19.1:1VA.
35.41%
1r96 1 Er% 2096 30% 440% EJ% { 713% FltrS� 9D 1 E
12.3.18 GENDER
The vast majority of survey respondents were females (71.73%). This is fairly typical in responses obtained
nationwide.
MEM
Ai Mil
71.75%
EI% 10% 2131% 317% 40% `D%. al% T I% BM 90% tOD%
35
Parks, Recreation, and Cultural Service Department
2.3.19 WHAT IS YOUR TOTAL ANNUAL HOUSEHOLD INCOME?
Nearly half of survey responses indicated a total annual household income between $70,000 and $149,000. Only
13.59% of responses declined to reveal their income.
Linder $40,1108
ii4 . o 1 10
109,999
$70,OOi0 16
139,919
11 9,999
1150,000 kr
11139,000
12[1:1,094:110
1249,004
1250,1100 0r
Pn are
Ckaciha 1:6
ar,lnvar
1314%
1314%
11,9041.
26.0014
091, 103G, 20% 30% AO% 50% •BG% 74% f D% 4D% 10x%
consul ting
36
Strategic Action Plan
12.3.20 WHAT IS YOUR RACE / ETHNICITY?
The majority of respondents were White Alone (68.98%), followed by Hispanic / Latino (6.42%) ethnicity.
However, almost 17% of respondents declined to report their race / ethnicity.
White Alone
J}lrek Alone
Allan
Nati 41,1 AIne�ltan
Mlepbri3Cf
Latino
OHbrr
Prefer NW Tta
Answer
2.t4i4
I 1.07%
• 6A2%
4.ai%
0% 1D% 2496 30% AO% 50% $0% F0% 8D% 133% 4DD%
37
Parks, Recreation, and Cultural Service Department
CHAPTER THREE COMMUNITY PROFILE
3.1 DEMOGRAPHIC ANALYSIS
The Demographic Analysis provides an understanding of the population within the City of Lodi, California. This
analysis is reflective of the total population, and its key characteristics such as age segments, income levels,
race, and ethnicity.
It is important to note that future projections are all based on historical patterns and unforeseen circumstances
during or after the time of the projections could have a significant bearing on the validity of the final projections.
13.1.1 METHODOLOGY
Demographic data used for the analysis was obtained from U.S. Census Bureau and from Environmental Systems
Research Institute, Inc. (ESRI), the largest research and development organization dedicated to Geographical
Information Systems (GIS) and specializing in population projections and market trends. All data was acquired
in October 2015 and reflects actual numbers as reported in the 2010 Census, and estimates for 2015 and 2020 as
obtained by ESRI. Straight line linear regression was utilized for projected 2025 and 2030 demographics. The
geographic boundary for the City of Lodi was utilized as the demographic analysis boundary shown in Figure 1.
consul ting
0 0.7 mi
0 1 km
rp...w+,.n, . a
war
4 ..v
a
Eva Po.tPe
Figure 1 - City of Lodi Boundaries
38
Strategic Action Plan
RACE AND ETHNICITY DEFINTIONS
The minimum categories for data on race and ethnicity for Federal statistics, program administrative reporting,
and civil rights compliance reporting are defined as below. The Census 2010 data on race are not directly
comparable with data from the 2000 Census and earlier censuses; caution must be used when interpreting
changes in the racial composition of the US population over time. The latest (Census 2010) definitions and
nomenclature are used within this analysis.
• American Indian - This includes a person having origins in any of the original peoples of North and South
America (including Central America), and who maintains tribal affiliation or community attachment
• Asian - This includes a person having origins in any of the original peoples of the Far East, Southeast Asia,
or the Indian subcontinent including, for example, Cambodia, China, India, Japan, Korea, Malaysia,
Pakistan, the Philippine Islands, Thailand, and Vietnam
• Black - This includes a person having origins in any of the black racial groups of Africa
• Native Hawaiian or Other Pacific Islander - This includes a person having origins in any of the original
peoples of Hawaii, Guam, Samoa, or other Pacific Islands
• White - This includes a person having origins in any of the original peoples of Europe, the Middle East, or
North Africa
• Hispanic or Latino - This is an ethnic distinction, a subset of a race as defined by the Federal Government;
this includes a person of Mexican, Puerto Rican, Cuban, South or Central American, or other Spanish
culture or origin, regardless of race
1.
39
Parks, Recreation, and Cultural Service Department
13.1.2 CITY OF LODI POPULACE
POPULATION
The City has witnessed minimal change in recent years. The total population underwent a slight decrease of
0.6% from 62,134 in 2010 to an estimated 62,529 in 2015. Projecting ahead, the total population of Lodi is
expected to remain relatively stable over the next 15 years. Based on predictions through 2030, the local
population is anticipated to slowly grow to approximately 65,514 residents living within 23,131 households. See
Figure 2.
m
l0
2010
CENSUS
2015
ESTIMATE
POPULATION
0
O
GI
m
O
2020
PROJECTION
a
oo N e -I
to
v to
`^
t
2025
PROJECTION
1
2030
PROJECTION
Figure 2 - Total Population
pros
consulting
40
Strategic Action Plan
AGE SEGMENT
Evaluating the current distribution by age segments, the City is balanced between youth, young adult, family,
and senior populations. In 2010, the largest age segment were the <18 (27.8%) and the 35-54 (25.1%) group, and
the smallest was the 18-34 segment which constitutes 23.2% of the population.
Over time, the overall composition of the population is projected to undergo an aging trend. Based on the 2015
estimate, the distribution of the population by age segment is evenly balanced, with the <18 segment remaining
the largest age group by a narrow margin at 26.4% of the population. Future projections through 2030 show that
the three youngest age segments will each represent between 22%-24% of the total, while the 55+ group is
expected to be the lone segment on a steady upward trend, as it grows to represent approximately 30.7% of the
population. This is consistent with general national trends where the 55+ age group has been growing as a result
of increased life expectancies and the baby boomer population entering that age group. See Figure 3.
23.9%
25.1%
23.2%
27.8%
2010
CENSUS
POPULATION BY AGE SEGMENT
■ <18 ■ 18-34 ■ 35-54 ■ 55+
26.0%
23.7%
23.9%
26.4%
27.3%
23.6%
23.2%
25.9%
29.1%
22.6%
23.5%
24.8%
30.7%
21.8%
23.5%
23.9%
2015 2020 2025 2030
ESTIMATE PROJECTION PROJECTION PROJECTION
Figure 3 - Population by Age Segments
41
• White Alone
POPULATION BY RACE
• Black Alone • American Indian • Asian
• Pacific Islander • Some Other Race • Two or More Races
6.91%
68.66%
Parks, Recreation, and Cultural Service Department
RACE AND ETHNICITY
In analyzing race and ethnicity, the selected area is slightly diverse. The 2015 estimate shows that nearly 69%
of the population falls into the White Alone category, while the Some Other Race (17.97%) segment represents
the largest minority.
Predictions for 2030
the
expect
population to
increasingly
diversify, as the
White Alone
category decreases
to 62%, followed by
a growing population
in Some Other Race
(22.45%), Asian
(7.67%) groups and
Two or More Races
(6.01%).
2010
CENSUS
4.94%
19.11%
7.01%
67.02%
2015
ESTIMATE
5.30%
20.27%
7.32%
65.17%
2020
PROJECTION
5.67%
21.37%
7.48%
63.53%
2025
PROJECTION
6.01%
61.89%
2030
PROJECTION
The Hispanic/Latino population is projected to
reach 46.08% of the total population by 2030.
See Figure 5. This increased diversity will have
a significant impact on various aspect of the
Department's operations ranging from types of
programs and services offered to the way
offerings are marketed, promoted and priced as
well. The PRCS Department has been proactive
about recognizing this changing demographic by
conducting a bi-lingual (English / Spanish)
statistically valid survey to ensure the entire
community is represented.
consul ting
Figure 4 - Population by Race
HISPANIC POPULATION
• Hispanic / Latino Origin (any race) • All Others
36.39%
2010 CENSUS
46.08%
2030 PROJECTION
Figure 5 - Hispanic Population
42
Strategic Action Plan
As seen in Figure 6, the City's median
household income is below the state
($61,094) and national ($53,046)
averages. Per capita income for Lodi is
also below both the state ($29,527)
average and national ($28,051) averages.
This indicates a lower level of disposable
income and consequently a price
sensitivity in the population participating
in the City's offerings. It will be
important for the Department to ensure
a balance between ensuring fair market
pricing without pricing users out of the
market.
m
N
m
N
COMPARATIVE INCOME
CHARACTERISTICS
• Per Capita Income • Median Household Income
0
N
rn
0
0
4"
CALIFORNIA
0
m
Ln
43
Figure 6 - Comparative Income Characteristics
Parks, Recreation, and Cultural Service Department
3.2 RECREATION TRENDS ANALYSIS
The following tables summarize the findings from the Sports ft Fitness Industry Association's (SFIA) 2015 Sports,
Fitness and Leisure Activities Topline Participation Report, as well as the local market potential index data,
which compares the demand for recreational activities and spending of residents for the targeted area to the
national averages.
Summary of National Participatory Trends Analysis
5. Number of "inactives" increased slightly, while "actives" are participating more
a. "Inactives" increased 10.6% from 2009 to 2014, from 74.8 million to 82.7
million
b. 209 million "actives" are participating more often and in multiple activities
6. Most popular sport and recreational activities
a. Fitness Walking (113 million)
b. Running/Jogging (51 million)
c. Treadmill (50 million)
7. Most participated in team sports
a. Basketball (23 million)
b. Tennis (18 million)
c. Baseball (13 million)
8. Activities most rapidly growing over last five years
a. Adventure Racing - up 136%
b. Non-traditional/Off-road Triathlon - up 123%
c. Squash - up 101%
d. Traditional/Road Triathlon - up 92%
e. Rugby - up 77%
9. Activities most rapidly declining over last five years
a. Wrestling - down 40%
b. Touch Football - down 32%
c. In-line Roller Skating - down 32%
d. Racquetball - down 25%
e. Slow -pitch Softball - down 23%
pros
consulting
44
Strategic Action Plan
Information released by Sports Et Fitness Industry Association's (SFIA) 2015 Study of Sports, Fitness, and Leisure
Participation reveals that the most popular sport and recreational activities include: fitness walking,
running/jogging, treadmill, free weights and road bicycling. Most of these activities appeal to both young and
old alike, can be done in most environments, are enjoyed regardless of level of skill, and have minimal economic
barriers to entry. These popular activities also have appeal because of the social aspect. For example, although
fitness activities are mainly self-directed, people enjoy walking and biking with other individuals because it can
offer a degree of camaraderie.
Fitness walking has remained the most popular activity of the past decade by a large margin, in terms of total
participants. Walking participation during the latest year data was available (2014), reported over 112 million
Americans had walked for fitness at least once.
From a traditional team sport standpoint, basketball ranks highest among all sports, with approximately 23
million people reportedly participating in 2014. Team sports that have experienced significant growth in
participation are rugby, lacrosse, field hockey, ice hockey, roller hockey, and gymnastics - all of which have
experienced double digit growth over the last five years.
Between 2009 and 2014, the estimated number of "inactives" in America increased by 7.9 million individuals
(10.6%), from 74.8 million in 2013 to 82.7 million in 2014. According to the Physical Activity Council, an
"inactive" is defined as an individual age 6 and up_that doesn't take part in any "active" sport. Although
inactivity was up in 2014, the 209 million "actives" seem to be participating more often and in multiple activities.
The Sports & Fitness Industry Association (SFIA) Sports, Fitness & Recreational Activities Topline Participation
Report 2014 was utilized to evaluate national sport and fitness participatory trends. SFIA is the number one
source for sport and fitness research. The study is based on online interviews carried out in January and February
of 2015 from nearly 11,000 individuals and households.
NOTE: In 2012, the Sports Et Fitness Industry Association (SFIA) came into existence after a two-year strategic
review and planning process with a refined mission statement-- "To Promote Sports and Fitness Participation and
Industry Vitality". The SFIA was formerly known as the Sporting Goods Manufacturers Association (SGMA).
13.2.1 NATIONAL TRENDS IN GENERAL SPORTS
The most heavily participated in sports for 2014 were golf (24.7 million) and basketball (23 million). While both
of these activities have seen declining participation levels in recent years, the number of participants for each
activity are well above the other activities in the general sports category. The popularity of golf and basketball
can be attributed to the ability to compete with relatively small number of participants. Golf also benefits from
its wide age segment appeal, and is considered a life-long sport. Basketball's success can also be attributed to
the limited amount of equipment needed to participate and the limited space requirements necessary, which
make basketball the only traditional sport that can be played at the majority of American dwellings as a drive-
way pickup game.
As seen in Figure 7, since 2009, squash and other niche sports, like lacrosse and rugby, have seen strong growth.
Squash has emerged as the overall fastest growing sport, as it has seen participation levels rise by 100% over the
last five years. Based on survey findings from 2009-2014, rugby and lacrosse have also experienced significant
growth, increasing by 77% and 73% respectively. Other sports with notable growth in participation over the last
five years were field hockey (42.6%), roller hockey (21.7%), ice hockey (20%), gymnastics (16.9%), and
cheerleading (12.6%). In the last year, the fastest growing sports were roller hockey (33.7%), squash (12.9%),
competition boxing (12.7%), lacrosse (10.9%), and rugby (7.9%). During the last five years, the sports that are
45
Parks, Recreation, and Cultural Service Department
most rapidly declining include wrestling (40.3% decrease), touch football (down 32.3%), and racquetball (24.9%
decrease).
In terms of total participants, the most popular activities in the general sports category in 2014 include golf (24.7
million), basketball (23 million), tennis (17.9 million), baseball (13.1 million), and outdoor soccer (12.6 million).
Although four out of five of these sports have been declining in recent years, the sheer number of participants
demands the continued support of these activities.
National Participatory
Trends - General Sports
Activity
Participation Levels
%Change
2009
2013
2014
13-14
09-14
Golf
27,103
24,720
24,700
-0.1%
-8.9%
Basketball
25,131
23,669
23,067
-2.5%
-8.2%
Tennis
18,546
17,678
17,904
1.3%
-3.5%
Baseball
14,429
13,284
13,152
-1.0%
-8.996
Soccer (Outdoor)
13,957
12,726
12,592
-1.1%
-9.8%
Badminton
7,469
7,150
7,176
0.4%
-3.9%
Softball (Slow Pitch)
9,180
6,868
7,077
3.0%
-22.9%
Football, Touch
9,726
7,140
6,586
-7.896
Volleyball (Court)
7,737
6,433
6,304
-2.096
-18.5%
Football, Tackle
7,243
6,165
5,978
-3.0%
-17.596
Football, Flag
6,932
5,610
5,508
-1.8%
-20.5%
Volleyball (Sand/Beach)
4,324
4,769
4,651
-2.596
7.696
Gymnastics
3,952
4,972
4,621
-7.1%
16.995
Soccer (Indoor)
4,825
4,803
4,530
-5.7%
-6.196
Ultimate Frisbee
4,636
5,077
4,530
-10.8%
-2.3%
Track and Field
4,480
4,071
4,105
0.8%
-8.495
Racquetball
4,784
3,824
3,594
-6.0%
-24.996
Cheerleading
3,070
3,235
3,456
6.8%
12.696
Pickleball
N/A
N/A
2,462
N/A
N/A
Softball (Fast Pitch)
2,476
2,498
2,424
-3.0%
-2.1%
Ice Hockey
2,018
2,393
2,421
1.2%
20.096
Lacrosse
1,162
1,813
2,011
10.996
Wrestling
3,170
1,829
1,891
3.4%
Roller Hockey
1,427
1,298
1,736
33.7%
21.7%
Squash
796
1,414
1,596
12.9%
100.596
Field Hockey
1,092
1,474
1,557
5.696
42.695
Boxing for Competition
N/A
1,134
1,278
12.7%
N/A
Rugby
720
1,183
1,276
7.996
77.296
NOTE: Participation figures are in 000's fo the US population ages 6 and over
Large In Moderate
(greaten Increase
(0%to 25%)
Moderate
Decrease
(0%to-25%)
Figure 7 - General Sports National Participatory Trends
pros
consulting
Strategic Action Plan
13.2.2 NATIONAL TRENDS IN AQUATIC ACTIVITY
Swimming is unquestionably a lifetime sport, and activities in aquatics have remained very popular among
Americans. Fitness swimming is the absolute leader in multigenerational appeal with over 25 million reported
participants in 2013 (Figure 8). NOTE: In 2011, recreational swimming was broken into competition and fitness
categories in order to better identify key trends.
Aquatic Exercise has a strong participation base, and has recently experienced an upward trend. Aquatic exercise
has paved the way for a less stressful form of physical activity, allowing similar gains and benefits to land based
exercise, including aerobic fitness, resistance training, flexibility, and better balance. Doctors have begun
recommending aquatic exercise for injury rehabilitation, mature patients, and patients with bone or joint
problems due to the significant reduction of stress placed on weight-bearing joints, bones, muscles, and also the
effect of the water in reducing swelling of injuries.
Figure 8 - Aquatic Participatory Trends
47
Natio . Parti
• ' . • r • i • - _ • . •
Activity
Participation Levels
% Change
2009
2013
2014
13-14
09-14
Swimming (Fitness)
N/A
26,354
25,304
-4.0%
N/A
Aquatic Exercise
8,965
8,483
9,122
7.5%
1.8%
Swimming (Competition)
N/A
2,638
2,710
2.7%
N/A
NOTE: Participation figures are in 000's for the US population ages 6 and over
Large Increase
(greater than 25%)
M oderate
Increase
(0%to 25%)
Moderate
Decrease rgeDecrease
ss than -25%)
(0%to -25%)
Figure 8 - Aquatic Participatory Trends
47
Parks, Recreation, and Cultural Service Department
13.2.3 NATIONAL TRENDS IN GENERAL FITNESS
National participatory trends in fitness have experienced some strong growth in recent years. Many of these
activities have become popular due to an increased interest among people to improve their health by engaging
in an active lifestyle. These activities also have very few barriers to entry, which provides a variety of activities
that are relatively inexpensive to participate in and can be performed by nearly anyone with no time restrictions.
The most popular fitness activity by far is fitness walking, which had over 112.5 million participants in 2013,
which was a 2.9% increase from the previous year. Other leading fitness activities based on number of
participants include running/jogging (51 million), treadmill (50 million), hand weights (42 million), and
weight/resistant machines (36 million).
Over the last five years, the activities that grew most rapidly were off-road triathlons (up 123%), road triathlons
(up 92%), trail running (up 55%), high impact aerobics (55% increase), and yoga (up 33%). Most recently, from
2013-2014, the largest gains in participation were high impact aerobics (14% increase), trail running (up 11%),
and barre (up 10%). See Figure 9.
National Participatory Trends - General Fitness
Activity
Participation Levels
% Change
2009
2013
2014
13-14
09-14
Fitness Walking
110,882
117,351
112,583
-4.1%
1.5%
Running/Jogging
42,511
54,188
51,127
-5.6%
20.3%
Treadmill
50,395
48,166
50,241
4.3%
-0.3%
Free Weights (Hand Weights)
N/A
43,164
41,670
-3.5%
N/A
Weight/Resistant Machines
39,075
36,267
35,841
-1.2%
-8.3%
Stationary Cycling (Recumbent/Upright)
36,215
35,247
35,693
1.3%
-1.4%
Stretching
36,299
36,202
35,624
-1.6%
-1.9%
Free Weights (Dumbells)
N/A
32,209
30,767
-4.5%
N/A
Elliptical Motion Trainer
25,903
27,119
28,025
3.3%
8.2%
Free Weights (Barbells)
26,595
25,641
25,623
-0.1%
-3.7%
Yoga
18,934
24,310
25,262
3.9%
`33.4%
Calisthenics/Bodyweight Exercise
N/A
N/A
22,390
N/A
N/A
Aerobics (High Impact)
12,771
17,323
19,746
14.0%
Stair Climbing Machine
13,653
12,642
13,216
4.5%
-3.2%
Pilates Training
8,770
8,069
8,504
5.4%
-3.0%
Stationary Cycling (Group)
6,762
8,309
8,449
1.7%
24.9%
Trail Running
4,845
6,792
7,531
10.9%
Cross -Training
N/A
6,911
6,774
-2.0%
N/A
Cardio Kickboxing
5,500
6,311
6,747
6.9%
22.7%
Martial Arts
6,643
5,314
5,364
0.9%
-19.3%
Boxing for Fitness
N/A
5,251
5,113
-2.6%
N/A
Tai Chi
3,315
3,469
3,446
-0.7%
4.0%
Barre
N/A
2,901
3,200
10.3%
N/A
Triathlon (Traditional/Road)
1,148
2,262
2,203
-2.6%
91.9%
Triathlon (Non-Traditional/Off Road)
634
1,390
1,411
1.5%
122.6%
NOTE: Participation figures are in 000's forthe US population ages 6 and over
Legend:
Large Increase
(greater than 25%)
Moderate
Increase
(0%to 25%)
Moderate�rge Decrease
Decrease ss than -25%)
(0%to-25%)
Figure 9 - General Fitness National Participatory Trends
pros
consulting
Strategic Action Plan
13.2.4 NATIONAL TRENDS IN GENERAL RECREATION
Results from the SFIA's Topline Participation Report demonstrate increased popularity among Americans Results
from the SFIA's Topline Participation Report demonstrate increased popularity among Americans in numerous
outdoor recreation activities. Much like the general fitness activities, these activities encourage an active
lifestyle, can be performed individually or with a group, and are not limited by time restraints. In 2014, the
most popular activities in the outdoor recreation category include road bicycling (40 million), freshwater fishing
(38 million), and day hiking (36 million).
From 2009-2014, outdoor recreation activities that have undergone large increases are adventure racing (up
136%), archery (up 33%), backpacking overnight (up 30%), and BMX bicycling (up 27%). Over the same time frame,
activities declining most rapidly were in-line roller skating (down 32%), camping within 1/4 mile of home or vehicle
(down 16%), and recreational vehicle camping (down 14%). See Figure 10.
National Participatory Trends - Outdoor Recreation
Activity
Participation Levels
% Change
2009
2013
2014
13-14
09-14
Bicycling (Road)
39,127
40,888
39,725
-2.8%
1.5%
Fishing (Freshwater)
40,646
37,796
37,821
0.1%
-T0%
Hiking (Day)
32,542
34,378
36,222
5.4%
11.3%
Camping (< 1/4 Mile of Vehicle/Home)
34,012
29,269
28,660
-2.1%
-15.7%
Wildlife Viewing (>1/4 Mile of Home/Vehicle)
22,702
21,359
21,110
-L2%
-7.0%
Camping (Recreational Vehicle)
16,977
14,556
14,633
0.5%
-13.8%
Birdwatching (>1/4 mile of Vehicle/Home)
13,847
14,152
13,179
-6.9%
-4.8%
Fishing (Saltwater)
13,054
11,790
11,817
0.2%
-9.5%
Backpacking Overnight
7,757
9,069
10,101
11.4%
MOM
Archery
6,368
7,647
8,435
Im
10.3%
32.5%
Bicycling (Mountain)
7,367
8,542
8,044
-5.8%
9.2%
Hunting (Shotgun)
8,611
7,894
7,894
0.0%
-8-3%
Skateboarding
7,580
6,350
6,582
3-7%
-13.2%
Roller Skating, In -Line
8,942
6,129
6,061
-1-1%
Fishing (Fly)
5,755
5,878
5,842
-0-6%
1-5%
Climbing (Sport/Indoor/Boulder)
4,541
4,745
4,536
-4.4%
-0.1%
Climbing (Traditional/Ice/Mountaineering)
2,062
2,319
2,457
6.0%
19.2%
Adventure Racing
1,005
2,095
2,368
13.0%
135.6%
Bicycling (BMX)
1,858
2,168
2,350
8.4%
26.5%
NOTE: Participation figures are in 000's for the US population ages 6 and over
Large Increase
(greater than 25%)
1
Moderate
Increase
(0%to 25%)
Moderate
Decrease
(0%to -25%)
Large •ecrease
(less than -25%)
II
Figure 10 - Outdoor Recreation National Participatory Trends
Parks, Recreation, and Cultural Service Department
13.2.5 LOCAL SPORT AND MARKET POTENTIAL
The following charts show sport and leisure market potential data from ESRI. A Market Potential Data (MPI)
measures the probable demand for a product or service in the City of Lodi. The MPI shows the likelihood that an
adult resident of the target area will participate in certain activities when compared to the US National average.
The National average is 100, therefore numbers below 100 would represent a lower than average participation
rate, and numbers above 100 would represent higher than average participation rate. The service area is
compared to the national average in four (4) categories - general sports, fitness, outdoor activity, and money
spent on miscellaneous recreation. In general, Lodi demonstrates below average market potential index numbers
for all categories.
In terms of MPI, only five sport and leisure activities were at the national average or better for Lodi residents -
soccer, saltwater fishing, money spent on sport/recreation equipment (<$100), golf, and visiting a zoo. The vast
majority of activities analyzed fall between 5%-15% below the national index. This deviation might indicate a
lack of awareness among potential users of recreational opportunities, programs don't align with community
needs and interests, lack of amenities available to Lodi residents and/or a need to motivate residents to
participate in offerings at a higher level.
This may require changes to the program curriculum to ensure that offerings are in line with the community's
needs and interests, as well as evaluating the marketing of such offerings to be sure the target audience is
adequately informed and engaged. Many of these issues will be addressed as part of the City of Lodi Strategic
Action Plan through community input, program assessment, prioritization of demands and needs and from
recommendations in the strategic implementation plan.
As seen in the tables below, the following sport and leisure trends are most prevalent for residents within target
area. Cells highlighted in yellow indicate the top three (or more in case of a tie) scoring activities for each
category based on the purchasing preferences of residents.
GENERAL SPORTS MARKET POTENTIAL
consul ting
Activity
MPI
Participated in Baseball
92
Participated in Basketball
89
Participated in Football
95
Participated in Golf
101
Participated in Soccer
109
Participated in Softball
91
Participated in Tennis
89
Participated in Volleyball
90
consul ting
Strategic Action Plan
FITNESS MARKET POTENTIAL
OUTDOOR ACTIVITY MARKET POTENTIAL
Activity
MPI
Participated in Aerobics
97
Participated in Jogging/ Running
94
Participated in Pilates
88
Participated in Swimming
93
Participated in Walking for Exercise
98
Participated in Weight Lifting
92
Participated in Yoga
86
OUTDOOR ACTIVITY MARKET POTENTIAL
MONEY SPENT ON MISCELLANEOUS RECREATION
City of Lodi Participatory Trends - Money Spent
Activity
MPI
Participated in Backpacking
87
Participated in Hiking
91
Participated in Bicycling (mountain)
98
Participated in Bicycling (road)
93
Participated in Boating (Power)
93
Participated in Canoeing/Kayaking
83
Participated in Fishing (fresh water)
98
Participated in Fishing (salt water)
102
Participated in Horseback Riding
86
MONEY SPENT ON MISCELLANEOUS RECREATION
City of Lodi Participatory Trends - Money Spent
on Recreation
Activity
MPI
Spent on sports/rec equipment in last 12 mo: $1-99
102
Spent on sports/rec equipment in last 12 mo: $100-249
97
Spent on sports/rec equipment in last 12 mo: $250+
96
Attend sports event
97
Attend sports event: baseball game - MLB reg seas
94
Attend sports event: basketball game (college)
91
Attend sports event: basketball game - NBA reg seas
95
Attend sports event: football game (college)
92
Attend sports event: football game - NFL Mon/Thurs
99
Attend sports event: football game - NFL weekend
99
Attend sports event: high school sports
93
Attend sports event: ice hockey - NHL reg seas
98
Went on overnight camping trip in last 12 months
92
Visited a theme park in last 12 months
99
Went to zoo in last 12 months
100
51
Parks, Recreation, and Cultural Service Department
3.3 BENCHMARK ANALYSIS
PROS Consulting, along with Lodi Parks, Recreation, and Cultural Services Department, identified operating
metrics to be benchmarked against comparable park and recreation systems. The benchmark agencies selected
for analysis included jurisdictions with characteristics similar to the City of Lodi, as well as departments that
have comparable resources. The complexity in this analysis was ensuring direct comparison through a
methodology of statistics and ratios in order to provide comparable information, as best as possible.
It must be noted that the benchmark analysis is only an indicator based on the information provided. Data for
the Lodi Parks, Recreation and Cultural Services Department was obtained internally, and included figures from
Lodi's inventory, budget and planning documents. Information for the outside agencies was sourced directly
from each Department, in order to include the most accurate and up-to-date figures in the benchmark. Every
effort was made in working directly with the benchmark agencies to obtain the most credible information and
organize the data in a consistent and comparable format. The information sought was a combination of operating
metrics with budgets, staffing, and inventories. In some instances, the information was not tracked or not
available. The attributes considered for selection of comparable agencies included:
• Location
• Jurisdiction size
• Population size and density
• Departmental resources
• Careful attention was paid to incorporate a mix of systems that are comparable industry leaders and they
include:
Figure 11 - Benchmark Agencies
Due to difference in how each system collects, maintains and reports data, variances exist. These variations
have an impact on the per capita and percentage allocations within the budget and hence the overall comparison
must be viewed with this in mind. Also, there may be some instances where the data provided by the
benchmarked systems was incomplete.
The benchmark data collection for all systems was complete as of February 2015. While it is possible that there
may have been changes or updates in the data provided, in order to ensure consistency in data collection the
original figures obtained at that time have been used in the benchmark.
The goal was to evaluate where Lodi is positioned among peer agencies as it applies to efficiency and
effectiveness practices. The benchmark assessment is organized into specific categories and questions to obtain
pros,':
consul ting
52
State
Jurisdiction
Typ
Jurisdict.
Size
(Sq. Mile
Lodi Parks, Recreation and Cultural Services
CA
city
13.82
63,338
Manteca Parks and Recreation
CA
city
17.76
71,948
Roseville Parks and Recreation
CA
city
36.22
127,035
Tracy Parks and Community Services
CA
city
22.14
84,691
Woodland Community Services
CA
town
15.30
56,590
Yuba City Parks and Recreation
CA
city
14.66
65,416
Figure 11 - Benchmark Agencies
Due to difference in how each system collects, maintains and reports data, variances exist. These variations
have an impact on the per capita and percentage allocations within the budget and hence the overall comparison
must be viewed with this in mind. Also, there may be some instances where the data provided by the
benchmarked systems was incomplete.
The benchmark data collection for all systems was complete as of February 2015. While it is possible that there
may have been changes or updates in the data provided, in order to ensure consistency in data collection the
original figures obtained at that time have been used in the benchmark.
The goal was to evaluate where Lodi is positioned among peer agencies as it applies to efficiency and
effectiveness practices. The benchmark assessment is organized into specific categories and questions to obtain
pros,':
consul ting
52
Strategic Action Plan
data that offers an encompassing view of each system's operating metrics in comparison to the Lodi Parks,
Recreation and Cultural Services Department.
13.3.1 GENERAL COMPARATIVE OF SYSTEMS
This section provides a general overview of each system within the benchmark analysis. The table below
describes the jurisdiction population, size, and density, as well as the total number of park sites and program
participation levels.
Figure 12 - General Comparative of Systems
The City of Lodi represents one of the smallest systems in terms of jurisdiction size, population, and number of
park sites, ranking at, or near, the bottom among all benchmark agencies. Although the City of Lodi is small in
comparison, it has the highest population density. In terms of program participation, Lodi residents are actively
participating in departmental offerings, ranking third in the study with 1.05 program participants per capita.
1 SYSTEM ACREAGES
This section compares the total acreage owned or managed by each agency. These totals are further dissected
to identify the percentage of developed acres and current level of service per 1,000 population for park acres.
Jurisdiction
System Size
(Sq. Miles)
Population
of City/
Jurisdiction
Population
Per Square
Mile
Total
Number of
Park Sites
Total Annual
Program
Participants
Program
Participants
per Capita
Lodi
13.82
63,338
4,583
27
66,555
1.05
Manteca
17.76
71,948
4,051
62
55,200
0.77
Roseville
36.22
127,035
3,507
72
1,353,645
10.66
Tracy
22.14
84,691
3,825
72
10,424
0.12
Woodland
15.30
56,590
3,699
29
32,000
0.57
Yuba City
14.66
65,416
4,462
23
99,000
1.51
Figure 12 - General Comparative of Systems
The City of Lodi represents one of the smallest systems in terms of jurisdiction size, population, and number of
park sites, ranking at, or near, the bottom among all benchmark agencies. Although the City of Lodi is small in
comparison, it has the highest population density. In terms of program participation, Lodi residents are actively
participating in departmental offerings, ranking third in the study with 1.05 program participants per capita.
1 SYSTEM ACREAGES
This section compares the total acreage owned or managed by each agency. These totals are further dissected
to identify the percentage of developed acres and current level of service per 1,000 population for park acres.
Figure 13 - System Acreage
In terms of park acreage, Lodi's positioning reflects that of its population size, ranking second to last in total
acres owned or managed and total available acres per 1,000 population. The Department's 400 acres leads only
53
System
Population
of City/
Jurisdiction
Total Acres
Owned or Total
Managed by Developed
System Acres
Percentage of
Developed
Acres
Total Park
Acres Per
1,000 Pop.
Lodi
63,338
400
304
76%
6.32
Manteca
71,948
580
580
100%
8.06
Roseville
127,035
7,631
1,448
19%
60.07
Tracy
84,691
563
263
47%
6.65
Woodland
56,590
665
412
62%
11.75
Yuba City
65,416
188
133
71%
2.87
Figure 13 - System Acreage
In terms of park acreage, Lodi's positioning reflects that of its population size, ranking second to last in total
acres owned or managed and total available acres per 1,000 population. The Department's 400 acres leads only
53
Parks, Recreation, and Cultural Service Department
Yuba City, while Roseville dominates the category with over 7,600 acres. The department is, however, a
benchmark leader with 76% of total acres developed, trailing only Manteca (100%) in percentage of developed
acres.
TRAIL MILES
The following table reveals the total miles of trail for each system, and breaks down the total into paved and
unpaved trail miles. The total trail miles are then compared to the population to determine trail miles per 1,000
residents.
System
Population
of City/
Jurisdi
Paved Tr
paved
Total Trail
Mi
M.
Trail Miles
per 1,000
Lodi
63,338
1.08
0.61
1.69
0.03
Manteca
71,948
10.00
-
10.00
0.14
Roseville
127,035
32.00
-
32.00
0.25
Woodland
56,590
-
1.50
1.50
0.03
Yuba City
65,416
5.90
5.50
11.40
0.17
Note: Tracy trail miles wereunavailable.
Figure 14 - Trail Miles
Benchmark comparisons of trail mileage identifies a prominent deficiency of available trails within Lodi. Lodi
ranks at the bottom in both total trail miles and trail miles per 1,000 population. Among agencies in the
benchmark study, Roseville is the lone system that is providing anywhere near an adequate level of service for
trails. The national standard service level is typically in the range of 0.25-0.5 miles of trail per 1,000 population,
depending on the type of community served. Based on the current service level and the rising demand for multi-
use trails nationwide, it should be a top priority of the Department to develop new trails and extend the existing
ones.
ANNUAL OPERATING BUDGET AND COST RECOVERY
This portion covers two parts, the annual budget and cost recovery. Budget items in this section include the
most recent figures available for non -tax revenues, operating expenses, and 3 -year average of capital
expenditures for each agency. Non -tax revenues and operating expenses are compared to the population of each
jurisdiction to determine the revenue per capita and operational cost per capita. The operational cost recovery
is arrived at by dividing total non -tax revenue by total operating expense. The operational cost recovery is a
critical performance indicator that measures how well each department's revenue generation covers the total
operating costs.
consul ting
54
Strategic Action Plan
Figure 15 - Budget Details and Cost Recovery
Based on budget figures, Lodi is well positioned among benchmark agencies and reports figures that are very
financially sound. The Department ranks second in the study in revenue generation per capita ($34.20), and is
the third most efficient in operational expense per capita ($82.52). More importantly, the Department is the
outright leader in operating cost recovery, as the Department's non -tax revenues recoup 41% of its operational
expense.
In analyzing the capital budgets of other benchmark agencies, Lodi is far behind in terms of spending on capital
improvements. The Department's capital budget is substantially lower than the benchmark average and their 3 -
year average is more than $300,000 less than the next closest agency. While this discrepancy is alarming, it
comes as no surprise due to the recent budget cuts that have virtually eliminated the Department's capital
budget. Spending on capital improvements is vital to the future success of the Department and large-scale
improvements add significant value for users of the system.
SOURCES OF OPERATING FUNDS
This section shows how each system sources its operating funds. While an established general fund is important
to funding operations, Departments should strive to find alternative sources of financial support.
System
Jurisdiction
System Population
Total Non -Tax
Revenues
Total Operating
Expenses
Capital Budget
(3 -Year Avg)
Revenue Per
Capita
Operating
Expense Per
Capita
Operating Cost
Recovery
Lodi
63,338
$ 2,165,927
$ 5,226,646
$ 27,333
$ 34.20
$ 82.52
41%
Manteca
71,948
$ 866,000
$ 7,000,000
$ 1,135,042
$ 12.04
$ 97.29
12%
Roseville
127,035
$ 9,653,000
$ 25,372,000
$ 2,816,036
$ 75.99
$ 199.72
38%
Tracy
84,691
$ 1,276,604
$ 8,056,022
$ 8,475,687
$ 15.07
$ 95.12
16%
Woodland
56,590
$ 288,558
$ 2,740,627
$ 608,322
$ 5.10
$ 48.43
11%
Yuba City
65,416
$ 1,123,850
$ 3,595,000
$ 360,000
$ 17.18
$ 54.96
31%
Figure 15 - Budget Details and Cost Recovery
Based on budget figures, Lodi is well positioned among benchmark agencies and reports figures that are very
financially sound. The Department ranks second in the study in revenue generation per capita ($34.20), and is
the third most efficient in operational expense per capita ($82.52). More importantly, the Department is the
outright leader in operating cost recovery, as the Department's non -tax revenues recoup 41% of its operational
expense.
In analyzing the capital budgets of other benchmark agencies, Lodi is far behind in terms of spending on capital
improvements. The Department's capital budget is substantially lower than the benchmark average and their 3 -
year average is more than $300,000 less than the next closest agency. While this discrepancy is alarming, it
comes as no surprise due to the recent budget cuts that have virtually eliminated the Department's capital
budget. Spending on capital improvements is vital to the future success of the Department and large-scale
improvements add significant value for users of the system.
SOURCES OF OPERATING FUNDS
This section shows how each system sources its operating funds. While an established general fund is important
to funding operations, Departments should strive to find alternative sources of financial support.
System
Source
of Operating Funds
Jurisdiction
General Fund
Agency Fees
and Charges
Tax
Sponsorship/
Endowment
Grants
Donation
Other
Lodi
60.00%
40.00%
-
-
-
-
-
Manteca
50.00%
20.00%
20.00%
-
-
-
10.00%
Roseville
37.00%
38.00%
15.00%
-
-
2.00%
8.00%
Tracy
60.10%
12.20%
4.10%
-
0.30%
-
23.30%
Yuba City
95.00%
-
-
-
-
-
5.00%
Note: Woodland figures were unavailable.
Figure 16 - Sources of Operating Funds
55
System 01
LocaI General
Fund (Tax
Supported)
Local
Dedicated
Fund (Non -
General Funds)
General
Obligation
Bonds
Gifts /
Sponsorships
Tax Increment
Financing
Endowment
■
Other
Lodi
Source of Capital Budget
Grants
100.00%
Parks, Recreation, and Cultural Service Department
CAPITAL BUDGET SOURCES
The table below describes the various sources each agency taps into for capital improvements. Lodi stands out
among benchmark agencies as the lone Department that does not rely on a tax -supported general fund or a local
dedicated fund for its capital budget. Based on its abnormally low budget for capital expenditures, Lodi should
seek additional sources for funding capital improvements.
Ma nteca
100.00%
Rosevi l l e
41.00%
59.00%
Tracy
46.30%
2.70%
4.60%
46.40%
Yuba City
8.00%
35.00%
57.00%
Note: Woodland figures were unavailable.
Figure 17 - Capital Budget Sources
COST PER MAINTAINED ACRE
This category assesses the cost to maintain each park system. This figure is obtained by taking the operational
budget and dividing it by the amount of maintained acres. This does not take into account the total amount of
acreage for each system.
Figure 18 - Cost per Maintained Acre
Based on the information above, Lodi trails only Woodland and Manteca in efficiency of maintaining developed
acres. This is encouraging because it shows that the Department's operating expenses are in good proportion to
the amount of acreage it is responsible for maintaining. It should be noted that Woodland's cost per acre figure
is significantly lower than the benchmark average due to the fact the Department currently outsources all of its
park maintenance.
consul ting
56
Total Operating
System Expenses
Total
Developed
Acres
Cost Per
Maintained
Acre
Lodi
$ 5,226,646
304
$ 17,207
Manteca
$ 7,000,000
580
$ 12,069
Roseville
$ 25,372,000
1,448
$ 17,522
Tracy
$ 8,056,022
263
$ 30,596
Woodland
$ 2,740,627
412
$ 6,644
Yuba City
$ 3,595,000
133
$ 27,030
Figure 18 - Cost per Maintained Acre
Based on the information above, Lodi trails only Woodland and Manteca in efficiency of maintaining developed
acres. This is encouraging because it shows that the Department's operating expenses are in good proportion to
the amount of acreage it is responsible for maintaining. It should be noted that Woodland's cost per acre figure
is significantly lower than the benchmark average due to the fact the Department currently outsources all of its
park maintenance.
consul ting
56
Strategic Action Plan
FULL-TIME EQUIVALENTS
This section compares levels of staffing for each system by comparing full-time equivalents (FTE's) to total
population and developed park acres. It should be noted that total FTEs for Woodland is skewed because they
currently outsource all of their park maintenance.
When comparing staffing levels to the overall population of each service area, Lodi ranks second among
benchmark agencies in total FTEs per 1,000 population. This shows that the Department has a strong level of
staffing to support its user base.
Note: Woodland FTE's do not include pa rk maintenance due to outsourcing.
Figure 19 - FTE per 1,000 Population
In terms of developed acres per FTE, Lodi is the benchmark leader and displays a favorable 3.89 developed acres
per FTE. This figure shows that Lodi staff is not spread too thin in relation to its developed acreage.
System Total
FTE
Population
Total FTE
per 1,000 Pop.
Lodi
78.1
63,338
1.23
Manteca
97.0
71,948
1.35
Roseville
96.0
127,035
0.76
Tracy
65.3
84,691
0.77
Woodland
6.2
56,590
0.11
Yuba City
19
65,416
0.29
Note: Woodland FTE's do not include pa rk maintenance due to outsourcing.
Figure 19 - FTE per 1,000 Population
In terms of developed acres per FTE, Lodi is the benchmark leader and displays a favorable 3.89 developed acres
per FTE. This figure shows that Lodi staff is not spread too thin in relation to its developed acreage.
Note: Woodland FTE's do not include pa rk mai ntena nce due to outsourcing.
Figure 20 - Developed Acre per FTE
57
System Total
FTE
Developed
Acres
Developed Acre
per FTE
Lodi
78.1
304
3.89
Manteca
97.0
580
5.98
Roseville
96.0
1,448
15.08
Tracy
65.3
263
4.03
Woodland
6.2
412
67.07
Yuba City
19.0
133
7.00
Note: Woodland FTE's do not include pa rk mai ntena nce due to outsourcing.
Figure 20 - Developed Acre per FTE
57
Parks, Recreation, and Cultural Service Department
COMMUNITY / RECREATION CENTERS
The table below compares the total square footage of community / recreation centers to each jurisdiction's
population. This identifies the current level of service for recreation centers of each system in terms of available
square feet of center space per resident. Lodi demonstrates an adequate level of service for indoor recreation
space, and trails only Roseville and Woodland in that aspect.
Figure 10 - Community / Recreation Center Level of Service
AQUATIC FACILITIES
This category compares the amount of indoor and outdoor aquatic facilities offered by each Department. The
City of Lodi is tied with Roseville for total number of facilities, but considering Roseville's population is double
the size, Lodi is considered the benchmark leader in level of service for aquatics.
System
Total Square Footage
System of Community/
Recreation Centers
Population
Square Feet per
Population
Lodi
90,000
63,338
1.42
Manteca
10,000
71,948
0.14
Roseville
287,000
127,035
2.26
Tracy
6,200
84,691
0.07
Woodland
90,000
56,590
1.59
Yuba City
20,900
65,416
0.32
Figure 10 - Community / Recreation Center Level of Service
AQUATIC FACILITIES
This category compares the amount of indoor and outdoor aquatic facilities offered by each Department. The
City of Lodi is tied with Roseville for total number of facilities, but considering Roseville's population is double
the size, Lodi is considered the benchmark leader in level of service for aquatics.
System
Aquatic
Facilities
Indoor
Outdoor
Lodi
1
2
Manteca
0
1
Rosevi I I e
1
2
Tracy
0
1
Woodland
0
1
Yuba City
0
1
Figure 11 - Aquatic Facilities
consul ting
58
Strategic Action Plan
CHAPTER FOUR PARKS, FACILITIES, AND PROGRAM NEEDS ANALYSIS
4.1 LEVEL OF SERVICE
Level of Service (LOS) standards are guidelines that define service areas based on population that support
investment decisions related to parks, facilities and amenities. LOS standards can and will change over time as
the program lifecycles change and demographics of a community change.
PROS evaluated park facility standards using a combination of resources. These resources included: National
Recreation and Park Association (NRPA) guidelines; recreation activity participation rates reported by the Sports
0. Fitness Industry Association's (SFIA) 2014 Study of Sports, Fitness, and Leisure Participation as it applies to
activities that occur in the United States and the Lodi area; community and stakeholder input; and general
observations. This information allowed standards to be customized to the Lodi Parks, Recreation, and Cultural
Service Department.
These LOS standards should be viewed as a guide. The standards are to be coupled with conventional wisdom
and judgment related to the particular situation and needs of the community. By applying these standards to
the population of Lodi, gaps and surpluses in park and facility/amenity types are revealed.
59
Parks, Recreation, and Cultural Service Department
Page Intentionally Left Blank
pros
consul ting
60
Parks, Recreation, and Cultural Services Department
PARKS:
2014 Inventory
- Developed Facilities
2014 Facility
Standards
2019 Facility
Standards
Park Type
City of Lodi
Inventory
Current Service Level based upon
population
Recommended Service Levels;
Revised for Local Service Area
Meet Standard/
Need Exists
Additional Facilities/
Amenities Needed
Meet Standard/ Additional Facilities/
Need Exists Amenities Needed
Neighborhood Parks
37.89
0.61
acres per
1,000
1.00
acres per
1,000
Need Exists
24
Acre(s)
Need Exists
25
Acre(s)
Community Parks
143.20
2.32
acres per
1,000
2.50
acres per
1,000
Need Exists
Acre(s)
Need Exists
14
Acre(s)
Regional Parks
163.00
2.64
acres per
1,000
2.50
acres per
1,000
Meets Standard
Acre(s)
Meets Standard
-
Acre(s)
Undeveloped Parks
28.00
0.45
acres per
1,000
acres per
1,000
Meets Standard
Acre(s)
Meets Standard
-
Acre(s)
Total Park Acres
372.09
6.03
acres per
1,000
6.00
acres per
1,000
Meets Standard
Acre(s)
Need Exists
6
Acre(s)
OUTDOOR AMENITIES:
Picnic Shelters (Non -Rentals)
4.00
1.00
site per
15,421
1.00
site per
7,500
Need Exists
4
Sites(s)
Need Exists
4
Sites(s)
Picnic Shelters (Rentals)
11.00
1.00
site per
5,607
1.00
site per
5,000
Need Exists
1
Sites(s)
Need Exists
2
-
Sites(s)
Diamond Fields
18.00
1.00
field per
3,427
1.00
field per
4,000
Meets Standard
-
Field(s)
Meets Standard
Field(s)
Multi -Use Fields (Soccer / Lscrosse / Football /Rugby)
21.00
1.00
field per
2,937
1.00
field per
4,000
Meets Standard
-
Field(s)
Meets Standard
-
Field(s)
Cricket Fields
1.00
1.00
field per
61,682
1.00
field per
70,000
Meets Standard
-
Field(s)
Meets Standard
-
Field(s)
Outdoor Basketball Courts
10.00
1.00
court per
6,168
1.00
court per
6,500
Meets Standard
-
Court(s)
Meets Standard
-
Court(s)
Tennis Courts
11.00
1.00
court per
5,607
1.00
court per
6,000
Meets Standard
-
Court(s)
Meets Standard
-
Court(s)
Playgrounds (Youth & Tot)
18.00
1.00
site per
3,427
1.00
site per
3,000
Need Exists
3
Site(s)
Need Exists
3
Site(s)
Dog Exercise Area
5.00
1.00
site per
12,336
1.00
site per
25,000
Meets Standard
-
Site(s)
Meets Standard
-
Site(s)
Skate Board Area
1.00
1.00
site per
61,682
1.00
site per
65,000
Meets Standard
-
Site(s)
Meets Standard
-
Site(s)
Multi -Use Trails (Miles) (Paved)
1.10
0.22
miles per
254,884
0.30
miles per
1,000
Need Exists
17
Mile(s)
Need Exists
18
Mile(s)
Multi -Use Trails (Miles) (Unpaved)
0.75
0.22
miles per
373,830
0.30
miles per
1,000
Need Exists
18
Mile(s)
Need Exists
18
Mile(s)
Outdoor Pools
2.00
1.00
site per
30,841
1.00
site per
50,000
Meets Standard
-
Site(s)
Meets Standard
-
Site(s)
Spraygrounds
1.00
1.00
site per
61,682
1.00
site per
25,000
Need Exists
1
Sites(s)
Need Exists
2
Sites(s)
Nature / Discovery Centers
1.00
1.00
site per
61,682
1.00
site per
100,000
Meets Standard
-
Sites(s)
Meets Standard
-
Sites(s)
INDOOR AMENITIES:
Indoor Aquatic Space (Square Feet)
7,140.00
0.12
SF per
person
0.50 SF per
person
Need Exists
23,701
Square Feet
Need Exists
24,380
Square Feet
Indoor Recreation Space (Square Feet)
69,858.00
1.13
SF per
person
1.50 SF per
person
Need Exists
22,665
Square Feet
Need Exists
24,702
Square Feet
2014 Estimated Population
61,682
2019 Estimated Population
63,040
pros:.:
consul ting
Parks, Recreation, and Cultural Services Department
Page Intentionally Left Blank
pros:.:
consul ting
62
Strategic Action Plan
4.2 SERVICE AREA ANALYSIS/EQUITY MAPPING
Service area maps (equity maps) and standards assist staff and key leadership in assessing where services are
offered, how equitable the service distribution and delivery is across the City of Lodi service area and how
effective the service is as it compares to the demographic densities.
In addition, looking at guidelines with reference to population enables the city to assess gaps in services, where
there are gaps or overlaps with respect to a specific facility or amenity. This allows the city and the department
to make appropriate capital improvement/development decisions based upon need for a system as a whole and
the consequences that may have on a specific area.
The service area maps that were developed for each of the following major assets:
• Neighborhood Parks
• Community Parks
• Regional Parks
• Picnic Shelters (Not Rentable)
• Picnic Shelters (Rentable)
• Diamond Fields
• Multi -use Fields
• Cricket Fields
• Outdoor Basketball courts
• Tennis Courts
• Playgrounds
• Dog Areas
• Skateboard Areas
• Outdoor Pools
• Spraygrounds
• Indoor Aquatic Space
The source for the population used for standard development is the 2013 estimated population and projected
2018 population as reported by Environmental Systems Research Institute, Inc. (ESRI) Estimated population for
2013 is 61,682; 2018 population is projected at 63,040.
The shaded areas in the equity maps indicate the service level (e.g. the population being served by that park
type/amenity) as outlined in the facility/amenity levels of service matrix. Thus, the central point inside the ring
indicates the location of the facility or amenity while the ring extends out to how far that amenity serves the
population based on the number of amenities at that location, the levels of service standards established and
the density of population in that place.
63
Parks, Recreation, and Cultural Service Department
14.2.1 PARKS
Neighborhood Parks
Recommended Standard of
1 Acre per 1,000 People
Katzakian
Park
Lodi, California
Parks and Recreation
Strategic Action Plan
4104 Or
E Turner Rtt
2
O
a
us Z
W Locketor
Fleierenn' W Locusts
Park 7 W Elrn S t
ur Tbnry
Jdde Cis Wpine 51
br Park
Jerry 10
enr Rd
W Lodi Ave
Cabello Cu
W "{okay St
WVine Si
Sr Anton Pr
1
w rokay St
`lreweed tris Dr Sylvia Dr
1rk Vtsla Dr
i
P
E
Hutchins Street
Squar yWest Park
0
H
= u h
215
Lt. el
Cenlu ry rPlrk
(City Easement)
--E Vtctor RdCA-123
Thurman Si
E Tok ay St
Maple St
E Vine St
gWl®k
Pad,
rndustri al Way
.4„,o cehter
AcaCla St
W Century
al
Elgin Ave
Almond Dr
E Century Blvd
re
Lexington Dr
0,
pros,,:
consulting
N
'{aresri
�
Rocky Ln
1
Miles
Park & Rec Site 0
Site Service Area
Local Road 'Z
Major Road
Highway 4,
Lodi, CA Boundary GI
Sources: Esri, ❑eLorme, HERE, USGS, Intermap, increment P Corp., NRCAN,
Esri Japan, MET1, Esri China (Hong Kong), Esri (Thailand), TomTom
•
pros
consulting
64
Strategic Action Plan
Community Parks
Recommended Standard of
2.5 Acres per 1,000 People
Lodi, California
Parks and Recreation
Strategic Action Plan
Teyon SI 9
a
e
g%s.a Dr
E Turner -Rd
Peterson
Park
n
lent Rd
z
W Fin" Sl
_terry 1.n
"an',. INC'.
1-, a
E Lo
Lodi'Grape
cl, Bowl
Henry
Giaves Park
E Pine St
E Oak St
W Lodi Ave
Vinewood
Park To
E Tok ay St
Maple St
w Vine SI
E Vole St
1 Anton ❑r
Pal✓• St
-1E-Vteter RdCA
Thurman St
Industrial Way
Adel Center
Acacia SI
eshpe
Beckman
Park
W Cen
ry Blvd
erlr151CM Or
Wrmhlarl
pros
consulting
0 /4 1
riles
a
N
Park & Rec Site 0
Site Service Area
Local Road '
Major Road
Highway,.
Lodi, CA Boundary
Sources_ Esri, OeLorme, HERE, USGS, Intermap, increment P Corp., NRCAN,
Esri Japan, METI, Esri China (Hong Kong), Esri (Thai€and), TomTom
65
Parks, Recreation, and Cultural Service Department
Regional Parks
Recommended Standard of
2.5 Acres per 1,000 People
Edcrs ▪ Ln
uo
IC, z s
Lodi Lake Turner Rd
2 Ill
Park >W
.ei�u St .2
1. a a Louie Ave
a E E _ Forrest Ave o
r1. n a E NWS Daisy Ave ''-'3 ii
q a' n, _ :
Zap,
L a S WLockelard Si z 1.9/Sr in o Fera
ul 1 Y ,v�aim m
Portman WLocust St - ELockrita!dst
Pah Z W Ern Sl Wtu
ocsl Sl Z 2:.e
e Jerry I n W Elm St z Hal. E Locust St
4... rbn, Pae'EEIm St
"/ Gland. WPine St WPme SI
e.11r Pas W nal. Sr E Pint St
EOak Sr
ent Rd
W WairmI SI a'
WLodi Ave of Lodi Ave Lodi Y
Cabr,tlo Cu
'•'. Q V' ih
W Tokay SIW lokay 51 C
Cochran Rd E to v
v,hehmid Iris Dr via Dr
Y
tq-
Fah Vista Ur c
W vine St V 2 0
▪ ya
w rn 01Br Anion Br Park St cQ
Ellakalv
kala Y - Park
Pah U N
yin
pros
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E
r410.0"
St
Acacia St
Toe
aPle St
Elgin Ave
ry
C N
L,Ikr5hale
Ed DeBenedetii
Park
_,• ,ttyR d
0 1/a 1/2 1
4
Ler lnyr�n o,
N
IA/Century Blvn
Wembladon O'
�tCt�Haunty L
consul ting
1
Miles
Almond O+
E Century Blvd
nr
Salem
Pak .2
50
Rocky Ln
Rip
Lodi, California
Parks and Recreation
trategic Action Plan
11sta Dr
E TYrne
Rd
4
CJ
2 2
-E Victor RdCA•12
Thu man 5l
tndustnal Way
Arita Center
Park & Rec Site
Site Service Area
Local Road
Major Road
Highway'%
Lodi, CA Boundary
iv
Sources: Esti, DeLorme, HERE, USGS, Intermap, increment P Corp., NRCAN.
Esri Japan, METI, Esri China (Hong Kong), Esri (Thaiianci). TomTom
66
Strategic Action Plan
14.2.2 AMENITIES
Picnic Shelters (Not Rentable)
Recommended Standard of
1 Site per 7,500 People
Lodi, California
Parks and Recreation
Strategic Action Plan
Eilers ▪ Ln
W Turner Rd
V A
S G5 j
Tryon 51 3 $ o ¢ owe Ave
o
ones
n v aa o ° f q
a o
h Daisy Ave
L N z ' °rry or
IS
i }_ zypa
W Locke rd St 2 "�Sr °' o Fiokt
2 N y w
��� Lacks7ord st
Park x W Elm s! W La t 51 W l ncast 51 L 2 2 a
Jetty W Elm SI 2L' I+al E LxuSt 51
,° y Lnt Pam
�'rv, G�va WPine 51 W Pule Sr Elm St
z
a° Dr Pen, W Oak Sr ° Pine 51
W Walnut 5l F Fmk SI
era Rd ! y
W 1 , Ave Loci g
W Lodi Ave
Catlrir/o Cir Sn
4 h
E
O
W lokry SI
Cochran Rd
W Vine SI
W Tok ay Si _
Viiewood Ir Or Sylvia Dr
Pak Vrsla U
l C
rn
INeadows Park laic
St Anton Dr Park St
kulu
Park
2ender
Dr
u Hutchins Street
Square West Park
English Oaks
Coi Park
E TokaY 5t
E 1/Joe SI
Blakely
Park
pros
consul ting
0 %a '/s 1
Miles
lsta Dr
E Tanner Rd
2
4
z
-- t Victor Rd CA.t2
Thurman SI
Maple St tndustrl al Way
Elgin Ave
Almond Or
E Century Slyd
Rocky Ln
N
1
Auto Center
Park & Rec Site 0
Site Service Area
Local Road '"•
Major Road
Highway
Lodi, CA Boundary
Sources: Esri, DeLorme, HERE, USGS, Intermap, increment P Corp., NRCAN,
Esri Japan, METI, Esri China (Hong Kong), Esri (Thailand), TomTom
67
Parks, Recreation, and Cultural Service Department
Picnic Shelters (Rentable)
Recommended Standard of
1 Site per 5,000 People
Lodi, California
Parks and Recreation
Strategic Action Plan
Lodi Lake W Tune
rr Rd
Park >
Longe Ave
3-, h
ait
Forrest Ave ,
h, aisy Ave — E
N
1,, — n
1.
91 S,r
R4e
• WLockelartt Si
W Locust St
W EMI SI
Jerry Ln
"
W Pine St
1=e»
W locust St
W Elm
z
2
W n,na St
kSr
sit Rd
Lista Dr
E Turner Rd
Field
E Lac
aloin. en
r
ford St
ocust St
Elm St
E Pine St
E Oak St
4
2
Cl
2
1E -Victor RdCAr12
W Lodi Aye
Cabrillo Cu
W Tokay Si
Cochran Rd
▪ Pak
W Vine SI
St Anton Dr
W
Vista Dr
Park St
kuru
Park
T+e,,aa Or ` Acacia SI
CA•12 E W KelReman LnCA-T2W E .
al�yryllkMM�rAlMrrr�il:FMYM
vla Dr
V
y
C Tohay SI
E Vine St
Mak.*
Park
Maple 5t
C
Lakenhoit
W Century Blvd
4
Lexington Ot
to
'4
W Century Blvd
Wimbledon D{
erney L
pros:;
consulting
0 '/4 1/2 1 11/iles
Saias
rPark
1
EIgM Ave
Almond Or
— F Gent ry $Iva
to
Rocky In
N
Thurman Si
industrial Way
Arrto Center r
h
Park & Rec Site el
Site Service Area
Local Road
Major Road
Highway
Lodi, CA Boundary
Sources: Esri, DeLorme, HERE, USGS, Intermap, increment P Corp., NRCAN.
Esri Japan, METI, Esri China (Hong Kong), Esri (Thailand). TomTom
consul ting
68
Strategic Action Plan
Diamond Fields
Recommended Standard of
1 Field per 4,000 People
Lodi, California
Parks and Recreation
Strategic Action Plan
Rio
Talon 51
Katzakien
Park
lista or
E Turner Rd
L
= W Elm 31
Peterson
Park
W Lmot 1 Sl
W Elm
Lome Av
Fon est Au
Softball
Complex
•nr Rd
Lodi Ave
Cu
W Tnkay Si
Cochran Rd
W vl
Sr Anion
W prna
ak Sr
alms
Emerson
Park
W Tok,
k VI L
VinevroodM pr
Park
Blakely
--Park
Map St
L Vine St
-E-Victor RdCAr12
Y
Thurman Si
rndusrrial Way
'lora Conte,
h
Acasla 51
Elgin Ave
50
Lak
W Century Blvd
Solas
Park
Almond pr
4
Lexington Dr
y
W Century Blvd
Wimbledon 0'
onlay L
_ E Century Blvd
Rocky Ln
pros 1,,
consulting
0 ' 1/2 1 11/ .les
Park & Rec Site
Site Service Area
Local Road
Major Road
Highway
Lodi, CA Boundary
Sources: Esri, DeLorme, HERE, USGS, Intermap, increment P Corp., NRCAN.
Esri Japan, METI, Esri China (Hong Kong), Esri (Thaiiantf). TomTom
69
Parks, Recreation, and Cultural Service Department
Multi -Use Fields
Recommended Standard of
1 Field per 4,000 People
Lodi, California
Parks and Recreation
Strategic Action Plan
Eilers Ln
Peterson
Park
W Turner Rd
a
Louie Av
n
cc Forrest Av
ho/ ..
z S _
Lista or
E Turner Rd
W Fin, Sl
Jrrry 1.n
W Locust Sl
Henri
WPine St
Peri
krtord
Emerson
Park
Henry
Ghaves Park
2
W Arne St
W Oak Sr
W Walnu
W TnIr,
Cochran Rd
m
W Vines
ir
Y
rt -Victor RdCA•,2
Thurman 51
E Toy St
Maple St
'E Vine St
nenda Dr
Acacia SI
CA=r7
E Ave
c
Lakeshore
Ed Deeenedetti
Park
n C\,, r y,), d
up)
a
7E Lexington Dr
N
Salas
Park
Almond
Rocky in
pros
consulting
0 Y4 1/z
Miles
Park & Rec Site
Site Service Area
Local Road
Major Road
Highway
Lodi, CA Boundary
Sources: Esti, DeLorme, HERE, USGS, Intermap, increment P Corp., NRCAN.
Esri Japan, METI, Esri China (Hong Kong), Esri (Thaiiand). TomTom
consul ting
70
Strategic Action Plan
Cricket Fields
Recommended Standard of
1 Field per 70,000 People
1
Lodi, California
Parks and Recreation
Strategic Action Plan
v W Turner Rd
cb <II" DEr Turner Rd
Teton SIt g
I;
a` -
Lenge Ave
a O E cc
Forrest Ave o o
m a' .° E iy Daisy Ave — < _a
P N 2 2 n /y A N 9 % —
b 2 WLockelord SI 2 �^ a 2rga3 2
� t v F{old 2
o
2 " m N rn fordat
Proem", WLoeust St - Etaeke_. ,,_.
Pok 2 W Fim 51 W locos) Sl S 2 'rt Vlcler Rtl CA.13
n
Jerry Ln W EIm St z Z Hale E Locust at j�
w bn elab E Elm St
Lyi ,iu�er w'nes? wPlne Sr E Plne St
>S.n W Dalt Sr r .
K'WalnUrSl y EOak St
tot WLoce Ave Wtndi Ave Lei Y
Cabrltlo Cir 5
LI
a y N Thurman 51
W Tbkay SI W Tokay SIC $ E Tol .y St =
Cochran Rd 'a B
meexmd Iris Dr Sylvia Dr 1 N
Pak u
-.E.
Maple SI fndoslnal way
Vesta Ur m
1 w vrne sr . -
- -- m evinest
.S: Ar�r,�:i Ilr w N rrl '
P.. $ nalrh
61 Perk ai,f0 censer
Rio
CA -12 E W KaUser ari.TrCA-t7 Mt =E - -
pros
consulting
a'
7E Leylnytun Lit
N
Wrmbledon V
0 1/a 1/2 1 11/
Miles
amel
ACacle Sl
Elgin Ave
Almnnd ilr
- E C en inei
Salm
Pak
W
Rocky Ln
Park & Rec Site •
Site Service Area
Local Road
Major Road
Highway,;.-
Lodi, CA Boundary
Sources: Esri, DeLorme, HERE, USGS, Intermap, increment P Corp., NRCAN,
Esri Japan, METI, Esri China (Hong Kong), Esri (Thailand). TomTom
71
Parks, Recreation, and Cultural Service Department
Outd000r Basketball Courts
Recommended Standard of
1 Court per 6,500 People
Katzakian
P`a'rk
nt Rd
0
Q t
r =
W Lecke.,
r
= W E W Locus
51
Peterson .1 -rty in
Park J i�ary
W Pine Si
Pml
W Lod{ Ave
Cabrillo Cir
W Tnkay St
Cochran Rd Iris
Virl•wcod
Ptrk Vista Dr
W Vine SI
W-TurnerRd
,Dar : Ave
Hd r
tole Av e
Are
Lodi, California
Parks and Recreation
Strategic Action Plan
Ilea Dr
E Turner Rd
Acne SI
W oak Sr
W WmnulS
Field
E LockjO dst
; I E Locust St
z
E Elm St
Pine St
oak SI
Hale
Park
Hutchins Street
Square West Park
E TOkay Sr
St Anton Dr
T+e.,d.r Dr
CA. i2 E W Kel[teman LnCA-12 w
'�—,:MttCetgertwn Ln
Park St
kola
Pak
Legion
Park
I Vine St
Blakely
Thunman St
trickish -la! Way
Arita cnnle, r
c
Century
Meadows Park
Acacia SI
N
pros
consulting
0 '/a 1/2 1
I'M
Almond R,
E Century RI,d
Rocky In
Park & Rec Site
Site Service Area
Local Road 'Th.,
Major Road
Highway
Lodi, CA Boundary Li j
Sources: Esri, DeLorme, HERE, USGS, Intermap, increment P Corp., NRCAN.
Esri Japan, METI, Esri China (Hong Kong), Esri (Thaiiand). TomTom
pros
consul ting
72
Strategic Action Plan
Tennis Courts
Recommended Standard of
1 Court per 6,000 People
.r - � m
a
E,Icrs Ln o�
and
2
Peterson
Park
ern n,
1,
a
r o a
4 .J E
M Y
WLock ford 5t 2
W Locu iS
Ehn 51
Jrr
W Turner Rd
• Louie Ave
• Forrest Are
h 0isy Ave .,
S
pr In E
L
txfsl in c u
Freid
f, f.
w s c E Locketord 51
Hak. E Locust St
pOe' E Elia St
E Pine St
k St
Lodi, California
Parks and Recreation
Strategic Action Plan
Lista or
E Turner Rd
5
wit Rd
K Quff Ave
a
CJ
2
-E-Victor RdCA•12
Y
Therrnan sl
Industrial Way
Auto Center
h
arney L
pros;
consulting
0 ' 1/2 1 11/ .les
Rocky In
Park & Rec Site •
Site Service Area
Local Road �.
Major Road
Highway
Lodi, CA Boundary L —
Sources: Esri, DeLorme, HERE, USGS, Intermap, increment P Corp., NRCAN,
Esri Japan, METI, Esri China (Hong Kong), Esri (Thailand). TomTom
73
Parks, Recreation, and Cultural Service Department
Playgrounds Lodi, California
Recommended Standard of Parks and Recreation
1 Site per 3;000 People Strategic Action Plan
Lisa or
E Turner Rn
a
Q a
6 l3
2 2
-E-Ylgnr RdCA•12
eel Rd
Cabnilo Cir
W iokay St W Tokay
Cochran Ra Iris Dr
Nnawmtl SVIYI
Pr<w vista or
W Vine Sl
H
1 5
E
English Oaks--��IlXetgenun Ln
Common Park
re
St Anton Dr
Trentaa Dr
Park St
Kal4
P•�F
Hutchins Street2
Square Voest Park
e IDkay St
Maple 5t
Century a
Meadows.Park etc -
W Ccntu
Century Park
(City Easement)
Elgin Ave
mond Dr
to
ury &luta
pros
consulting
0 1�4 % 1
Miles
Wney L1
Rocky In
Thurman 51
1&uetnal Way
Arita Canter
Park 8 Rea Site •
Site Service Area
Local Road
Major Road
Highway *IV
Lodi, CA Boundary 6
Sources: Esri, DeLorme, HERE, USGS, Intermap, increment P Corp., NRCAN.
Esri Japan, METE, Esri China (Hong Kong), Esri (Thailand). TomTom
pros
consulting
74
Strategic Action Plan
Dog Areas
Recommended Standard of
1 Site per 25,000 People
Lodi, California
Parks and Recreation
Strategic Action Plan
Eilers Ln
Pbrreon
Pmh
'bye
n nr
reit Rd
a
a .r
2 WLOckblorrtS
15 Elm SI
Jelly Ln
Han,
rla,q, WPine St
Fero
W LocuatSt
W Lodt Are
CIbntln Cir
W Tntlay Si
Cochran R
Lodi Lake W Turner Rd
Perk
Lome Ave
a y
+r
Forrest Ave O
ly daisy Ave E
q rytY n H n 4
o .. a
W LOeresl ; z
WEIm St 2 v .
-EImSt
E Parr St
E Oak St
.:,nrdSt
Thurmpr, 51
E TOMay SI
Maple 51
tndbalrla
E Vine St
'Iwo Center
Alm
ry Blvd
7E LerlrrgWn of
N
Wimbledon ar
E Centu y Blvd
Satin m
Pak o
H
Vl
arney L
ky Ln
pros.?y'
consulting
0 '/4 1/2 1 11/iles
Park & Rec Site
Site Service Area
Local Road
Major Road
Highway'
Lodi, CA Boundary
Sources: Esri, DeLorme, HERE, USGS, Intermap, increment P Corp., NRCAN.
Esri Japan, METI, Esri China (Hong Kong), Esri (Thailand). TomTom
75
Parks, Recreation, and Cultural Service Department
Skateboard Areas
Recommended Standard of
1 Site per 65,000 People
Lodi, California
Parks and Recreation
Strategic Action Plan
1
Eilers Ln
W Turner Rd
� G
4 �
Talon St Jb 8 - Lame Ave
e C o Forrest Aye o
m ' a -� E 6,..., this,. Aye E
o ZxH w
N - F 1, O 2r{p
Ay nr _
6 i WLockelord St 7 tyS, r^ a Fuld
1 x
Arlonf N " to r'E,E Lockttad51
Park 2 W E4SI W Locust St
m must l ust St Z'.e
rr
.04.
Jerry tet W Elm St z : pale E Locust St I
"/,Hene, WPine St WArne St 'tEElm St
ep or
PAry W Gall Sr E Pmt St
E Oak St
W Walnut Sl °l'
W Lodi• Ave WLddi Ave Lodi i
•nt Rd
• e
cons'
0 % 1/2
Cabrldo Cir
W Tokay Si W Tokay SI ...'-' t o
Cochran Rd d t' E
ultanvmd Iris Dr Sylvia Dr N N nE
Pik V ai, u c
St Antonwvinesr
Kofu h
w NZ l
Ar park S r Park c
Y U N
4 N N
Node Dr
E
CA -T2 Pt
Lakeshne
W Century Blvd
1
2 Lexington Dr
W Century Blvd
Wrmbledon V
t
Miles
erne,. Li -
1
E TOAay St
E Vine St
Blakely
Park
ACacrA Si
Lista
Dr
5 Turner Rd
a
2
Thurnmi Sr
Maple St tndbstrial Way
Elgin Ave
Almond ill
- E L enlury awe
N
Salm2
Pal. 2
H
4,
Rocky Ln
rf
Auto Genial
r7
Park & Rec Site
Site Service Area
Local Road
Major Road
Highway'
Lodi, CA Boundary
Sources: Esti, DeLorme, HERE, USGS, Intermap, increment P Corp., NRCAN.
Esri Japan, METI, Esri China (Hong Kong), Esri (Thailand). TomTom
consul ting
76
Strategic Action Plan
Outdoor Pools
Recommended Standard of
1 Site per 50;000 People
Lodi, California
Parks and Recreation
Strategic Action Plan
c4.17 E W K H I l rn 1 .76 6 17 W
pros
consulting
0 1/4 1/2 1 1 1"
�1liles
inJn L,1 CA
0
SO
4111
EIQIn Ave
Park & Rec Site •
Site Service Area
Local Road 'N
Major Road
Highway 'r
Lodi, CA Boundary LEj
Sources: Esri, DeLorme, HERE, USGS, Intermap, increment P Corp., NRCAN,
Esri Japan, METI, Esri China (Hong Kong), Esri (Thailand) TnmTnm
77
Parks, Recreation, and Cultural Service Department
Spraygrounds
Recommended Standard of
1 Site per 25,000 People
Lodi, California
Parks and Recreation
Strategic Action Plan
Envie Ln
Lodi Lake >W Turner Rd
IE o l
a Park
Teton St P., g
n rs • Lame Ave
a w �c _ • Forrest Ave o
r n 'r !r Aa,sy Ave
P Q Y E b!/ N n
S v e Y or E L
S Sc WLeckelornSs 2' t,,lsr o 3 r�
o3 2
Pe1i1'r ' E. ' E Locketord 5t
Park 2 WFin, SI VV Locust St Wtdens! Sl
z s s
I. WEIm St z
Jerry - 2 Hak. E Locust St
HennF'''''''E Elm St
W Pine St W P,na
ae Dr PM! Woak Sr Epine St
5 Oak St
ent Rd
W Lodi Aye
tlt Ave
Cabrillo Cir si
i a'
W Tokay St WTokay Sts is
Cochran Rd gin.
,..,..,,cod Iris Dr Sylvia Dr u H
c
H
Ptrk Vista Dr
W Vine Sl
St Anton fir
Park SI
knlii
PAL
T+"ntl., Dr
a
CAi 12 5 W kellteman Ln CA•. E
`el,:FOMr
5 Tokay St
E Vine St
Blakely
Park
Acacia SI
Maple 5t
a
Lakeshore'
W Century BIvd
W Century al"
Sagas e
Pak 2
Wimbledon4 w`
Yr
▪ Lexington
C]t
arney L
pros;
consulting
0 Y4 1/2 1
Miles
1
I
Elgin Ave
Almond D,
E Century Blurs
Rocky In
Ro
lista or
E Turner Rd
K Quff Ave
5
— E Victor RdCA•l2
N
Z
Y
Thurman 51
nduelrial Way
un
enter
h
Park & Rec Site 0
Site Service Area
Local Road
Major Road
Highway 'C -
Lodi, CA Boundary t..
Sources: Esri, DeLorme, HERE, USGS, Intermap, increment P Corp., NRCAN,
Esri Japan, METI, Esri China (Hong Kong), Esri (Thailand). TomTom
consul ting
78
Strategic Action Plan
Indoor Aquatic Space
Recommended Standard of
0.5 Square Feet per 1 Person
Lodi, California
Parks and Recreation
Strategic Action Plan
ro
Eders Ln
a 5
Trion SI o G
c 6 n
5n , t
o e
Q 2
a12 2
5 W • Locket
P I.:74 n W • Loc St
Par4 2
W Elm sl r
44,
tae Or
ant Rd
Jcrly Ln
Henry
Gloves WPine Sr
Pad
W Lod! Ave
Cahnilo Cd
r
nod
W Turner Rd
a Font
Iy Daisy Ave
Y4
Louie Aye
H
o
St 2
W locust Sl t ;
W Elm St
w P,nest
W oat, Sr
W Walnul57
va Loch
W
Loil
e C
W Tokay St W Tokay SI C i
Cochran Re In- rr
vnawoad Sylvia Dr
Pwk Vista Dr : Hutchins Street
W Vine Si Square Vilest Park
Sf Anton Dr
rn
Lupo
Fipld
E Lock5lord 51
rl,x E Locust St
2 Pori,
Elm St
Pine St
ak St
61
5
E Tokay St
Maple St
L Vine St
an co
Park St Ell,tkolv
•WaWtorj
�,u o Park
U N
PAk
4 N N
.. Acacia St
Dr
a
Lakesece°
RID
Lista or
E Turner Rtl
N Lfuff Ave
2
-E-Vretor RdCA42
Thurman Sr
industrial way
Itt
enter
y Elgin Ave
Almond D+
E Century Rlud
W Century Blvd W Century Blvd
$ Lexington Dr Wimbledon D{
arney L�
pros
consulting
0 Y4 1/2 1 11/
Miles
Salav
Pak 2
I
Rocky Ln
N
Park & Rec Site 0
Site Service Area
Local Road �.
Major Road
Highway y -
Lodi, CA Boundary
Sources: Esri, DeLorme, HERE, USGS, Intermap, increment P Corp., NRCAN,
Esri Japan, METI, Esri China (Hong Kong), Esri (Thailand). TomTom
79
Parks, Recreation, and Cultural Service Department
Indoor Recreation Space
Recommended Standard of
1.5 Square Feet per 1 Person
K
Teton S t
a
lu'
Pederson
Park
ant Rd
�@e
2
iv..,odhrtdgf
ro
Erlers Ln
W Fin, SI
Jerry Ln
I"nr,
WPine St
pan
G
c
.c .• .r
Ij
WLockelard Ss Y
W LocuaiSr
W Lock Ave
W Turner Rd
Lo11leAve
Fon rat Ave o
cc
ly i7aisy Ave E
b«Yo n
Ei
W 1 xr.sl Sr � z Y e
W EIm 5t
z z
W nine St
W l ak Sr
W Wainur 5
W Loci Av
Cao0tln ch
Y
W Tokay Si W Tokay SI C
Cochran Rd Iris Dr
wr,exmd Sylvia Dr tit
Pa' Vista Dr
W Vine St
Anton Dr
da Dr
Lakeshore
W Century Blvd
Lod
2uro
Field
E Lacketa!d St
Hutchins Street 2
Square West Park
m v
N
Park St
Kofu
a Park
E
N
W Century Blvd
$
▪ Lexington Dr D{
arney Lit
pros;f
consulting
0 '/4 1/2 1 11/iles
Legion
Park.
m f Vine St
nroon
O Plainly
PArk
U 'h
� n
E Locust St
E EImSt
E Pine St
E oak 5t
E Tokay st
Maple sl
AC3Cra Sl
Elgin Av
N
I
Almond De
E Century Rhin
m
Pak .2
n
Rocky In
Ir'
sca
Lodi, California
Parks and Recreation
Strategic Action Plan
Or
E Turner Rd
N..
Thu
rn
u u
4 4
2 2
-E Vletor RdCA•12
h
an 51
stria! Way
brio Canter
Park & Rec Site 0
Site Service Area
Local Road �.
Major Road
Highway
Lodi, CA Boundary L —
Sources: Esri, DeLorme, HERE, USGS, Intermap, increment P Corp., NRCAN,
Esri Japan, METI, Esri China (Hong Kong), Esri (Thailand), TomTom
pros.
consul ting
80
Strategic Action Plan
4.3 PRIORITIZED FACILITY AND PROGRAM NEEDS ASSESSMENT
The purpose of the Facility and Program Priority Rankings is to provide a prioritized list of facility/ amenity needs
and recreation program needs for the community served by the City of Lodi Parks, Recreation and Cultural
Services Department.
This rankings model evaluated both quantitative and qualitative data. Quantitative data includes the statistically
valid Community Survey, which asked residents to list unmet needs and rank their importance. Qualitative data
includes resident feedback obtained in community input and demographics and trends.
A weighted scoring system was used to determine the priorities for parks and recreation facilities/ amenities and
recreation programs. For instance as noted below, a weighted value of 3 for the Unmet Desires means that out
of a total of 100%, unmet needs make up 30% of the total score. Similarly, importance -ranking also makes up
30%, while Consultant Evaluation makes up 40% of the total score, thus totaling 100%.
This scoring system considers the following:
• Community Survey
o Unmet needs for facilities and recreation programs - This is used as a factor from the total
number of households mentioning whether they have a need for a facility/ program and the
extent to which their need for facilities and recreation programs has been met. Survey
participants were asked to identify this for different facilities/ amenities and recreation
programs.
o Importance ranking for facilities - This is used as a factor from the importance allocated to a
facility or program by the community. Each respondent was asked to identify the top four most
important facilities and recreation programs.
• Consultant Evaluation
o Factor derived from the consultant's evaluation of program and facility priority based on survey
results, demographics, trends and overall community input.
The weighted scores were as follows:
• 60% from the statistically valid community survey results.
• 40% from consultant evaluation using demographic and trends data, community focus groups and public
meetings and levels of service.
These weighted scores were then summed to provide an overall score and priority ranking for the system as a
whole. The results of the priority ranking were tabulated into three categories: High Priority (top third), Medium
Priority (middle third) and Low Priority (bottom third).
The combined total of the weighted scores for Community Unmet Needs, Community Importance, and Consultant
Evaluation is the total score based on which the Facility/Amenity and Program Priority is determined.
81
Parks, Recreation, and Cultural Service Department
As seen below, Walking and biking trails, Small neighborhood parks, Nature Trails, Indoor fitness, running track
and exercise facilities and the Lake Area and are the top five highest facility / amenity priorities in Lodi.
Lodi
Facility/Amenity Priority Rankings
Overall
Ranking
Walking & biking trails
Small neighborhood parks
Nature trails
Indoor fitness, running track & exercise facilities
Lake area
Outdoor swimming pools/water parks
Playgrounds
Large community parks
Indoor theater & cultural arts facilities
9
Wildlife conservation areas
10
Off -leash dog park
11
Outdoor amphitheater
12
Indoor basketball/volleyball courts
13
Outdoor picnic shelters
14
Outdoor disc golf
15
Youth baseball fields
Outdoor basketball courts
Outdoor tennis court
Adult softball fields
Outdoor skateboarding parks
0
Football/lacrosse/cricket fields
Youth softball fields
Pickleball courts
pros .
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Strategic Action Plan
As seen below, Adult fitness and wellness programs, Community special events / cultural festivals Water Fitness
programs, Youth Sports programs, and Youth Learn to Swim programs are the top five highest program priorities
in Lodi.
Lodi
Program Priority Rankings
Overall
Ranking
Adult fitness &wellness progra ms
1
Community special events/cultural festivals
2
Water fitness programs
3
Youth sports programs
4
Youth Learn to Swim programs
Volunteer opportunities
Adult painting, arts, sculpturing classes
Senior programs
8
Pre -School programs/early childhood
9
Nature education programs
10
Adult sports programs
11
Adult theatre, dance, singing, musical instrument classes
12
Before & after school programs
13
Youth theatre, dance, singing, musical instruments classes
14
Youth fitness & wellness classes
Gymnastics & tumbling programs
Youth summer camps
Youth painting, arts, sculpturing classes
Tennis lessons & leagues
Programs for people with disabilities
Martial arts programs
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CHAPTER FIVE OPERATIONAL AND MAINTENANCE PLAN
5.1 OPERATIONAL STAFF ASSESSMENT
As a part of assessing the internal organizational culture and operations, the consulting team administered an
employee organizational survey over a six week period starting September 2014. Forty-two (42) staff employees
participated in this survey which serves as a good yardstick to assess current employee sentiment at a point in
time. Of the 42 responses, 15 are full time employees and 27 are part time employees.
This assessment, provided in Section 5, was undertaken as a part of
the Malcolm Baldrige Criteria for Performance Excellence. It is titled
- "Are We Making Progress" and was circulated to employees
Department -wide. For organizations that have been using the
Baldrige Criteria for Performance Excellence, the questionnaire is
conveniently organized by the seven Criteria Categories.
The areas reviewed through this employee assessment template
include:
• Leadership
• Strategic Planning
• Customer and Market Focus
• Measurement, Analysis and Knowledge Management
• Workforce Focus
• Process Management
• Cultural Results
Malcolm Ba[drigc
National
Quality
Award
ff
The results by each area are provided in the following pages. These are the key findings from each one of the
key areas and do no list every single question asked of the respondents. Detailed information about these
responses will be provided in the Appendix B.
• The summarized findings are color -coded based on the following:
o 33% or less responses Agree or Strongly Agree - Red
o 34% - 66% of responses Agree or Strongly Agree - Yellow
o 67% or higher responses Agree or Strongly Agree - Green
The reason for evaluating the culture of the organization is to better understand and assess how your organization
works. After understanding the culture of the organization it will make it easier to build, maintain, or implement
change in the organization. Understanding your employees' needs and concerns will help develop them within
the organization and help make your organization resilient.
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F.l LEADERSHIP
As per the chart below, the employees indicate a moderate level of confidence in their senior leadership. The
ability and willingness of the leadership to create a positive work environment and to ensure alignment with
organizational values are critical stepping stones in the successful implementation of any planning process.
The areas of opportunity identified by the staff were leaders using organization's values to guide employees
(60%) and the organization asking what staff members think (45%).
My senior (top) leaders use
organization's values to guide
us (60%)
I know my organization's
mission - what it is trying to
accomplish (78%)
Leadership
My senior leaders create a
work environment that helps
me do my job (66%)
Consultant Recommendations
My organization ask what
think (45%)
Proactive communication with the staff and greater staff involvement on a consistent basis would be important
to address these issues. This could be in the form of a weekly blog from the Director, a weekly Department
newsletter, quarterly staff meetings, etc. Engaged employees are happier and more productive versus
unengaged employees
Also, reinforcement of visuals of the values and mission throughout the department as well as evaluating the
Department's work cultural on a yearly basis. Continually to re-evaluating the work culture can help
management understand how employees feel about certain actions/processes and will help the Department to
take action in improving the culture within the organization.
The Department should develop leadership training for top and middle managers. This training will help managers
understand how to engage, inspire, and empower employees.
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5.1.2 STRATEGIC PLANNING
This overall section follows a similar pattern of response for Strategic Planning as indicated in the previous
section.
My organization encourages As it plans for the future, my
totally new ideas — innovation organization asks for my ideas
(49%) (46%)
Strategic
Planning
My organization is flexible I know how to tell if we are
and can make changes quickly making progress on my work
when needed (64%) group's part of the plan (56%)
Consultant Recommendations
Consistent with the recommendations in the leadership area, proactive information sharing and building a culture
of innovation that allows employees to try new ideas and new initiatives would be useful in addressing these
concerns.
It is recommended that the Department encourage staff to develop work plans as a part of their day-to-day
operations. These work plans could be tied into performance metrics that should be developed so that staff is
better able to identify and report progress. This would help the organization make changes more quickly.
Additionally, conducting the Sterling Model assessments on an annual basis would be helpful for Department
leadership to be able to gauge trends and improvements in key areas over time.
Create recognition programs for staff that implement new ideas that enhance productivity, improve financial
sustainability or increase visitor and users experience. Idea boards should be put up throughout the Department
buildings on how to make improvements to areas of concern.
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15.1.3 CUSTOMER AND MARKET FOCUS
As seen from the graphic below, this is an area that the Department is performing at a high level. Too often
agencies are focused on offerings services they want to offer versus those that their customers may actually
need. Based on staff responses, individual staff members have a high awareness of who their most important
customers are (95%) and regularly ask them what they need and want (90%).
it is very encouraging to see 82% resondents states that `I am allowed to make decisions to solve programs for
my Customers.' This number speaks positively to a culture of empowerment as it applies to customer relations.
Employee empowerment is a key compnent to building an organziation culture that pides itself on teamwork and
sense of pride and ownership.
know who my most I regularly ask my
important customers are customers what they need
(95%) and want (90%)
Customer and
Market Focus
I ask if my customers are
satisfied or dissatisfied
with my work (62%)
Consultant Recommendations
I am allowed to make
decisions to solve problems
for my costumers (82%)
Continue to let staff make customer need decisions in the field and share those decisions with the entire
organization. Develop intercept surveys at various programs and events that ask how the organization is doing
and how to improve their experience at park programs and events. Develop a yearly program plan that
incorporates what the intercept surveys are saying and determine how well the agency is meeting those needs.
Parks, Recreation, and Cultural Service Department
15.1.4 MEASUREMENT, ANALYSIS, & KNOWLEDGE MANAGEMENT
Staff responses for measurement, analysis and knowledge management is an area that could use improvement.
One of the themes consistently emerging is the perceived existence of a solo -based communications structure.
Staff felt they knew what was happening in their own work area but not for the organization as a whole.
I know how to measure the
quality of my work (87%)
I know how the measures I
use in my work fit into the
organization's overall
measures of improvement
(68%)
Measurement,
Analysis, & Knowledge
Management
I get all the important
information I need to do my
work (53%)
I know how my organization
as a whole is doing (47%)
Consultant Recommendations
A system -wide communication process will ensure that the information gets communicated consistently at all
levels of the agency would be critical in addressing this issue.
Posting performance measures and the results for the Department on a quarterly basis will help staff understand,
manage, and improve what the department is doing.
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15.1.5 WORKFORCE
Workforce focus has emerged as anther areas that could use come improvement. Ninety-seven percent (97%) of
employees are committed to the organization's success which shows employees trust in what the Department is
doing. However, the perception of being cared for could use improvement.
I am committed to my
organization's success (97%)
The people I work with
cooperate and work as a
team (68%)
Workforce
Focus
My bosses encourage me to My bosses and my
develop my job skills so I can organization care about me
advance in my career (53%) (53%)
Consultant Recommendations
The Department and key leaders in the organization need to recognize and celebrate employee accomplishments
at employee and commission meetings. Develop various awards that could be created for teamwork, innovation,
customer service, problem solving, etc.
The Department should implement a succession training program for employees that want to stay and advance
with the Department.
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15.1.6 PROCESS MANAGEMENT
The feedback for Process Management is a strong area of strength for the Department. Overall, the employees
indicated that they have sufficient control over their work processes as well as customer satisfaction with their
work. Prepared to handle an emergency (70%) could use some improvement.
We are prepared to My customers are
handle an emergency satisfied with my work
(70%) (97%)
Process
Management
We have good processes I have control over my
for doing our work (87%) work processes (81%)
Consultant Recommendations
If and when processes become too bureaucratic and cumbersome the Department should determine if the process
is core essential, important, or value added. They should determine which division within the agency is the lead
function on the process and which division are support functions on the process. This helps to eliminate
bureaucracy in the organization.
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Strategic Action Plan
15.1.7 CULTURAL RESULTS
In reviewing employee responses to this final measure, there is support that the organization is a good place to
work. A repeated concern is the limited awareness regarding internal communication or lack of awareness with
regards to the organization's overall vision or, in this case, financial performance.
Only half of the employees feel that the organization has the right people and skills to do its work and 58% of
employees believe the organization has high standards and ethics.
Also, 38% of staff feel that the organization removes things that get in the way of progress which needs to be
addressed.
My organization is a
good place to work (87%)
know how well my
organization is doing financially
(46%) / My organization has
the right people and skills to do
its work (51%)
Cultural
Results
My organization has My organization removes
high standards and ethics things that get in the way
(58%) of progress (38%)
Consultant Recommendations
The Director or finance director should provide a one page update to staff on how the organization is doing
financially. Key metrics should be posted that financially describe how well the organization is doing and key
revenue producing facilities and programs. This will help everyone to understand how they can impact the
outcome each day in their work.
Parks, Recreation, and Cultural Service Department
CHAPTER SIX FINANCIAL PLAN
In an effort to assist the PRCS Department achieve a solid financial foundation, key sustainability principles need
to be in place. To professionally manage the business elements of a park and recreation agency, there are areas
of emphasis in which the park and recreation director must be proficient. These areas include the following:
• Fundraising
• Partnering
• Government Finance
• Cost Recovery
• Enterprise Management
• Operational Management
This section of the Strategic Action Plan has a series of best practice suggestions that can be implemented in a
customized manner for Lodi. No two park and recreation agencies are alike. Their differences stem from how
they are governed to how they are funded and operated. The purpose of this section of the Strategic Action Plan
is to assist the director to identify things that will need to addressed to ensure financial sustainability for the
agency.
6.1 TOPICS OF IMPORTANCE
6.1.1 FUNDRAISING
• Establish a Friends Group, Park Foundation, or Park Conservancy to help raise money for the system or
a specific park.
• Find philanthropists in your community that will support users that do not have the ability to pay for
services and have them invest in these users through a park foundation or friends group established for
this purpose.
• Teach and train the Park and Recreation Board or Commissions that Friends Groups, Conservancy's and
Park Foundations are not in competition with the agency but need to act as your advocate. Placement
of the right types of people on these boards is a very important process that needs to be taught and put
into practice. These types of boards can meet the level of fundraising desired by the agency if the right
people are on the board. Management agreements between each fundraising group needs to be
completed each year with goals, dollars to be raised for what purpose and benefit to the agency.
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6.1.2 PARTNERING
• Never allow the private or a not-for-profit group make money from the agency's facilities without you
receiving a share of the gross revenue. Make sure your split covers your true costs and then the revenue
desired based on an operating pro -forma from the event they are creating in the park or recreation
facility.
• Privatize services where you do not have the capital dollars to operate and maintain the facility, park
or service that the agency owns to a competitive level.
• Have working, signed agreements with all types of partners to include (public/private, public/not for
profit and public/public partners). This requires separate operational policies on each type of
partnership that is established.
• Do not partner with any single group unless you have your own direct and indirect costs determined.
Understand the equitable investment the partner or partners are putting into the relationship.
• All partnerships must have working agreements with measureable outcomes. They are to be reviewed
at least every two years as one means to hold each other accountable.
• Ask the private sector to develop team building days in the parks and/or recreation facilities by creating
cleanup and fix up days. This builds community support and it will overnight enhance the park or facility
to a much higher level and it gives the corporate partner a selling point to their value in the community.
• Determine sponsorship opportunities and levels of sponsorships for your parks system every five years.
Use a private sponsorship contractor who knows the value of sponsorships for a percentage of the total
amount raised instead of doing it yourself.
16.1.3 GOVERNMENT FINANCE
• Agency needs to know the value of your park system less land value for what your assets are worth and
where those assets are in their life cycle. This will allow them to determine where capital improvements
need to be made and the cost benefit of those improvements to the system.
• Find dedicated funding sources you can count on annually to support your operational and capital needs.
• Ask your public for a capital improvement levy or bond, paid for from sales tax or property taxes every
10 years or whenever your asset lifecycle of your system falls below 50% of useful life.
• Develop a Business Development division within the agency to pursue grants, establish effective
partnerships, create earned income, and develop business plans with staff managing revenue producing
facilities to maximize the agency's earned income capability.
• Set up business enterprise systems for revenue producing facilities and programs.
• Develop a cost benefit analysis on all capital improvement projects prior to developing these parks or
facility sites to determine if it is financially feasible.
• Develop an annual revenue plan for the agency.
• Reviewing your current financing options sometimes create big savings. Agencies need to have access
to cheap capital and refinance if necessary to free up needed debt service capabilities.
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Parks, Recreation, and Cultural Service Department
• Understand the real details of "Capital." What are the carrying costs of land, facilities, and equipment?
Do not burden an agency with capital projects that cost the agency more to own than the land is worth.
6.1.4 COST RECOVERY
• Budget 3-5% of your total operating budget to support and maintain existing capital improvements and
assets.
• Replace revenue-producing equipment every 5 years to keep the user experience relevant and
competitive.
• Include your senior management staff on all design decisions. Force landscape designers and facility
architects to outline the maintenance costs on all parks and facilities they design to ensure their design
is aligned with the agency maintenance operating budget.
• Acquire additional land along trails to setup land leases for concession operations for a land lease to
help support operational costs of the trail.
• Know your true costs to deliver program services, maintain parks, trails and facilities, both direct and
indirect costs so that you can determine the true costs of services on a unit cost basis.
• Develop business plans on any agency operated program service or facility that costs more to operate
than $100,000 a year with an aim to define and deliver a cost recovery goal.
• Classify your agency's services based on core essential, important and value added criteria and then
price services that are furthest away from your mission at full cost recovery levels.
16.1.5 ENTERPRISE MANAGEMENT
• Set up business enterprise systems for revenue producing facilities and programs.
• Design parks and recreation facilities for efficiency, productivity and to produce revenue that will offset
operational costs at a predetermined cost recovery goal.
• Develop a financial policy that allows the agency to keep all earned income revenue in your operating
budget without lowering tax dollars received. The agency should not be penalized for generating
revenue to keep the agency well positioned for the future.
• When you build a park or trail system, require an agreement from your public officials that you will
receive the appropriate amount of operational funding to insure that you can maintain these facilities
once developed so you do not put undue pressure on the agency budget. This requires that the staff
develop an operational impact cost for each capital improvement developed for the system.
• Budget for marketing and branding of revenue producing facilities at 3-5% of total costs.
• Price your services to the 80% of users who can pay versus the 20% who are unable.
• Do not give any group in your community a larger than necessary discount because of their age, their
occupation, their military service etc. All citizens are valuable and should be treated the same.
Understand the size of the market for core programs and facilities and how much of the market your
agency controls. Is there opportunity to penetrate the market further?
• Study and understand market strategies that will make a measurable difference and improve the
economic positioning of the program or facility you are targeting.
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Strategic Action Plan
• Inform users and partners of what your costs are so they appreciate the value you place into the facility
or service. This strategy will help to reduce entitlement.
• Track user analytics to understand who and how often the system is being used by patrons.
• Understand concession management, what it takes to make it worth the time and investment for you
to provide the service versus an outside contractor. Don't allow special interest groups to have exclusive
rights to concession operations without paying the agency some level of gross revenue.
16.1.6 OPERATIONAL MANAGEMENT
• Stop maintaining things in your park system that nobody uses and remove them from your park system.
• Manage by standards and track costs to implement each type of standard.
• Train staff, regularly on business principals, cost recovery, cost of service and customer service.
• Understand the size of the market for core programs and facilities and how much of the market your
agency controls.
• Know the demographics of your users to determine their needs and capability of supporting program
and capital costs.
• Track population trends. Communities should track population trends and figure out how demographic
changes will affect the agency in the future.
• Agencies need to know how to properly "right size." We need to shed excess or unnecessary labor. Using
contractors is not a bad thing. Have a flexible as possible workforce so that there is little or no carrying
costs with the peak seasons are over. Know your true direct and indirect costs to deliver program
services, maintain parks, trails and facilities to understand true cost of service on a unit cost basis.
• Hold staff accountable to cost recovery goals for programs, facilities and parks you maintain with
revenue to support those services.
• Track employee costs of similar sized park systems. Understand the wages and benefits for all positions
every five years to understand how competitive your wages are with other systems. Judge if you are
below an acceptable level with or above the standard desired for wages and benefits. The goal should
be no more than 60-65% of total operational costs tied to employee cost which includes both direct and
indirect costs.
• Employ the right people for the right job, for the right pay, to achieve the right outcome and benefit
to the agency. Learn and apply the correct functionality and desired productivity of key positions.
• Reward employees for efficiency and productivity.
• Train staff to understand the management strategies of their supervisors as one way to prepare them
for positions at the next level of responsibility.
• Develop annual revenue and efficiency work sessions with your staff.
• Properly train staff in business management of concession operations.
• Hold employees accountable to productivity standards and cost recovery levels and give them
measurable outcomes to manage to and report out quarterly or every six months.
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Parks, Recreation, and Cultural Service Department
• Develop sustainable performance outcomes to hold all divisions accountable.
• Understand all available revenue sources used by parks and recreation agencies within a given region,
state or on a national level that applies best to your local operation. Know the terminology and how to
implement them into your system. There are over 150 funding options available to understand and
potentially implement.
• Develop a cost benefit analysis on all capital improvement prior to development to determine if it is
worth the financial and operational commitment to the agency.
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6.2 FUNDING AND REVENUE STRATEGIES
This section identifies funding options to help support operational and capital cost. This is provided from PROS
Consulting based on national work with other park systems.
16.2.1 REVENUE AND FUNDING OPTIONS TO CONSIDER FOR GREENWAYS AND TRAILS
The greenway funding opportunities cited below are applicable to organizations and agencies throughout the
U.S. that are seeking funding. The most common method for funding greenways is to combine local, public sector
and private sector funds with funds from state, federal and additional private -sector sources. Many communities
involved with greenway implementation are choosing to leverage local money as a match for outside funding
sources, in essence multiplying their resources.
Local advocates and Department staff should pursue a variety of funding sources for land acquisition and
greenway construction as well as funding opportunities for operations and maintenance costs. A greenway
program that relies on limited funding sources may one day come to a grinding halt should these sources dry up.
The following list of sources is divided into:
LOCAL AND STATE FUNDING SOURCES
Land Leases: Many communities across the United States have allowed land leases for commercial retail
operations along trails as a source of funding. The communities that have used land lease look for retail
operations that support the needs of recreation users of the trails. This includes coffee shops, grill and food
concessions and small restaurants, ice cream shops, bicycle shops, farmers markets and small local business.
The land leases provide revenue to maintain the trails and/or to be used for in-kind matching.
Tax Increment Financing (TIF Funds): The concept behind the tax increment financing is that taxes in a
designated area are frozen and the redevelopment that occurs in the blighted, conservation or economic
development area will increase the assessed valuation of the property and generate new property tax revenues.
The increase can be used on an annual basis to retire revenue bonds issued to finance redevelopment costs. A
great deal of development is required to generate sufficient revenues to make it work.
Sale of Development Rights below the Ground: Some public agencies have sold their development rights next
to greenways below ground for fiber optic lines and utility lines for gas and electric on a lineal foot basis. This
has occurred in King County, Washington.
Special Recognition License Tag: In Indianapolis, IN, the Greenways Foundation has a special Greenways
designation car tag that provides income to the Greenways Foundation to provide matching grant monies for the
City of Indianapolis greenways program. The tag provides $45 per tag sold back to the foundation.
Greenway Foundations: Greenway Foundations have been developing across the United States over the last 15
years to support greenway matching monies for cities and counties. Greenway Foundations raise money for
capital monies and operational money.
Floodway Funding Sources: Many cities and counties have used floodway funding sources to support
development and operations of greenways. This funding source is used extensively in Houston, TX and in
Cleveland, OH.
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Greenway Trust Fund: Another strategy used by several communities is the creation of a trust fund for land
acquisition and facility development that is administered by a private greenway advocacy group, or by a local
greenway commission. A trust fund can aid in the acquisition of large parcels of high-priority properties that
may be lost if not acquired by private sector initiative. Money may be contributed to the trust fund from a
variety of sources, including the municipal and county general funds, private grants and gifts.
Greenway Fundraising Programs: Agencies across the United States have used greenways for not-for-profit
fundraisers in the form of walks, runs, bicycle races and special events. The local managing agency usually gets
$2-$5 per participant who participates in the events to go back to support the operations and maintenance costs.
Greenways Conservation Groups: Conservation groups adopt green corridors to support the operations and
capital costs for specific greenways corridors. These groups raise needed money for designated greenways for
capital and operations costs.
Local Private -Sector Funding: Local industries and private businesses may agree to provide support for
greenway development through one or more of the following methods:
• Donations of cash to a specific greenway segment
• Donations of services by large corporations to reduce the cost of greenway implementation, including
equipment and labor to construct and install elements of a specific greenway
• Reductions in the cost of materials purchased from local businesses that support greenway
implementation and can supply essential products for facility development
Adopt -A -Foot Program: These are typically small grant programs that fund new construction, repair/renovation,
maps, trail brochures, facilities (bike racks, picnic areas, birding equipment) as well as provide maintenance
support. The Adopt -A -Foot program is similar to adopt a mile of highway program. Citizens are encouraged to
purchase an engraved foot plaque that is displayed along the trail system. The Adopt -A -Foot program is in the
form of cash contributions that range from $2,640 to $26,400 over a five year period.
State Departments of Transportation: Many states are the local administrators of federal funding from the
Transportation Equity Act for the 21st Century (TEA -21) - see more info below, under Federal Funding Sources.
Community Development Block Grants: Through its State CDBG Program, the U.S. Department of Housing and
Urban Development (HUD) provides States with annual direct grants, which they in turn award to smaller
communities and rural areas for use in revitalizing neighborhoods, expanding affordable housing and economic
opportunities and/or improving community facilities and services.
Safe -Routes to Schools Program: The federal government provides safe -routes to school funding for greenways
to promote youth walking to school. Grants are 100% federally funded.
State Water Management Funds: Funds established to protect or improve water quality could apply to a
greenways/trails project if a strong link exists between the development of a greenway and the adjacent/nearby
water quality. Possible uses of these funds include: purchase critical strips of land along rivers and streams for
protection which could then also be used for greenways; develop educational materials, displays; or for storm
water management.
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VOLUNTEER ASSISTANCE AND SMALL-SCALE DONATION PROGRAMS
Greenway Sponsors: A sponsorship program for greenway amenities allows for smaller donations to be received
both from individuals and businesses. The program must be well planned and organized, with design standards
and associated costs established for each amenity. Project elements that may be funded can include mile
markers, call boxes, benches, trash receptacles, entry signage and bollards and picnic areas.
Volunteer Work: Community volunteers may help with greenway construction, as well as conduct fundraisers.
Organizations which might be mobilized for volunteer work include the Boy Scouts and Girl Scouts.
Estate Donations: Wills, estates and trusts may be also dedicated to the appropriate agency for use in developing
and/or operating the greenway system.
FEDERAL GOVERNMENT FUNDING SOURCES
Some Federal programs offer financial aid for projects that aim to improve community infrastructure,
transportation and housing and recreation programs. Some of the Federal programs that can be used to support
the development of greenway systems include:
The Transportation Equity Act for the 21st Century (TEA -21): The primary source of federal funding for
greenways is through the Transportation Equity Act for the 21st Century (TEA -21). There are many sections of
the Act that support the development of bicycle and pedestrian transportation corridors.
Community Development Block Grant Program (CDBG): The U.S. Department of Housing and Urban
Development (HUD) offers financial grants to communities for neighborhood revitalization, economic
development and improvements to community facilities and services, especially in low and moderate -income
areas. Several communities have used HUD funds to develop greenways, including the Boscobel Heights' "Safe
Walk" Greenway in Nashville, TN.
Land and Water Conservation Fund (LWCF) Grants: This Federal funding source was established in 1965 to
provide "close -to -home" park and recreation opportunities to residents throughout the United States. Money for
the fund comes from the sale or lease of nonrenewable resources, primarily federal offshore oil and gas leases
and surplus federal land sales. LWCF grants can be used by communities to build a variety of parks Et recreation
facilities, including trails and greenways.
LWCF funds are distributed by the National Park Service to the states annually. Communities must match LWCF
grants with 50 -percent of the local project costs through in-kind services or cash. All projects funded by LWCF
grants must be used exclusively for recreation purposes, in perpetuity.
Conservation Reserve Program: The U. S. Department of Agriculture (USDA), through its Agricultural
Stabilization and Conservation Service, provides payments to farm owners and operators to place highly erodible
or environmentally sensitive landscapes into a 10-15 year conservation contract. The participant, in return for
annual payments during this period, agrees to implement a conservation plan approved by the local conservation
district for converting sensitive lands to less intensive uses. Individuals, associations, corporations, estates,
trusts, cities, counties and other entities are eligible for this program. Funds from this program can be used to
fund the maintenance of open space and non -public -use greenways, along bodies of water and ridgelines.
Wetlands Reserve Program: The U.S. Department of Agriculture provides direct payments to private landowners
who agree to place sensitive wetlands under permanent easements. This program can be used to fund the
protection of open space and greenways within riparian corridors.
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Watershed Protection and Flood Prevention (Small Watersheds) Grants: The USDA Natural Resource
Conservation Service (NRCS) provides funding to state and local agencies or nonprofit organizations authorized
to carry out, maintain and operate watershed improvements involving less than 250,000 acres. The NRCS provides
financial and technical assistance to eligible projects to improve watershed protection, flood prevention,
sedimentation control, public water-based fish and wildlife enhancements and recreation planning. The NRCS
requires a 50 -percent local match for public recreation, and fish and wildlife projects.
Urban and Community Forestry Assistance Program: The USDA provides small grants of up to $10,000 to
communities for the purchase of trees to plant along City streets and for greenways and parks. To qualify for
this program, a community must pledge to develop a street -tree inventory, a municipal tree ordinance, a tree
commission, committee or department and an urban forestry -management plan.
Small Business Tree -Planting Program: The Small Business Administration provides small grants of up to $10,000
to purchase trees for planting along streets and within parks or greenways. Grants are used to develop contracts
with local businesses for the plantings.
Economic Development Grants for Public Works and Development of Facilities: The U. S. Department of
Commerce, Economic Development Administration (EDA), provides grants to states, counties and cities
designated as redevelopment areas by EDA for public works projects that can include developing trails and
greenway facilities. There is a 30 -percent local match required, except in severely distressed areas where
federal contribution can reach 80 percent.
National Recreational Trails Program: These grants are available to government and non-profit agencies, for
amounts ranging from $5,000 to $50,000, for the building of a trail or piece of a trail. It is a reimbursement
grant program (sponsor must fund 100% of the project up front) and requires a 20% local match. This is an annual
program, with an application deadline at the end of January. The available funds are split such that 30% goes
towards motorized trails, 30% to non -motorized trails and 40% is discretionary for trail construction.
Design Arts Program: The National Endowment for the Arts provides grants to states and local agencies,
individuals and nonprofit organizations for projects that incorporate urban design, historic preservation,
planning, architecture, landscape architecture and other community improvement activities, including greenway
development. Grants to organizations and agencies must be matched by a 50 -percent local contribution.
Agencies can receive up to $50,000.
GRANTS THROUGH PRIVATE FOUNDATIONS AND CORPORATIONS
Many communities have solicited greenway funding from a variety of private foundations and other conservation -
minded benefactors. Some of these grants include:
American Greenways Eastman Kodak Awards: The Conservation Fund's American Greenways Program has
teamed with the Eastman Kodak Corporation and the National Geographic Society to award small grants ($250 to
$2000) to stimulate the planning, design and development of greenways.
REI Environmental Grants: Recreational Equipment Incorporated awards grants to nonprofit organizations
interested in protecting and enhancing natural resources for outdoor recreation. The company calls on its
employees to nominate organizations for these grants, ranging from $500 to $8,000, which can be used for the
following:
• Protect lands and waterways and make these resources accessible to more people
• Better utilize or preserve natural resources for recreation
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Strategic Action Plan
• Increase access to outdoor activities
• Encourage involvement in muscle -powered recreation
• Promote safe participation in outdoor muscle -powered recreation, and proper care for outdoor
resources
Coors Pure Water 2000 Grants: Coors Brewing Company and its affiliated distributors provide funding and in-
kind services to grassroots organizations that are working to solve local, regional and national water -related
problems. Coors provides grants, ranging from a few hundred dollars to $50,000, for projects such as river
cleanups, aquatic habitat improvements, water quality monitoring, wetlands protection, pollution prevention,
water education efforts, groundwater protection, water conservation and fisheries.
World Wildlife Fund Innovative Grants Program: This organization awards small grants to local, regional and
statewide nonprofit organizations to help implement innovative strategies for the conservation of natural
resources. Grants are offered to support projects that accomplish one or more of the following: (1) conserve
wetlands; (2) protect endangered species; (3) preserve migratory birds; (4) conserve coastal resources; and (5)
establish and sustain protected natural areas, such as greenways.
Innovative grants can help pay for the administrative costs for projects including planning, technical assistance,
legal and other costs to facilitate the acquisition of critical lands; retaining consultants and other experts; and
preparing visual presentations and brochures or other conservation activities. The maximum award for a single
grant is $10,000.
Bikes Belong: Bikes Belong Coalition is sponsored by members of the American Bicycle Industry. The grant
program is a national discretionary program with a small budget, to help communities build TEA -21 -funded
projects. They like to fund high-profile projects and like regional coalitions. An application must be supported
by the local bicycle dealers (letters of support should be attached). Bikes Belong also offers advice and
information on how to get more people on bikes. Government and non-profit agencies are eligible and no match
is required. The maximum amount for a grant proposal is $10,000. Applications may be submitted at any time
and are reviewed as they are received.
Wal-Mart Foundation: This foundation supports local community and environmental activities and educational
programs for children (among other things). An organization needs to work with the local store manager to discuss
application. Wal-Mart Foundation only funds 501(c)3 organizations.
6.2.2 PARKS & RECREATION FUNDING SOURCES THAT FUND OPERATIONAL AND CAPITAL COSTS
The following funding sources can provide revenue opportunities for the Department, but it will take a dedicated
staff person to investigate and pursue the source and manage for the future. The following are funding sources
that can be developed for the City.
Redevelopment Money: Redevelopment money from the County or the State to promote economic development
in the area. Redevelopment agencies are typically located as part of cities and counties in most states.
Bed Tax (transient occupancy tax): A Bed Tax (transient occupancy tax) money from hotels and motels in the
City who would directly benefit from the attractions or special events held at the City park sites. Counties
usually manage this funding source, which would require the County to support the funding source. This could
be one or two percent added to the existing bed tax to support the development of a specific facility or park.
CDBG Money: This source can be used for a park site. The City does qualify for this funding source.
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Parks, Recreation, and Cultural Service Department
Local, Regional or National Foundations: Many communities have turned to their local, regional and national
foundations in their area to support the development of an element of the park system.
Park Income Tax Issue: This would require local residents to vote on an income tax issue to develop or enhance
existing and new parks from income taxes of residents and people who work in the City.
Lease Back Option: The agency would enter into a lease back option with a private finance company to provide
the financing for the project. The agency, along with their partners, would agree to pay the development costs
back over a 30 -year period from the revenues earned from the site or from general fund dollars dedicated to the
project.
Partnership Development Agreement: Each partner would develop their respective facilities based on set
design guidelines with the City managing all the site elements. Partners would work collectively to promote the
site as a whole versus individual amenities. This process was successful for Papago Park, located in the City of
Phoenix, AZ. The site included a Major League Spring Training facility and Minor League Baseball Complex, Zoo,
Botanical Gardens, History Museum and other attractions on site.
Naming Rights: Private fundraising could be developed to fund a portion or all of it through naming rights for a
park site and through individual amenity naming rights. Naming rights are calculated by the number of impression
points by visitors to the site. A park could raise 20%-30% of the development costs from naming rights. Individual
naming rights could support the development of sports fields, a dog park, skate park, ice rink, BMX track, winter
sports area, children's play area, hockey rink and golf course.
This can vary from 3-20 years and is a very common practice in the private sector but is also getting more
prevalent in the public sector as well. (Lewisville, TX - Toyota of Lewisville Railroad Park)
http://www.cityoflewisville.com/index.aspx?page=538
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Sponsorships
These are typically cash or in-kind fees paid to an agency by a brand or a business in exchange for being able to
promote their brand or business through the agency's offerings (e.g. programs, events or facilities)
(e.g. City of Roseville, CA: Sponsorships for the Utility Exploration Center)
https://www.roseville.ca.us/explore/sponsorships.asp
Crowd -funding
It is the collection of funds to sustain an initiative from a large pool of backers—the "crowd"—usually made online
by means of a web platform. The initiative could be a nonprofit campaign (e.g. to raise funds for a school or
social service organization), a philanthropic campaign (e.g. for emergency funds for an ill person or to produce
an emerging artist), a commercial campaign (e.g. to create and sell a new product) or a financing campaign for
a public agency (capital projects or program / operations related e.g. printing costs for all marketing materials)
Crowdfunding models involve a variety of participants. They include the people or organizations that propose
the ideas and/or projects to be funded, and the crowd of people who support the proposals. Crowdfunding is
then supported by an organization (the "platform") which brings together the project initiator and the crowd.
Given below are two examples of the most popular platforms that are currently out there.
o www.Kickstarter.com
■ The Mountair Park Community Farm to build urban farms in unused City Park Space
https://www.kickstarter.com/projects/1255067972/growing-in-the-city-the-mountair-park-
community-fa?ref=live
Marketing Support for creating Outdoor Recreation Map
https://www.kickstarter.com/projects/403262169/outdoor-recreation-map-of-the-bob-marshall-
wildern?ref=live
o www.Razoo.com
• After -School Programs for Environmental Education http://www.razoo.com/story/Feel-Good-
About-Contributing-To-Urban-Sprouts
• Local Community Theater Support Group http://www.razoo.com/story/Team-Wang
• Community -Led Design Project http://www.razoo.com/story/Hsc-Board-Match-Challenge
Grants: Grants have always been a good source for funding of parks throughout the United States. Grants can
be provided by the Federal Government such as the land and conservation fund, transportation enhancement
funds for trails and greenways, state grant funds from gambling taxes or alcohol funds and local grants from
community foundations. Research for funding included, but is not limited to: Federal / State Grants, Foundation
Source and Corporate Grants for areas of support and fields of interest.
Community Forest and Open Space Program: Federal Grant with Estimated Total Program Funding of
$3,150,000. Individual grant applications may not exceed $400,000. The program pays up to 50% of the project
costs and requires a 50% non-federal match. Eligible lands for grants funded under this program are private
forests that are at least five acres in size, suitable to sustain natural vegetation and at least 75% forested.
Land and Water Conservation Fund: Preserve, develop and renovate outdoor recreation facilities. Focus is on
America's Great Outdoors Initiative. New or renovation of pavilions, playgrounds or play areas, ball fields,
bleachers, golf course meeting rooms, multi-purpose courts, parking facilities, pathways and trails, roads, signs,
ski areas, snowmobile facilities and tennis courts. Federal Funds -Average Award is $70,000.
Parks, Recreation, and Cultural Service Department
Congestion Mitigation and Air Quality Program -fund: This source is for transportation projects that improve
air quality and reduce traffic congestion. Projects can include bicycle and pedestrian projects, trails, links to
communities, bike rack facilities. Average grant size $50-$100,000.
Community Facilities Grant and Loan Program -Grant Program: This source is established to assist communities
with grant and loan funding for the expansion, renovation and or remodeling of former school facilities and or
existing surplus government facilities that have an existing or future community use. Facilities may be space for
community gatherings and functions, recreational athletic facilities for community members, particularly youth.
These include space for non -for-profit offices, child care, community education, theater, senior centers, youth
centers and after school programs. CFP match requirements for requests up to $250,000 are 10-% eligible project
costs. For requests over $250,000 to $1 million, the match is 15%.
American Hiking Society: Fund on a national basis for promoting and protecting foot trails and the hiking
experience.
The Helen R. Buck Foundation: This foundation provides funding for playground equipment and recreational
activities.
Deupree Family Foundation: The Deupree Family Foundation provides grants for Recreation, parks/playgrounds
and children/youth, on a national basis. This foundation supports: building/renovation, equipment,
general/operating support, program development and seed money.
The John P. Ellbogen Foundation: Children/youth, services grants as well as support for capital campaigns,
general/operating support and program development.
Economic Development Grants for Public Works and Development of Facilities: The U. S. Department of
Commerce, Economic Development Administration (EDA), provides grants to states, counties and cities
designated as redevelopment areas by EDA for public works projects that can include developing trails and
greenway facilities. There is a 30% local match required, except in severely distressed areas where the federal
contribution can reach 80%.
6.2.3 OPERATIONAL FUNDING COSTS OPPORTUNITIES
The Department has numerous revenue sources to draw from to support operational and management costs that
include long term capital replacement costs. The following are funding options to consider in operations of the
system:
User fees: User fees to access or use elements of parks exist currently but could be expanded to include fees to
access recreation and education programs, a dog park, a BMX track, skate park, nature center, sport leagues,
winter sports area, ice skating, spray ground and golf for green fees, carts, leagues and lessons. The City does
a good job in accessing user fees now.
Concessions: Concessions can be leased out to a private operator for a percentage of gross profits. Typically,
15%-18% of gross profits for concessions of a profit operator, or a managing agency over a park site could manage
concessions. Lodi Lake already has a concessionaire in place for canoe / kayak rentals etc. and this can be
expanded to other areas as well.
Parking Fees: During major special events, the City could charge a $5 parking fee for special events in the parks
e.g. at Lodi Lake
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Field Permits: The Department can issue field permits for practice or games. Permits should cover the
operational cost of each field and management costs. If a private operator desires to rent the site for a sporting
tournament for private gain, the Department should provide a permit fee plus a percentage of gross from the
event for the exclusive use of the fields.
Admission Fee: An admission fee to an event in the park can be utilized e.g. Taste of Lodi.
Walking and Running Event Fees: Event fees for walking and running events in the park can be assessed for to
cover safety staff managing the event in the park.
Food and Equipment Sponsors: Official drink and food sponsors can be utilized for the Department. Each
official drink and food sponsor pays back to the Department a set percentage of gross. Typically, this is 15%-20%
of costs for being the official product and receiving exclusive pouring and food rights to the complex. Likewise
official equipment sponsors work well for trucks, mowers and tractors.
Advertising Revenue: Advertising revenue can come from the sale of ads on banners in the parks. The
advertising could include trash cans, trail markers, visitor pull trailers, tee boxes, scorecards and in restrooms.
Wi-Fi Revenue: The Department can set up a Wi-Fi area whereby a Wi-Fi vendor is able to sell the advertising
on the Wi-Fi access banner to local businesses targeting the users of the site. This revenue has amounted to
$20,000-$50,000 in revenue for similar systems. E.g. Lodi Lake / Hutchins Street Square could be potential
sources for this.
Cell Tower: Cell tower leases can be used. This revenue source would support $35,000-$50,000 annually for
the site if cell towers in areas needing cell towers.
Program Fees: Program Fees to support existing programs can be employed in the form of lessons, clinics,
camps, life skill programs and wellness and fitness. These types program help support the operations of the park
and recreation system as a whole.
Special Event Sponsors: Special Events provides a great venue for special events sponsors as it applies to a
concert, stage, entertainment and safety.
Capital Improvement Fee: A Capital Improvement Fee on all programs and events can be added. A capital asset
fee of $2-$3 on each person who participates in a class, event or program can be incorporated into the cost of
the program or event.
Volunteerism: The revenue source is an indirect revenue source in that persons donate time to the Department
to assist in providing a product or service on an hourly basis. This reduces the Department's cost in providing
the service plus it builds advocacy for the Department.
Special Fundraiser: Many agencies hold special fundraisers on an annual basis to help cover specific programs
and capital projects to be dedicated to a facility or Department as a whole.
Catering: The Department has many sites that set up well to have high, medium and low level caterers on
contract that groups can use. Caterers usually provide the parks with a fixed gross rate on food and beverage at
12%-15% of the cost of food and 18% of drink back to the Department.
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Parks, Recreation, and Cultural Service Department
CHAPTER SEVEN IMPLEMENTATION PLAN
When developing a Strategic Action Plan it is important to establish a Vision and Mission for the department to
guide its efforts for the future. Vision says what the Department wants to be known for and Mission indicates
how we get there.
7.1 VISION STATEMENT
The following vision presents Lodi Parks, Recreation, and Cultural Services Department desire for the future:
"To be the region's leading provider of vibrant spaces and experiences."
7.2 MISSION STATEMENT
The following mission statement is how Lodi Parks, Recreation, and Cultural Services Department will implement
their vision:
"To exceed community and staff needs in an innovative and sustainable manner."
7.3 VALUES
• Customer Service Excellence
• Innovation / Continuous Improvement
• Inclusion
• Fun / Positive Experiences
• Sustainability (Financial and Environmental)
7.4 GOALS
• Incorporating NRPA's 3 Pillars - Health and Wellness, Conservation and Social Equity
• Ensuring Financial Sustainability for the organization
• Telling the PRCS story
• Creating a professional organizational culture
17.4.1 OVERVIEW
The following section outlines the Goals and Specific Strategies for five key areas of Lodi Parks, Recreation, and
Cultural Services Department. These are broad strategies, while the detailed tactics to fulfill them are provided
in Appendix A of this Strategic Action Plan. The recommendations are meant to serve as a guide and should be
flexible to adapt to changing trends and needs over time. This will ensure that the Strategic Action Plan truly
serves as a living document, which is dynamic and proactively meeting community needs and vision over time.
The key areas for recommendations include:
• Parkland and Facilities
• Recreation Programs
• Maintenance and Operations
• Financing
• Marketing and Communications
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Strategic Action Plan
7.5 COMMUNITY VISION FOR PARKLAND AND FACILITIES
Acquire property, develop and maintain existing parks and recreation facilities to meet LOS standards and use
that enhances property values, provides a benefit to the residents and users and positions the PRCS Department
as a regional leader.
17.5.1 STRATEGY
• Ensure the growth of the parks and trails system keeps pace with the needs of the community but does
not outpace the financial or organizational resources of the Department.
• Develop design principles for each park in the system to maximize the value and use to make the park as
efficient and productive as possible.
• Create a mix of synergistic elements within the system to maximize complementary use at individual
sites and throughout the system.
• Strategically add indoor facility space to serve the growing population and meet new recreation demands
while ensuring financial sustainability.
• Maximize the use of Lodi Lake to ensure its sustainability and position as a source of pride to the
community.
7.6 COMMUNITY VISION FOR RECREATION PROGRAMS
To serve Lodi's diverse community's needs through creative, multi -cultural and multi -generational recreation
opportunities and increase program participation from 34% to over 40% in 5 years.
17.6.1 STRATEGY
• Combine increased use of technology and word of mouth to Increase awareness and participation rates
of program offerings among Lodi residents and tourists / visitors (2nd biggest reason why people
participate - 35% is due to friends' participation).
• Build the PRCS brand and tell its story by ensuring greater consistency in program delivery, look and feel
through system -wide standards as well as celebrate the diversity of the Lodi community.
• Become a data -driven agency that uses data and analytics to drive decision-making on program offerings
and customer feedback.
• Build Volunteerism as a core program
• Evaluate existing core program areas and their classification / lifecycles to ensure alignment with trends
and community needs.
7.7 COMMUNITY VISION FOR MAINTENANCE AND OPERATIONS
Develop an operations and maintenance plan for the park system for all parks, recreation facilities and trails to
establish the maintenance cost requirements based on agreed to maintenance standards
7.7.1 STRATEGY
• Develop maintenance standards for all parks, recreation facilities and trails based on the right frequency
of maintenance tasks, using the right skill set of employees at the right pay for the right benefit desired.
• Improve intra -departmental coordination and communication and leverage the functional organization
structure to aid in limiting silos.
• Develop a school district partnership plan for use of school property for parks and recreation needs of
the Department.
1.
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Parks, Recreation, and Cultural Service Department
• Consider the value of contract or volunteer maintenance of certain tasks to maximize efficiency.
• Build an organizational culture built on innovation and continuous improvement that sustains changes in
staff and leadership and creates the `Lodi' way.
7.8 COMMUNITY VISION FOR FINANCE
Develop a sustainable park and recreation system by enhancing current and potential revenue sources and
creating additional dedicated funding opportunities.
17.8.1 STRATEGY
• Reinstitute a capital improvement program in order to provide adequate facilities and services to the
public and avoid more costly expenditures over the long term.
• Develop a long term financial plan and cost of service study for PRCS that can help support the
implementation plan.
• Develop specific policies for pricing, partnership, volunteer, and earned income and establish
Department -wide cost recovery goals over time.
• Implement environmental sustainability practices within the department.
• Update all policy manuals to focus on performance and outcomes.
7.9 COMMUNITY VISION FOR MARKETING AND COMMUNICATIONS
To reduce lack of awareness as a barrier to participation from 28% to less than 20% and to enhance household
program participation from 34% to over 40% in 5 years.
17.9.1 STRATEGY
• Develop a marketing strategy and distinct brand identity for PRCS.
• Focus on developing a strong brand and positive brand equity for PRCS.
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Strategic Action Plan
CHAPTER EIGHT CONCLUSION
In summary, the Lodi PRCS department has turned the corner with respect to financial sustainability and is now
poised to continue serving the increasingly diverse community's evolving need. The Strategic Action Plan is a 5
year community-based plan with an established vision, mission and values all resulting in goals, outcomes and
performance metrics for staff to hold them accountable.
It is an ambitious plan and will require the Department and the City to embrace the new normal based on
partnerships and financial sustainability while building a strong internal culture of continuous learning and
customer service excellence. The community and leadership have indicated their support for parks, recreation
and culture services in Lodi and this plan will help the Department achieve the community's goals in an innovative
and sustainable manner.
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Parks, Recreation, and Cultural Service Department
APPENDIX A STRATEGIC ACTION PLAN MATRIX
CORE VALUES
Means or End - Tool to make / justify decisions)
• Customer Service Excellence
o Responding quickly and being a good listener
o Be fair and just
o Provide the best experience while adhering to our values / value-added
• Innovation / Continuous Improvement
• Diversity / Inclusion / Social Equity
• Fun - Positive experience / Enjoyment
• Sustainability (Financial and Environmental)
• Goals: Establish a team to implement and sustain core values
o "Don't just have it on the wall...have it in the hall."
• Mandates
o Safety / Trust / Quality / Integrity / Accountability / Efficiency / Transparency
o Volunteerism
o Teamwork
o Credibility / Commitment
o Affordability
o Wellness
o Community
VISION
Future oriented; Where We Want To Be
"To be the region's leading provider of vibrant spaces and experiences."
MISSION
(Present oriented; How Do We Get There)
"To exceed community and staff needs in an innovative and sustainable manner"
VALUES
• Customer Service Excellence
• Innovation / Continuous Improvement
• Inclusion
• Fun / Positive experiences
• Sustainability (Financial and Environmental)
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KEY GOALS
• Incorporating NRPA's 3 Pillars - Health and Wellness, Conservation and Social Equity
• Ensuring Financial Sustainability
• Telling the PRCS story
• Creating a professional organizational culture
KEY TO MATRIX STAFFING:
1. Director
2. Park Superintendent
3. Park Project Coordinator
4. Park Supervisor
5. Recreation Superintendent
6. Recreation Manager(s)
7. Management Analyst
8. HSS Activities
9. HSS Facility
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Strategic Action Plan
COMMUNITY VISION FOR PARKLAND AND FACILITIES:
GOAL: ACQUIRE PROPERTY, DEVELOP AND MAINTAIN EXISTING PARKS AND RECREATION FACILITIES TO MEET LOS STANDARDS AND USE
THAT ENHANCES PROPERTY VALUES, PROVIDES A BENEFIT TO THE RESIDENTS AND USERS AND POSITIONS THE PRCS DEPARTMENT AS A
REGIONAL LEADER.
Strategy
Tactics
Staff Group
Responsible
Start Date
Required
Resources
Performance
Measure
1.1
Ensure the growth of the
parks and trails system keeps
pace with the needs of the
community but does not
outpace the financial or
organizational resources of
the Department.
• Acquire and develop parkland
and trails according to the
Level of Service
recommendations put forth in
this Plan
•
1,
2,
3
2016
• Grants,
impact fees,
or new
revenues for
larger goals
• Feet/miles of trails
added
• Develop master plans for new
parks and create/update
master plans when major
amenities are added to
existing parks
•
1,
2,
3
2016 for
Lodi Lake
Park
• Staff time
• Completed/adopted
master plan by July
2017
• Prioritize linear park
development that links
parkland, schools,
neighborhoods, commercial
areas, and local destinations
•
1,
2,
3
Ongoing
• Developer
resources for
new parks,
IMF for
existing
• Number of new
park connections
• Develop a trail acquisition
plan and a trail enhancement
plan to increase connectivity
in the community
•
1,
2,
3
In 2016 as
part of
Lodi Lake
Master
Plan, or
2017 for
other
locations
• Staff time
• Completed plan
• Work with a trails committee
to determine priorities,
support funding and increase
the visibility and use
•
1,
2,
7
FY 16/17
• Staff time
• Completed task by
end of 2017
(outside of Lodi
Lake MP)
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Strategic Action Plan
Strategy
Tactics
Staff Group
Responsible
Start Date
Required
Resources
Performance
Measure
1.2
Develop design principles for
each park in the system to
maximize the value and use to
make the park as efficient and
productive as possible
• Design for safety and security
in the park and add appropriate
levels of safety and security
lighting
•
2,
3
Ongoing
• Staff time,
parks capital
for lighting
• # of parks
completed
• Design for efficient
maintenance costs and develop
maintenance standards for
each park in the system
•
2,
3,
4
Ongoing
(update
existing)
• Staff time to
develop
standards,
staff training
• # completed,
budgetary
savings
• Design and update the parks to
support operational costs and
revenue capability
•
1,
2,
3
FY 16/17
• Staff time,
parks capital,
partner
support
• # of parks
updated,
revenue trend
• Develop new signage standards
for all parks in the system to
increase awareness and use of
the parks and recreation
facilities in the system
•
1,
2,
3,
7
2017
• Staff time,
public input,
cost of signs
(Following
Task 5.2)
• # of parks
completed
• introduce signage in print /
online and if possible, at all
parks/ programs / special
events and facilities that greet
and thank people in multiple
languages most frequently
spoken in Lodi
•
2,
3,
4,
5
2017
• $ for signage,
staff time
• # of signs
installed
and/or
replaced
• Create instructor tool kits to
provide all instructors (staff and
contract) all a consistent format
in which to conduct their
classes.
•
5,
6
FY 17/18
• Staff time,
printing costs
• Completion of
task
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Strategic Action Plan
Strategy
Tactics
Staff Group
Responsible
Start Date
Required
Resources
Performance
Measure
1.3
Create a mix of synergistic
elements within the system to
maximize complementary use
at individual sites and
throughout the system
• Improve restrooms and parking
at key high use parks in the
system
• 1, 2, 3
2017
• Capital
• Sq. ft parking
rehabbed, #
of restrooms
• Develop loop trails within or
between parks
• 1, 2, 3
2017
• Trails
committee
time, capital
• # of linear ft
of trails
created
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Strategic Action Plan
Strategy
Tactics
Staff Group
Responsible
Start Date
Required
Resources
Performance
Measure
1.4
Strategically add indoor facility
space to serve the growing
population and meet new
recreation demands while
ensuring financial sustainability
•
Expand or develop
recreation facilities
according to the Facility
Standards recommendations
put forth in this Strategic
Action Plan
• 1, 3,
5
2017
• Repurpose
existing space,
new revenue
source or new
partners for
joint use
• # of sq. ft. of
indoor rec
space added
•
Conduct a feasibility study to
develop a new recreation
center
• 1, 7
2016
• Council
support for
tax measure
• Study
completed by
June 2016
•
Partner with schools,
athletic associations, and
healthcare providers to
develop and program indoor
recreation facilities that
include needed amenities
• 1, 5,
6
2017
• Staff time,
potentially $$
• Dependent
upon new
revenue
stream; # new
participants in
new programs
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Strategic Action Plan
Strategy
Tactics
Staff Group
Responsible
Start Date
Required
Resources
Performance
Measure
1.5
Maximize the use of Lodi Lake
to ensure its sustainability and
position as a source of pride to
the community
• Conduct a true cost of
service analysis for the
operation and maintenance
of Lodi Lake Park
• 1,
2,
7
2016
• Staff time
• Completion of
analysis
• Consider park design
modifications to create a
more cohesive park
experience by developing
more internal connections.
• 1,
2,
3
2017
• Staff time,
parks capital
• # linear feet
of new
pathways
• Continue to develop
connections from Lodi Lake
Park to the overall
community trail network
• 1,
2,
3
2017
• Staff time,
possibly $,
potential
Street funding
• Identify
connections,
linear feet of
connectivity
established
• Develop a specific MP /
Business Plan for the park
• 1,
2,
3,
7
2016
• Staff time,
printing costs
• # of input
sources,
completion of
MP/Business
Plan
116
Strategic Action Plan
COMMUNITY VISION FOR RECREATION PROGRAMS:
GOAL: TO SERVE LODI'S DIVERSE COMMUNITY'S NEEDS THROUGH CREATIVE, MULTI -CULTURAL AND MULTI -GENERATIONAL RECREATION
OPPORTUNITIES AND INCREASE PROGRAM PARTICIPATION FROM 34% TO OVER 40% IN 5 YEARS
Strategy
• Tactics
Staff Group
Responsible
Start Date
Required
Resources
Performance
Measure
2.1
Combine increased use of
technology and word of mouth
to Increase awareness and
participation rates of program
offerings among Lodi residents
and tourists / visitors (2nd
biggest reason why people
participate — 35% is due to
friends' participation)
•
Identify primary and
secondary target markets
and conduct on-going
multilingual (Spanish, Urdu /
Hindi etc.) focus groups to
identify specific program
needs and reasons for lack
of participation
• 1,
5,
6,
7
2016
• Staff time
• Report on
unmet needs
following
focus groups,
followed by
action to
meet those
needs
•
Conduct lost customer
surveys at Special Events for
past participants to identify
reasons for dropping -out
and solutions to address the
reasons.
• 5,
6,
2016
• Staff time
• Report on
surveys,
develop
solutions to
address
reasons
•
Update the City website to a
responsive design website or
create a co -branded,
standalone yet connected
PRCS website
• 1,
5,
7
FY 16/17
• Staff time,
possibly
contractor
expense
• Dependent
upon City
website
future; or,
updated
standalone
site
117
Strategic Action Plan
Strategy
• Tactics
Staff Group
Responsible
Start Date
Required
Resources
Performance
Measure
2.1
Continued.
•
As a part of the registration
process, enquire about the
source of information that
drove the participation
behavior and thus track
marketing return on
investment
• 5,
6,
8
2016
• Staff time,
printing new
forms/online
forms
• Data based on
responses
that can assist
with more
targeted
marketing
•
Increase promotions by
partnering with places of
worship in Lodi and by
enlisting local community
leaders in the Hispanic /
Latino and South East Asian
communities
• 5,
6,
7,
8
FY 16/17
• Staff time,
printing costs
• Increase in
program
registrations,
activities
(measured via
above)
118
Strategic Action Plan
Strategy
Tactics
Staff Group
Responsible
Start Date
Required
Resources
Performance
Measure
2.2
Build the PRCS brand and tell
it's story by ensuring greater
consistency in program
delivery, look and feel through
system -wide standards as well
as celebrate the diversity of
the Lodi community
• Establish consistent program
standards for all core programs
and train staff in managing
services to meet these
standards and the outcomes
desire
• 1,
2,
4, 5
FY 16/17
• Staff time
• Completion of
task, participation
numbers,
participant
feedback
• Create instructor tool kits to
provide all instructors (staff
and contract) all a consistent
format in which to conduct
their classes.
• 5,
6
FY 17/18
• Staff time,
printing costs
• Completion of
task
119
Strategic Action Plan
Strategy
Tactics
Staff Group
Responsible
Start Date
Required
Resources
Performance
Measure
2.3
Become a data -driven agency
that uses data and analytics to
drive decision-making on
program offerings and
customer feedback
• Use data from the U.S. Census
as well as purchase data from
sources such as American
Sports Data, Outdoor
Recreation Report, Sporting
Goods Manufacturer's
Association and American
Demographics and Lifestyle
Reports from ESRI
• 1,
5,
7
2016
• Membership
in NRPA, cost
of purchased
data
• What programs
were assessed
with obtained
data
• Expand customer feedback
beyond post -program feedback
to pre-program evaluation, lost
customer surveys and on-going
real-time app based geocoded
feedback for parks / facilities
and special events.
• 1,
5,
7
FY 16/17
• Cost of tools,
marketing
• Obtaining
feedback, re -
evaluate
• Track website analytics
through free sources such as
Google Analytics and social
media trends through
Facebook and Twitter analytics
to identify user behavior online
• 7
2016
• Staff time,
potential
analytics costs
• Obtain data and
determine what
changes are
needed, then
implement them
• Update the trends annually
and communicate trend data
to Board and the staff as they
decide upcoming program
offerings
• 5,
6,
7
2017
• Staff time
• Commission/staff
support for data -
driven changes
120
Strategic Action Plan
Strategy
Tactics
Staff Group
Responsible
Start Date
Required
Resources
Performance
Measure
2.4
Build Volunteerism as a core
program
• Create a branded volunteer
program with reward systems
similar to an airline or a hotel
rewards program — volunteers
can accumulate points for
hours volunteered which can
be redeemed for
complimentary or discounted
offerings within those provided
by PRCS
• 1,
2,
5,
7
FY 16/17
• Staff
nominal
expense
time,
• Creation of
program, # of
participants
enrolled
• Combine all existing volunteer
information to create a
combined volunteer database
based on interests e.g. past
youth or adult sports
volunteers or special event
volunteers etc.
• 2,
5,
7
FY 16/17
• Staff time
• Completion of
task, timely
updates
• Utilize online mediums such as
www.volunteermatch.org to tie
• 1,
2,
5,
7
FY 16/17
• Staff time
• Completion of
task, # of
volunteers
solicited
available volunteer
opportunities with interested
volunteers
• Create volunteer training and
orientation programs,
performance measures and
annual hourly goals
• 1,
2,
5,
7
FY 16/17
• Staff time
• Completion of
task
• Build a volunteer section on
the website to promote
volunteerism
• 1,
2,
5,
7
Immediate
• Staff time
• Completion of
task
121
Strategic Action Plan
Strategy
Tactics
• Develop volunteer policy and
• 1, 2, 5, 7
FY 16/17
• Staff time,
• Completion of
2.5
Evaluate existing core program
areas and their classification /
lifecycles to ensure alignment
with trends and community
needs
training manual outlining
•
5,
nominal
task
FY 17/18
• Staff time
information for volunteer
. Update program lifecycles and
service classification matrix
annually to ensure programs
are managed to service
classification philosophies and
cost recovery goals
•
expenses
6
Mid -2016
recruitment, retention and
• Completion of
task
• Conduct an annual program
innovation audit to continue
updating the program lifecycle
and eliminate underperforming
programs
•
5,
6
appreciation
• Staff time
• Completion of
task
Strategy
Tactics
Staff Group
Responsible
Start Date
Required
Resources
Performance
Measure
2.5
Evaluate existing core program
areas and their classification /
lifecycles to ensure alignment
with trends and community
needs
• Develop mini -business plans
for each core program areas
•
5,
6,
7
FY 17/18
• Staff time
• Completion of
business plans
. Update program lifecycles and
service classification matrix
annually to ensure programs
are managed to service
classification philosophies and
cost recovery goals
•
5,
6
Mid -2016
• Staff time
• Completion of
task
• Conduct an annual program
innovation audit to continue
updating the program lifecycle
and eliminate underperforming
programs
•
5,
6
FY 16/17
• Staff time
• Completion of
task
122
Strategic Action Plan
COMMUNITY VISION FOR MAINTENANCE AND OPERATIONS
GOAL: DEVELOP AN OPERATIONS AND MAINTENANCE PLAN FOR THE PARK SYSTEM FOR ALL PARKS, RECREATION FACILITIES AND TRAILS
TO ESTABLISH THE MAINTENANCE COST REQUIREMENTS BASED ON AGREED TO MAINTENANCE STANDARDS
Strategy
Tactics
Staff Group
Responsible
Start Date
Required
Resources
Performance
Measure
3.1
Develop maintenance
standards for all parks,
recreation facilities and trails
based on the right frequency
of maintenance tasks, using
the right skill set of employees
at the right pay for the right
benefit desired
• Develop a maintenance
management plan for each park
and recreation facility based on
operational and funding
available
• 2,
4
FY 16/17
• Operating
budget, staff
time
• Completion of
task
• Develop maintenance standards
for indoor facilities e.g Hutchins
Street Square and determine
cost/sq. ft. to maintain
• 2,
4,
9
FY 16/17
• Operating
budget, staff
time
• Completion of
task
• Develop a Capital Improvement
Plan for the Department with
dedicated funding sources to
keep parks and facilities in good
condition
• 1,
2,
3
FY 16/17
• Staff time
• Completion of
task
• Implement a work order
management system to
maintain the park system and
the capital asset lifecycle
requirements
• 2,
4,
9
FY 16/17
• Staff time,
possible
expense; Tyler
module?
• Completion of
task,
adherence to
system
• Conduct a cost of service
analysis for park maintenance
functions to understand
cost/acre and to inform
maintenance operations and
partnership equity
• 1,
2,
7
2017
• Staff time
• Completion of
task, phase in
implementati
on of findings
123
Strategic Action Plan
Strategy
Tactics
Staff Group
Responsible
Start Date
Required
Resources
Performance
Measure
3.2
Improve intra -departmental
coordination and
communication and leverage
the functional organization
structure to aid in limiting
silos
• Integrate the maintenance
functions of the Cultural
Services Division with Park
Maintenance Division functions.
Park Maintenance should take
on additional facility
maintenance responsibilities to
allow the Cultural Services
Division to focus on
event/program scheduling and
management
• 1,
2,
3, 4, 9
FY 16/17
• Staff time
• Completion of
task
• Develop a set of consistent
standards for the operation and
maintenance of entire sites
across workgroups (e.g., Lodi
Lake swimming beach versus
picnic areas)
• 2,
4
FY 16/17
• Staff time,
possibly
reallocate
resources
• Completion of
task, begin
implementation
• Implement performance
reviews among both part- and
full-time staff to aid in job
performance management,
increase job satisfaction, and
decrease turnover.
• 1,
8,
2,
9
4, 5,
6,
FY 16/17
• Staff time
• Implementation
of task
• Address communication gaps
between the Recreation Division
and the Park Maintenance
Division in terms of preparing
facilities to meet the needs of
user groups
• 1,
2,
4, 5, 6
FY 16/17
• Staff time
• Fewer "misses"
in delivery of
services to
users
124
Strategic Action Plan
Strategy
Tactics
Staff Group
Responsible
Start Date
Required
Resources
Performance
Measure
3.3
Develop a school district
partnership plan for use of
school property for parks and
recreation needs of the
Department
• Meet with school officials on a
partnership plan for school
outdoor and indoor facilities to
maximize public facilities in the
Department for parks and
recreation use
• 1,
5
FY 16/17
• Staff time,
possible
expense
• Revamp JUA to
meet
needs/facility
availability or
eliminate
• Develop an improvement plan
for school/park sites to
enhance the value of these
school sites
• 1,
2,
3,
5
FY 2017/18
• Staff time,
capital outlay
• Reach
agreement on
plan, shared
costs
• Develop with the school district
a sports council to work with
the School District and PRCS
Department on enhancing
sports fields on school sites
• 1,
2,
3,
5
FY 17/18
• Staff time,
capital outlay
• Completion of
task,
revamped JUA
125
Strategic Action Plan
Strategy
Tactics
Staff Group
Responsible
Start Date
Required
Resources
Performance
Measure
3.4
Consider the value of contract
or volunteer maintenance of
certain tasks to maximize
efficiency
• Evaluate the cost to provide all
elements of maintenance and
what is the most cost effective
method to use to achieve the
highest level of quality and
efficiency
• 1,
2,
3,
4
FY 16/17?
• Staff time
• $ per acre for
maintenance
(ball fields vs.
passive areas)
• Using a cost of service analysis,
communicate to user groups,
end users, and decision makers
the actual cost to maintain
parks and recreation facilities
• 1,
2,
5,
6,
7
FY 17/18
• Staff time
• Completion of
task, telling
our story to
users
• Establish a part-time volunteer
coordinator to identify
volunteer tasks or positions,
recruit individuals and groups,
oversee programs like "Adopt -
a -Park," and track the impact
that volunteerism and in-kind
support has on the system
• 1,
2,
5,
7
2017
• Part-time
labor expense
• Completion of
task, # of
volunteers in
program
126
Strategic Action Plan
Strategy
Tactics
Staff Group
Responsible
Start Date
Required
Resources
Performance
Measure
3.5
Build an organizational
culture built on innovation
and continuous
improvement that sustains
changes in staff and
leadership and creates the
'Lodi' way
• Conduct annual updates of the
Malcolm Baldrige criteria's
Sterling Model — "Are We Making
Progress" and track progress
against the findings obtained
during this planning process
• 1,
2,
5
2016
• Staff time,
feedback
resources
• Track findings
to determine
progress
• Conduct on-going customer
service and organizational culture
training that focuses on effective
on -boarding process and a
consistent customer service
delivery process for everyone
from volunteers to the Director
• 1
2017
• Staff time,
operating
budget
• Completion of
task,
consistency in
delivery of
services,
customer
feedback
• Create an onboarding process
modeled by Disney's Traditions
training that educates every
employee on the history and
heritage of Lodi as well as key
PRCS offerings to build a shared
set of values and culture
• 1,
8,
2,
9
5, 6,
7,
2017
• Staff time,
operating
budget
• Completion of
task, follow -
up surveys of
employees
• Review and update the SWOT
analysis annually to ensure
strengths are built upon,
weaknesses are addressed,
opportunities leveraged and
threats considered
• 1,
2,
4, 5, 6,
7
2016
• Staff time
• Satisfactory
completion of
task; specify
time of year to
perform
127
Strategic Action Plan
COMMUNITY VISION FOR FINANCE
GOAL: DEVELOP A SUSTAINABLE PARK AND RECREATION SYSTEM BY ENHANCING CURRENT AND POTENTIAL REVENUE SOURCES AND
CREATING ADDITIONAL DEDICATED FUNDING OPPORTUNITIES.
Strategy
Tactics
Staff Group
Responsible
Start Date
Required
Resources
Performance
Measure
4.1
Reinstitute a capital
improvement program in order
to provide adequate facilities
and services to the public and
avoid more costly expenditures
over the long term
• Calculate the total value of the
physical park and recreation
system and formulate a long-
term capital fund investment
strategy to invest 2-4% of that
amount annually into the
Department to achieve a
stronger financial position
• 1, 2, 3, 7
2016
• New financial
source for
meaningful
CIP
• Completion of
task,
consistency in
using funds
for something
other than
emergency
repairs
128
Strategic Action Plan
Strategy
Tactics
Staff Group
Responsible
Start Date
Required
Resources
Performance
Measure
4.2
Develop a long term financial
plan and cost of service study
for PRCS that can help support
the implementation plan
• Execute a sustained effort to
increase earned income while
reducing spending, even at
modest levels. Some of the key
opportunities include corporate
sponsorships, crowdfunding,
foundation / gifts through Lodi
Community Foundation and
potentially Friends Groups by
resurrecting Friends of Lodi
Lake, Friends of the Dog Park
etc.
• 1, 2, 3, 7
2016
• Staff time
• Growth in
revenue from
donations, in -
kind services,
development
and growth of
volunteer
groups
• Provide or acquire training for
manager- and supervisor -level
staff to help determine true
unit costs to produce a unit of
service.
• 1
FY 2016/17
• Staff time,
budget for
possible
outside
training
• Completion of
task, staff's
utilization of
findings in
programs
129
Strategic Action Plan
Strategy
Tactics
Responsible
Staff Group
Start Date
Performance
Measure
4.3
Develop specific policies for pricing,
partnership, volunteer, and earned
income and establish Department-
wide cost recovery goals over time
• Develop a specific policy for each of
these four areas and have approved
by the Parks Commission or City
Council
• 1,
2,
5,
6,
7
FY 2017/18
• Completion of
task
• Develop a cost of service model for
parks, recreation facilities and
programs to determine cost recovery
levels currently and pricing strategies
to meet future cost recovery goals
• 1,
2,
5,
6,
7
FY 2017/18
• Completion of
task, implement
findings in
sensitive manner
based upon
community
priorities
• Communicate effectively the true
cost of services to users of the
system and any changes in pricing to
achieve cost recovery levels desired.
Achieve a department -wide true cost
recovery level of 35% within three
years, then 40% within five years.
• 1,
5,
6,
7,
8
FY 2017/18
• Completion of
task (see above)
• Utilize program and service
classification to drive a philosophy
based pricing process for services
and facilities
• 1,
2,
5,
6,
7,
8
2018
• Completion of
task
130
Strategic Action Plan
Strategy
Tactics
Staff Group
Responsible
Start Date
Required
Resources
Performance
Measure
4.4
Implement environmental
sustainability practices within
the department
• Develop green practices in all
parks and facilities including
water and energy conservation
practices, critical given the
water crisis faced by California
currently
• 1,
2,
3,
4
2016
• Staff
training
time,
• Certifications,
reduced
maintenance/wat
er costs
• Track and communicate the
financial impact of utilizing
sustainable practices
• 2,
3,
4,
7
2016
• Staff time
• Completion of
task
131
Strategic Action Plan
Strategy
Tactics
Staff Group
Responsible
Start Date
Required
Resources
Performance
Measure
4.5
Update all policy manuals to
focus on performance and
outcomes
• Develop flow charts for policy
and procedure processes to
maximize efficiency in delivery
of services
• 1,
2,
5, 6, 7
FY 16/17
• Staff time
• Completion of
task, resulting in
greater under -
standing of roles
• Develop performance
• 1,
2,
5, 6,
7,
FY 16/17
• Staff time
• Increased
measures to focus on
efficiency, customer
satisfaction, productivity and
revenue development
8
efficiency,
revenue and
higher customer
feedback
• Update all outdated policies
• 1,
2,
4, 5,
6,
FY 16/17
• Staff time,
• Completion of
and ensure staff documents all
standard operating procedures
to support the Plan and its
requirements
7,
8
some supply
expense
task
132
Strategic Action Plan
COMMUNITY VISION FOR MARKETING AND COMMUNICATIONS
GOAL: TO REDUCE LACK OF AWARENESS AS A BARRIER TO PARTICIPATION FROM 28% TO LESS THAN 20% AND TO ENHANCE HOUSEHOLD
PROGRAM PARTICIPATION FROM 34% TO OVER 40% IN 5 YEARS.
Strategy
Tactics
Responsible
Staff Group
Start Date
Performance
Measure
5.1
Develop a marketing strategy and
distinct brand identity for PRCS
• Utilize newly created, joint
marketing position to develop a
marketing plan that identifies
primary and secondary target
audiences, marketing mediums,
performance metrics and ROI on
marketing spending
• 1,
5,
7
2016
• Completion of
task and
resulting
benefits; build
our "brand"
• Build or expand the stand-alone,
responsive design PRCS website
(www.lodiparksvision.com) that
complements the City's website but
is focused on inspiration, not
information
• 1,
5,
7
2016
• Maintaining an
updating site
that grows in # of
visitors
• Update the existing website and
continue to expand the use of social
media e.g. PRCS twitter account etc.
to promote offerings not a local and
regional offerings. . Currently only
10% obtain their information from
the website
• 1,
5,
7
2016
• Greater citizen
engagement,
increase in
participation,
follow-up survey
• Develop an in-house marketing,
business development, customer
service and diversity training
program using staff support
• 1,
2,
5,
7,
8
FY 16/17
• Completion of
task, customer
feedback
• Cross promote with other service
providers each other's services to
avoid duplication of efforts
• 5,
6,
8
FY 16/17
• Completion of
task, monitor
regularly
133
Strategic Action Plan
Strategy
Tactics
• Focus on tracking and
• 5, 6, 7, 8
2016
• Completion of
5.2
communicating marketing return on
• As a part of the marketing plan
development, conduct a branding
workshop to identify what the
department wants to stand for and
what values it wishes its brand to
communicate
• 1,
task,
regular
2017
• Completion
task
investment to ensure maximum
• Create a 'brand book' as a part of a
continuing education process of
existing employees and the
orientation program for new staff —
full-time, part-time, seasonal and
volunteers
• 1,
reports
of
2017
• Completion
task, build
brand
impact for marketing spending
• As mentioned earlier, ensure
consistency in service delivery and in
visual appeal from a design and
signage standpoint for all parks,
facilities, programs and special
events
• 1,
findings
Strategy
Tactics
Responsible
Staff Group
Start Date
Performance
Measure
5.2
Focus on developing a strong brand
and positive brand equity for PRCS
• As a part of the marketing plan
development, conduct a branding
workshop to identify what the
department wants to stand for and
what values it wishes its brand to
communicate
• 1,
2,
5, 7
2017
• Completion
task
of
• Create a 'brand book' as a part of a
continuing education process of
existing employees and the
orientation program for new staff —
full-time, part-time, seasonal and
volunteers
• 1,
7
2017
• Completion
task, build
brand
of
the
• As mentioned earlier, ensure
consistency in service delivery and in
visual appeal from a design and
signage standpoint for all parks,
facilities, programs and special
events
• 1,
7
2017
• Completion
task
of
• Incorporate Department brand
information within the instructor
support kits as well as volunteer
manuals
• 5,
7
2017
• Completion
task
of
• Conduct annual brand association
and equity surveys in the community
to gauge the affinity the community
has towards and the awareness of
the PRCS brand name
• 1,
7
2017
• Completion
task
of
134
Parks, Recreation, and Cultural Services Department
APPENDIX B STAFF SURVEY RESULTS
AS A STAFF MEMBER OF LODI WHICH OF THE FOLLLOWING DESCRIBES YOU?
Part Time
Seasonal
Full Time
LEADERSHIP
35.71%
64.29%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
1 KNOW MY ORGANIZATION'S MISSION (WHAT IT IS TRYING TO ACCOMPLISH).
Strongly Agree
Agree
35.00%
Undecided
Disagree I
Strongly
Disagree
pros
consul ting
12.50%
7.50%
2.50%
42.50%
10"•/0 20% 30% 40% 50% 60% 70% 80% 90% 100%
135
Parks, Recreation, and Cultural Services Department
1 KNOW MY ORGANIZATION'S VISION (WHERE IT IS TRYING TO GO IN THE FUTURE).
Strongly Agree
Agree
Undecided
Disagree
25.00%
Strongly 5.00%
Disagree
12.50%
22.50%
35.00%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
MY SENIOR (TOP) LEADERS USE OUR ORGANIZATION'S VALUES TO GUIDE US.
Strongly Agree
Agree
Undecided
Disagree
Strongly
Disagree
consul ting
21.43%
11.90%
16.67%
11.90%
38.10%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
136
Strategic Action Plan
MY SENIOR LEADERS CREATE A WORK ENVIRONMENT THAT HELPS ME DO MY JOB.
Strongly Agree
Agree
Undecided
Disagree
Strongly
Disagree
28.57%
11.90%
7.14%
14.29%
38.10%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
MY ORGANIZATION'S LEADERS SHARE INFORMATION ABOUT THE ORGANIZATION.
Strongly Agree
Agree
Undecided
Disagree
17.07%
r
1
Strongly 2.44%
Disagree
21.95%
17.07%
41.46%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
137
Parks, Recreation, and Cultural Services Department
MY ORGANIZATION ASKS WHAT I THINK.
Strongly Agree
Agree
Undecided
Disagree
Strongly
Disagree
19.05%
7.14%
26A9%
19.05%
28.57%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
STRATEGIC PLANNING
IAS IT PLANS FOR THE FUTURE, MY ORGANIZATION ASKS FOR MY IDEAS.
Strongly Agree
Agree
Undecided
Disagree
Strongly
Disagree
pros
consulting
12.82%
7.69%
17.95%
33.33%
28.21%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
138
Strategic Action Plan
MY ORGANIZATION ENCOURAGES TOTALLY NEW IDEAS (INNOVATION).
Strongly Agree
Agree
Undecided
Disagree
15.38%
Strongly I5.13%
Disagree
23.08%
23.08%
33.33%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
I KNOW THE PARTS OF MY ORGANIZATION'S PLANS THAT WILL AFFECT ME AND MY
WORK.
Strongly Agree
Agree
Undecided
Disagree
Strongly
Disagree
12.82%
17.95%
38.46%
30.77%
0% 10% 20% 30% 40% 50°/0 60% 70% 80% 90% 100%
139
Parks, Recreation, and Cultural Services Department
I KNOW HOW TO TELL IF WE ARE MAKING PROGRESS ON MY WORK GROUP'S PART OF
THE PLAN.
Strongly Agree
Agree
Undecided
Disagree
Strongly
Disagree
15.38%
2.56%
12.82%
28.21%
41.03%
0% 10% 20% 30% 40% 50% 50% 70% 80% 90% 100%
MY ORGANIZATION IS FLEXIBLE AND CAN MAKE CHANGES QUICKLY WHEN NEEDED.
Strongly Agree
Agree
Undecided
Disagree
23.08%
Strongly 2.56°/0
Disagree
pros
consulting
•
11.95%
15.38%
41.03%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
140
Strategic Action Plan
CUSTOMER AND MARKET FOCUS
I KNOW WHO MY MOST IMPORTANT CUSTOMERS ARE.
Strongly Agree
Agree
Undecided
Disagree
23.08%
Strongly 2.561
Disagree
17.95%
15.38%
41.03%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
I REGULARLY ASK MY CUSTOMERS WHAT THEY NEED AND WANT.
Strongly Agree
Agree
Undecided
7.69%
Disagree 2.56%
Strongly
Disagree
43.59%
46.15%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
141
Parks, Recreation, and Cultural Services Department
1 ASK IF MY CUSTOMERS ARE SATISFIED OR DISSATISFIED WITH MY WORK.
Strongly Agree
Agree
Undecided
Disagree
20.51 %
Strongly 2.56%
Disagree
12.82%
23.08%
41.03%
0% 10% 20% 30% 40% 50% 60% 7O% 80% 90% 100%
11 AM ALLOWED TO MAKE DECISIONS TO SOLVE PROBLEMS FOR MY CUSTOMERS.
Strongly Agree
Agree
Undecided
Disagree 5.26%
Strongly
Disagree
consul ting
13.16%
39.47%
42.11%
O% 10% 20% 30% 40% 50% BO% 70% 80% 90% 100%
142
Strategic Action Plan
11 ALSO KNOW WHO MY ORGANIZATION'S MOST IMPORTANT CUSTOMERS ARE.
Strongly Agree
Agree
Undecided
Disagree
Strongly
Disagree
34.21%
2.63%
15.79%
47.37%
O% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
MEASUREMENT, ANALYSIS & KNOWLEDGE MANAGEMENT
I KNOW HOW TO MEASURE THE QUALITY OF MY WORK
Strongly Agree
Agree
Undecided
Disagree
Strongly
Disagree
26.32%
11111.11
13.16°%
60.53%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100°A)
110
143
Parks, Recreation, and Cultural Services Department
1 CAN USE THIS INFORMATION TO MAKE CHANGES THAT WILL IMPROVE MY WORK.
Strongly Agree
Agree
Undecided
Disagree
Strongly
Disagree
18.42%
15.79%
5.26%
60.53%
0% 10% 20% 30% 40% 50% 5O% 70% 80% 90% 100%
I KNOW HOW THE MEASURES I USE IN MY WORK FIT INTO THE ORGANIZATION'S OVERALL
MEASURES OF IMPROVEMENT.
Strongly Agree
Agree
Undecided
18.42%
Disagree 2.63%
Strongly
Disagree
pros
consulting
28.95%
0% 10% 20% 30% 40% 50%
50.00%
70% 80% 90% 100%
144
Strategic Action Plan
1 GET ALL THE IMPORTANT INFORMATION I NEED TO DO MY WORK.
Strongly Agree
Agree
Undecided
Disagree
Strongly
Disagree
18.42%
11-1=
10.53%
5.26%
34.21%
31.58%
0% 10% 20% 3O% 40% 50% 60% 70% 80% 98% 100%
11 KNOW HOW MY ORGANIZATION AS A WHOLE IS DOING.
Strongly Agree
Agree
Undecided
Disagree
Strongly
Disagree
15.79%
31.58%
2.63%
13.16%
36.84%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
145
Parks, Recreation, and Cultural Services Department
WORKFORCE FOCUS
THE PEOPLE I WORK WITH COOPERATE AND WORK AS A TEAM.
Strongly Agree
Agree
Undecided
Disagree
b
28.95%
7.89%
Strongly 5.26%
Disagree
18.42%
39.47%
0% 10% 20% 30% 40% 50% 60% 70% 80% 9O% 100%
MY BOSSES ENCOURAGE ME TO DEVELOP MY JOB SKILLS SO I CAN ADVANCE IN MY
CAREER.
Strongly Agree
Agree
Undecided
Disagree
Strongly
Disagree
15.79%
III
18.42%
13.16%
15.79%
36.84%
0% 10% 20% 30% 40% 50% 60% 70% 80% 9O% 100%
146
Strategic Action Plan
11 AM RECOGNIZED FOR MY WORK.
Strongly Agree
Agree
Undecided
Disagree
10.53%
Strongly I5.251
Disagree
18.42%
21.05%
44.74%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
1 HAVE A SAFE WORKPLACE.
Strongly Agree
Agree
Undecided
Disagree
30.77%
2.56%
Strongly
2,56%
Disagree
10.26%
53.85%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
1.
147
Parks, Recreation, and Cultural Services Department
MY BOSSES AND MY ORGANIZATION CARE ABOUT ME.
Strongly Agree
Agree
Undecided
Disagree
Strongly
Disagree
13.16%
23.68%
23.68%
39.47%
0% 10% 20% 30% 40% 50% 60% 70% 8O% 90% 100%
1 AM COMMITTED TO MY ORGANIZATION'S SUCCESS.
Strongly Agree
Agree
Undecided
Disagree 2.63%
Strongly
Disagree
pros
consul ting
18.42%
O% 10% 20% 30% 40%
50% 60%
78.95%
70% 80% 90% 100%
148
Strategic Action Plan
PROCESS MANAGEMENT
MY CUSTOMERS ARE SATISFIED WITH MY WORK.
Strongly Agree
Agree
Undecided
Disagree
Strongly
Disagree
37.84%
2.70%
59.46%
O% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
WE HAVE GOOD PROCESSES FOR DOING OUR WORK.
Strongly Agree
Agree
Undecided
Disagree
Strongly
Disagree
ill 8.11%
1
5.41%
16.22%
70.27%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
110
149
Parks, Recreation, and Cultural Services Department
1 HAVE CONTROL OVER MY WORK PROCESSES.
Strongly Agree
Agree
Undecided
Disagree
ja
21.62%
2.70%
Strongly
2.70%
Disagree
13.51%
59.46%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
WE ARE PREPARED TO HANDLE AN EMERGENCY
Strongly Agree
Agree
Undecided
Disagree
29.73%
•
Strongly
Disagree
pros
consulting
2.70%
13.51%
13.51%
40.54%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
150
Strategic Action Plan
CULTURAL RESULTS
MY WORK PRODUCTS MEET ALL REQUIREMENTS.
Strongly Agree
Agree
Undecided
Disagree
Strongly
Disagree
29.73%
2.70%
10.81%
56.76%
0% 10% 20% 30% 40% 50% 6O% 70% 80% 90% 100%
I KNOW HOW WELL MY ORGANIZATION IS DOING FINANCIALLY.
Strongly Agree
Agree
Undecided
Disagree
Strongly
Disagree
13.51%
2.70%
18.92%
32.43%
32.43%
O% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
151
111.11111111.0
Parks, Recreation, and Cultural Services Department
MY ORGANIZATION HAS THE RIGHT PEOPLE AND SKILLS TO DO ITS WORK
Strongly Agree
Agree
Undecided
Disagree
Strongly
Disagree
18.92%
21.62%
16.22%
10.81%
32.43%
O% 10% 20% 30% 40% 50%
60%
70%
80% 90% 100%
MY ORGANIZATION REMOVES THINGS THAT GET IN THE WAY OF PROGRESS.
Strongly Agree
Agree
Undecided
Disagree
8.11%
29.73%
Strongly 5,41%
Disagree
consul ting
21.62%
35.14%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
152
Strategic Action Plan
MY ORGANIZATION OBEYS LAWS AND REGULATIONS
Strongly Agree
Agree
Undecided
Disagree
Strongly 5.41%
Disagree
16.22%
40,54%
37.84%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
MY ORGANIZATION HAS HIGH STANDARDS AND ETHICS.
Strongly Agree
Agree
Undecided
Disagree
25.00 510
Strongly 2.78°1°
Disagree
33.33%
27.78%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
153
Parks, Recreation, and Cultural Services Department
MY ORGANIZATION HELPS ME HELP MY COMMUNITY.
Strongly Agree
Agree
Undecided
Disagree • 5,41%
Strongly 5.41%
Disagree
18.92%
35.14%
35.14%
O% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
MY ORGANIZATION IS A GOOD PLACE TO WORK.
Strongly Agree
Agree
Undecided
Disagree 2.70°!°
Strongly
Disagree
consul ting
43.24%
43.24%
10.81%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
154
Accreditation Meet Standard Does Not Meet Portions of this
Standard
Standard Plan will assist with
partially meeting
standard
Strategic Action Plan
APPENDIX C CAPRA STANDARDS
There are a total of 144 standards which include 36 Fundamental (in bold) standards. Fundamental
standards must be met clearly for the CAPRA Board to consider the Department as "CAPRA Accredited".
1.0 AGENCY AUTHORITY, ROLE AND RESPONSIBILITY
1.0 Source of Authority
1.1.1 Public Authority
1.1.2 Citizen Advisory Boards
1.2 Jurisdiction
1.3 Mission
1.3.1 Agency Goals and
Objectives
1.3.2 Personnel Involvement
1.4 Policies, Rules and
Operational Procedures
1.4.1 Policy Manual
1.5 Agency Relationship
1.5.1 Operational
Coordination and Cooperation
Agreements
2.0 PLANNING
2.1 Overall Planning Function
within Agency
2.2 Involvement in Local
Planning
2.3 Planning with Regional,
State, Federal and Non-gov
Agencies
2.4 Comp Plan
2.4.1 Trends Analysis
1.
155
Parks, Recreation, and Cultural Services Department
2.4.2 Community Assessment
2.4.3 Community Inventory
2.4.4 Needs Index
2.5 Feasibility Studies
2.6 Strategic Plan
2.7 Site Plans
2.8 Historical, Cultural and
Natural Resource Management
Plan
2.9 Community Involvement
3.0 ORGANIZATION AND ADMINISTRATION
3.1 Organization Structure
3.1.1 Statement of Purpose for
Each
Component
Organizational
3.2 Administrative Policies and
Procedures
3.2.1 Administrative Offices
3.2.2 Support Services
3.3 Communication System
3.4 Process for Public
Information, Community
Relations, Marketing
3.4.1 Public
Statement
Information
3.4.1.1 Public Information and
Community Relations
Responsibility
3.4.2 Community Relations
Plan
3.4.3 Marketing Plan
3.4.3.1 Marketing Position
Responsibility
pros
consulting
156
Strategic Action Plan
3.5 Management Information
Systems
3.5.1 Application
Technology
of
3.6 Records Management
Policy and Procedure
3.6.1 Records Disaster
Mitigation and Recovery
4.0 HUMAN RESOURCES
4.1 Personnel Policies and
Procedures Manual
4.1.1 Code of Ethics
4.1.2 Recruitment Process
4.1.3 Equal Employment
Opportunity and Workforce
Diversity
4.1.4 Selection Process
4.1.5 Background Investigation
4.1.6 Employee Benefits
4.1.7 Supervision
4.1.8 Compensation
4.1.9 Performance Evaluation
4.1.10 Promotion
4.1.11 Disciplinary System
4.1.12 Grievance Procedures
4.1.13 Termination and End of
Employment
4.2 Staff Qualifications
4.3 Job Analysis and Job
Description
4.4 Chief Administrator
4.5 Physical Examination
1.
157
4.5.1 Workforce Health and
Wellness
4.6 Orientation Program
4.6.1 In -Service Training
Function
4.6.2 Employee Development
4.6.3 Succession Planning
4.6.4 Professional
Organization Membership
4.7 Volunteer Management
4.7.1 Utilization of Volunteers
4.7.2 Recruitment, Selection,
Orientation, Training, and
Retention
4.7.3 Supervision
Evaluation
and
4.7.4 Recognition
4.7.5 Liability Coverage
4.8 Consultants and Contract
Employees
Parks, Recreation, and Cultural Services Department
5.0 FINANCIAL MANAGEMENT
5.1 Fiscal Policy
5.1.1 Fees and Charges
5.1.2 Acceptance of Gifts and
Donations
5.1.3 Government Grants
5.1.4 Private, Corporate, and
Non Profit Support
5.2 Fiscal
Procedures
Management
5.2.1 Authority and
Responsibility for Financial
Management
5.2.2 Purchasing Procedures
pros
consulting
158
Strategic Action Plan
5.2.2.1 Emergency Purchase
Procedures
5.3 Accounting System
5.3.1 Financial Status Reports
5.3.2 Position Authorization
5.3.3 Fiscal Control and
Monitoring
5.3.4 Independent Audit
5.4 Annual Budget
5.4.1 Budget Development
Participation
5.4.2
Recommendations
Budget
5.5 Budget Control
5.5.1 Supplemental/Emergency
Appropriations
5.5.2 Inventory and Fixed
Assets Control
6.0 PROGRAMS AND SERVICES MANAGEMENT
6.1 Recreation Program Plan
6.1.1 Program and Service
Determinants
6.1.2 Participant Involvement
6.1.3 Self -Directed Programs
and Services
6.1.4 Leader -Directed
Programs and Services
6.1.5 Facilitated Programs and
Services
6.1.6 Fee Based Programs and
Services
6.1.7
Programming
Cooperative
6.2 Objectives
1.
159
Parks, Recreation, and Cultural Services Department
6.3 Program Evaluation
6.4 Outreach to Underserved
Populations
6.5 Scope
Opportunities
of Program
6.6 Selection
Content
of Program
6.7 Community
Leisure
Education for
6.8 Program
Statistics
and Service
7.0 FACILITY AND LAND USE MANAGEMENT
7.1 Acquisition of Park and
Recreation Lands
7.2 Development of Areas and
Facilities
7.3 Defense
encroachment
against
7.4 Disposal of Lands
7.5 Maintenance and
Operations Management Plan
7.5.1 Facility
Requirements
Legal
7.5.2 Preventive Maintenance
Plan
7.5.3 Recycling
7.6 Fleet Management Plan
7.7 Agency Owned Equipment
and Property
7.8 Natural Resource
Management and
Environmental Stewardship
7.9
Sustainability
Environmental
pros
consulting
160
Strategic Action Plan
7.10 Maintenance Personnel
Assignment
7.11 Capital Asset
Depreciation and Replacement
im.
8.0 PUBLIC SAFETY, LAW ENFORCEMENT AND SECURITY
8.1 Laws and Ordinances
8.2 Authority to Enforce Laws
by Law Enforcement Officers
8.3 Law Enforcement Officer
Training
8.4 Public Safety and Law
Enforcement Role of Agency
Staff
8.4.1 Staff Liaison to Law
Enforcement Officers
8.4.2 Public Safety and Law
Enforcement In -Service
Training for Staff
8.4.3 Handling of Disruptive
Behavior
8.4.4. Traffic Control, Parking
Plans, and Crowd Control
8.4.5 Handling of Evidentiary
Items
8.5 General Security Plan
8.6 Emergency Management
Plan
8.6.1 In -Service Training for
Agency Staff
9.0 RISK MANAGEMENT
9.1 Risk Management Plan
9.1.1 Statement of Policy
9.1.2 Risk Management
Operations Manual
1.
161
Parks, Recreation, and Cultural Services Department
9.1.2.1 Accident and Incident
Reports
9.1.3 Personnel Involvement
and Training
9.2 Risk Manager
10.0 EVALUATION AND RESEARCH
10.1 Evaluation Analysis
10.1.1 Position Responsibility
for Evaluation
10.2 Experimental
Demonstration Projects
and
10.3 Staff Training for the
Evaluation of Programs,
Services, Areas and Facilities
10.4 Quality Assurance
pros
consulting
162