R16-011 1
2 RESOLUTION R16 -011
3
4 A RESOLUTION OF THE CITY OF BOYNTON BEACH,
5 FLORIDA, APPROVING AND ADOPTING THE
6 RECREATION AND PARKS DEPARTMENT 2015 — 2020
7 SYSTEM MASTER PLAN; AND PROVIDING AN
8 EFFECTIVE DATE.
9
10 WHEREAS, the System Master Plan provides guidance and policy direction for the
11 Recreation & Parks Department's role in the community; and
12 WHEREAS, this Plan shapes the delivery of department provided recreation and
13 parks services in a manner that is consistent and complimentary to the City's strategic goals;
14 and
15 WHEREAS, the System Master Plan is the Department's principal planning
16 document providing a framework for the provision of services as well as policy direction.
17 NOW, THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF
18 THE CITY OF BOYNTON BEACH, FLORIDA, THAT:
19 Section 1. The foregoing "Whereas" clauses are hereby ratified and confirmed as
20 being true and correct and are hereby made a specific part of this Resolution upon adoption.
21 Section 2. The City Commission of the City of Boynton Beach, Florida does hereby
22 approve and adopt the Recreation and Parks Department 2015 — 2020 System Master Plan, a
23 copy of the Plan is attached hereto as Exhibit "A ".
24 Section 3. This Resolution will become effective immediately upon passage.
25
S: \CC \WP \Resolutions\2016\R16 -011 Parks- _System_Master_Plan_- _Reso.doc
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PASSED AND ADOPTED this 19th day of January, 2016.
CITY OF BOYNTON BEACH, FLORIDA
YES NO
Mayor Jerry Taylor
Vice Mayor — Joe Casello
Commissioner — David T. Merker
Commissioner — Mack McCray
Commissioner - Michael M. Fitzpatrick
VOTE
ATTEST:
Jtkdith A. Pyle, CMC
'Interim City Clerk
(Corporate Seal)
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Acknowledgements
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City Commission
Mayor Jerry Taylor ,r"`-� 0 '.,,
Vice Mayor Joe Casello Gi _ , ° -- `\
Commissioner Mike Fitzpatrick 7 4 ., , %
Commissioner Mack McCray '_ _ -, . S
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Commissioner David Merker ,_
,
Recreation and Parks Advisory Board , 4
Elizabeth (Betty) Pierce -Roe, Chair `'°- r0 N '. '
Michael Byrd
Jeffrey Fromknecht
Charles Kanter
Robert Lapin
Catherine Scantlan
Renee Stern
Julie Mondello
l forAccre Daniel Schapiro �'�;.
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City Staff • CAPRA •
....
Lori LaVerriere, City Manager /ACCREDITED
Wally Majors, Recreation and Parks Director of -4, Sherri Claude, Recreation Administrator 'O% �r e.`
Virginia Shea, Senior Recreation Manager
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Mary DeGraffenreidt, Events & Programs Manager
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Recreation and Parks System Master Plan 2
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Table of Contents
Introduction 4
Department Overview 5
Service Area and Authority 5
Inventory 5
Organizational Mission, Vision and Values 5
Assessment of the Department 8
Park Classifications 8
Resources 11
Existing Park System 11
Future Park Sites 12
Recreation Facilities 12
Present Conditions 13
Parks and Facilities 13
Levels of Service (LOS) 19
Future Parks and Facilities 19
Personnel 21
Funding 26
Capital Improvement Program 27
Trends 32
SWOT 35
Needs Assessment 35
Community Inventory 38
Community Input 39
Goals, Objectives and Policies 40
Recommendations 45
Strategies 46
Summary 46
Recreation and Parks System Master Plan 3
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Introduction
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Parks and recreation is an essential element of any healthy and vibrant community, providing individual,
social and economic value. People rely on Boynton Beach's parks, open spaces and recreation programs
because of the many benefits they provide, including health and social well- being, environmental
sustainability and economic development. The Recreation and Parks Department encourages individuals and
groups to connect with one another, and through its parks and programs creates welcoming, diverse, open
and fun spaces and environments.
The City of Boynton Beach Recreation and Parks Department's System Master Plan is the Department's
principal planning document and provides the overall guidance and policy direction for the Department's role
in the community. The plan shapes the delivery of department - provided recreation and parks services in a
manner that is consistent with city strategic goals and meets the community's level of service standards. It
includes the department's mission, vision and values as well as an analysis of current conditions and
challenges. It also includes broad, long -range goals, policies and recommendations for the provision of
recreation facilities, programs and services, park acquisition and development, maintenance and operations,
and administration and management that will allow the Department to effectively serve the community's
needs and be responsible stewards of public assets. It is designed to provide a high -level framework that will
help the Department develop the strategies and actions that will lead to success over time.
Recreation and Parks System Master Plan 4
Department Overview
SERVICE AREA AND AUTHORITY
The Department serves over 73,000 residents of Boynton Beach, as well as thousands of county residents,
seasonal residents and visitors to the city each year. Citizens elect a four member commission from single
member districts, and a city -wide mayor. The Commission hires the City Manager. The Recreation & Parks
Director reports to the Assistant City Manager.
INVENTORY
The Boynton Beach Recreation and Parks Department currently consists of 29 developed parks and eight
undeveloped park sites. Taken as a whole, these parks and open spaces create a green infrastructure that
provides a refuge from the bustle of life, making Boynton Beach a more beautiful and livable city. Such
spaces also serve to sustain and protect our ecosystem for current and future generations through the
preservation of habitat, improvement of air and water quality, and encouragement of civic pride in the
community's natural resources.
The Recreation and Parks Department also operates a range of facilities devoted to providing a wealth of
recreation, health and education opportunities. These facilities include community centers, an art center, a
senior center, athletic facilities, a pool, tennis courts and fishing piers. Recreational programming offered
within and outside of these facilities enriches the lives of all people, including at -risk youth, people with
disabilities, seniors and families.
ORGANIZATIONAL MISSION, VISION AND VALUES
Mission
Recreation and parks enhances the quality of life and nurtures the health and well being of our
community, economy and environment. The professional staff members of the Boynton Beach Recreation
and Parks Department strive to meet the needs of the greater Boynton Beach area by offering high quality,
diverse recreational opportunities that promote physical health, social well -being and a strong sense of
community.
Recreation and Parks System Master Plan 5
Vision
Our vision is to be a leading and well- respected, nationally accredited agency providing exceptional,
widely accessible facilities and services that meet the needs and contribute to the health and well-
being of the community while preserving its history and embracing its future.
We seek to lead our diverse and ever - changing neighborhoods and communities in discovering the
unique parks and open spaces and exceptional and essential recreation facilities, programs and
opportunities available in Boynton Beach. Boynton Beach's Recreation and Parks Department
inspires patrons to create lifetime memories and provide healthy indoor and outdoor recreation
experiences while preserving the history of the community and embracing its future. The
Department will conduct its recreation programs and preserve and maintain parks, open spaces and
facilities and contribute to the economic development, environmental sustainability and social well-
being of our broad community while making life fun for all citizens.
We are community driven. Together and in partnership with other organizations, we:
Contribute to economic development
Developing and providing enriching programs helps to create healthy communities, reduce crime and
vandalism, foster business retention and expansion, and enhance tourism. Recreation and Parks is good for
the entire community!
Contribute to environmental sustainability
We strive to make the importance of recreation and parks more evident to the public, by promoting parks as
the center of communities and seeing City facilities as safe havens. The Department will continue serve as
stewards by maintaining and preserving parks, open spaces and natural areas while addressing accessibility
for all.
It is vital to encourage environmental and natural resource management — through public awareness, and
preservation. Recreation programs and parks enrich our human and natural resources.
Contribute to the social well being and safety of the community
Residents have long valued neighborhood and community parks as special natural places where they can
relax, walk, meditate, play, enjoy family time and seek spiritual renewal.
As our quality of life has changed and grown, the Boynton Beach Recreation and Parks Department has
formed partnerships with many other organizations including the Palm Beach County School District, The
Palm Beach County Board of County Commissioners and community -based organizations and businesses to
provide services to increase community stability.
The Department will provide a full spectrum of recreation and park services for residents that are affordable
and accessible and will continue to provide and expand all- inclusive programs and services, particularly to
the City's youth and senior populations. The Department will continue to encourage volunteerism through
recognition and training.
Recreation and Parks System Master Plan 6
Values
External
• A healthy, active and engaged community
• Open space that is clean, green and safe
• Excellent relationships with the people we serve
• The safety, well -being and education of children
• The safety, well -being and socialization of older adults
• Partnerships with public and private agencies and volunteers that enhance programming
and play
Internal
• . A commitment to collaborate, communicate and cooperate
• A commitment to integrity, honesty, openness and courage
• Respect for diverse cultures
• Focus on initiative, pride, spirit, teamwork and excitement
The Mission, Vision, and Values of the Department were developed through a process that included
stakeholder (both internal and external) input. The mission statement was further refined by staff in 2012.
This process helped illuminate and refine the Department's direction — why we exist and where we'd like to
be in the future, as well as affirm the values to which we adhere in conducting our business.
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Recreation and Parks System Master Plan
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Assessment .of ;the �Departrnent 4
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PARK CLASSIFICATIONS
Urban Open /Civic Space
Urban parks will provide civic open space in the downtown area for the enjoyment of all the residents of the
City as well as visitors to Boynton Beach. They serve as elegant public spaces that are designed to
complement the urban patterns of downtown Boynton Beach. These parks will serve as urban oases amongst
the bustle of downtown activity.
Urban parks should be located according to traditional town planning principles and good urban design. The
parks will be of two types: downtown plazas and waterfront parks. Additional urban pocket parks will be
added to complement the historic urban framework. All of the urban parks should be tied together with a
network of streetscaped pedestrian walkways and urban trails. The waterfront park system will build upon
and enhance the waterfront park network in the downtown. The waterfront park system will create a
connected system of urban park amenities along the waterfront and provide direct access to the activities of
the downtown. The park facilities and programs of the park spaces should complement the objectives of the
Community Redevelopment Agency. The urban park experience should embrace the spirit of Boynton Beach
as a quality -of -life destination with a quaint, traditional hometown feel.
Recreation and Parks System Master Plan 8
Community Parks
Community parks are typically the largest active parks in the City and serve the largest population base. They
are the most comprehensive in terms of recreation activities provided. These parks are the most expensive
to build and maintain.
The optimum service area for a community park in Boynton Beach should be one mile. Community parks
should be serviced by arterial and collector streets and be easily accessible throughout the service area by
way of interconnecting trails. While community parks should be strategically located through the
community, their locations can be significantly impacted by other types of parks, most notably regional or
county parks, which can contain some of the same recreational opportunities provided in community parks.
The optimal size of a community park should be based on the land area needed to accommodate the desired
uses.
Neighborhood Parks
Neighborhood parks will be the basic unit of the Boynton Beach park system and serve as the recreational
and social focus of each neighborhood. They should be developed for both active and passive activities
geared specifically for those living within the neighborhood service area. These parks should accommodate a
wide variety of age and user groups, including children, adults, seniors, family groups, and special
populations. Creating a sense of place in each park by bringing together the unique character of each site
with the social character of the neighborhood will be vital to creating a successful design.
Neighborhood parks should be centrally located within each service area, which should encompass a 'A-mile
distance, and if possible, uninterrupted by non - residential streets or other physical barriers. Each site should
be accessible from throughout its service area by way of interconnecting trails, sidewalks or low- volume
streets. Ease of access and walking distance are critical factors in locating a neighborhood park. A person's
willingness to use a neighborhood park is greatly reduced if they perceive it to be difficult to access or not
within a reasonable walking distance. Ease of access, central location and linkage to greenways are the key
concerns when selecting a site. The site itself should exhibit the physical characteristics appropriate for both
active and passive recreational uses. Since one of the primary reasons people go to a park is to experience a
pleasant outdoor environment, the site should have some innate aesthetic qualities. "Left- over" parcels of
land that are undesirable for development are generally undesirable for neighborhood parks as well and
should be avoided. Additionally, it is more cost effective to select a site with inherent aesthetic qualities,
rather than trying to create them through extensive site development. Given the importance of location,
neighborhood parks should be selected before a subdivision is platted and acquired as part of the
development process.
It is recommended that five (5) acres be the generally accepted minimum size necessary to provide space for
a menu of activities. The site should have adequate drainage and suitable soils and level topography. Ideally,
it should be connected to other park system components such as natural areas, lakes, ponds and greenways.
Recreation and Parks System Master Plan 9
Land within a flood plain should only be considered if the facilities are constructed above the appropriate
flood elevation. Although a park size of five (5) acres is recommended, the actual size should be based on the
land area needed to accommodate the desired uses.
Since each neighborhood is unique, input from neighborhood residents should be used to determine the
development program for the park. The guidelines presented here should be used as a framework to guide
program development and ensure consistency with other park system components. They should not be used
as an impediment to creative design possibilities.
Development of a neighborhood park should seek to achieve a balance between active and passive uses.
Active recreational facilities are intended to be used in an informal and unstructured manner. Neighborhood
parks are not intended to be used for programmed activities that result in overuse, noise, parking problems
and congestion.
Special Use Parks
Special use parks are those parks with unique, specialized amenities that cater to a select group of users. In
Boynton Beach, special use parks include the cemeteries, the Little League Park and Kids Kingdom. Efforts
should be made to include future special uses in neighborhood and community parks rather than segregate
them into separate areas.
Water and Beach Access Parks
These parks offer opportunities for access to and interaction with the Intracoastal Waterway and the Atlantic
Ocean. Amenities can include kayaking and canoe launches, fishing areas, observation boardwalks, day
docks, boat launching ramps, sand volleyball courts, picnic areas, restrooms and parking. Generally, each
park has its own unique features that are defined by the relationship with the water.
Conservation Lands
The function of an Open Space Park or Greenbelt is to provide space where people can engage in passive and
active recreation, provide preservation and conservation of environmentally sensitive areas and habitat for
wildlife, and serve as corridors to effectively link park system components together to form a continuous park
environment.
These parks should be located in areas of significant natural resources, aesthetic landscapes and open space.
There are no specific standards for how much conservation land a community should have. Instead, it is
dependent on the number and quality of natural and historical resources in the area, the public desire to
preserve these valuable sites and the willingness of the citizens to provide funds for their preservation.
Recreation Facilities
The City has eight (8) recreation centers and a community pool, each offering various and diverse programs
and classes for people of all ages. Facility hours vary based on needs and programming. Certain facilities can
be rented for private functions.
Recreation and Parks System Master Plan 10
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RESOURCES
Existing Park System
Urban Open /Civic Space Acres Neighborhood Parks Acres
Arbor, Edward F. Harmening Park .46 Betty Thomas Park 2.34
Dewey Park .29 Boynton Lakes Park 7.94
Heritage Park .22 Forest Hills Park 4.75
Kiwanis /Sierra Park .19 Galaxy Park 3.95
Veterans Memorial Park .59 Hibiscus Park 0.83
TOTAL 1.75 Knollwood Park 3.01
Laurel Hill Park 1.31
Community Parks Acres Meadows Park 7.20
Barrier Free Park (includes Tennis Center) 24.05 Pence Park 2.84
Ezell Hester, Jr. Park 15.82 Pioneer Canal Park 2.32
Wilson Park 3.85 TOTAL 36.49
TOTAL 43.72
Water /Beach Access Acres
Special Use Parks Acres Harvey E. Oyer, Jr. Park 8.79
Barton Mem. Park /Cemetery 6.26 Intracoastal Park 8.97
Boynton Beach Memorial Park/ Cemetery 11.78 Jaycee Park 5.31
Kids Kingdom .44 Mangrove Park 10.72
Little League 12.31 Oceanfront Park 6.89
Sara Sims Park /Cemetery 6.86 TOTAL 40.68
TOTAL 37.65
Conservation Lands Acres
Greenways /Bikeways Acres Galaxy Scrub 5.48
Palmetto Greens Linear 1.00 Rolling Green Scrub 8.0
TOTAL 1.00 Rosemary Scrub* 13.44
Seacrest Scrub* 53.41
TOTAL 80.33
* Owned by Palm Beach County (not included in total acreage)
This is a citywide total acreage of 174.77 acres of developed park, cemetery and open space land.
Recreation and Parks System Master Plan 11
Future Park Sites
Site Acres
Cortina 3.00
FP &L 7.14
Girl Scout 6.39
Meadows 1 3.99
Nautica Sound 4.99
Nickels Road 14.74
Quantum 17.47
Woolbright Place 3.62
TOTAL 61.35
Recreation Facilities
Facility Year Built Square Footage
Art Center 1992 6,642
Carolyn Sims Center 2007 13,816
Civic Center 1962 9,771 I
Ezell Hester Jr. Community Center 1992 21,921
Intracoastal Park Clubhouse 2007 7,303
John Denson Pool 2007 2,909
Oyer Park Clubhouse 1950 2.084
Senior Center 1999 9,891
Tennis Center 1982 1,596
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Recreation and Parks System Master Plan 12
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Parks and Facilities
Urban Open /Civic Space
Edward F. Harmening Arbor Park is a small passive park located adjacent to the East Water Treatment Plant.
It has several species of flowering trees. Its location and lack of parking create an isolated park area with
■
very little visitation. However, considering its location at one of the City's most prominent intersections, a
public art project that is scheduled to be completed by Fall 2016 will add a welcoming entrance to the City's
downtown corridor. As it is adjacent to the Utilities Department, the art project will be titled "Water, You
and I ", and will include two sculptural elements, a glass tiled wall and a gathering place called the "Water
Pavilion," designed to invite visitors to experience the drawing of water from the well. "Water, You and I"
will make a dynamic visual connection with the source of water in Boynton Beach - the Surficial Aquifer.
Dewey Park is located in the downtown core of the City. At present, it is a passive park with large ficus
trees. In the future, the park will become precious green space in the urban downtown center with the
imminent development of a large mixed use project that will be completed by Fall 2018. Decorative tree
1
strap lights and three cement checker /chess tables were recently added.
Heritage Park, located on Seacrest Boulevard, is a small city- maintained area. There is a monument
dedicated to Boynton Beach African - Americans. Additional landscaping was installed in 2011.
Kiwanis /Sierra Club Park is located on Northeast 22nd Avenue and is simply a grassy area.
Veterans Memorial Park is a passive park on Federal Highway. It will be greatly impacted by the downtown
redevelopment and will become a critical part of the urban open space of the town center. Renovations of
the park were completed in 2008. The park contains numerous memorials to various Veterans'
organizations.
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Recreation and Parks System Master Plan 13
Community Parks
Congress Avenue Barrier Free Park was completed in 2011 and encompasses 13.5 acres of the 24 acre site.
Considering that nearly 200,000 residents of Palm Beach County are disabled, the park was designed to
accommodate people of all ages and abilities on an equal level. With a Florida swamp theme, the park
features play areas, meandering trails, restored wetlands and a picnic area. In 2015, a Fitness Zone was
installed that includes 17 pieces of exercise equipment, five of which are wheelchair accessible. The park is
adjacent to the Tennis Center, which has 21 courts (17 har tru, 4 hard) which are all lighted for nighttime
play.
Ezell Hester, Jr. Park is one of the largest parks in the system and the athletic facilities are heavily used. The
sand volleyball courts were replaced with a large play structure in 2005 -06. The park also includes basketball
courts, racquetball courts, tennis courts, a baseball field, walking trail and picnic pavilions. An energy retrofit
project completed in 2011 included replacement of all external athletic lights and internal building lights
with energy efficient systems.
Wilson Park was reconstructed in February 2008. The park includes the Carolyn Sims Center, a two -story
recreation center that houses a game room, classrooms, multipurpose event room, catering kitchen and
offices. Site amenities include two basketball courts, two play areas, picnic shelters and multipurpose field.
The John H. Denson Pool, a newly constructed pool, includes a triple water slide, water features, lanes for
swimming, and dressing rooms.
Neighborhood Parks
Betty Thomas Park was completed in 2007 and includes a picnic pavilion, two tennis courts, picnic areas,
walking trail, landscaping and a small parking lot. The park is named after Betty Thomas, a Tong -term
Recreation and Parks Advisory Board Member, member of the Senior Center Advisory Board and school
principal in Boynton Beach.
Boynton Lakes Park is located in the Boynton Lakes neighborhood and contains a playground, a walking trail
and a large open grassy area. The play equipment and park furniture were replaced in 2005. As part of
Arbor Day, five trees (silver and green buttonwoods and royal poinciana) were planted in 2015.
Forest Hills Park is located in the Forest Hills neighborhood and is bordered on the west side by a sound
barrier wall on 1 -95. This park was built in 1972 and was showing signs of aging. The park furniture and play
equipment was replaced in 2006, as was the fence in the front. In 2013 a local Girl Scout, as part of her
requirement to earn a prestigious merit badge, organized and gathered the necessary resources to remove
graffiti, re -mulch the playground and other areas within the park, perform general landscaping
improvements, and convinced the Florida Department of Transportation to paint the adjacent sound wall.
Recreation and Parks System Master Plan 14
Galaxy Park is located at Galaxy E Elementary School. The City entered into an agreement with the Palm
Beach County School Board to swap the park land for some of the school land for the construction of the
elementary school at the site, which was completed in August 2012. In return for the swap, the School
District rebuilt the park, which includes a softball field, tennis courts and restrooms. As part of the
agreement with the School Board, during construction of the school, underground electrical infrastructure
was included to support possible installation of lights for the field and courts in the future.
Hibiscus Park is a small park located in the Lake Boynton Estates neighborhood. The playground equipment
was replaced in 2008.
Knollwood Park is located at Lawrence Road and Meadows Drive. Knollwood was built by D. R. Horton
Developers as a public /private partnership. In exchange for fill removed from the park site and used for
development, the developer paid for the construction of the park. Park amenities include a and with well
p p p p pond
littoral zones, a walking path, a gazebo and a small parking area. The littoral zones were replanted in
2015.
Laurel Hills Park, located in the Laurel Hills neighborhood, contains play equipment, a basketball court and
an open grassy area. The park was built in 1972 and is in need of renovation. Replacement of the play
equipment and park furnishings was completed in 2006. A double rail fence was installed in 2007. New park
entry signage was installed in 2008.
Meadows Park is an extremely popular park used by city residents and school groups. It features two
pavilions, a fitness trail and volleyball, basketball, tennis and bocce courts. Built in 1994, the heavy use has
created bare areas around the pavilions and courts. The playground equipment and park furniture were
replaced in 2006. Because of the heavy use and enjoyment by park users, this park will require consistent
maintenance and upgrades.
Pence Park is the oldest park in the system. The basketball courts are heavily used. The fence around the
baseball field was replaced in 2005. The playground equipment was installed in March 2008. In 2009, the
softball field was converted to a multipurpose field to accommodate the growing population of soccer
players in the neighborhood. A utilities lift station was installed in 2015 in the southeast corner of the park,
surrounded by landscaping that includes live oak, sabal palms, dahoon holly, beauty berry and fakahatchee
grass.
Pioneer Canal Park has the only freshwater boat ramp in the park system and tennis courts. The park was
not master planned and use of the property is not effective. The installation of a double rail fence,
renovation of the restrooms and resurfacing of the basketball and tennis was completed in 2007 and 2008.
Replacement of the play equipment was completed in 2008.
Recreation and Parks System Master Plan 15
Special Use Parks
Barton Memorial Park is a cemetery that contains gravesites dating back to the early 1900's. It is currently
closed for burials. In 2015 it was added to the city's register of historic places.
Boynton Beach Memorial Park is the primary public cemetery in Boynton Beach. There are very few
available gravesites remaining and the property will need to replatted again to create more sites. The trees
were heavily damaged by the 2004 hurricanes and were replaced in 2005 -06. There are currently five (5)
mausoleums on site with room for a smaller additional one.
Kids Kingdom Playground is a community built wooden and concrete play structure that has been an
extremely popular destination for residents, schools, camps and visitors since it was built in 1996. The
structure must be inspected regularly.
Little League Park contains four (4) baseball fields that are used by the East Boynton Beach Little League
organization. The maintenance of the ball fields and areas adjacent to the fields have been turned over to
this organization through a lease agreement.
Sara Sims Park and Cemetery is an older park that requires a lot of maintenance due to heavy use. This park
is in the CRA district. A Master Plan has been completed for the park with input from the public. Currently,
there is no funding to begin redevelopment. A new playground was added in 2015.
Water Beach Access
Harvey E. Oyer, Jr. Park is located between Federal Highway and the Intracoastal Waterway and provides
boat access to the Boynton Inlet and Atlantic Ocean. This park is heavily used by both boaters and park
users. The fishing pier was replaced in 2004. The restrooms inside the community center were renovated in
2004. The canal and channel were dredged in February 2008, funded in part by the Florida Inland Navigation
District. Playground equipment was replaced in 2008 -09. With funding from Palm Beach County, the public
restrooms and picnic pavilions were replaced in 2011. Two murals painted by local artist Peter Agardy were
commissioned in 2010. Additionally, the Bait Shop was leased to the Florida Fishing Academy. A mural was
painted on the exterior of the building by Guy Snell, a 15 -year old artist. This mural was funded in part by
the Guy Harvey Ocean Foundation.
Intracoastal Park is located between Federal Highway and the Intracoastal Waterway. It is an extremely
popular site that contains picnic shelters and a large play structure which is scheduled to be replaced in
2016, including the installation of shade covers. A two - story, 7,200 square foot clubhouse was completed in
October 2007 and is available to rent for meetings, weddings and other events. There is a mangrove
preserve /conservation area located on the southeast section of the park. A Recreational Trails Program
Project Grant was received in 2015 to purchase and install an accessible, non - motorized vessel launching
dock, with completion expected in Spring 2016.
Recreation and Parks System Master Plan 16
Jaycee Park is located between Federal Highway and the Intracoastal Waterway. The park construction was
completed in February 2008 and includes a walking path, three pavilions, a restroom, two (2) bocce ball
courts, two (2) play areas, picnic areas, landscaping and a small parking lot. A 240 foot boardwalk allows
pedestrian access to the Intracoastal Waterway and can be used for viewing or fishing. With a grant from
the Florida Inland Navigation District, a series of eight (8) interpretive art markers were installed. There is a
non - motorized boat launch located on the northeast section of the park.
Mangrove Park contains a % mile aluminum walkway through 10 acres of mangroves on the Intracoastal
Waterway and includes educational kiosks and an observation deck. Degrading of the walkway support
structure is occurring, which will require future extensive maintenance /repair.
Oceanfront Park is the City's only beach access. It is heavily used, primarily by residents of Boynton Beach
and Ocean Ridge. The boardwalk was replaced in 2010 and boasts custom furnishings, shade sails and
landscaping. The buildings in the park were renovated in 2011 by replacing the exterior siding with stucco,
replacing the fascia, recessing the lighting and repainting the roofs. The men's room was renovated into a
pavilion and the women's room was renovated to make both a men's and women's restroom. In 2015, a
new beach wheelchair was purchased to increase accessibility to the water. The shade sails have been
extremely problematic, and we continue to experience issues with rusting of metal elements and tearing of
fabric.
Greenways/Bikeways
Palmetto Greenway and Park is located on the south side of the SFWMD C -16 canal. The pathway turns into
several overlooks that could serve as fishing piers; however, a great amount of trash and refuse has been
tossed off the platforms making fishing difficult. The path is bordered on the east by the FEC Railroad and
almost to 1 -95 on the west, and it connects with the Barton Greenway.
Barton Greenway runs from Barton Cemetery on the north to the Galaxy Scrub on the south with an
eventual connection planned to Galaxy Park and Elementary School.
Conservation Lands
Galaxy Scrub is 5.48 acres of preservation property, conveyed to the City of Boynton Beach from the Palm
Beach County School District in 2012. The City partners with Galaxy E3 Elementary School teachers and
students to re -plant and maintain the native scrub site. Open to school students for educational purposes.
Rolling Green Scrub is actually five different scrub sites located in and around Ezell Hester Park.
Rosemary Scrub is owned by Palm Beach County and is maintained in conjunction with the Boynton Beach
Recreation and Parks Department. The scrub is open to the public.
Seacrest Scrub is also owned by Palm Beach County, maintained in conjunction with the Boynton Beach
Recreation and Parks Department and open to the public.
Recreation and Parks System Master Plan 17
Recreation Facilities
Art Center was built in 1992 and includes three (3) classrooms, a pottery /kiln room and offices. Programming
includes art classes for children and adults, pre - school programs, summer camp, and a licensed afterschool
program.
Carolyn Sims Center, a two -story recreation facility, was completed in February 2008. It includes a
multipurpose room, catering kitchen, game room, classroom, meeting room and offices. Programming includes
teen recreation, social groups, summer camp, and the Youth Empowerment Center.
Civic Center opened in 1962. It includes a large auditorium with stage, classroom, dance studio, kitchen, lobby
and offices. Programming opportunities include youth and adult dance, summer camp, pre - school programs,
Jazzercise and music concerts and dances. Recent improvements include refinishing of the stage floor, a new
sound system, new stage drapes, painting and a chair rail.
Ezell Hester, Jr. Center was constructed in 1992, with subsequent renovations. The center includes men's and
women's locker rooms, lobby, meeting room, computer lab, game room, weight room, gymnasium, kitchen,
and offices. Programs include athletic leagues and tournaments, summer camp, fitness programs, sports
classes and a licensed after school program.
Intracoastal Park Clubhouse was completed in 2007. The two -story waterfront building includes a wrap-
around deck on the second story that overlooks the Intracoastal Waterway, two classrooms, catering kitchens
and an event room designed to host commemorative events and trainings. It is also used for art classes,
summer camps and currently houses the department's main registration office.
The renovation of the John H. Denson Pool was completed in February 2008 and includes a triple water slide,
"tumble buckets" water play feature, teaching area, deck chairs, large umbrellas and men's and women's
dressing rooms. Programs include junior lifeguard training, water fitness, adult swim classes and youth
swimming lessons.
Oyer Park Clubhouse is primarily used by the local Coast Guard Auxiliary, Fishing Club and other community
groups.
Senior Center was purchased in 1998 (previously a popular local restaurant) and has undergone a series of
three renovations. It includes a cafeteria /activity room, lobby /coffee area, computer lab, multipurpose room,
stage, fitness room, classroom, conference room, arts room, game room, kitchen and offices. Programming
includes computer classes, card games, dances, live music, association and group meetings, health screenings,
music lessons, lunch program, group outings, safety courses and various special events. Local groups that
provide a variety of services include AARP, R.S.V.P., Delray Medical Center, Volen Center transportation
service, and Mental Health Association of PBC.
Tennis Center was built in three phases and was completed in 1992. There is a pro shop, men's and women's
restrooms, 17 har -tru courts and 4 composite courts. Programs include junior and adult instruction, men's and
ladies' singles and doubles leagues, tournaments and special events. New lights were installed at four courts in
2015.
Parks stem Master Plan 18
Recreation and a s sy
Levels of Service (LOS)
The City shall maintain a level of service of 2.5 acres of developed parkland per 1,000 residents.
RECOMMENDED LOS AND NEEDS 73,124 — 2014 POPULATION
FACILITY CURRENT EXISTING NEED PER CURRENT
LOS FACILITIES POPULATION NEED
Baseball /Softball, Youth 1/15,000 6 4 2
Baseball, Regulation 1/20,000 1 2 1
Basketball 1/ 4,000 15 16 1
Community Center 1/25,000 7 3 0
Fitness Trail 1/30,000 2 2 0
Football 1/40,000 1 2 1
Multipurpose Field /Soccer 1/10,000 3 7 4
Racquetball Court 1/10,000 8 7 0
Picnic Area 1 /3,000 20 26 6
Playground 1 / 4,000 20 22 2
Shuffleboard 1 /5,000 16 13 0
Pool 1/80,000 1 1 0
Tennis Court 1 /2,000 29 33 4
Bocce Court 1/25,000 3 3 0
Volleyball Court 1/15,000 3 4 1
Skate Park 1/65,000 0 1 1
Future Parks and Facilities
Cortina Park, located east of Congress Avenue and the Renaissance Commons development, was acquired as
part of the park impact fee dedication for the Boynton Town Center project. The developer will be
responsible for constructing the park, lighting and parking; it will include one acre that will be dedicated as
an off- leash, fenced dog area. Completion is anticipated in 2018.
FP & L Park is located on old Southwest 23rd Avenue directly south of the FPL Substation and is bordered on
the west by the E -4 canal and on the east by the CSX Railroad. This park could be developed so that access
to the canal is provided. This site has not been master planned.
Girl Scout Park is located on the east side of the E -4 canal and is heavily treed with mature canopy. This site
also could be developed for access to the canal. A master plan has not been done for this site.
Meadows I /Nautica Sound Park Site could be developed as a community park since there is no community
park in this quadrant of the city; however, it is expected that surrounding neighborhoods would prefer a
more passive use.
Nickels Property is located on the west side of the Boynton Beach Mall. This site is not within the city
boundaries at this time.
Recreation and Parks System Master Plan 19
J
Quantum Park Site is located in the Quantum Corporate Park east of the E -4 canal. A master plan was done
for this site that included athletic facilities; however, surrounding residential communities prefer a passive,
nature - oriented park. The property is adjacent to a large conservation area, which could be incorporated
into the nature - oriented aspects of the park with the addition of interpretive trails. Additionally, this park
could be used for access to the canal for canoes and kayaks as part of the greenway /blueway. Recently, the
Quantum Park Overlay District, an independent district created by City Ordinance, created and presented a
master plan of the site to the City for consideration.
Woolbright Place is located in a residential area and would be extremely difficult to develop due to its
location and lack of access roads. This site could be considered for sale.
The facility needs indicated in the LOS should be addressed as these park sites are developed. In regards to
park acreage, at this time the City is meeting its LOS, and no future park development is currently being
considered. However, whenever possible, the Recreation & Parks Department will pursue opportunities for
grants and other potential partnerships for park improvements.
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Recreation and Parks System Master Plan 20
Personnel
Personnel resources have remained constant over the past five years, with only slight variation in part -time
and /or seasonal hours. The table reflects full -time, part -time and seasonal (summer) employees.
Fiscal Year Personnel (FTEs -Full Time Equivalency)
2011 -12 50.29
2012 -13 49.69
2013 -14 49.89
2014 -15 49.89
2015 -16 50.29
Organizational Changes
In the fiscal year 2015 -16 there will be several key organizational changes due to several factors: the
imminent retirement of one of the Senior Recreation Managers after 30 years of service; a greater emphasis
on community events as part of the City's Strategic Plan; and some changes which have evolved over time,
such as increased responsibilities.
Currently, under the supervision of the Recreation & Parks Director, two Senior Recreation Managers are
responsible for managing the daily operations of the Department: one is responsible for the summer camp
program, transportation, Denson Pool, Hester, Civic and Sims Centers. The other is responsible for the
licensed after school program, marketing /promotions, and the Art, Senior and Tennis Centers. Each is
involved in various capacities in the planning and implementation of special events. Also, noting a need for a
much more focused and systematic approach to the recruitment and organization of sponsors, one of the
Department's Recreation Supervisors was assigned this added responsibility.
The Department is again responsible for the planning and organization of the Holiday Parade and July 4th
fireworks reviousl organized by the CRA), and now also organizes monthly special events.
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The Department has modified its organizational structure as follows:
• Sr. Recreation Manger reclassified to Events and Program Manager
• Sr. Recreation Manager reclassified to Recreation Superintendent
• Recreation Supervisor reclassified to Recreation Supervisor III
• Asst. to the Director reclassified to Recreation Administrator
Recreation and Parks System Master Plan 21
Senior Recreation Manager to Events and Program Manager
Now that the Department's involvement with special events has increased significantly, this and the related
responsibilities has been assigned to one individual. In 2001 -02, the last year the Department was
responsible for organizing the City's special events, three full -time employees were dedicated to this
function; these positions were removed from the budget several years ago. The Department is again
responsible for the planning and implementation of the Holiday Parade and July 4th fireworks. Additionally,
the Department now organizes special events monthly, several of which attract over 1,000 visitors/
participants (e.g. Egg Hunt and Fall Festival). This is reflective of the vision for our community as identified in
the City's Strategic Plan, which states that we want Boynton Beach to have plenty of "fun opportunities ",
including "events and festivals for residents and visitors to enjoy."
Senior Recreation Manager to Recreation Superintendent
The other Senior Manager position in the Department will be changed to Recreation Superintendent upon
the retirement of the incumbent in April 2016. The Superintendent will be responsible for each of the
Department's facilities and related staff and programming. These responsibilities will involve the formulation
and administration of a very broad public leisure program at eight recreation facilities, the pool and beach,
serving thousands of visitors and participants daily. The superintendent title is demonstrative of the
additional responsibilities associated with the position, and returns the Department to a more traditional
organizational structure commonly used for public park and recreation agencies.
Recreation Supervisor to Recreation Supervisor 111
During budget years 2001 -02 and 2002 -03, a recreation manager was responsible for the management of the
Art Center and the Department's marketing and promotional activities. These responsibilities are now being
managed by a Senior Manager, and include the creation of promotional brochures and flyers, drafting public
service announcements and press releases, and managing social media. These responsibilities are an -
essential component of the Department's operations.
Another significant change in the Department that has evolved over the past several years is the reliance on
sponsors to help offset program costs. Consequently, since November 2013, one of the Department's
Recreation Supervisors has been assigned the "additional duties" related to the recruitment and organization
of sponsors. The original intention was to review these additional duties with the Human Resources
Department to determine if a reclassification of the recreation supervisor position was necessary. However,
due to the aforementioned changes, along with sponsorship coordinator responsibilities, the Department
added the duties related to marketing and promotions to that position, and reclassified it to a "Recreation
Supervisor III" position, and offered it as a career path opportunity to the incumbent recreation supervisors.
Recreation and Parks System Master Plan 22
Assistant to the Director to Recreation Administrator
The Department reclassified the position of Assistant to the Director to Recreation Administrator due to the
permanent and substantive changes in the responsibilities of this position. The incumbent had been
performing duties that clearly reflected a higher classification than that of the current job description, in
some cases for more than 10 years, including:
• Managing the national accreditation process. The Department originally became accredited in 2006. The
responsibilities and duties associated with becoming and maintaining national accreditation are very
complex, and require a tremendous amount of organization, planning and intellect in all facets of the
Department's operations and interrelationships with all the other City Departments.
• Managing the Department's registration software that processes over 16,000 transactions and over
$1.1M annually. Responsibilities include managing (establishing /maintaining) all of the information in the
database, resolving issues, working with the software company and ITS, and supporting and training staff.
The software program also includes applications that allow us to promote upcoming activities and receive
feedback from our customers, responsibilities that the Assistant to the Director has assumed.
• Supervising the management and operation of Intracoastal Park Clubhouse, the City's premier recreation
facility. One of the primary functions of this facility is the intake and processing of the Department's
program registration. The facility is also commonly rented and /or used for private and public functions.
• Managing the comprehensive program evaluation process for the Department, including data collection,
analysis, interpretation and reporting. This function represents several accreditation standards.
These changes will allow the Department to become more effective in its service delivery by adjusting to
changing needs and conditions. This will be accomplished by the adjustments that have and will be made to
the organizational structure.
Recreation and Parks System Master Plan 23
•
Culture
Approximately five years ago, in December 2010, the OLA Group, led by James Laub, Ed.D., completed an
Organizational Leadership Assessment for the Recreation & Parks Department based on a survey of 70
employees in the department. This assessment measured six characteristics which are critical to optimal
organizational health. The assessment also measured the perception of the workforce and leadership
concerning the organization's health. The six characteristics are:
Build Community by building strong relationships, working collaboratively and valuing individual differences
Value People — by listening receptively, serving the needs of others first and trusting in people
Provide Leadership — by envisioning the future, taking initiative and clarifying goals
Develop People — by providing opportunities for leaning, modeling appropriate behavior and building up
others through encouragement
Display Authenticity by integrity and trust, openness and accountability and a willingness to learn from
others
Share Leadership — by creating a shared vision and sharing decision - making power, status and privilege at all
levels of the organization
The characteristics were graded on a scale as follows:
Power Level
Toxic Poor Limited Moderate Excellent Optunal
Health Health Health Health Health Health
Value I
People
Develop I �l
People
Build 4
Display
Authenticity
Provide
r r
Leadership ., ,�, °�• ��I I
1 1 1
Share
Leadership IMRWFIIEFIZEMZsimSFARmwacr : 1
Recreation and Parks Department's average score
Average score of all organizations who have taken the OLA
Recreation and Parks System Master Plan 24
Key Patterns
The Department's highest key areas of organizational health were:
• Build Community
• Value People
The Department's lowest key areas of organizational health were:
• Display Authenticity
• Share Leadership
As indicated in the matrix, the Department is rated in the "Excellent Health" category in almost all
categories. This reflects the dedication and level of professionalism displayed by the staff and assumes that
the culture of the organization is healthy and ready for the future as a group.
This assessment is still relevant due to the fact that there has been very little turnover of key /full -time staff
in the past five years; it is believed that the same assessment done today would yield very similar results.
Additionally in April 2014, the Department conducted a thorough survey of staff to address one of the top
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weaknesses, intra - departmental communication, as identified in the previous SWOT analysis. This uncovered
more detailed information to assist in addressing this concern, and overall the responses provided were
positive and constructive. The Department recognizes that its employees are its most significant and
important resource, and is committed to employee relations and development.
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Recreation and Parks System Master Plan 25
FUNDING
The departmental budget consists of 2 division budgets:
Recreation General Fund Budget (FY 15 -16) $2,974,429
Recreation Program Revenue Fund Budget (FY 15 -16) $ 849,981
The General Fund budget primarily funds personnel costs, facility costs (utilities, minor maintenance and
supplies) and other overhead costs. Revenue from rentals, concessions, parking fees, tennis permits, sales
and daily play and pool use are returned to the General Fund.
The Recreation Program Revenue Fund was established to provide recreation programs based on 100% user
fees. A surcharge is made for non - residents. The fund transfers $100,000 to the General Fund to assist in
funding other recreation programs not covered by user fees, and has been used to fund various capital
improvement projects and /or unexpected expenses over the years. In addition, it funds all promotional
activities, including the printing of Funfare magazine, flyers and advertising; the Youth Empowerment Center;
and various licensing and administrative fees.
Beginning in FY 2012 -13, 50% of the part -time recreation leaders and pool lifeguard salaries (approximately
$120,000) are funded in the Recreation Program Revenue Fund. This was done to alleviate further staff
reductions and to maintain levels of service during the time that the Department was dealing with significant
budget reductions. These positions are considered essential to the Department's service delivery. Prior to
this time, only positions directly associated with recreation programs (i.e. recreation leaders in the
afterschool program) were funded through the Revenue Fund.
After reaching its lowest point of $46,000 in FY 2004 -05 (the year after the Tennis Center operation was
moved to this fund; it was returned to the General Fund in that year), the Revenue Fund balance peaked at
$969,509 in 2011 -12. This was due to the diligent efforts of staff that focused on reducing expenses and
increasing program revenue. However, due to increased expenses, decreasing subsidies from the General
Fund, and increased contributions to the City's Capital Improvement Program budget, it is anticipated that
expenses will continue to exceed revenues by approximately $75,000 - $100,000 annually, as they did
beginning FY 2012 -13 unless some changes are made.
The Revenue Fund balance at the end of fiscal year 2014 was $736,000. In FY 2014 -15, $75,000 was allocated
to partially fund the purchase and installation of new lights and poles at four of the courts at the Tennis
Center. Therefore, with the current trend, if no changes are made, the Revenue Fund balance will deplete in
approximately eight years.
Recreation and Parks System Master Plan 26
Projected Revenue Fund Balance
$900,000.00
$829,174.00
$800,000.00
$736,163.00
$700,000.00 -- — —
$600,000.00 621,255.00
$546,255.00
$500,000.00
$471,255.00
$400,000.00 $396, 255:00
$300,000.00 $321,255.00 _
246,255.00
$200,000.00
171,255.00
$100,000.00 - , 255.00
$21, 55.00
$0.00 I 1 , 1 1 1 1 1 1 1
12 -13 13 -14 14 -15 15 -16 16 -17 17 -18 18 -19 19-20 20 -21 21 -22 22 -23
Fiscal Year
According to the Department's Revenue Policy Manual, a minimum of 10% of the annual budget will be
retained in the fund as emergency reserves, in accordance with current City of Boynton Beach practice. This
means that the minimum fund balance should not fall below $75,000.
It has become apparent that the Department will not be able to rely on the City's Capital Improvement
budget for anything other than essential repairs /improvements to facilities, and that the Department must
also rely on the Revenue Fund to purchase a majority of standard operating equipment in addition to all
expenses associated with programs — both revenue - producing and free.
Therefore, strategies to increase revenue and decrease expenses must be developed. These include
increased sponsorships and /or advertising as well as a plan to decrease or revert the 50% funding of part -
time recreation leader and pool lifeguard salaries back to the General Fund. It is recommended that this be
done incrementally so that, if at all possible, it does not increase the Department's General Fund budget.
Alternately, the Department may consider reducing the annual $100,000 contribution to the General Fund.
—
CAPITAL IMPROVEMENT PROGRAM (CIP)
The City of Boynton Beach has a five year Capital Improvement Program Budget. It encompasses a wide
variety of projects, several of which are related to the City's ADA Transition Plan. It also provides a five year
spending plan that can be modified and updated based on shifting priorities, some of which may not be
anticipated.
Recreation and Parks System Master Plan 27
CITY OF BOYNTON BEACH
CAPITAL IMPROVEMENT PLAN
ADOPTED BUDGET
FY 2015/16 ADOPTED CIP BUDGET
FY 2015/16 FY 2016 /17 FY 2017 /18 FY 2018/19 FY 2019/20
PROJECT NAME Adopted Plan Plan Plan Plan Total
Civic Center- Renovate Auditorium Stage 40,000 40,000
Civic Center - Auditorium Ceiling Renovation 40,000 40,000
Civic Center - Renovate Auditorium Stage ADA 4,000 4,000
Civic Center- Roof Replacement 150,000 150,000
Civic Center - Dumpster enclosure 12,000 12,000
Civic Center - Paint Exterior 25,000 25,000
Civic Center - Restrooms ADA 60,000 60,000
Art Center- Ceiling Tile Replacement 10,000 10,000 10,000 30,000
Art Center- Awning 7,000 7,000
Art Center - Pedestrian Crossing Gates 20,000 20,000
Art Center - Parking Lot Resealing 16,000 16,000
Art Center- Parking Lot Lighting 50,000 50,000
Art Center - ADA" 22,905 22,905
Barton Park- Replace Monument Sign & Paint Restroom 5,000 5,000
Betty Thomas Neighborhood Park - Parking Lot Resealing 5,000 3,000 8,000
Betty Thomas Neighborhood Park - Pavilion Wood Sealing 3,000 3,000
Betty Thomas Neighborhood Park - Parking Lot Resealing ADA 4,200 4,200
Betty Thomas Neighborhood Park - Entry Sign 3,000 3,000
Betty Thomas Neighborhood Park - Basketball Markings 2,000 2,000
Betty Thomas Neighborhood Park - Basketball Markings ADA 3,700 3,700
Betty Thomas Neighborhood Park - Tables and Cans 12,000 12,000
Betty Thomas Neighborhood Park - Tables and Cans ADA 9,000 9,000
Bicentennial Park - ADA* 2,558 2,558
Boynton Lakes Park - Fitness Trail Equipment 12,000 12,000
Boynton Lakes Park - Park Furnishing 5,000 5,000
Boynton Lakes Park - Playground Equipment& Gazebo Painting 32,000 32,000
Boynton Lakes Park - Playground Equip & Gazebo Painting ADA 9,000 9,000
Boynton Lakes Park - Remove Bocci Court 7,000 7,000
Boynton Beach Memorial Park (Cemetery) -ADA" 29,145 29,145
Carolyn Sims Center and Denson Pool - Paint exterior 25,000 25,000
Carolyn Sims Center -Sealcoat Parking Lot ADA 12,000 12,000
Carolyn Sims Center - Sealcoat Parking Lot 11,000 11,000
Carolyn Sims Center- Denson Pool Slide Replacement 80,000 80,000
Carolyn Sims Center -Paint Pavilion and table 10,000 10,000
Carolyn Sims Center -Paint site lighting poles and fixtures 30,000 30,000
Congress Ave Barrier Free - Playground 200,000 200,000
Congress Ave Barrier Free Park - Paint Poles 12,000 12,000
Congress Ave Barrier Free Park -ADA 22,000 22,000
Congress Ave Barrier Free Park - Restroom Refurbishment 29,000 29,000
Congress Ave Barrier Free Park - Refurbish Bio -swale 20,000 20,000 40,000
Edward Harmening Arbor Park - ADA' 3,756 3,756
Forest Hill Park - Fence replacement and repair 40,000 40,000
Galaxy Park - ADA' 3,548 3,548
Hester Center - Basketball Court Resurfacing 12,000 12,000
Hester Center - Park Furnishing 15,000 15,000
Hester Center Ball fields- Press Box Doors and Windows 20,000 20,000
Hester Center 'Ball fields-Press Box painting 12,000 12,000
Hester Center- Pavilion Pathway Repair 8,000 8,000
Hester Center Ball fields - Concession Building soffit 20,000 20,000
Hester Center Building - Lobby Renovation Architect Services 30,000 30,000
Hester Center Building - Lobby Renovation Construction 150,000 150,000
Recreation and Parks System Master Plan 28
FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20
PROJECT NAME Adopted Plan Plan Man Plan Total
Hester Center Building - Lightening Protection 23,000 23,000
Hester Center Ball fields - Footballfence 20,000 20,000
Hester Center Ball fields -Paint pavilion 5,000 5,000
Hester Center -East Irrigation Well 40,000 40,000
Hester Center Building -HVAC 300,000 300,000
Hester Center Building - Administration Offices Drainage Repair 25,000 25,000
Hester Center - Playground Equipment 100,000 100,000
Hester Center - Playground Equipment for ADA 360,000 360,000
Hester Center - Playground Restroom Painting 6,000 6,000
Hester Center - Pavilion Painting and roofing 8,000 8,000
Hester Center- Parking Lot Seal Coat ADA 25,000 25,000
Hester Center -Scrub Fence 60,000 60,000
Hester Center - Accessible route from Center to Park 8,000 8,000
Hester Center - Playground Restroom Refurbishment 16,000 16,000
Hester Center -Tennis Court Resurfacing 10,000 10,000
Hester Center -Tennis Court Resurfacing ADA 3,000 3,000
Hester Center - Parking Lot Seal Coat 80,000 80,000
Hester Center- Wood Pavilion Painting and roofing 8,000 8,000
Hester Center- Wood Pavilion Painting and roofing ADA 500 500
Heritage Park - ADA' 858 858
Hibiscus Park -ADA' 24,164 24,164
Hibiscus Park - Basketball Court Restoration and Fence 18,000 18,000
Hibiscus Park - Basketball Court Restoration and Fence ADA 9,000 9,000
Hibiscus Park - Tables and Cans 6,000 6,000
I ntracoastal Park - Carpet Replacement 30,000 30,000
Intracoastal Park - Intracoastal Parking Lot Resealing 45,000 45,000
Intracoastal Park- Clubhouse Community Room Refurbishment 32,000 32,000
Intracoastal Park - Clubhouse Community Room Refurbishment ADA 2,500 2,500
Intracoastal Park- Kayak Launch 57,000 57,000
Intracoastal Park- Paint site light poles 35,000 35,000
Intracoastal Park- Paint Pavilion(s) and Restroom(s) roofs 35,000 35,000
Intracoastal Park- Refurbish restrooms 50,000 50,000
Intracoastal Park- Refurbish restrooms ADA 25,000 25,000
Intracoastal Park- Playground poured in place surface 30,000 30,000
Intracoastal Park - Playground replacement 70,000 70,000
Intracoastal Park - Shade Structure 70,000 70,000
Jaycee Park - Pavilion #1 and #2 Painting 8,000 8,000
Jaycee Park - Interpretive Art 10,000 10,000
Jaycee Park - Restroom Building Exterior Painting 12,000 12,000
Jaycee Park - Park Furnishings 10,000 10,000
Jaycee Park - Parking Lot Resealing 5,000 5,000
J aycee Park-Paint Pavilions 7,000 7,000
Jaycee Park -Shade Structure 70,000 70,000
Kiwanis Sierra Park - ADA' 2,039 2,039
Knollwood Park - Parking Lot 3,000 3,000
Laurel Hills Park - Basketball Court Restoration 8,000 8,000
Laurel Hills Park - Park Furnishings 6,000 6,000
Laurel Hills Park - Parking Lot 2,000 2,000
Laurel Hills Park - Basketball Court ADA 20,000 20,000
Laurel Hills -Split Rail Fence 50,000 50,000
Madsen Center - ADA* 28,825 28,825
Mangrove Park- Flooring 7,500 7,500
Mangrove Park - Boardwalk 1,600,000 1,600,000
Mangrove Park- Fence Repair 8,000 8,000
• Mangrove Park- Bench replacement 3,000 3,000
Recreation and Parks System Master Plan 29
I
FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20
PROJECT NAME Adopted Plan Plan Plan Plan Total
Mangrove Park- Interpretive markers 10,000 10,000
Mangrove Park - Refurbish Restrooms 6,000 6,000
Mangrove Park- Refurbish Restrooms ADA 7,000 7,000
Mangrove Park - Sealcoat Parking 12,000 12,000
Mangrove Park -trash can replacement 5,000 5,000
Mangrove Walk at the Marina -ADA* 9,438 9,438
Meadows Park- Restroom Building Exterior Painting 6,000 6,000
Meadows Park - Fitness Trail Equipment 9,000 9,000
Meadows Park - Park Furnishings 25,000 25,000
Meadows Park - Parking Lot Resealing 8,000 8,000
Meadows Park - Pathways /Sidewalks Repair 75,000 75,000
Meadows Park - Tennis Courts Fencing 12,000 12,000
Meadows Park - Fence Removal 6,000 6,000
Meadows Park- Parking Lot Sealcoat 16,000 16,000
Meadows Park- Restroom Refurbishment 14,000 14,00D
Meadows Park - Restroom Refurbishment ADA 8,000 8,000
Meadows Park- Playground Equipment 95,000 95,000
Meadows Park- Playground Equipment ADA 16,000 16,000
Meadows Park- Restroom Painting 7,000 7,000
Miscellaneous Small Parks Projects 10,000 10,000 10,000 10,000 10,000 50,000
Oceanfront Park - Parking Lot Lights 30,000 30,000
Oceanfront Park - North Shade Sails 8,000 8,000
Oceanfront Park - Sealcoat parking lot 60,000 60,000
Oceanfront Park - Sealcoat parking lot ADA 7,000 7,000
Oceanfront Park - Repair picnic shelter 30,000 30,000
Oceanfront Park- Repair picnic shelter ADA 6,000 6,000
Oceanfront Park - Paint beachfront buildings and pavilion 20,000 20,000
Oceanfront Park - Asphalt pathway 35,000 35,000
Oceanfront Park - Stairway retaining wall 15,000 15,000
Oceanfront Park - Refurbish restrooms 6,000 6,000 I
Oceanfront Park - Refurbish restrooms ADA 6,000 6,000 1
Oceanfront Park- Boardwalk Lighting 30,000 30,000
Oceanfront Park -South and Center Shade Sail poles 38,000 38,000
Oceanfront Park -Shade sail poles 25,000 25,000
Oyer Park - Parking Lot Resealing 100,000 100,000
Oyer Park - Shade Sails 15,000 15,000
Oyer Park -Coast Guard Bldg. and pavilion painting 14,000 14,000
Oyer Park -Coast Guard Bldg. and pavilion painting ADA 2,000 2,000
Oyer Park -Coast Guard Bldg. window replacement 7,000 7,000
Oyer Park -Coast Guard Bldg. window replacement ADA 7,000 7,000
Oyer Park- Dredge Channel 100,000 100,000
Oyer Park- Restroom Refurbishment 8,000 8,000
Oyer Park - Restroom Refurbishment ADA 7,000 7,000
Oyer Park- Fishing Pier Railing 140,000 140,000
Oyer Park - New Dumpster Enclosure 15,000 15,000
Oyer Park - Fishing Pier pathway 20,000 20,000
Oyer Park - Paint Restroom Exterior 5,000 5,000
Palmetto Greens Park - Restroom Bldg. Exterior Painting 5,000 5,000
Palmetto Greens Linear Park- Playground ADA 4,000 4,000
Palmetto Greens Linear Park - Replace /maintain Picnic tables ADA 5,000 5,000
Palmetto Greens Linear Park - Paint pavilion 3,000 3,000
Palmetto Greens Linear Park - Overlay internal park path 8,000 8,000
Palmetto Greens Linear Park - Overlay internal park path ADA 4,000 4,000
Palmetto Greens Linear Park - Restroom Refurbishment 8,000 8,000
Palmetto Greens Linear Park - Restroom Refurbishment ADA 10,000 10,000
Recreation and Parks System Master Plan 30
FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20
PROJECT NAME Adopted Plan Plan Plan Plan Total
Palmetto Greens Linear Park- Parking Lot Sealcoat 6,000 6,000
Palmetto Greens Linear Park- Parking Lot Sealcoat ADA 7,000 7,000
Parks - Furnishings (Cans, benches, picnic tables, etc.) 5,000 5,000 5,000 5,000 5,000 25,000
Pence Park- Park Furnishings 6,000 6,000
Pence Park- Paint Restroom exterior 5,000 5,000
Pence Park - Restroom refurbishment 6,000 6,000
Pence Park -Restroom refurbishment ADA 14,000 14,000
Pence Park- Parking Spaces, new ADA 5,000 5,000
Pioneer Canal Park - Restroom Bldg. Exterior Painting 5,000 5,000
Pioneer Canal Park - Fishing Pier Repair 8,000 8,000
Pioneer Canal Park - Fishing Pier Path ADA 8,000 8,000
Pioneer Canal Park -Split Rail Fence 75,000 75,000,
Pioneer Canal Park - Tennis Court Fencing 15,000 15,000
Pioneer Canal Park- Basketball and Tennis Courts 16,000 16,000,
Pioneer Canal Park - Basketball and Tennis Courts ADA 18,000 18,000
Pioneer Canal Park - Can, Benches and Grills 10,000 10,000
Pioneer Canal Park - Parking Lot 10,000 10,000
Pioneer Canal Park - Refurbish Volleyball court ADA 14,000 14,000
Pioneer Canal Park - Restroom Refurbishment 13,000 13,000
Pioneer Canal Park - Restroom ADA 16,000 16,000
Sara Sims Park- Basketball Court Restoration 8,000 8,000
Sara Sims Park- Park Furnishings 9,000 9,000
Sara Sims Park- Restroom Renovation 20,000 20,000
Sara Sims Park Restroom Renovation ADA 13,000 13,000
Sara Sims Park Irrigation Upgrade 100,000 100,000
Sara Sims Park Parking Lot 40,000 40,000
Sara Sims Park Parking Lot ADA 7,000 7,000
Sara Sims Park Pavilion 40,000 40,000
Sara Sims Park Water Fountain 12,000 12,000
Sara Sims Park - ADA' 30,198 30,198
Senior Center - Flooring 38,000 38,000
Senior Center - Patio & Awning Repairs 8,000 8,000
Senior Center - Trash Cans 3,000 3,000
Tennis Ctr. - Court Resurfacing 10,000 10,000 10,000 10,000 10,000 50,000
Tennis Center- Parking Lot Sealcoat 30,000 30,000
Tennis Center- Parking Lot Sealcoat ADA 5,000 5,000
Tennis Center- Parking Lot Median Upgrade 48,000 48,000
Tennis Center- Clubhouse Repairs 41,000 41,000
Tennis Center- Clubhouse Repairs ADA 1,000 1,000
Tennis Center - Entry Sign 3,000 3,000
Tennis Center - Accessible Routes ADA 21,000 21,000
Veterans Park - ADA" 1,072 1,072
TOTAL RECREATION AND PARKS PROJECTS $ 1,070,200 $ 2,790,269 $ 1,144,050 $ 571,825 $ 1,339,562 $ 6,915,906
I
.
Recreation and Parks System Master Plan 31
mm mm mm mm mm
TRENDS
— -
Future recreation trends are sometimes difficult to predict. The economic climate over the past decade has
forced recreation and park practitioners to think about loss of staff, closure of facilities, decreased
maintenance in parks and reduction in recreation programs. After decades of unprecedented growth in
both programming and facilities, the industry culture has completely changed. While we used to be able to
offer programs upon request, we now have to prioritize and consider a number of factors to determine
program offerings.
The use of future recreation trends to anticipate programming or facility needs must be carefully weighed in
relation to several factors. Present day trends and forecasts about future change need to be tempered by
an understanding of the priorities and policies of parks and recreation service providers. There are five key
indicators that must be considered when making decisions of the future of recreation and parks in Boynton
Beach. Understanding these indicators allows the City to consider the impacts these trends will have on the
parks and open space system, from recreation programming to
p p p Y p g g park facilities to natural resources and p
n
operating culture, within government and City departments.
Demographics
One of the prime indicators of future recreational demand and interest is the forecast for demographic
change. The aging of the Baby Boom generation is one of the most significant trends affecting recreation.
Because of improved health and fitness, as well as lifestyle changes from their parents' generation, people
are participating in recreation activities to older ages. People are also retiring at younger ages with
relatively high disposable incomes. As the number of retirees increases, there will be more marginally fit
recreation users, and more demand for mid -day recreation programs as well as more demand for non-
traditional senior programming. Ensuring accessibility may also become more of a factor with a larger
senior population requesting programs and services.
Over the past few years, like many other US cities, Boynton Beach was adversely affected by the economic
downturn. As a result, the average annual growth of 1.8% during 2000 -2006 was followed by a population
decline both in 2007 and 2008. The growth rebounded; since 2008, the City grew nearly 6 %, and now has
72,784 residents. According to Palm Beach County projections, derived from the county -wide projections of
the University of Florida, Boynton Beach's population will increase to 76,144 by 2020. With the overall area
of 16.2 square miles, the city's population density is 4,700 persons per square mile. According to the most
recent American Community Survey, the City's population has a median age of 43, with about 21.4% of
persons 65 years or older. A significant percentage (24.7 %) of population is foreign -born. Per capita income
of the City's residents is $27,896, with a median household income of $44,390. In terms of education, about
25.4% of population has a Bachelor's or higher. Within the last decade, the City has become more racially
and ethnically diverse. The share of Whites is currently 53 %, while Black /African Americans constitute 30%
of the population. The City also has a growing Latino population, now 12% of all residents. (Source: city of
Boynton Beach 2015016 Adopted Budget)
Recreation and Parks System Master Plan 32
Environment
Interest in the environment has been steadily increasing. There is growing awareness and concern by the
public for environmental quality, environmental issues, and the environmental movement. People seek an
active role in environmental protection and conservation. There is greater local support for the protection
of outdoor space. Trends indicate that the participation rate for outdoor recreation continues to grow. This
is seen in the demand for more greenways and bikeways leading to destination spots such as parks, libraries
and schools. Use of non - motorized boating vessels is on the rise. These trends have been manifested in
Boynton Beach through the Greenway /Bikeway /Blueway Plan and the non - motorized kayak launch planned
for Intracoastal Park.
The City of Boynton Beach adopted a Climate Action Plan in July 2010. This plan provides an integrated
approach to the full spectrum of government services including buildings and facilities, water and
wastewater, vehicle fleet, solid waste, procurement, land use and development, and community
engagement. It is the first installment of the City's efforts in what will be an ongoing feedback loop of
planning and adaptation efforts to effectively address sustainability issues, increase energy efficiency in the
public, private and residential sectors, and reduce our overall carbon footprint.
Technology
Technology and its increased use as a form of recreation, especially by the younger generations, has created
competition to traditional recreational offerings. This is an opportunity for the recreation professional to
offer a wider and more diverse set of programs, even incorporating technology as a means to motivate
individuals to participate and become involved in recreational activities.
Additionally, ways of reaching the public have greatly changed. The City has incorporated the use of social
media, such as Twitter and FaceBook into its more traditional methods of communication such as Funfare
Magazine, media releases and flyers. Technology will continue to evolve at a rapid pace and the
Department will need to stay abreast of, and incorporate it into marketing and programming in order to
communicate and meet the needs of its customers and citizens.
Economics
The City of Boynton Beach's economy is rebounding from the deep recession, with indicators housing
prices, development activity and the City's tax base are on the upswing. Moreover, the rebound of the City's
economy has likely contributed to a decline in crime, which is down 20% since 2008. Also, the
unemployment
o 0
rate dropped considerably, 11.1% in 2010 to an estimated 4.9 /o as of September 2015.
pp Y. p
Housing prices remain off their peak in 2006, but are now growing rapidly; between October 2013 and
October 2014, the median price of a home went from $145,000 to over $180,200, a 24.2% increase. In
August of 2015, the median price reached $190,000.
Recreation and Parks System Master Plan 33
The City's taxable value has yet to return to its peak of $6.1 billion in 2008. The downward trend was
reversed in FY 2014 -15; the estimated value for FY 2015 -2016 is $4.6 billion. The Palm Beach Property
Appraiser is forecasting higher taxable value going forward; therefore the millage was unchanged from last
year. The City of Boynton Beach will benefit from this positive trend of increased taxable values and a stable
millage rate. The continuation of the economic recovery promises to sustain further growth, especially in
residential construction. Several developments, approved but unbuilt during recession, have returned. The
City also approved several new projects, which will continue to contribute the City's growing tax base.
(Source: City of Boynton Beach 2015016 Adopted Budget)
However, this ositive trend will not necessarily equate to increased budgets from tax dollars, and even
P Y q g ,
though the economy may be recovering from the recent recession, recreation and park agencies still have
to consider lower cost forms of entertainment, free entry to parks and facilities and other means to
continue to be financially accessible to the public.
Government
Fiscal pressures on recreational facilities and program development will come with rising energy costs,
greater scarcity and high cost of land, rising operating costs and revenue limits, and anti- taxation sentiment.
Recreation is becoming more of a consumer market, meaning that activities are subject to more
competition between private, public and non -profit competition. A broad definition of what constitutes
public access to city sponsored facilities and programs may challenge the financial feasibility of building new
and maintaining existing facilities.
Recreation Program Trends
Recreation staff conducts regular trends analyses of various topics pertaining to parks and recreation,
especially as it relates to programming. This aids staff in anticipating the changes in growth and interest of
recreation programs. Consideration of trends and demographic projections provides staff valuable
information necessary to create a menu of programs, activities and events that are reflective of the
community's interests and desires.
Current trends include use of parks as ideal venues for healthy lifestyle options (e.g. parks as gyms),
redefining the image of senior center, Pickleball and new programming to attract Baby Boomers.
Recreation and Parks System Master Plan 34
S.W.O.T
A SWOT (Strengths, Weaknesses, Opportunities & Threats) analysis of the Department is conducted every
two years to evaluate those factors that affect internal and external operations. A team composed of
Department employees at various levels of authority interviews staff to receive feedback and opinion
regarding operations, opportunities for improvement, points of concern, and any other items that may have
a positive or negative impact on productivity. The most recent SWOT Analysis, conducted in 2015, identified
the following:
STRENGTHS OPPORTUNITIES
Make Life Fun for participants Provide Free WiFi
Great customer service /loyal customers I Offer family discounts for some programs
Variety of programs and services Utilize grant opportunities
Promotion of activities and events ; New and existing partnerships
Funfare magazine Increase use of social media
Experienced staff Create a Rec application for smart phone users
WEAKNESSES j THREATS
Success /cancellation rate of programs $ Aging infrastructure
Communication Neighborhood crime
Budget restraints Homeless in parks
Lengthy hiring process Competition from similar providers (camps)
Lack of sufficient transportation for programs Staff not taking advantage of marketing opportunities
Employee incentives and raises
NEEDS ASSESSMENT
The Department conducts a comprehensive needs assessment every five years, the last one in March 2013.
The key reasons for conducting this project were:
• accountability to our community and the commission
• sensitivity to the changing recreation and park interests of the population and
• recognition of the need for updating the baseline information for more efficient recreation and
parks management
Each recommendation based on a significant number of respondents is addressed via a Work Plan that is
created subsequent to the completion of the Needs Assessment.
Recreation and Parks System Master Plan 35
Methodology included: focus groups sessions, meetings with staff and commissioners, a community -wide
questionnaire, -and analysis of the data. The project yielded opinions from respondents to the questionnaire
ranging across the entire geography of the community. This provided specific views and information
regarding facilities, activities and programs. It also details the community's perceptions regarding the overall
quality of services delivered by the Recreation and Parks Department. The Needs Assessment serves to
provide guidance regarding the distribution of Department resources that are reflective of the community's
needs and interest. The Needs Assessment yields several recommendations, key findings and summaries.
Major Findings
• The most popular recreation interests are those related to special events, performing arts and indoor
fitness. While the first two were top interests in previous studies, indoor fitness now ranked much higher.
• Beaches, parks /community centers and athletic facilities are the most frequently visited facilities. This is
similar to previous findings.
• Lack of information, lack of time, and access to facilities constituted the biggest barriers to attendance
and participation. This is similar to what was seen previously as well, although a larger portion of
respondents claimed that they lacked the time to participate.
• The most effective ways of informing the residents of Boynton Beach are direct mail; however, now
Internet delivery and Web sites ranked as the second most effective way to get information out to the
community.
• Some the most important needs, those that rank at the very top of the list, include neighborhood parks,
nature trails and picnic areas.
• The most significant needs are exercise and fitness programs, fitness trails, neighborhood parks and
picnic areas.
• Nearly all the respondents agreed to the following statements:
The BBRPD (Boynton Beach Recreation and Parks Department) is responsive to community
recreation needs.
The parks I visit are conveniently located.
The BBRPD should provide more activities where the whole family can participate.
The BBRPD staff is courteous and helpful.
The quality of leadership /supervision provided by the BBRPD is good.
Recreation and Parks System Master Plan 36
Recommendations
Facilities: The results clearly suggest that the BBRPD needs to emphasize maintenance of its facilities along
with the development of neighborhood parks.
• The BBRPD should make sure there are sufficient opportunities and areas for special events and
performing arts activities, given the high levels of interest in activities of these types.
• The Parks Department should be aware of the significant popularity of the beach and neighborhood and
district parks as the most frequently visited areas in the community.
• The BBRPD should continue to address the issues of location and parking in order to ensure they do not
serve as barriers to participation and attendance.
• The BBRPD should continue to evaluate safety levels at its facilities and programs, as well as continue to
make the currently successful effort to ensure the public perceives their offerings as safe.
• The BBRPD should continue to ensure that park maintenance remain a high priority given the demand
and appreciation for the parks in Boynton Beach.
Programming: The results clearly suggest that maintaining a diversity of program offerings is important to the
respondents and thus the Department should consider the following recommendations as important
components of its future plans:
• The Department should attempt to provide a greater variety of programs to its residents.
• The Department should provide more family- oriented activities, as well as other programming that can
address the specific recreation needs of all residents in Boynton Beach.
• The Department should consider adding exercise and fitness classes and health screenings to meet the
residents' health and fitness needs.
• The Department should consider festivals and special events as recreation activities that will be
appreciated by residents of all ages in Boynton Beach and find ways to offer them regularly.
Financial Issues: The respondents had specific feelings about the way in which BBRPD should be funded and
how its funding should be used. To that end, the BBRPD should consider adopting the following
recommendations:
• The BBRPD should consider the best ways of taking advantage of reasonable user fees, including higher
fees for non - residents, in order to provide new programs that will be of interest to the residents of
Boynton Beach.
• The BBRPD should consider ways in which Boynton Beach could be presented as a tourism destination as
a way to attract revenues to support the Department activities.
Recreation and Parks System Master Plan 37
Administrative Issues: Based on the data, the BBRPD should consider the following as recommendations for
action with respect to the way in which it performs its activities. These are important issues since there is an
opportunity for BBRPD to better showcase its activities and functions in the community to gain the respect it
deserves:
• The BBRPD should attempt to work around residents' schedules in order to enable them to participate in
recreation offerings.
• The BBRPD should make publicity about recreation opportunities a high priority.
• The BBRPD should aggressively develop the use of the Internet to disseminate information regularly
about recreation opportunities to all residents of Boynton Beach.
4 tg C
: a , gy ,:,
The Recreation and Parks Department maintains an inventory of facilities, programs and services offered by
other public, private and non -profit providers. This comprehensive community inventory is updated
periodically, at minimum every five years. It is used as a reference tool to guide staff in determining program
gaps, needs and /or areas of duplication.
By analyzing this information we are able to confirm that our inventory of facilities and programs is generally
complementary in nature to the other service providers in our community. For example, considering the
location of the other public pools in the area, we know that the Denson Pool is providing an essential and 1
valuable service to that part of our city. We know that there are ample private clubhouses and recreation
amenities in the northwest quadrant of the city, but it may be worth considering the addition of a recreation
center sometime in the future since none currently exists west of 1 -95.
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Community Input r - .,...4 _ '
Community input is a vital component of a successful park and recreation system. The Department solicits
and receives input from its customers and citizens in a variety of ways, both formally and informally, through
needs assessments, citizen advisory boards, customer surveys and public meetings. The most recent public
1 meeting held to obtain input was on October 26, 2015.
At the meeting, staff presented information about the Recreation & Open Space Element of the City's
Comprehensive Plan, level of service (LOS) standards, existing facilities and parks, programs and services,
Capital Improvement Program, management and administration. Considering the developed park acreage
and the City's current population, the Department's efforts over the next five years will focus on maintaining
our existing parks and facilities, making any necessary modifications that were identified as part of the ADA
Transition Plan, and to take advantage of any potential grant and /or partnership opportunities to make
improvements to the existing system.
Those in attendance were then asked to share their opinions /ideas about parks, recreation facilities, and the
Department's Greenway /Bikeways /Blueway Plan. The following were identified as the most popular interests
in each category:
Greenways /Bikeways /Blueways
Connect all parks with bikeways
Fishing docs
Include public art as points of interest
Recreation
Host ironman /woman competition
More promotion of parks and recreation facilities
More sport tournaments
Parks
Biking /walking trails
More shelters /pavilions
Recreation and Parks System Master Plan 39
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Goals, Objectives && Policies ,
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The goal of the Boynton Beach Recreation & Parks Department, as also identified in the Recreation and Open
Space Element of the City of Boynton Beach Comprehensive Plan, is:
To create and maintain an interconnected system of aesthetically pleasing, functional, and well -
maintained parks, pedestrian/ bikeways, greenways, blueways and natural areas that will adequately
serve the needs of the current and future residents of the City of Boynton Beach, including seasonal
visitors, and special groups such as the elderly and handicapped. The City shall also continue to
provide a variety of high quality parks and recreation related programs for all residents.
Objective 1: The City shall provide a system of park sites with a variety of both user - oriented and resource
based facilities and recreational programs to serve the needs of current and future City residents. Elements
of the system shall include:
Urban Open / Civic Spaces Conservation Lands
Neighborhood Parks Regional Parks
Community Parks Schools / School Parks
Special Use Facilities Private Recreational Facilities
Water / Beach Access Art in Parks and other Public Spaces
Greenways / Bikeways / Trails Recreational Programs
Recreation and Parks System Master Plan 40
Policy 1.1: The City shall continue to assess park conditions by input from the Parks and Recreation Advisory
Board, special interest groups, and public meetings, needs assessments conducted on a five -year basis, and
periodically conducted user surveys.
Policy 1.2: The City shall continue to assess future facility needs, as well as user preferences and willingness
to pay through the following methods: input from the Parks and Recreation Advisory Board, special interest
groups, and public meetings; needs assessments conducted on a five -year basis; and periodically conducted
user surveys. When feasible, the City shall strive to address deficiencies identified through needs
assessments within two years of their completion.
Policy 1.3: The City shall endeavor to incorporate art in all parks and public spaces throughout the City as an
implementation strategy of the Art in Public Spaces program.
Objective 2: The City shall ensure adequate and safe public access to all existing and future City parks,
recreational facilities, and local waterways. This effort shall include vehicular, pedestrian, trail, bicycle, and
wheelchair access and shall continue to improve and increase access to parks and recreational facilities,
where available space exists, by providing adequate automobile parking, bike rack facilities, and access to all
existing and planned, neighborhood and community parks operated by the City consistent with the City's
ADA (Americans with Disability Act) Transition Plan.
Policy 2.1: The City shall continue to provide bike rack facilities within all parks developed after the adoption
of this Plan.
Policy 2.2: By 2020, the City shall provide bike rack facilities within all existing neighborhood and community
parks. Private sponsorship of bike racks will be explored.
Policy 2.3: The City shall continue to examine the extent of barrier -free access within parks and recreational
facilities. Deficiencies will be addressed in the ADA Transition Plan that sets the phasing and funding.
Policy 2.4: The City shall ensure that future park sites and facility improvements provide for accessibility of
park sites and recreational facilities to individuals with disabilities, in compliance . with the Americans with
Disabilities Act.
Policy 2.5: The City shall promote safe, interconnected pedestrian linkages for its parks and recreation
network through provision of greenways, trails, sidewalks, bike paths and bike lanes, where appropriate, to
connect each of the City's individual parks and facilities with schools, libraries, museums and other public
facilities, where feasible, to provide residents with access to the City's parks and schools systems.
Recreation and Parks System Master Plan 41
Objective 3: The City shall continue to ensure that park and recreational facilities are sufficient to meet
current needs. The City shall also plan for future improvements to the park and recreation system.
Policy 3.1: The City shall maintain a level of service of 2.5 acres of developed parkland per 1,000 residents.
Policy 3.2: The City shall set the following nomenclature for existing and undeveloped parks and open space:
Urban Open /Civic Spaces; Water /Beach Access; Greenways /Bikeways /Trails; Regional Parks; Community
Parks; Neighborhood Parks; Special Use Facilities; and Conservation Lands.
Policy 3.3: Facility expansion and improvement plans shall also consider the following advisory distance -to-
parks' standards as recommended:
Developed Active Parks and Open Space (Measured by LOS):
Neighborhood /School Parks — Y2- 1 mile from every resident
Community Parks — 25 — 40 acres, 25% preserved for open space, 3 miles from every resident
Community Centers — minimum of 4,000 square feet; 3 miles from every resident
Special Use Facilities (dog parks, sports complexes, etc.) - 3 miles from every resident
Policy 3.4: For areas annexed into the City which are platted, developed, under development, or have
approved development plans in Palm Beach County, the level of service at time of annexation shall be
assumed to be that provided by existing park facilities serving the area.
Objective 4: The City shall take advantage of both public and private resources, in the provision of park and
recreational facilities and programs to meet current and future demands.
Policy 4.1: The City shall continue to enforce the provision of open space as required by the Land
Development Regulations in all new developments. Private developers shall also be encouraged to provide
recreational facilities as feasible.
Policy 4.2: The City shall strive to ensure that future park and recreational facilities will address changes in
demographics and identified geographic deficiencies.
Policy 4.3: The City shall continue to seek opportunities for the joint use of existing public school and City
recreational facilities.
Policy 4.4: The City shall continue to permit agreements and cooperate with private recreational
organizations for use of City parks and facilities in order to provide a variety of recreational programs.
Policy 4.5: The City shall continue to make parks and recreation facilities available to private and non -profit
groups for cultural programs, special events and festivals, which serve the public interest.
Recreation and Parks System Master Plan 42
Objective 5: The City shall ensure complete and safe access to park sites and other points of interest, and
to support the evaluation of opportunities for the acquisition and development of bike /trail networks.
Policy 5.1: The City shall consider the construction of a network of pedestrian, bicycle, recreational, water -
based and public access trails that connects to the County's trail system. The intent of the network shall be
to interconnect existing parks and facilities and additional recreational facilities for pedestrian activities. The
City shall coordinate with the Metropolitan Planning Organization, Florida Department of Transportation,
Palm Beach County and other appropriate agencies to study and implement options for coordinated
provision of an interconnected trail network.
Policy 5.2: The City shall apply for grants and other funds for trail development from the Florida Department
of Environmental Protection, other sources of government and private grants, and possibly voter -based
referenda.
Policy 5.3: The City shall coordinate with the Florida Trail Association, the Rails to Trails Conservancy, the
Florida Department of Environmental Protection Office of Greenways and Trails and other organizations
involved in the acquisition and development of trail systems within Palm Beach County.
Objective 6: The City shall seek to diversify funding of improvements to the park and recreational facility
system through the use of a variety of funding sources such as the general fund, developer commitments,
grants, bonds, user fees, and impact fees.
Policy 6.1: The City shall conduct a review the City's Recreation Impact Fee regulations as needed, based on
relevant inflation and demographic data, in order to assure that new development contributes its
proportional share of the cost to expand recreation facilities.
Policy 6.2: The City shall continue to pursue County, State and Federal Grants, as well as donations of land
and matching funds, for the improvements to the parks, recreational and open space lands and facilities.
Policy 6.3: The City shall continue to apply the concept of user fees to offset the cost of certain facilities
where appropriate.
Policy 6.4: The City may evaluate a bond issue to generate additional parkland, trails, and open space funds
to meet needs, if approved by a public referendum.
Policy 6.5: Notwithstanding rules and regulations governing the use of lands acquired through dedication or
other means, city -owned parkland or property dedicated for recreational /park use should only be sold or
converted for alternative use if not listed for future development in the System Master Plan or Capital
Improvements Program, or if deemed necessary to further other goals or objectives as supported by current
action of the City Commission. Such actions must be supported by the current needs and demand analysis.
Policy 6.6: Undeveloped lands designated for future park and recreation sites shall be protected from
encroachment by adjacent development.
Recreation and Parks System Master Plan 43
Objective 7: The City shall develop a system of open spaces through the preservation and /or acquisition of
significant lands, native habitat, and habitat of endangered, threatened and species of special concern.
Policy 7.1: Natural areas shall be preserved to the extent possible in accordance with preservation policies in
the Future Land Use and Conservation Elements of the City's Comprehensive Plan.
Policy 7.2: The City shall coordinate with the Florida Department of Environmental Protection and all other
appropriate agencies to establish or revise regulations and programs for the acquisition of natural/
environmental lands.
Policy 7.3: The City shall incorporate natural open space, especially wetlands and areas unsuitable for
development, into neighborhood and community parks, as passive recreation space.
Policy 7.4: The City shall consider amending Land development Regulations to encourage the incorporation
of open space into all new non - residential projects, in addition to any environmentally sensitive areas
preserved.
Policy 7.5: The City shall work in conjunction with the State of Florida, the South Florida Water Management
District, the Nature Conservancy, the Trust for Public Lands, and other appropriate agencies involved in
conservation lands to create a citywide open space system and a greenways /trails /blueways system.
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Recommendations
Provision of Facilities
The Department should focus on maintaining our current inventory of facilities. As the population continues to
grow, consideration may be given to add a recreation facility in the western part of the city since none currently
exists.
Programs and Services
The Department will continue to offer a broad spectrum of programs reflective of the community's needs and
interests, taking into account results from needs assessments which continue to identify the desire for family
programming and special events.
Parkland Acquisition and Development
At this time we are meeting our level of service in regards to the number of acres parkland we should have based
on the number of residents. Our focus over the next five ears should be to maintain our current parkland in the
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our existing system. Some recent examples of this includes the acquisition of an accessible, non - motorized vessel
launching dock, which was partially funded by a grant, and the installation of shade structures using the Park
Impact Fee Fund.
Maintenance and Operations
A significant maintenance item over the next several years will be the implementation of the ADA Transition Plan
that involves remedial activities at each park and recreation facility.
Administration and Management
Considering the recent reorganization of the Department, administratively some of the focus will be on adjusting
to the new reporting structure as well as the hiring of a new Recreation Superintendent. The Department will
continue to focus on maintaining national accreditation standards, especially as it relates to planning, outreach,
education, evaluation, assessment and research. The Department will also continue to work with the Human
Resources Department to create a new summer camp counselor job description in order to hire seasonal
employees with qualifications to work with participants with special needs.
Recreation and Parks System Master Plan 45
Strategies
The Departments Strategic Plan provides the strategies to guide the Department to realize its vision and
fulfill the comprehensive goals and policies in this plan. Using the balanced scorecard approach, the Strategic
Plan identifies strategies around four key themes:
1. Strengthen Financial Performance
2. Be a Leader in Providing Excellent Parks and Recreation Services
3. Invest in, Develop and Motivate Staff
4. Build Community & Customer Loyalty by Exceeding Expectations
Annual action plans are also developed which provide specific tasks to be accomplished in order to
achieve the established goals.
Summary
Ultimately, a plan has little value if it is sits on a shelf and gathers dust. This plan is a true reflection of the
Recreation & Parks Department - the who, what, where, when and why we exist as an organization and how
we plan to prepare for the future. This plan interrelates programs, services and physical resources. It
provides a clear picture of our existing conditions, and how we plan to address future challenges.
As such, this plan will have little time to gather dust. It will help and guide staff in our continuing efforts to
deliver services that are not only essential, but also contribute to the economic development of the City by
creating and providing enriching programs that benefit our community. These programs provide significant
indirect revenue, a true and sustained value to our local economy - from special events, recreational
equipment sales, art supplies, etc. As it relates to environmental sustainability, parks and protected lands
are proven to improve water quality, improve the quality of the air we breathe, and provide habitat for
wildlife. The contribution to the health, social well -being and safety of the community is quite
significant. Parks and recreation services are often cited as one of the most important factors in surveys of
how attractive and livable communities are perceived to be. Parks and recreation centers provide gathering
places for families, social groups and individuals of all ages and economic statues, regardless of their ability
to pay for access. Lastly, access to parks and recreation opportunities has been strongly linked to reductions
in crime and to reduced juvenile delinquency.
In conclusion, this plan will provide short and long term direction and continuity for both present and future
parks and recreation program and services and physical resources development. The plan is intended to be
fluid in nature, adaptable to future changes and needs.
Recreation and Parks System Master Plan 46