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HomeMy WebLinkAboutCity of Ithaca Draft ParksNRecreation Master Plan -2017 rr. F IN PC RI rrr � r � �oiml F Acknowledgments Mayor Parks Commission Svante L. Myrick Ellen Leventry, Chair Common Council Daniel Krall Cynthia Brock Margaret Hobbie George McGonigal Roberta Moudry Joseph "Seph" Murtagh City of Ithaca Staff Ducson Nguyen Dan Cogan Donna Fleming JoAnn Cornish Rob Gearhart Jim D'Alterio Graham Kerslick Jeanne Grace Stephen J. Smith Tim Logue Michael Decatur Elizabeth Vance Deborah Mohlenhoff Megan Wilson Consultant Team City of Ithaca Planning Department Contact Information .¢ 108 E Green Street nsuh l Ithaca, NY 14850 (607) 274-6550 ii City ofIthaca Parks and Recreation Master Plan-DRAFT TABLE OF°"°���� ��° ~���"� " �°= "~~ CHAPTER ONE- |�T���U(��UK��.................................................................� 1jBACKGROUND-------........................................................................................................................................1. 12PARKS AND RECREAT|ONMA8TERPLAN------...........................................................................................1. i.3PLANN|NGPROCESS---------------- ..............................................................................................z i4PARK AND RECREAT|ONMA8TERPLAN KEY RECOMMENDAT|ON8.............................................................3 CHAPTER TWO-COMM0N[TY PROFULE ................... ------------------5 2jPAI::�K8 & T|ON............................................................................................................................................5 22OTHER NATURAL AND CULTL ::�ALRESOURCES ...............................................................................................8 22DEMOSRAPH1C ANALY8|8......................................................................................................................................g 24RBCREAT|ONTRENDS ANALY8|8 ....................................................................................................................... .1.3 25RBCREAT|QNTRENDS IMPLICATIONS----------------- ........................................................... 1.5 CHAPTERTHF(EE-COMMUNUTYNEEDS ASSESSMENT.......................... z6 3jPROCESS -----------..................................................................................................................................1.6 32KEY THEMES-------------.......................................................................................................................1.6 32CONMU8|ON8--------------................................................................................................................1.9 CHAPTERF{)UR- PARK AND FACILITY INVENTORY AND ASSESSMENT................ 21, 4jEVNLLAJ|NGTHE CURW��NT8Y8TBN: |NFRA8TRUCTURE-------------------------z1.1. CHAPTER FrVE - RECREATONPROGRAM ASSESSMENT----------------------'z4 5jEVNLLAJ|NGTHE CURRENT 8Y8TBN: PROGRAMS------------ ..................................................z4 52CORE P�OG�I:�AM AREAS-------------- ...........................................................................................z4 5.3CORE P�OG�I:�AM AREA RECOMWENDAT|ONS.................................................................................................z7 54PROGRAM 8T1::�A TEGY ANALY8|8........................................................................................................................z8 55PROGRAM 8T1::�A TEGY 1::�ECOMWENDAT|ONS...................................................................................................36 a0MARKET|NGAND PROMOT|ONASSESSMENT----------- ...............................................................37 a7MARKET|NGAND PROMOT|ONRECOMMENDAT|ON8 ............................ 3R 5.8VOLUNTANDPAR T |PMANAGEMENT------------ ......................................................3R CHAPTER S|X- LEVELOF SERVICE ANDEWUTV ���p|N��---------------------�44 0jOVERV|EVV--------------------...................................................................................................44 6 ZPER CA} OA^GAPW--------------......................................................................................................44 028ERV|CEAREA ANALY8|8/EC2U|TYMARRING ------- ............................................................................46 6 4EQUITY K&4PI:1|NG^GA}:'S"AND CONCLU&|ON8................................................................................................46 CHAPTER SEVEN-GOVERNANCE, FINANCING, AND FUN�Q|N�G,............... ............ .......................... 63, 7jGOVERNANCE------------------ .................................................................................................63 72FINANCING AND FUND|NG----------- .................................................................................................65 7.3CAP|TAl PLAN (C|P)...................................................................................................................67 CHAPTER EIGHT-ACTION PLAN_-......---------------------_-_-------- ....75 iii City of Ithaca Parks and Recreation Master Plan—DRAFT CHAPTER ONE - INTRODUCTION z.z BACKGROUND Located at the south end of Cayuga Lake, Ithaca is the governmental seat and lively urban center of Tompkins County in the Finger Lakes region of upstate New York.The Ithaca area is also home to internationally-renowned educational institutions including Cornell University, Ithaca College, and Tompkins Cortland Community College. These educational institutions draw people from around the world to the community and employ a significant portion of the local workforce. However,these institutions own a substantial amount of land,and this,combined with a strong not-for-profit sector, results in more than 60% of all property within the City being classified as tax-exempt. The remaining property owners must shoulder all of the tax burden, which results in funding pressure for the park system. It is anticipated that the City of Ithaca will continue to grow in the upcoming years.According to the Comprehensive Plan (Plan Ithaca: A Vision for Our Future), much of the land within the City of Ithaca is already developed, and redeveloping underutilized properties will be essential. As the population grows and demographics continue to change, it will be important for Ithaca to be resilient and foster increasingly compact and well-designed mixed-use development in suitable locations. By doing so, the City of Ithaca will help reduce tax burden while continuing to demonstrate sustainability, conservation, and economic development. As this happens, the parks system will become increasingly important and will continue to provide cherished green spaces and recreational opportunities for residents and visitors alike. The City's existing park system offers a variety of parks and amenities. The city is home to several regional destinations:Cass Park,Stewart Park,and the Cayuga Waterfront Trail.The success of the park system is highlighted by these signature parks along Cayuga Lake. Both residents and non-residents take advantage of the shoreline and scenic vistas afforded to them by the waterfront parks.The City also provides recreation opportunities via its various neighborhood parks. Located throughout the City, the neighborhood parks provide residents with playgrounds, fields,and much needed greenspace close to home. Currently,the park system is not managed by one department.The City of Ithaca Public Works and Forestry Division maintains most of the system,but there are other entities that manage different aspects of the system including the Ithaca Youth Bureau (Cass Park and recreational programming), Greater Ithaca Activities Center (recreational programming),various Friends Groups(capital planning and financing),and the Recreation Partnership (agreement with surrounding municipalities)—among others. 1.2 PARKS AND RECREATION MASTER PLAT'S This Master Plan provides a system-wide approach to managing and operating the nearly 380 acres of parkland and more than three miles of publicly-accessible waterfront.This plan establishes recommendations for the City of Ithaca to achieve the vision the community has for the park and recreation system as well as to achieve greater financial sustainability without sacrificing the value of the park assets and amenities or reducing the level of experiences and services available to users.This Master Plan strives to strengthen the existing inventory of parkland, pathways,and amenities: • 378.52 acres of parkland • 4 picnic shelters • 14.6 miles of trails • 3 basketball courts • 22 diamond ball fields • 2 outdoor pools • 8 multi-purpose fields • 1 skate park • 8 tennis courts • 1 splash pad • 7 playgrounds • 1 ice skating rink 1 City of Ithaca Parks and Recreation Master Plan—DRAFT 1.3 PLANNING PROCESS The City of Ithaca Parks and Recreation Master Plan Update followed an iterative process of data collection, public input, on-the-ground study, assessment of existing conditions, market research, and open dialogue with local leadership and key stakeholders,as illustrated by the following: Review of Stakeholder Financial, Demographic Engagement Parks$ Recreation Related and Trends and Facilities Program C;overnance' Action Plan Planning Analysis Community Assessment Assessment and CIP Documents Survey Analysis Figure 1-Master Plan Process The community was involved throughout the development of the Master Plan, and the planning process sought public input to identify their visions and expectations for the future of the City of Ithaca parks system. Stakeholder interviews and focus group meetings were held early in the process and were followed by public forums. A statistically-valid community needs survey was distributed to a random sample of both City and County residents, and an online survey was offered to help prioritize and identify the issues that need to be addressed in the plan and key recommendations that need to be implemented over the next five to ten years.The information gleaned from the community engagement process was combined with technical research to produce the final Master Plan. The Master Plan is not an end product in itself. The plan is rather a means to guide the provision of parks and recreation and advance the overall mission and vision of the City of Ithaca.The goal is to a guide in the delivery of excellent parks,trails,public facilities,activities,programs,and services that will contribute to community prosperity and improve the quality of life for residents and visitors to Ithaca. The purpose of the Plan is three fold: • First, it puts into place a systematic and ongoing inventory,analysis,and assessment process that help the City now and in the future. • Second,this effort will determine the context of recreation facilities and programs system-wide. • Third, it will provide guidance in determining the effectiveness of programs and services, marketing strategies,and land management. This,ultimately,will guide the City of Ithaca in an appropriate direction for current and future programs and services, and provide specific means to meet the vision and mission for the City.This is essentially a process of answering, "Where are we?Where do we want to go?And, how do we get there?" 2 City of Ithaca Parks and Recreation Master Plan—DRAFT 1/\S,1 111',, 1,L/\ 1 S The goals of this Master Plan include: • Engage the community, leadership and stakeholders through innovative public input means to build a shared vision for parks,recreation programs and facilities in Ithaca for the next five to ten years. • Utilize a wide variety of data sources and best practices, including a statistically-valid survey to predict trends and patterns of use and how to address unmet needs in the City of Ithaca. • Determine unique Level of Service Standards to develop appropriate actions pertaining to parks,recreation programs and facilities that reflect the City's strong commitment to providing high quality recreation for the community. • Shape financial and operational preparedness through innovative and "next" practices to achieve the strategic objectives and recommended actions. • Develop a dynamic and realistic strategic action plan that creates a road map to ensure long-term success and financial sustainability for the City's parks,recreation programs and facilities,as well as action steps to support the family-oriented community and businesses that call Ithaca home. 1.4. PARK AND RECREATION MASTER PLAN KEY RECOMMENDATIONS The following sections summarize the high level strategies recommended in this Master Plan. Strategies are categorized into four topic areas: • Governance and Operations • Finance • Recreation Programming • Land and Facilities Each topic area presents a "vision" followed by corresponding strategies. All strategies have specific tactics associated with implementation and can be found in Chapter Six. I .i ( i)V 1,1 1' ( 1 1) )1H, 1'i l l# )i°°„ The City of Ithaca will have a unified,formalized,and sustainable parks and recreation system that leverages existing and future collaborations and partnerships. STRATEGIES • Develop and formalize a governance model. • Prepare an organizational structure to meet future demand. • Clarify partnership groups'roles and responsibilities. • Update policies and procedures on an annual basis.Ensure all staff have access to them and that they create maximum flexibility for staff in the field to do their work in a timely manner. • Develop a stronger volunteer system that builds advocacy and support for the parks system. • Promote financial sustainability through facility management practices. .�, I I / ( 11 The City of Ithaca parks and recreation system will be sustainably funded to continue providing enriched services to residents. 3 City of Ithaca Parks and Recreation Master Plan—DRAFT STRATEGIES • Develop a consistent per capita and/or per acre funding strategy. • Develop an earned income strategy for facilities, programs,and operations. • Develop a long term financial plan that is consistent with the goals and objectives of the City of Ithaca and support the initiatives and strategies as reflected in the City's adopted plans.The City's goals and objectives, which affect operating funds, need to be consistent with fund availability and financial projections. 1'1 I( h l 11�). 1'1'�It ,1', I. °„ 1 ' (; The City of Ithaca will continue to provide recreation programming commensurate with community need while advancing the breadth and scope of opportunity for residents. STRATEGIES • Implement consistent management principles for all programs to ensure equitable,quality service delivery and long-term financial sustainability. • Align program offerings with community needs and priorities. • Enhance facility use partnership policies. • Enhance marketing and promotion practices. • Enhance special events capabilities pertaining to: infrastructure and staff support,partnership agreements (accountability and financially),and investing back into the space/facility. _ L/\ I) , 1) 1 < I LH 111, The City of Ithaca will maintain and operate a diverse system of parkland and facilities that keep pace with the evolving needs of the community. STRATEGIES • Ensure the growth of the parks and trails system keeps pace with the needs of the community, but does not outpace the financial or organizational resources of the City of Ithaca. • Complete a network of open space corridors and trails that connect neighborhoods, schools, commercial areas,and local destinations to parks and facilities. • Ensure the development of recreation facilities keeps pace with the needs of the community, but does not outpace the financial or organizational resources of the City of Ithaca. • Establish consistent and comprehensive maintenance and design standards for parks, trails, and facilities to uphold the quality of the user experience and promote financial sustainability. • Improve key facilities and amenities to address deficiencies and/or meet the changing needs of the community. • Create a policy for underutilized facilities and parkland. 9 W 4 City of Ithaca Parks and Recreation Master Plan—DRAFT CHAPTER TWO - COMMUNITY PROFILE 2.1 PARKS & RECREATION There are currently 22 parks in the City of Ithaca system, including one golf course.Additionally, the City of Ithaca owns two special use facilities(Ithaca Youth Bureau building and the Greater Ithaca Activities Center).Currently,the parks system is maintained by the Department of Public Works(DPW) and the Ithaca Youth Bureau (IYB).The DPW has five full-time employees and six seasonal laborers that assist with the operations and maintenance of neighborhood parks, Stewart Park and the waterfront trail. Additionally, the IYB has 14.5 full-time positions that contribute to the park system. IYB staff maintain Cass Park;however,the majority of full-time staff are for recreation services and not maintenance. The park system is also overseen by a Parks Commission that convenes monthly.The Parks Commission reviews and makes recommendations on issues affecting the parks, open spaces, and cemeteries to the Board of Public Works, Common Council, and other City agencies. They make recommendations regarding the use and maintenance of parks,open spaces,and related facilities. In addition,they review significant new projects or changes involving the use, design, construction, and management relating to parks and make recommendations for the acquisition or designation of new parkland. AUBURN PARK (AUBURN STREET/26,-4-1) Auburn Park (.28 acres) is a moderately used neighborhood park that is accessed by public road. The park has a playground feature, multi-purpose field, benches,and a backstop. BAKER PARK (ELMIRA ROAD/105,-6-5) Baker Park(1.03 acres)is a lightly used neighborhood park with little site amenities.Currently,the park contains five benches and one park sign. BRINDLEY PARK (WEST BUFFALO STREET/58,-1-1) Brindley Park(.48 acres) is a lightly used neighborhood park but it can be accessed by the waterfront trail system in addition to public road access.The park has a boat launch,water access,waterfront trailhead sign,and a bench. BRYANT PARK (ITHACA ROAD/67,-10-1) Bryant Park(.73 acres) is a lightly used neighborhood park with little site amenities.Currently,the park contains one aluminum picnic table and two benches. CASS PARK (701 TAUGNANNOCK BLVD/MULTIPLE PARCELS) Cass Park (137.7 acres) is a regional park and is the second largest park in the system. The park is home to the majority of the City's"active recreation"opportunities.The site is heavily used throughout every season.Amenities found on-site include an enclosed ice rink, Olympic swimming pool, wading pool, tennis courts, picnic pavilion, multiple athletic fields (diamond and rectangular), docks, playgrounds, restrooms, drinking fountains, and water access with docks. COLUMBIA STREET PARK (COLUMBIA STREET/81,-7-18,2) Columbia Street Park(.25 acres) is a rarely used neighborhood park.The site only contains two park benches. CONLEY PARK (FIRST STREET/25,-3-1,22) Conley Park(.73 acres) is a moderately used neighborhood park.The park contains one of the City's"Planet Walk" markers (Neptune) and also contains permaculture gardens (along with informational signage) and multiple park benches. 5 City of Ithaca Parks and Recreation Master Plan—DRAFT CONWAY PARK (CASCADILLA STREET/44,-7-1) Conway Park(.57 acres)is a heavily used neighborhood park and contains a playground and basketball court. DEWITT PARK (NORTH CAYUGA STREET/61,-2-11) DeWitt Park(1.66 acres) is a heavily used neighborhood park located in the heart of downtown Ithaca.The park is home to a Farmer's Market and contains a bike rack, war memorial, multiple benches, and a memorial garden. It should be noted that DeWitt Park is owned by the Presbyterian Church but is maintained by the City of Ithaca. DRYDEN PARK (DRYDEN ROAD/63,-5-7) Dryden Park (.08 acres) is a lightly used neighborhood park, but is one of the only green spaces near Cornell University that is not owned by the college.The site does not have any active recreation amenities but does include four benches for park visitors. HILLVIEW PARK (HILLVIEW PLACE/92,-5-9,1) Hillview Park(.74 acres) is a lightly used neighborhood park which experiences the most use during the summer and fall.Currently,there are no site amenities. ITHACA FALLS NATURAL AREA (LAKE STREET/MULTIPLE PARCELS) Ithaca Falls(11.31 acres) is a heavily used park that features a spectacular waterfall view.Currently, part of the park is designated as a natural area with another part designated as a park. Recent improvements have been made to the site and now the park includes a bike rack,walking trail to the falls,an accessible waterfall overlook area,garden beds,and benches. MACDANIELS PARK (WARREN PLACE/75,-1-23,2) MacDaniels Park(3.07 acres)is a lightly used neighborhood park but is the only public greenspace in the surrounding neighborhood.Currently,the site includes two picnic tables,a grill,and a bench. MAPLEWOOD PARK (DRYDEN ROAD/66,-1-13) Maplewood Park (.47 acres) is a rarely used neighborhood park located behind adjacent houses. It is a quiet and private park with no amenities available on-site. SOUTHWEST NATURAL AREA/NEGUNDO WOODS (ELMIRA ROAD/127,-1-1) Negundo Woods (59.98 acres) is a rarely used natural area. It is currently utilized as a wetland and there are no amenities available on-site. STEWART PARK (STEWART PARK ROAD/2,-2-2) Stewart Park (177.70 acres) is the system's largest site and is a heavily used regional park. The park is located adjacent to Cayuga Lake and has waterfront access along with direct access to the Cayuga Waterfront Trail.As the City's oldest park property, the site is supported by the Friends of Stewart Park in addition to City resources. Park visitors will find picnic shelters, playgrounds, tennis courts, hard surface trails, grills, restrooms, boat racks, splash pad, bocce ball courts, Newman Golf Course, and a carousel on-site. Additionally, Stewart Park is home to a bird sanctuary. STRAWBERRY FIELDS (CORNELL STREET/85,-6-14,1) Strawberry Fields(9.16 acres)is a lightly used neighborhood park.Access to the site is limited; however,park visitors will find a multi-use field and a backstop on-site. THOMPSON PARK (NORTH CAYUGA STREET/45,-3-1) Thompson Park (.56 acres) is a heavily used neighborhood park.The park contains one of the City's "Planet Walk" markers(Uranus),a pavilion,a fire bell monument,a picnic table,and access to a water/creek overlook area. 6 City of Ithaca Parks and Recreation Master Plan—DRAFT TITUS FLATS "WOOD STREET" (WOOD STREET/103,-3-12) Titus Flats(4.25 acres) is a heavily used regional park.The site is home to the City's only skate park which receives a lot of use. Park visitors will also find a playground, basketball courts, hand ball court, bike racks, and bleachers on- site. TITUS TRIANGLE (TITUS AVENUE/94,-2-1) Titus Triangle(.20 acres)is a lightly used neighborhood park.An active volunteer group helps maintain the park and its garden beds. Park visitors will also find a creek overlook area, benches, and a water access/boat launch area on- site. VAN HORN PARK (TAUGHANNCICK BLVD,/73,-4-1) Van Horn Park (.06 acres) is a rarely used neighborhood park that does not currently contain any site amenities. However,the area is maintained in part by Tompkins County Beautification. WASHINGTON PARK (WASHINGTON STREET/59,-4-1) Washington Park(1.85 acres)is a moderately used neighborhood park.As one of the system's largest"small" parks, the park is used by foot travelers as the site contains thru-park walkways. Park visitors will also find park benches and trash cans on-site. ' K 1 1i I Iifi<<,1' Park System Map City of Ithaca,New York Showing All Park Types Parks and Recreation Equity Maps ''.....,. N} „.w„„ i „r fI /, P k� 1 I riif, ' 'f J If !HL 4I we /'1ii16Y . � rIY fll t 1 iM M „IF r �r wiu . a o-� � d' �`r reu r a” i f l3 I �r f4 I nir4r,� NIP. Local Road' 0 Nl,guar it d Cars(18) - Marr Road 0 Parks(2) Higin .Y .. 0 Natural Ames l2➢ w � Gilt'uP)rlvao,a Buuuelary pro CD ^/& / 1., r g's y.a^,i,e�m x,L ern,, ,I i r k r r r L..ivacFrk Miles �."��N,� ��$Nng, t v)k r wao� d a rneci —;U t, MEN= EMMMMES=19 Figure 2-Park System Map 7 City of Ithaca Parks and Recreation Master Plan—DRAFT 2.2 OTHER NATURAI, AND CUI.TURAI, RESOURCES Allen H.Treman State Park—This state park is one of the largest inland marinas in New York.It boasts 370 seasonal, 30 transient,and 30 dry boat slips.Additionally,the park has an 8-lane boat launch ramp.The marina is an excellent port-of-call off the Barge Canal system at the south end of Cayuga Lake and within easy walking distance to the City of Ithaca along the Cayuga Waterfront Trail. Buttermilk Falls State Park—This state park takes its name from the foaming cascade formed by Buttermilk Creek as it flows down the steep valley side toward Cayuga Lake. The upper park has a small lake, hiking trails through woodlands and along the gorge and rim, picnic areas,and playing fields.The lower park has a campground, natural pool,and playing fields. Taughannock Falls State Park—This state park's namesake waterfall is one of the outstanding natural attractions of the Northeast. Taughannock Falls plunges 215 feet past rocky cliffs that tower nearly 400 feet above the gorge. Gorge and rim trails offer spectacular views from above the falls and from below at the end of the gorge trail. Campsites and cabins overlook Cayuga Lake, with marina, boat launch, and beach nearby. A multi-use trail winds past sledding slopes and natural skating ponds. The park offers organized activities including tours through the Taughannock Gorge and summer concerts along the lakefront. A l l , S I I '°..;T Ithaca is well-served by an extensive trail system.Although the entire park system is not connected, there is good connectivity around the waterfront parks and surrounding area. The following list represents Ithaca and the surrounding area's trail system: • Black Diamond Trail: keystone of a major trail system in the Ithaca area, and has been planned since the 1970s • Cayuga Waterfront Trail:connects Cass Park(western shore of Cayuga Lake)to Stewart Park(eastern shore) • East Ithaca Recreation Way: commuter trail on East Hill • Jim Schug Trail/Dryden Lake Trail: runs on an abandoned railroad bed (the Southern Central railway for most of its existence part of the Lehigh Valley) • Lansing Town Trail: loop trail mostly in open fields with magnificent views of the Cayuga Lake Valley • South Hill Recreation Way: runs parallel to(NE of)Coddington Road in the Town of Ithaca • William and Hannah Pew Trail: connects East Ithaca Recreation Way with Tudor Park and the Snyder Hill/ Eastern Heights neighborhood Additionally, planned trail system enhancements include: • East Shore Trail:extends along the hillside above the eastern shore of Cayuga Lake,connecting the City and Town of Ithaca with Lansing • East-South Trail: connector trail extends from the terminus of South Hill Recreation Way • Gateway Trail/Buttermilk Falls Corridor: using the former DL&W right-of-way • Varna Trail/Fall Creek Trail: continuous segment on the Lehigh Valley(Elmira Cortland & Northern) railbed from Varna to the East Ithaca Recreation Way at its northeast terminus Ithaca is home to 58 buildings and districts on the National Register of Historic Places (NRNP).A few, however, are directly related to the parks system such as: • Cascadilla Boathouse(Stewart Park) 8 City of Ithaca Parks and Recreation Master Plan—DRAFT • DeWitt Park Historic District(DeWitt Park) Culture and science play a big role in the fabric of the Ithaca community.There are several local museums and points of interest that cater to visitors and residents alike.The Ithaca Commons area is a downtown pedestrian only(except for vehicle deliveries designated at certain times) linear experience that regularly hosts special events and mobile vendors. Local culture and science points of interest located in Ithaca include: • Cayuga Nature Center: an independent, private, non-profit educational organization • Cornell Lab of Ornithology: includes a Visitors'Center and observation areas open to the public • Hangar Theatre:An old airport hangar renovated into a theatre on property adjacent to Cass Park • Herbert F.Johnson Museum of Art: houses one of the finest collections of art in upstate New York • Museum of Earth: natural history museum • Sciencenter: a non-profit hands-on science museum • Wharton Studio Museum: Stewart Park is home to a facility that was used for American silent films 2.3 DEMOGRAPHIC ANALYSIS The Demographic Analysis provides an understanding of the population within and surrounding Ithaca,Indiana. This analysis is reflective of the total population,and its key characteristics such as population density, age distribution, households,gender,ethnicity,and household income. It is important to note that future projections are all based on historical patterns and unforeseen circumstances during or after the time of the projections could have a significant bearing on the validity of the final projections. The total population of the City has recently experienced an increase of approximately 6.25%;from 30,014 in 2010 to 31,890 in 2016. The current estimated population is projected to continue its moderate growth, increasing to 33,168 individuals in 2021,and 36,100 by 2031. According to U.S. Census reports, the total number of households in the target area has experienced a coinciding upward trend, increasing approximately 6.98%,from 10,408 in 2010 to 11,134 in 2016.The City's total households are expected to continue to increase to 12,809 households by 2031. Based on the 2010 Census, the population of the target area is well below the median age of the U.S.The City of Ithaca's median age is 23.8 whereas the U.S. median age is 38.0 years old.Projections show that the target area will remain relatively unchanged in term of age segments through 2031.The City is projected to have a slight decrease in the percentage of 18-24 year olds;while the 25-35 age segment is project to experience a slight increase. The estimated 2016 population of the target area is predominantly White Alone (67%), with the Asian population representing the largest minority (20%).Additionally,those of Hispanic/Latino origin represent just over 7%of the City's total current population. Future projections estimate that by 2031 the overall composition of the population will become more diverse. Forecasts of the target area through 2031 expect a noticeable decrease in the White Alone population (a decrease to 57%); coinciding with a significant increase amongst the Asian population (an increase to 28%). The City's median household income ($31,169) and per capita income ($21,934) are both below the state and national averages. 9 City of Ithaca Parks and Recreation Master Plan—DRAFT It should be noted that the City of Ithaca's demographic overview is influenced by the presence of two colleges within close proximity: Cornell University and Ithaca College. The student populations influence demographic categories but may affect population age segments and income levels the most. Demographic data used for the analysis was obtained from U.S. Census Bureau and from Environmental Systems Research Institute, Inc. (ESRI), the largest research and development organization dedicated to Geographical Information Systems (GIS) and specializing in population projections and market trends. All data was acquired in December 2016 and reflects actual numbers as reported in the 2010 Censuses,and estimates for 2016 and 2021 as obtained by ESRL Straight line linear regression was utilized for projected 2026 and 2031 demographics.Ithaca's City boundaries that were utilized for the demographic analysis are shown below in Figure 1. u #.l , ern ril r ,z 1;f,;:�r�H el r>, N, s MUN,,, .n M f d ;a tix sur&, drat f/ . l & .✓, 1� ads ^'#rpV/ 01 'd; I S), rrbii Apr :(. ,.. �, > Vi'�rtW!�4Wbr✓,mf'�I<%�'' '���$���I yu Y �,,,,, Q f h4lut 9 41 0 Al n Figure 3-Target Area Boundaries 10 City of Ithaca Parks and Recreation Master Plan—DRAFT The following implications are derived from a detailed demographic analysis located in the Demographics and Trends Technical Report. Each implication is organized by the outlined demographic information sections. POPULATION The population is increasing and is projected to experience 13.2% Total Population/Avg Annual Growth 41,111 population growth over the next 15 34,662 36,100 Sao, years.The number of households is as"" 31,890 33,16 30014 projected to experience a 15.04% ;0,0001QQ zs,oao "... t185°l0, growth rate over the same .--�. 20,000 �, A##to#roua„m ooFn timeframe. What this means is that the population will grow and 11,111 Q.40 recreation services must grow 10,000 commensurate to the population. ,,aam a.2o Additionally, development will o a.00 . continue over the next 15 years and 2020 2016 2021 2026 2031�eA"11"116r�Nrm a v the parks and recreation system will llsi othaca POPUiation Jtnaca USA need to strategically invest, develop, and maintain facilities In Figure 4-City of Ithaca Population Growth Projections relation to housing development areas. With the increased housing growth projections, this also should be an indication that population projections may exceed the projections presented in this analysis.As more development occurs,the parks and recreation system should have a"seat at the table”to discuss the size,type,and specifications of any gained greenspace due to development. AGE SEGMENTATION The service area's aging trend is largely kept in Population by Age Segment check due to the surrounding colleges. However, If 0-12111111 13-17 IIIIIIII 18-24 11111125-34 35-54 55-64 65-74 11111175+ there is a component of the population that will 6'�rbe aging and facilities focused on an actively (I 'lllll��llll I(li pi ii�Iiiii adult (55+ population) will assume an even greater importance as the population changes in o � the years to come. Age segments have different proclivities towards activities. For example, older adults may enjoy passive recreation ,„ ��> SII ( X111 IIII�II Jf activities more so than active. However, multi- generational facilities and services will be crucial to Ithaca because the 18-34 age segment will still � IIp j, represent 66% of the total population in 2031. 2010 2016 2021 2026 2031 2010 2016 2021 2026 2031 Therefore, an emphasis on the millennial Ithaca USA generation will be important over the next 15 Figure 5-City of Ithaca Age Segment Growth Projections years. Additionally, co-planning with Cornell University and Ithaca College will need to be an emphasis. 11 City of Ithaca Parks and Recreation Master Plan—DRAFT RACE AND ETHNICITY A more diverse population will require continued Population by Race foresight and planning on Ithaca's behalf.Traditional miiWhite Alone iii Black iAmerican ln,dlan h,Mi- a Pawls•,Islan¢Pe, So—Oahe,Raee mT..on MN Rates programming and service offerings may not be q IJ�������) i 1113M onn,; appropriate for a population comprised of a large ��(ff111i((Iff ��JJJJf� ��(1111�111�1�1 111111�111111�11 %'0/ ��� "���� "° lllttl�� 10� �'� JJ l I I IIIIUIIIJIIJJJ �11�� '�9ir� ' Ill'�ii� III� '''� minority population. For example, the Hispanic/Latino population may use passive recreation differently than other user groups and for different durations.Picnic shelters for large(typically multi-generational) families is important to the Hispanic/Latino population whereas it may not be as high significance to the White Alone population. 2010 2016 2021 2026 2031 2610 2015 2021 2026 2031 Additionally, there are some Asian populations that Ithaca USA utilize public lands for urban agriculture which may ... Figuree 6-City of Ithaca Populationn P by Race Growth Projections be a non-traditional use depending on the community/region within the United States. Research also shows that barriers to recreation program/service participation are different based upon race. For example, Hispanic/Latino and Black Alone populations report lack of connectivity via sidewalks and transportation are big barriers to recreation participation. HOUSEHOLDS AND INCOME Ithaca's median household income is projected to decrease COMPARATIVE INCOME by 2031. This trend is probably attributed to the growing CHARACTERISTICS college-age population as incomes tend to be much lower °u Per Capita Income 1111"Median Household Income for these residencies. However, overall per capita income is projected to increase over the next 15 years. The dichotomy between median household income and overall 14 per capita income can refer to the notion of existing nsalaries and cost of living will increase even though more college-age individuals will be taking residency within the City of Ithaca. Current national trends focus on health, rn (It R* wellness, and lifestyle activities. As the population rn n continues to age,increased attention will be made towards utilization of parks and recreation services and improving quality of life. However,there will still be a large younger population segment existing within Ithaca which will also command more lifestyle activities. Ithaca has an opportunity to position its system to prepare for 2031 by ITHACA NEWYOR1< USA identifying programs and services that will be the most salient to age segments and ethnicities while achieving Figure 7-City of Ithaca Comparative Income Characteristics alignment with willingness to pay. 12 City of Ithaca Parks and Recreation Master Plan—DRAFT 2.4 RECREAT10N TRENDS ANALYSIS The following charts show sport and leisure market potential data from ESRL A Market Potential Index (MPI) measures the probable demand for a product or service in Ithaca, Indiana. The MPI shows the likelihood that an adult resident of the target area will participate in certain activities when compared to the US National average.The National average is 100,therefore numbers below 100 would represent a lower than average participation rate,and numbers above 100 would represent higher than average participation rate. ESRI's MPI for a product or service for an area is calculated by the ratio of the local consumption rate for a product or service for the area to the US consumption rate for the product or service, multiplied by 100. MPIs are derived from the information integration from four consumer surveys. Each survey respondent is associated with a "Tapestry"segment and can therefore produce an expected number of consumers. The target area is compared to the national average in four(4)categories—general sports,fitness,outdoor activity, and money spent on miscellaneous recreation. Overall, residents of Ithaca demonstrate participation trends that have above average potential index numbers in all categories.Of particular interest given the estimated number of participants and MPIs are: • Participation in sports such as soccer,volleyball,basketball,and softball • Fitness related programming in jogging/running,yoga,weight lifting,Pilates,and aerobics • Outdoor activities including backpacking,canoeing/kayaking,horseback riding,and hiking • Money spent on painting/drawing,visiting art galleries,overnight camping,and going dancing It is recommended that the City of Ithaca examines the MPIs below to gain a sense of local consumption behavior based upon market research. The MPIs should be one component of an overall demand analysis including participation rates, market competition,community survey,and other community input information.The MPIs that equal or are above 100, are identified as being popular consumption activities; however, programming should not solely center on high MPI activities because service providers often need to provide niche activities. Higher MPI activities can relate to Ithaca core services but may not be synonymous. As seen below(Figures 8-11),the following sport and leisure trends are most prevalent for residents within the City of Ithaca. All figures are sorted by the estimated number of participants in descending order. 11110 Activity EStiniate,4 %Of Popu wlon WIN Participants II hacISA Basketbali 3,500 11.9✓ 8.3% 144 Golf 3,348 11.4% 9.2% 124 Soccer 2,039 6.9% 3.8% 181 Football 1,974 6.7% 4.7% 143 Basebali 1,568 5.3% 4.6% 116 Softball 1,456 4.9% 3.4% 144 Volllleybali 1,440 4.9%1 3.3% 15Q1 Tennis 1,417 1 4.8%1 4.0% 121 Figure 8-General Sports Wis 13 City of Ithaca Parks and Recreation Master Plan-DRAFT Estirnate4 'IPopulatiorr Activity MPI P rticipant hthr'aca IU A, Walking for exercise 9,553 32.41/10 26.8%1 121 Jogging/running 8,365 28.41/16 13.2% 215 Swimming 6,584 2.2.3% 15.5% 144 Weight lifting 4,856 16.5% 9.9% 166 Aerobics 3,639, 1.2.3% 8.4% 146 Yoga 3,489 11.'8% 7.0% 168 Dilates 1 1,2161 4.1% 2.7% 150 Figure 9-Fitness MPIs Estimi ted %of P006 atior �i fity MPI Partici ants Ithaics USA Hiking, 4,127 14.0% 9.9% 141 8icycling(road) 3,831 13.0% 9.9% 131 Fishing(fresh water) 31289 11.2% 12.4% 90 Canoe'ing/kayak'ing, 2,584 8.8% 5.6% 157 Backpacking, 1,860, 6.3% 3.1% 206 8'icycl'ing(mounta'in) 1,519 5.2% 3.9% 133 Boating,(power) 11512 5.1% 5.3% 96 Horseback riding, 1,099 3.7% 2-5% 151 Fishing(salt water) 1,052 3.6% 4.0% 90 Figure 10-Outdoor Activity MPIs Estimated ,of pop�ui fin Activity +P rtidipants lthaw USW SFV Attended a movie in last 6 months 22,196 75.3% 59.3% 127 Attended sports event 7,902 26.8% 22.9°! 117 Went overnight camping un last 12 months 5,721 19.4% 11.9% 163 Visited a theme park in last 12 months 5,471 18.6% 17.7% 105 Went to museum in last 12 months 5,236 17.8% 12.3% 145 Visited a zoo in last 12 months 4,234 14.4% 11.2% 129 Did photography in last 12 months 3,921 13.3% 10.1% 132 Danced/went dancing in last 12 months 3,736 12.7/ 8.00!4 159 Went to art gallery in last 12 months 3,727 12.6% 7.5% 169 Did painting/drawing in last 12 months 3,208 10,9% 6.1% 178 Spent$250+on sports/rec equiip 2,082 7.1% 7.3% 97 Spent $1-99 can sports/recequip 2,047 6.9% 5.7% 121 Spent$100-249 on spurts/recequiip 1,862 6.3% 6.1% 103 Visited indoor water park in last 12 months 554 1.9% 3.My. 63 Figure 11-Commercial Recreation MPIs 14 City of Ithaca Parks and Recreation Master Plan—DRAFT The number one general sport activity for Ithaca is basketball. This is measured in terms of estimated number of participants. Other popular sport activities include soccer, volleyball, softball, football, and golf. All general sports categories exceed the average USA participation rates in terms of MPI. Fitness activities have high MPIs with jogging/running, Yoga, weight lifting, and Pilates being the top four. All outdoor activities except for fishing (fresh water),fishing(salt water),and boating(power)and have an above average MPI.The most popular money spent on recreation activity is attending movies. Painting/drawing and going to an art gallery have the highest MPI scores for Ithaca. Of note, Ithaca residents are more apt to spend a lower amount (between $1 and $99) on recreation equipment compared to higher dollar amount categories($100-$249 and$250+). Information released by Sports & Fitness Industry Association's (SFIA) 2016 Study of Sports, Fitness, and Leisure Activities Topline Participation Report reveals that the most popular sport and recreational activities include:fitness walking,treadmill, running/jogging,free weights, and road bicycling. Most of these activities appeal to both young and old alike,can be done in most environments,are enjoyed regardless of level of skill,and have minimal economic barriers to entry.These popular activities also have appeal because of their social application. For example,although fitness activities are mainly self-directed,people enjoy walking and biking with other individuals because it can offer a degree of camaraderie. From a traditional team sport standpoint,basketball ranks highest among all sports,with approximately 23.4 million people reportedly participating in 2015. In general, nearly every sport with available data experienced an increase in participation, which is a reversal from the five-year trend of declining participation in sports. Sports that have experienced significant participation growth are squash,boxing,lacrosse,rugby,roller hockey,and field hockey—all of which have experienced growth in excess of 30%over the last five years.More recently,roller hockey,racquetball, indoor soccer, boxing,and flag football were the activities with the most rapid growth during the last year. 2.5 RECREF TION TRENDS IMPLICATIONS City of Ithaca residents exhibit a high interest in recreation activities.Additionally,according to local trends,there is not one recreation category(e.g.,fitness,sports,outdoor recreation)that supersedes another.This is important for the City of Ithaca to understand because trends indicate a desire for a balanced,well-rounded scope of opportunity. Where this balance may be difficult is in relation to pricing services. Local trends indicate a lower desire to spend on recreation equipment(which is only one indicator of purchasing interest),but there is a strong desire to always have more provided.Additionally,as mentioned before,there is a limited tax base for parks and recreation so generating earned income by identifying alternative streams of revenue will be paramount. t � m I 15 City of Ithaca Parks and Recreation Master Plan—DRAFT CHAPTER THREE - COMMUNITY NEEDS ASSESSMENT 3.1 PROCESS A comprehensive public engagement process yielded community direction for the City of Ithaca parks system. Specific engagement opportunities consisted of: • Stakeholder focus groups and interviews • Public meetings • Online survey • Statistically-valid community survey 3.2 I<EY THEMES The public engagement process and technical research review indicates that there is a lot of"ownership" for the City of Ithaca park system.There are many organizations that collaborate to make the park system what it is today. It will be important for this Master Plan to identify all the existing and potential partnerships/collaborations and provide guidance as to a structure that will streamline the park system's oversight. As evidenced by on-site observations and personal communication,the Ithaca park system provides water access to residents that otherwise would be non-existent.Two parks in particular,Cass Park and Stewart Park,are community icons and should be treated as signature parks.With a diverse mix of parks (including many smaller neighborhood parks), it will be important to develop a strategy moving forward that will address underutilized spaces and the equitable distribution of community amenities. Additionally, funding the system will require out-of-the-box thinking as there are large tax exempt entities within City limits that do not contribute to funding the system.In terms of ongoing operations and maintenance and capital expenditures, it will be important to consider alternative approaches to make up for the limited tax base. There are also several steps necessary for the City of Ithaca to take in order to provide the desired "future" park system. The planning process provides insight into perceived community barriers to participation, preferred communication methods,and desired recreation programs and facilities. Park system around the country continue to wrestle with the principle of"equity." Equity refers to providing equal opportunity for participation and engagement regardless of income,race,physical ability, location of residence,etc. An important first step is to identify what community members perceive as barriers that are preventing them from engaging more with the park system. City of Ithaca residents report the following five items as their top barrier: 1) 1 do not know what is offered 2) 1 do not know locations of facilities 3) Too far from our residence 4) Program or facility not offered 5) Facilities are not well maintained The top five list highlights important factors for planning considerations.The top two relate to communication (see next section) and the remaining three represent distinct challenges: geospatial distribution of programs and facilities,right balance of recreation program and facility opportunities/availability,and facility maintenance or level of care. 16 City of Ithaca Parks and Recreation Master Plan—DRAFT 1 # 1S1 /V 11/\1 1)1 S,I1'11'HJ 11#,1 Willingness to travel to a park facility to participate in a given program or to simply enjoy the park vary by community. Since this perceived barrier is high on the list, it is important to look at the distribution of park land types, program locations,and connectivity.The park system has a wealth of neighborhood park acres; however,the distribution in relation to population density will be an indicator of how well the City of Ithaca is serving its residents(see Chapter Six for a detailed analysis). An important note for consideration is integrating the recent national movement to adopt a "10-minute walk to a neighborhood park"as the Trust for Public Land (TPL)and Urban Land Institute(ULI) have brought into mainstream park planning. ; . 11' 1' A 1 , ' it 11', 11°°„ ,ill 1'il 1 IJ`I IJ1'1: Community residents report not having their desired recreation program or facility available as a high barrier to their engagement with the park system.As demographics shift,so do recreation priorities.There is nothing wrong with a park system that evolves with its community. It is those systems that do not evolved that run the risk of losing touch with the future park user. To help identify future need,the consultant team implemented a statistically-valid community survey that solicited feedback on a variety of issues related to parks and recreation within the City of Ithaca. Respondents were asked to identify if they have needs for specific facilities and programs.Of note,survey respondents were asked if they have a need for a program or facility and to what degree their need is currently being met. The results allowed the consultant team to synthesize needs and importance to understand community service provision. Taking the analysis a step further, "Priority Rankings” are developed that provides a hierarchal representation of community desire that the City of Ithaca can use as a foundation in future service decisions. Priority Rankings combine community need and importance(as learned from the survey) with information gleaned from other public engagement processes and technical research. RECREATION PROGRAMS As denoted by the Priority Rankings below, relative to one Pro ram Overall Rank Special events 1 another included in the list, the top tier program priorities (or Farmers'market 2 Adult fitness&wellness programs 3 focus areas) include: Nature programs/environmental education 4 Adult continuing education programs 5 • Special events Adultsports programs 6 • Farmers' market Adult art,dance,and performing arts 7 Adult programs for 50 years&older 8 • Adult fitness&wellness programs Water fitness programs 9 • Nature programs/environmental education Travel programs 10 Youth summer camp programs 11 • Adult continuing education programs Programs with your pets 12 Outdoor challenge programs 13 • Adult sports programs Youth learn to swim programs 14 • Adult art,dance,and performing arts Before&after school programs 15 Programs for teens 16 • Adult programs for 50 years&older Youth art,dance,and performing arts 17 • Water fitness programs Adult icesports&activities 18 Tennis lessons&leagues Youth sports programs m Programs for people with disabilities Preschool programs Youth fitness&wellness programs Youth icesports&activities Golf lessons&leagues Mentoring for youth Birthday parties Figure 12-Program Priority Rankings 17 City of Ithaca Parks and Recreation Master Plan—DRAFT Based on the priority rankings, it is recommended that the City continue to focus on community special events and bolstering the existing Farmers' Market(both in DeWitt Park and at the stand-alone facility on Steamboat Landing). Additionally,the priority rankings show a desire to focus on adult programming within the community. RECREATION FACILITIES/AMENITIES As denoted by the Priority Rankings below, relative to one EAUUM overall Rank another included in the list,the top tier facility priorities(or Walking&biking trails 1 Outdoor natural swimming areas 2 focus areas) include: Greens ace&natural areas 3 Sports fields soccer, football, lacrosse 4 • Walking and biking trails Diamond fields baseball, softball 5 • Outdoor natural swimming areas Large community arks 6 Picnic shelters 7 • Greenspace and natural areas Small neighborhood parks 8 • Sports fields(soccer,football, lacrosse) Indoor ice arena 9 • Diamond fields(baseball,softball) Outdoor swimming pools/water parks 10 Off-leash dog park 11 • Large community parks Indoor fitness&exercise facilities 12 • Picnic shelters Indoor swimming pools/leisure pool 13 • Small neighborhood parks Indoor running/walking running/walkingtrack 14 Indoor lap lanes for exercise swimming 15 • Indoor ice arena Community meeting space 16 Playground equipment 17 Disc golf 18 Indoorsports fields baseball, soccer, etc. Spray-pad above ground water la u Outdoor tennis courts Nature center Indoor basketbal I/volley ball courts Mountain bike park � Outdoor basketball courts Senior center m Golf course ISkateboarding park Figure 13-Facility Priority Rankings 1 „1 ,TIJ ,11 r 1 1111 S,1111j - Creating park advocates (or "champions") is a feat many park systems take on. After identifying what your community needs,the mindset must shift to understanding how to best communicate to the public that their needs are not only identified, but action is being taken to satiate those needs. Community residents report that they rely on word of mouth from friends and neighbors as the most common way they learn about City of Ithaca parks, facilities,special event,and activities. It is encouraging that the park system is creating a"buzz"throughout the City. However, additional communication methods should be enhanced to capitalize on changing demographics, technological improvements,and the fact the City of Ithaca is proximate to university populations. Increasing social media and web capabilities will be paramount for the City of Ithaca's efforts to establish and articulate its brand. The focus on these areas should not hinder word of mouth recognition; instead, these communication methods should work in concert to help bolster the park system's word of mouth reputation. "(S I I '°.a7 1 1'1 11'Y 111 I S Community residents participated in a scenario in which they were told they had a budget of $100 to spend on services provided by the City of Ithaca,they were asked to indicate how they would allocate the funds among eight different categories of funding.The following chart shows how respondents indicated they would allocate the$100 among the eight categories of funding. 18 dui City of Ithaca Parks and Recreation Master Plan—DRAFT The public's top five spending priorities are: 1. Waterfront parks 2. Walking/biking trails 3. Park land&open space 4. Neighborhood/community parks 5. Recreation facilities The community indicates the waterfront area,with its vast open space and trail system, is a priority area. However, they also indicated smaller park land and the City's recreation facilities should be given a priority over more programs &events,golf courses,and sports fields. 1)1' t 1 1 1 1 "d"S11 '°..;f Along with identifying system priorities, 014. Potential Source of Revenue the community also indicated support for Households Would Most Support bypereentdauo+nespondenthouseholds that seIacted tire item asane ofOeirtop hvoch®iaes a different financial model for the City's park system. Jointly contributing public d'artrner wirdl,nonprofits&privates enwips 4�1% funding to focus dollars was almost the top supported source of revenue most Jvli ycafftrdr<enu pubicfunding to focus doilarrs 62% supported by City residents. The community acknowledges that more than riddeaseAmstogfees for using shoUFs,felds �,get City residents utilize the parks system and the park system should be enhanced by Sell or lease s.mxallV unafsr.ulilizedd parks 1 %, allocating additional funding. Interestingly, jointly contributing public �F��d� ;ud�es�udurrd�4u�uvr�u�rurF,���domm ; funding to focus dollars was the overall _ most supported revenue option. 0"% 10% 20% 30% 40% 50% 60% 70% dust Suppgmd � i77 dust Suppo t � ra U,vm, Figure 14-Most Supported Revenue Sources 3.3 CONCLUSIONS The City of Ithaca's parks and facilities are aging and will require more attention and dollars to keep them safe and appealing. However,parks are just one of the many priorities for the City to budget for. Respondents were given five potential sources of funding that could help improve the park system and recreation programs in the City of Ithaca. For each potential source of funding respondents were asked to indicate if they were either "very supportive", "somewhat supportive", or "not supportive" of each. Based on the sum of "very supportive" and "somewhat supportive"the following three items received the highest levels of support:The City of Ithaca,Town of Ithaca,and Tompkins County should jointly contribute public funding(i.e.,tax dollars)to focus dollars on the greatest park and recreation needs in Greater Ithaca (90%), partner with nonprofits and private entities to financially support park maintenance and recreation programs (87%), and increase existing fees for using shelters, athletic fields, or other facilities (63%). It is a positive sign that a most respondents were in favor of a joint public funding effort, however there is mixed support for a "pay-to-play" option as well. Further information is needed to fully understand which option would be most feasible long-term. However there was good support for both public and private funding. 19 City of Ithaca Parks and Recreation Master Plan—DRAFT When analyzing the programs offered by the City of Ithaca the same item was the most important to respondent's households and had the highest level of overall need. Focusing on adding farmers' markets within the community would provide the greatest benefit for the largest number of residents within the City of Ithaca. Residents also indicated there was a need within the community for more special events and adult fitness and wellness programs. Focusing on the programs that residents have a need for and indicate an unmet need for can improve overall satisfaction in the future.The City of Ithaca is faced with a unique opportunity to explore the feasibility of new facility or land purchase which can satisfy two facilities which were found to be high priorities based on the Priority Investment Rating. Both walking and biking trails and greenspace and natural areas would be developed within the same area within the City or County,developing both of these facilities at the same time would satisfy an immense need within the community. It is clear the Ithaca community desires to see a joint effort to maintain and manage the City of Ithaca parks system. Realizing that the City of Ithaca parks system contains regional attractions,along with smaller local parks,there are people outside of the City limits that enjoy the parks system.The Ithaca community also realizes that the current park system is need of infrastructure repair and improvements.Considering the financial resources afforded to the City of Ithaca, and the fact that the park system serves a wider audience, the time has come to seek collaborative efforts to rebuild the City of Ithaca park system. A i q� G �J 20 City of Ithaca Parks and Recreation Master Plan-DRAFT CHAPTER FOUR - PARK AND FACILITY INVENTORY AND ASSESSMENT 4..1 EVALUATING THE CURRENT SYS'T'EM: INFRASTRUCTURE The consultant team met with City staff in March 2017 to go over the park assessment process. City staff assisted the consultant team by visiting each park and filling out an assessment form. In total, 23 park assessments were completed. The park assessments establish a base-line understanding and "snapshot" of the system's existing conditions,amenities,and implications for operations and maintenance. Full site assessment detail can be found in the Site Assessment Technical Report. The consultant team used a site assessment form to document each park visited.The form included: • Design and usage • General site condition • Access and visibility • Any identified corrective actions needed • Community attitudes toward site • Any planned capital improvements • Site amenities(quantity and condition) • Strengths,weaknesses,and opportunities Park conditions were rated using a differential scale of excellent,good,fair, or poor.The table below provides the condition descriptions utilized in this analysis. Assessment General Description Finding Excellent Facilities/amenities are in excellent condition and feature little or no maintenance problems noted. Facilities do not feature any major design issues that contribute to diminished use or maintenance. Good Facilities/amenities are in good condition and feature only minor maintenance problems.Generally, most maintenance issues with these facilities appear to be the result of age and/or heavy use. Facilities may only feature minor design issues that contribute to diminished use or maintenance (i.e.drainage,structural, utilities,etc.). Fair Facilities/amenities are in fair condition and indicate ongoing maintenance problems.Generally, most maintenance issues with these facilities appear to be the result of age and heavy use. Some maintenance issues may be compounding over time due to being deferred because of budget and/or resource limitations. Facilities may only feature minor design issues that contribute to diminished use or maintenance(i.e.drainage,structural, utilities,etc.). Poor Facilities/amenities are in poor condition and clearly show ongoing maintenance problems that ultimately may result in suspended use for repair/replacement. Maintenance issues with these facilities are the result of age and heavy use,and generally are compounding over time due to being deferred because of budget and/or resource limitations. Facilities may feature major design issues that contribute to diminished use or maintenance(i.e.drainage,structural, utilities,etc.). Figure 15-Condition Assessment Grading Scale 21 City of Ithaca Parks and Recreation Master Plan—DRAFT The following established sites were assessed during the tour: • Auburn Park • Ithaca Falls • Baker Park • MacDaniels • Brindley Park • Maple Grove Park • Bryant Park • Southwest Natural Area (Negundo Woods) • Cass Park • Stewart Park • Columbia Street Park • Strawberry Fields • Conley Park • Thompson Park • Conway Park • Titus Park • Dewitt Park • Van Horn Park • Dryden Road Park • Washington Park • Floral Avenue Park • Wood Street Park • Hillview Park STRENGTHS • The City has done a great job with connectivity throughout the parks system (especially at the waterfront areas) • The waterfront parks provide an amazing"signature"asset to the parks system • There are many neighborhood green spaces • Maintenance operations are based out of a central shop • There are Friends Groups that help support some of the parks WEAKNESSES • There is not a dedicated Parks Department that houses administration, operations, maintenance, and programming all in one place • Many of the park facilities are"tired"or are in need of an update • They system is in need of better quality outdoor sports fields • Park signage needs updated and improved across the system including identification,rules,wayfinding,and interpretive • The revenue generated in the parks is not able to be reinvested directly into the park it came from • Many park facilities are nearing or are at the end of their lifecycle RECOMMENDATIONS • Develop design standards for all parks • Establish written maintenance standards for all parks 22 City of Ithaca Parks and Recreation Master Plan—DRAFT • Unify the governance and management of the parks system • Identify the waterfront area as a priority • Create a brand for the park system • Create an equipment replacement schedule • Create a 5-year CIP(acts as an amenity replacement schedule)with identified funding sources • Crime Prevention Through Environmental Design (CPTED) standards need to continue to be incorporated into the existing parks • Develop a project list specific for Eagle Scout and volunteer projects;additionally,post list(s)to City website i R, r t n s J / r sl ° raver wrvwwa�l # 23 City of Ithaca Parks and Recreation Master Plan—DRAFT CHAPTER FIVE — RECREATION PROGRAM ASSESSMENT 5.1 EVALUATING THE CURREI' T SYS'T'EM: PROGRAMS As part of the master planning process, the consulting team performed a Recreation Program Assessment of the programs and services offered by the Ithaca Youth Bureau (IYB, or Bureau). The assessment offers an in-depth perspective of program and service offerings and helps identify strengths,weaknesses,and opportunities regarding programming.The assessment also assists in identifying core programs, program gaps within the community, key system-wide issues,areas of improvement,and future programs and services for residents. The consulting team based these program findings and comments from a review of information provided by the City including program descriptions, financial data, website content, web survey feedback, demographic information, and discussions with staff. This report addresses the program offerings from a systems perspective for the entire portfolio of programs,as well as individual program information. 11', '`%l 1 )1'Y The mission of IYB is to provide quality inclusive programming for the changing recreation and leisure interests of the community.The focus is on opportunities for youth and families through expressive arts,sport programs,special events,lessons,and summer camps. The Bureau provides a broad range of recreation and leisure programming for youth of all ages. Recreational sports, lessons, day camps, theater classes, art classes, special events, and Tot Spot are offered year round to youth and families. Programs provide an opportunity for participants to have fun, learn new skills,and develop friendships and life-long leisure interests. Recreation programs are supported in part by the Recreation Partnership-an inter-municipal collaboration between 10 municipalities in Tompkins County, Including City of Ithaca,Town of Ithaca, Towns of Caroline, Danby, Dryden, Enfield, Groton, Newfield, Ulysses (including students who attend Trumansburg Schools) or the Village of Lansing. This unique alliance is one of the largest in the state. The Ithaca Youth Bureau is a major provider of programs. Tompkins County Youth Services provides planning and financial coordination.The contributions of the county and the participating municipalities help keep programs affordable and accessible. The IYB and other providers often utilize city parkland and facilities. Within the City of Ithaca, city parks are maintained by the Public Works Department. There are 18 full-time staff helping to manage the City of Ithaca recreation and facilities,and the full-time staff are supplemented by many seasonal and part-time staff. The IYB and other city providers communicate with the community through the City of Ithaca website, as well as through flyers and brochures, signage, and various social media accounts. A long-form program guide is published on-line and in hard copy each season,and includes a comprehensive list of programs and events. 5.2 CORE PROGRAM AREAS To help achieve the mission, it is important to identify Core Program Areas based on current and future needs to create a sense of focus around specific program areas of greatest importance to the community. Public recreation is challenged by the premise of being all things to all people.The philosophy of the Core Program Area assists staff, policy makers,and the public focus on what is most important. Program areas are considered as Core if they meet a majority of the following categories: • The program area has been provided for a long period of time (over 4-5 years) and/or is expected by the community. 24 City of Ithaca Parks and Recreation Master Plan—DRAFT • The program area consumes a relatively large portion (5%or more)of the agency's overall budget. • The program area is offered 3-4 seasons per year. • The program area has wide demographic appeal. • There is a tiered level of skill development available within the programs area's offerings. • There is full-time staff responsible for the program area. • There are facilities designed specifically to support the program area. • The agency controls a significant percentage(20%or more)of the local market. ,.i 1 I X IS I 1` t, ( 11'1 I 1 1'�)t ,1', °°..�f /\1'1:, In consultation with IYB staff,the planning team identified the following Core Program Areas currently being offered: SPORTS The Sports core program area includes traditional sport offerings for individual skill development and league/team play in baseball,softball,soccer,basketball,and lacrosse.The goal is to provide an opportunity to learn and practice basic skills, be part of a team, make new friends, and learn about sportsmanship. Examples of Sports programs include: • Basketball • Lacrosse • Outdoor Recreation/Adventure • Tennis Lessons • Track&Cross Country • Skating Lessons AQUATICS The Aquatics core program area includes public swimming opportunities,group swims, and lessons.The goal is to provide a safe, clean, healthy environment for youth, adults, families, and groups to enjoy the pool leisurely for fitness,and to provide progressive swim lessons for youth. Examples of Aquatics programs include: • Swim Lessons • Lap Swim • Public Swim RINK The Rink core program area includes public skating, lessons, and group skate, with opportunities for broomball rentals, and hockey practices, games, and tournaments. The goal is to provide a safe, clean, and fun ice skating experience to the public,and to provide lessons for youth and adults. Examples of Rink programs include: • Skating Lessons • Public/Group Skate • Hockey/Broomball 25 City of Ithaca Parks and Recreation Master Plan—DRAFT ARTS The Arts core program area provides opportunities for practicing the arts, from pottery and drawing to crafts and theatre classes. The goal is to provide an opportunity for young people to explore leisure interests outside of traditional sports,to learn basic skills in different artistic media,and to provide for more advanced opportunities to explore interests. Examples of Arts programs include: • Pottery Classes • Theatre Classes • Drawing/Painting • Art Spot • Pre-K Music • Parent-Child Pottery CAMPS &. SUMMER PROGRAMS The Camps & Summer Programs core program area provides opportunities for camps and specialty classes in the arts, sports, and outdoor recreation, from music lessons to sailing and Tae Kwon Do. The goal is to provide high quality care for children that offers a traditional camp experience, and to provide opportunities for youth to learn in-depth skills. Examples of Camps&Summer Programs include: • Cass Park Day Camp • Sailing Camp • Art Camp • Band&Orchestra Program • Tennis SPECIAL EVENTS The Special Events core program area provides opportunities for youth and families to experience new things, have fun,meet new friends,and to be a part of the community. Examples of Special Events programs include: • Junior Olympics • Festival Mile • Tot Spot • Screen Free Week • Fishing Funshop • Ice Cream Bowl Event RECREATION SUPPORT SERVICES (RSS) - ADULT The Recreation Support Services for Adults core program area provides leisure opportunities to encourage active participation,friendship,independence and inclusion within the community for adults over the age of 18. Examples of Recreation Support Services(Adult) programs include: • Monthly Dances • Exercise Workout Groups 26 City of Ithaca Parks and Recreation Master Plan—DRAFT • Art Classes • Movie Club • Board Games • Senior Outings RECREATION SUPPORT SERVICES (RSS) - YOUTH The Recreation Support Services for Youth core program area provides leisure opportunities to encourage active participation,friendship,independence and inclusion within the community for youth under the age of 18. Examples of Recreation Support Services(Youth) programs include: • Girls'Club • Boys'Club • Teen Movie Program • Nature Program • Outdoor Adventure • Play Groups YOUTH DEVELOPMENT The Youth Development core program area provides opportunities for young people to engage in new and different ways to interact with their community and build skills that will help them reach their full potential.The goal is to accomplish this by building strong relationships between youth and caring adults. This core program area allows youth to experience belonging, solve problems and meet goals, practice generosity, and take responsibility for determining their own future. Examples of Youth Development programs include: • Big Brothers/Big Sisters • Paul Schreurs Memorial Program • Academic Mentoring Programs • College Discovery Program • Youth Council • Outings Program • Youth Employment Service 5.3 CORE PROGRAM REIN RECOMMENDATIONS These existing core program areas provide a generally well-rounded and diverse array of programs that serve the community at present. Based upon the observations of the planning team and demographic and recreation trends information, City staff should evaluate core program areas and individual programs, ideally on an annual basis, to ensure offerings are relevant to evolving demographics and trends in the local community. Implementing additional surveys to program participants and the larger community is a good way to help differentiate between national vs. local trends and ensure the City's programs are relevant to the local user. 27 City of Ithaca Parks and Recreation Master Plan—DRAFT 5.4. PROGRAM STRATEGY ANALYSIS I /\t 1.` ',1 t .°.�11 I \1,, ( S 1, The table below depicts each Core Program Area and the most prominent age segments they serve.Recognizing that many Core Program Areas serve multiple age segments, Primary(noted with a 'P')and Secondary(noted with an'S') markets are identified. Preschool Elementary Middle High SchoolAdult Senior Core Program Area School (14-17) All Ages (5&under) (6-10) (11-13) (18-64) (65+) Sports S P S S Aquatics S P P S S S Rink S P P P P S Arts S P P S S Camps&Summer Programs S P P S Special Events P RSS(Adult) P S RSS(Youth) S P P P S Youth Development P P P S Figure 16-Core Program Area Age Segment Analysis An age Segment Analysis was completed by Core Program Area,exhibiting an over-arching view of the age segments served by different program areas, and displaying any gaps in segments served. It is also useful to perform an age segment analysis by individual program, in order to gain a more nuanced view of the data. Based on the age demographics noted previously in this report,current programs seem to be fairly well-aligned with the community's age profile. While the national demographic shift to an older population is not forecast to be as evident within the City of Ithaca,there will still be a slight shift toward an older population.City staff should continue to monitor demographic shifts and program offerings to ensure that the needs of the 65+age group are being met. Program coordinators/managers should include this information when creating or updating program plans for individual programs.An Age Segment Analysis can also be incorporated into Mini Business Plans for comprehensive program planning. _ 1 1' )( I', '=,%'l l 111, 1,11 A Program Lifecycle Analysis involves reviewing each program offered by the City of to determine the stage of growth or decline for each.This provides a way of informing strategic decisions about the overall mix of programs managed by the agency to ensure that an appropriate number of programs are "fresh" and that relatively few programs, if 28 City of Ithaca Parks and Recreation Master Plan—DRAFT any, need to be discontinued. This analysis is not based on strict quantitative data but, rather, is based on staff members' knowledge of their program areas.The following table shows the percentage distribution of the various life cycle categories of the City's programs.These percentages were obtained by comparing the number of programs in each individual stage with the total number of programs listed by staff members. Lifecycle Description Actual Program Recommended Stage Distribution Distribution Introduction New program; modest participation 0% Take-Off Rapid participation growth 11% 26% 50-60% total total Growth Moderate, but consistent population growth 15% Mature Slow participation growth 52% 52% 40% Saturation Minimal to no participation growth; extreme competition 8% 22 0-10% total total Decline Declining participation 14% Figure 17-Program Lifecycle Distribution The total number of programs falling into the Introduction,Take-off,and Growth lifecycle stages is 26%,falling short of the recommended distribution of 50-60%. It is useful to have a strong percentage in these early stages to make sure there is innovation in programming and that the agency is responding to changes in community need. Eventually, programs move into the Mature stage,so having an ample amount of programs in the first three stages helps to ensure there is a pipeline for fresh programs. Currently, 52%of programs are in the Mature stage.This is above the recommended level and over time may indicate a lack of responsive design and stagnation in programming. About 22%of all programs are in the Decline and Saturation stage, while the recommended distribution is that no greater than 10% of programs fall into these two stages. This could indicate that underperforming programs are sustained for too long. If a program is in Saturation stage,it may not necessarily need to be retired—it could be that it is a legacy program that is beloved by the community. However, it is useful to look at attendance trends—do you have fewer participants over the last few offerings? If so, the community may be looking for a different type of program. While there are exceptions, most programs in the Saturation and Decline stages are ready to retire. Staff should complete a Program Lifecycle Analysis on an annual basis and ensure that the percentage distribution closely aligns with desired performance. Furthermore,the City could include annual performance measures for each core program area to track participation growth, customer retention, and percentage of new programs as an incentive for innovation and alignment with community trends. 1', °.... ( 1 ,°�SS111( " '1 1() i Conducting a classification of services informs how each program serves the overall organization mission,the goals and objectives of each core program area, and how the program should to be funded with regard to tax dollars 29 City of Ithaca Parks and Recreation Master Plan—DRAFT and/or user fees and charges.How a program is classified can help to determine the most appropriate management, funding,and marketing strategies. Program classifications are based on the degree to which the program provides a public benefit versus a private benefit. Public benefit can be described as everyone receiving the same level of benefit with equal access,whereas private benefit can be described as the user receiving exclusive benefit above what a general taxpayer receives for their personal benefit. PROS uses a classification method based on three indicators: Essential, Important, and Value-Added. Where a program or service is classified depends upon alignment with the organizational mission, how the public perceives a program, legal mandates, financial sustainability, personal benefit, competition in the marketplace, and access by participants.The following table describes each of the three PROS program classifications in these terms. ESSENTIAL IMPORTANT VALUE-ADDED Programs Programs Programs Public interest; • High public • High public • High individual Legal Mandate; expectation expectation and interest group expectation Mission Alignment Financial • Free,nominal or • Fees cover some • Fees cover most Sustainability fee tailored to direct costs direct and indirect public needs . Requires a costs • Requires public balance of public • Some public funding funding and a cost funding as recovery target appropriate Benefits(i.e.,health, • Substantial public • Public and • Primarily safety,protection of benefit(negative individual benefit individual benefit assets). consequence if not provided) Competition in the • Limited or no • Alternative • Alternative Market alternative providers unable providers readily providers to meet demand available or need Access • Open access by all • Open access • Limited access to • Limited access to specific users specific users Figure 18-Program Classification Definitions Another way to describe these three classifications is to analyze the degree to which the program provides a community versus an individual benefit. These categories can then be correlated to the Essential, Important, and Value-added classifications. 30 City of Ithaca Parks and Recreation Master Plan—DRAFT Classification Typical CR Notes I PURE COMMUNITY 0-25% Basic services intended to be accessible and of benefit to all; supported wholly or significantly by tax subsidies. 11 MOSTLY COMMUNITY 25-50% Benefit accrued to both the general public and individual interests, but to a significant community advantage. III MIX 50-75% Benefit accrued to both individual and general public interests, but to a significant individual advantage. IV MOSTLY INDIVIDUAL 75-100% Nearly all benefit received by individual(s), with benefit provided to the community only in a narrow sense. V PURE INDIVIDUAL 100%+ Exclusive benefit received by individual(s) and not the general public; individual pays at least the full cost of service provision. Figure 19-Program Cost Recovery by Classification Definitions The following table shows how the two classification systems correlate,and includes example programs that fall into each category. I II III IV V Essential Important Value-Added PURE MOSTLY MIX MOSTLY PURE INDIVIDUAL COMMUNITY COMMUNITY INDIVIDUAL Basic services Benefit accrued to Benefit accrued to both Nearly all benefit Exclusive benefit intended to be both the general individual and general received by received by accessible and of public and individual public interests, but to a individual(s), with individual(s) and benefit to all; interests, but to a significant individual benefit provided to not the general supported wholly significant advantage. the community only public; individual or significantly by community in a narrow sense. pays at least the tax subsidies. advantage. full cost of service provision. Cass Park Day Public Swim Youth Soccer Beginner Tennis Advanced Tennis Camp Cost Recovery 0% 25% 50% 75% 100% 100%+ Figure 20-Program Cost Recovery by Classifications With assistance from City staff, a classification of programs and services was conducted for all of the recreation programs offered by the City of Ithaca. 31 City of Ithaca Parks and Recreation Master Plan—DRAFT Essential Important Value-Added PURE COMMUNITY MOSTLY MIX MOSTLY INDIVIDUAL PURE INDIVIDUAL COMMUNITY • Cass Park Day • Public swim • Pottery classes(school age) • Art Spot(Pre-K) • Lap Swim Camp • Swim Lessons •Theatre classes(school • Drawing/painting • Cheerleading • Stewart Park Day . Ice Cream Bowl age) • Parent Child Pottery • Fencing Camp Event • Art Camp • Pre-K Music •Tennis Lessons • Counselor in • Youth Council • Band&Orchestra Program (advanced) training program • Art classes • Public Skating • Sailing Camp • Board Games •Tae Kwon Do •Tin Can (Theatre (intermed./ Troupe) • Skating Lessons •Theatre Camp . Bowling adult) • Festival Mile •Theatre classes • Exercise/workout •Junior Olympics • Play Groups groups • Pitch Hit and Run •Tot Spot • Lunch/dinner club • Punt Pass and • Baseball/softball • Monthly Dances Kick • Basketball • Movie Club • Rollerskating • Boys/Girls Lacrosse • Senior Outings • Screen Free • Football-flag and tackle • Boys Club Week • Running-track,cross • Girls Club Country • Nature Program • Soccer • Outdoor Adventure • 1-to-1 Big Brother Big •Teen Movie Club Sisters • Group Skates(incl • College Discovery Program Homeschool&PTA • Outings Program Enrichment) • Paul Schreurs Memorial • Fishing Funshop Program • Golf Lessons • Youth Employment Service . Outdoor Recreations/adventure •Tae Kwon Do •Tennis Lessons Figure 21-Program Classification Distribution 32 City of Ithaca Parks and Recreation Master Plan—DRAFT ., S,I I / l 1'V 1 1 S,I 1'1 V 1 I1', ( Cost recovery targets should be identified for each Core Program Area, at minimum, and for specific programs or events where possible. The previously identified Core Program Areas would serve as an effective breakdown for tracking cost recovery metrics, which would theoretically group programs with similar cost recovery and subsidy goals. Determining cost recovery performance and using it to inform pricing decisions involves a three-step process: 1. Classify all programs and services based on the public or private benefit they provide (as completed in the previous section). 2. Conduct a Cost of Service Analysis to calculate the full cost of each program. 3. Establish a cost recovery percentage,through City policy,for each program or program type based on the outcomes of the previous two steps,and adjust program prices accordingly. The following provides more detail on steps 2&3. UNDERSTANDING THE FULL COST OF SERVICE To develop specific cost recovery targets,full cost of accounting needs to be created on each class or program that accurately calculates direct and indirect costs. Cost recovery goals are established once these numbers are in place, and program staff should be trained on this process. A Cost of Service Analysis should be conducted on each program,or program type,that accurately calculates direct (i.e., program-specific) and indirect (i.e., comprehensive, including administrative overhead) costs. Completing a Cost of Service Analysis not only helps determine the true and full cost of offering a program, but provides information that can be used to price programs based upon accurate delivery costs.The figure below illustrates the common types of costs that must be accounted for in a Cost of Service Analysis. 0 y' wmno„e. aUUUU ury ay Personnels """"� �,Np//aNiaaailllNllA�g /� 'uN COStS Indirect k O �N �¢ Building ��y,��N�����or� oo Costs Costs NNIPNr:KraaiiiiNurq �Ay/IIJNNNNM1yvr,gQ Admin. 'o Vehicle N°p^F Cost TOTAL 'wF� d Costs ! d^evN Allocation mo COSTS FOR �yxm�,a "o ACTIVITY r�N F"'"xxex w wy� ��aU rtnnWnwlN�Y°`� �Yn,�Naanw Illlllullr fU ,me�UNF Contractedi, Debt 1%,,o Services %r Service o ^uy „Ips WOO, numu� "Od""fl......u�„�� �QoyCosts �O�uurifi RmOWIIN'odV I UhU� UU� NUU�°xi°/WXVTrt uIIIIIAm'"" Equipment wN Supply and Costs Material �o Costs a ,�p �b ,.,xmownwm✓s "w�,,,,o-xy�,xmownwm✓°" , Figure 22-Program Cost Recovery Model 33 City of Ithaca Parks and Recreation Master Plan—DRAFT The methodology for determining the total Cost of Service involves calculating the total cost for the activity, program, or service, then calculating the total revenue earned for that activity. Costs (and revenue) can also be derived on a per unit basis. Program or activity units may include: • Number of participants • Number of tasks performed • Number of consumable units • Number of service calls • Number of events • Required time for offering program/service. Agencies use Cost of Service Analyses to determine what financial resources are required to provide specific programs at specific levels of service. Results are used to determine and track cost recovery as well as to benchmark different programs provided by the City between one another. Cost recovery goals are established once Cost of Service totals have been calculated. Program staff should be trained on the process of conducting a Cost of Service Analysis,and the process should be undertaken on a regular basis. CURRENT COST RECOVERY With regard to City programs,services,and events, methods to measure and track cost recovery are tracked well in some areas,and not as well in others. For example, although staff track and price programs based on cost recovery goals for Arts programs, cost recovery goals are only sometimes used in pricing for Sports,Aquatics, and Rink core program areas.The below table shows current cost recovery goals for those core program areas that have a goal in place.The table also presents recommended cost recovery goals,based on best-practice,that are in-line with parks and recreation systems of a similar size. Setting,tracking,and reaching cost recovery goals for every core program area will help the City justify program expense and make a case for additional offerings in the future. Cost Recovery Goals by Core Program Area Core Program Area Current Cost Recovery Recommended Cost Goal(%) Recovery Goal(%) Sports -- 50-100% Aquatics -- 50-75% Rink -- 75-100% Arts 50% 50-100% Camp&Summer -- 50-100% Special Events -- 25-75% RSS(Adult) -- 0-25% RSS(Youth) -- 0-25% Youth Development -- 0-25% Figure 23-Program Cost Recovery Goals 34 City of Ithaca Parks and Recreation Master Plan—DRAFT As shown in the previous table, cost recovery targets can vary based on the core program area, and even at the program level within a core program area.Several variables can influence the cost recovery target,including lifecycle stage,demographic served,and perhaps most important, program classification. COST RECOVERY REST PRACTICE Cost recovery targets should reflect the degree to which a program provides a public versus private good. Programs providing public benefits(i.e.Essential programs)should be subsidized more by the City;programs providing private benefits (i.e.,Value-Added programs) should seek to recover costs and/or generate revenue for other services.To help plan and implement cost recovery policies,the consulting team has developed the following definitions to help classify specific programs within program areas. ESSENTIAL IMPORTANT VALUE-ADDED Programs Programs Programs Description • Part of the • Important to the • Enhanced community organizational mission community offerings • Serves a majority of the • Serves large portions of • Serves niche groups community the community • "It is nice to offer this • "We must offer this • "We should offer this program" program" program" Desired Cost Recovery • None to Moderate • Moderate • High to Complete Desired Subsidy • High to Complete • Moderate • Little to None Figure 24-Cost Recovery Best Practices Programs in the Essential category are critical to achieving the organizational mission and providing community- wide benefits and, therefore, generally receive priority for tax-dollar subsidization. Programs falling into the Important or Value-Added classifications generally represent programs that receive lower priority for subsidization. Important programs contribute to the organizational mission but are not essential to it;therefore,cost recovery for these programs should be high (i.e.,at least 80%overall).Value Added programs are not critical to the mission and should be prevented from drawing upon limited public funding,so overall cost recovery for these programs should be near or in excess of 100%. 1 1 1'l(.l ' r The pricing of programs should be established based on the Cost of Service Analysis, overlaid onto programs areas or specific events,and strategically adjusted according to market factors and/or policy goals. Overall,the degree to which pricing strategies are used currently is fairly robust.Current pricing tactics include age, family/household status,resident/nonresident rates,group discounts,competitor benchmarks or market rates,cost recovery goals,and ability to pay. The few pricing strategies not currently in use are weekday/weekend rates, prime/non-prime time rates, and different pricing for different locations. These strategies are useful to help stabilize usage patterns and help with cost recovery for higher quality amenities and services. 35 City of Ithaca Parks and Recreation Master Plan—DRAFT Additionally, some of pricing strategies used for one core program area may be useful in another area as well. For example,family/household pricing may be useful for Special Events or Camps&Summer Programs.Other example pricing strategies from peer agencies include military, emergency responder personnel and police, or teacher discounts. Finally,the consulting team recommends that all core program areas use cost recovery goals as a factor in determining pricing. Staff should continue to monitor the effectiveness of the various pricing strategies they employ and make adjustments as necessary within the policy frameworks that guide the overall pricing philosophies. It is also important to continue monitoring for yearly competitor and other service providers benchmarking. The table on the following page details pricing methods currently in place by the core program area and additional recommendations for strategies to implement over time. 5.5 PROGRAM STRATEGY RECOMMENDATIONS In general,the City's program staff should begin a cycle of evaluating programs on both individual merit as well as the program mix as a whole.This can be completed at one time on an annual basis, or in batches at key seasonal points of the year, as long as each program is checked once per year.The following tools and strategies can help facilitate this evaluation process: n-.I ....,T 1.. 1 HUS]i , , 1'L/\, °°,,,, The planning team recommends that Mini Business Plans (2-3 pages)for each Core Program Area be updated on a yearly basis. These plans should evaluate the Core Program Area based on meeting the outcomes desired for participants,cost recovery, percentage of the market and business controls,cost of service, pricing strategy for the next year,and marketing strategies that are to be implemented.If developed regularly and consistently,they can be effective tools for budget construction and justification processes in addition to marketing and communication tools. ' )r, I', °°.a. 1 1 V/\L I J/V I 1 )' ( ( 1 1 Using the Age Segment and Lifecycle analysis,and other established criteria,program staff should evaluate programs on an annual basis to determine program mix. This can be incorporated into the Mini Business Plan process. A diagram of the program evaluation cycle can be found below: E,stabbs1h program Design program Develop program Conduct/operate Conduct regular goals scenarios and operating/business program evaluation(based on components plan established criteria Continue program Modify(program Termmnate program Figure 25-Program Evaluation Cycle �I', '`.a. 1)1 �.I',I# 1�°^-„ l",1^I' t f " I ]" When developing program plans and strategies, it is useful to consider all of the Core Program Area and individual program analysis discussed in this Program Assessment. Lifecycle, Age Segment, Classification, and Cost Recovery Goals should all be tracked, and this information along with the latest demographic trends and community input should be factors that lead to program decision-making. A simple, easy-to-use tool similar to the table below will help compare programs and prioritize resources using multiple data points, rather than relying solely on cost 36 City of Ithaca Parks and Recreation Master Plan—DRAFT recovery. In addition,this analysis will help staff make an informed, objective case to the public when a program in decline, but beloved by a few,is retired. Program Core Program Age Segment Lifecycle Classification, Cost father ,area Recovery Factors Figure 26-Program Decision-Making Matrix 5.6 MARKETING AND PROMOTION ASSESSMENT #.i. ( (JI'I'1 11'I ( 1'1 I/V I ISO '°.�1/\1'KI I1` (, 1) 1 °°.�7�(1I1#:1`,i The City of Ithaca currently communicates with residents through the use of media such as seasonal program guides (print and online),the City website,flyers and brochures,newsletters,email lists,signage,and verbal communication with staff, advertisements, some public service announcements, and through social media such as Facebook, Twitter,and YouTube. _� I'1Sf P /\( II( LS I" f ` . `,i1J 11'1.`.....4, �1` . Effective communication strategies require striking an appropriate balance between the content with the volume of messaging while utilizing the "right" methods of delivery. The City has several areas of focus that need to be addressed in communications.There needs to be a reliance upon multiple types of media to deliver those messages. Similarly,the community must perceive the interconnectedness of the whole messaging process. It is recommended that the City develop a strategic marketing plan specifically for parks, recreation, and events that complement the City's marketing strategy. A strategic marketing plan should address the following: • Target audiences/markets identification • Key messages for each target market • Communication channels/media for each target market • Graphic identity and use protocols • Style handbook for all marketing material • Social media strategies and tactics • Communication schedule • Marketing roles and responsibilities • Staffing requirements The strategic marketing plan for the City's parks, recreation, programs, services, and events should integrate with and complement the City of Ithaca marketing plan.An effective marketing plan must build upon and integrate with supporting plans, such as this master plan, and directly coordinate with organization priorities. The plan will also provide specific guidance as to how the City's identity and brand is to be consistently portrayed across the multiple methods and deliverables used for communication. 37 City of Ithaca Parks and Recreation Master Plan—DRAFT 5.7 MARKETING AND PROMOTION RECOMMENDATIONS • Develop a strategic marketing plan specifically for the City's parks, recreation,and events. • Assign one staff member as a point person to coordinate marketing efforts; incorporate this into the job description or consider hiring a part-time marketing coordinator. • Establish priority segments to target in terms of new program/service development and communication tactics. • Build volunteerism to serve marketing and communication efforts. Recruit new volunteers with new skills as the marketing program grows. • Establish and review regularly performance measures for marketing;performance measures can be tracked through increased use of customer surveys as well as some web-based metrics. • Leverage relationships with partners to enhance marketing efforts through cross-promotion. 5.8 VOLUNTEER AND PAR'INERSHIP MANAGEMENT T Today's realities require most public park and recreation systems to seek productive and meaningful partnerships with both community organizations and individuals to deliver quality and seamless services to their residents.These relationships should be mutually beneficial to each party to better meet overall community needs and expand the positive impact of the agency's mission. Effective partnerships and meaningful volunteerism are key strategy areas for the City to meet the needs of the community in the years to come. i. ( (J1'I'1 I ` I 11111"' %7/' `\ t Il ""VI l I� When managed with respect and used strategically,volunteers can serve as the primary advocates for the City and its offerings. Currently,the City does, sometimes, regularly track individual volunteers. However,the City does not track volunteer hours, nor does the City have a formally adopted volunteer policy.Tracking volunteer hours can be used in budget discussions showing how well the City is able to leverage limited resources. Engaging and rewarding volunteers will enhance community ownership and pride in the recreation programs and facilities the City of Ithaca provides. 11( L', 1 1 H.......... I 11111"',, 1.: .'1 In developing the policy,some best practices that the City should be aware of in managing volunteers include: • Involve volunteers in cross-training to expose them to various organizational functions and increase their skill.This can also increase their utility, allowing for more flexibility in making work assignments, and can increase their appreciation and understanding of the City. • Ensure a Volunteer Coordinator (a designated program staff member with volunteer management responsibility) and associated staff stay fully informed about the strategic direction of the agency overall, including strategic initiatives for all divisions. Periodically identify, evaluate, or revise specific tactics the volunteer services program should undertake to support the larger organizational mission. • A key part of maintaining the desirability of volunteerism in the agency is developing a good reward and recognition system.The consultant team recommends using tactics similar to those found in frequent flier programs, wherein volunteers can use their volunteer hours to obtain early registration at programs, or discounted pricing at certain programs,rentals or events,or any other City function.Identify and summarize volunteer recognition policies in a Volunteer Policy document. 38 City of Ithaca Parks and Recreation Master Plan—DRAFT • Regularly update volunteer position descriptions. Include an overview of the volunteer position lifecycle in the Volunteer Policy, including the procedure for creating a new position. • Add end-of-lifecycle process steps to the Volunteer Policy to ensure that there is formal documentation of resignation or termination of volunteers. Also include ways to monitor and track reasons for resignation/termination and perform exit interviews with outgoing volunteers when able. • In addition to number of volunteers and volunteer hours, categorize and track volunteerism by type and extent of work,such as: o Regular volunteers:Those volunteers whose work is considered to be continuous, provided their work performance is satisfactory and there is a continuing need for their services. o Special event volunteers:Volunteers who help out with a particular event with no expectation that they will return after the event is complete. o Episodic volunteers: Volunteers who help out with a particular project type on a recurring or irregular basis with no expectation that they will return for other duties. o Volunteer interns: Volunteers who have committed to work for the agency to fulfill a specific higher-level educational learning requirement. o Community service volunteers:Volunteers who are volunteering over a specified period of time to fulfill a community service requirement. Encourage employees to volunteer themselves in the community. Exposure of staff to the community in different roles (including those not related to parks and recreation) will raise awareness of the agency and its volunteer program. It also helps staff understand the role and expectations of a volunteer if they can experience it for themselves 1'......... .°,.7 1 , 1i11 S The City currently works closely with several different types of partners throughout the community. While a database is used to track partnerships at Cass Park,a complete,city-or agency-wide database should be developed to track all partners and partnerships. As with tracking of volunteer hours, tracking partnerships helps show leadership making budget decisions how well the staff are able to leverage resources. Many times partnerships are inequitable to the public agency and do not produce reasonable shared benefits between parties.To mitigate this, it is recommended that the City adopt a formal partnership policy, identifying a few major partnership types and ideal, measurable outcomes for each type of partnership. The recommended policies will promote fairness and equity within the existing and future partnerships while helping staff to manage against potential internal and external conflicts.Certain partnership principles must be adopted by the City for existing and future partnerships to work effectively.These partnership principles are as follows: • All partnerships require a working agreement with measurable outcomes and will be evaluated on a regular basis.This should include reports to the agency on the performance and outcomes of the partnership. • All partnerships should track costs associated with the partnership investment to demonstrate the shared level of equity. • All partnerships should maintain a culture that focuses on collaborative planning on a regular basis,regular communications,and annual reporting on performance and outcomes. 39 City of Ithaca Parks and Recreation Master Plan—DRAFT Additional partnerships can be pursued and developed with other public entities such as neighboring cities,colleges, state or federal agencies; nonprofit organizations; as well as with private, for-profit organizations. There are recommended standard policies and practices that will apply to any partnership, and those that are unique to relationships with private,for-profit entities. POLICY BEST PRACTICE FOR ALL PARTNERSHIPS All partnerships developed and maintained by the City should adhere to common policy requirements. These include: • Each partner will meet with or report to City staff on a regular basis to plan and share activity-based costs and equity invested. • Partners will establish measurable outcomes and work through key issues to focus on for the coming year to meet the desired outcomes. • Each partner will focus on meeting a balance of equity agreed to and track investment costs accordingly. • Measurable outcomes will be reviewed quarterly and shared with each partner,with adjustments made as needed. • A working partnership agreement will be developed and monitored together on a quarterly or as-needed basis. • Each partner will assign a liaison to serve each partnership agency for communication and planning purposes. • If conflicts arise between partners,the City-appointed lead, along with the other partner's highest ranking officer assigned to the agreement, will meet to resolve the issue(s) in a timely manner. Any exchange of money or traded resources will be made based on the terms of the partnership agreement. Each partner will meet with the other partner's respective board or managing representatives annually, to share updates and outcomes of the partnership agreement POLICY RECOMMENDATIONS FOR PUBLIC/PRIVATE PARTNERSHIPS The recommended policies and practices for public/private partnerships that may include businesses, private groups, private associations, or individuals who desire to make a profit from use of City facilities or programs are detailed below. These can also apply to partnerships where a private party wishes to develop a facility on park property,to provide a service on publically-owned property,or who has a contract with the agency to provide a task or service on the agency's behalf at public facilities.These unique partnership principles are as follows: • Upon entering into an agreement with a private business, group, association or individual, City staff and political leadership must recognize that they must allow the private entity to meet their financial objectives within reasonable parameters that protect the mission,goals and integrity of the City. • As an outcome of the partnership, the City of Ithaca must receive a designated fee that may include a percentage of gross revenue dollars less sales tax on a regular basis,as outlined in the contract agreement. • The working agreement of the partnership must establish a set of measurable outcomes to be achieved,as well as the tracking method of how those outcomes will be monitored by the agency.The outcomes will include standards of quality,financial reports, customer satisfaction, payments to the agency, and overall coordination with the City for the services rendered. 40 City of Ithaca Parks and Recreation Master Plan—DRAFT • Depending on the level of investment made by the private contractor,the partnership agreement can be limited to months,a year or multiple years. • If applicable, the private contractor will provide a working management plan annually they will follow to ensure the outcomes desired by the City.The management plan can and will be negotiated, if necessary. Monitoring of the management plan will be the responsibility of both partners.The agency must allow the contractor to operate freely in their best interest, as long as the outcomes are achieved and the terms of the partnership agreement are adhered to. • The private contractor cannot lobby agency advisory or governing boards for renewal of a contract. Any such action will be cause for termination. All negotiations must be with the Recreation Director or their designee. • The agency has the right to advertise for private contracted partnership services, or negotiate on an individual basis with a bid process based on the professional level of the service to be provided. If conflicts arise between both partners, the highest-ranking officers from both sides will try to resolve the issue before going to each partner's legal counsels. If none can be achieved,the partnership shall be dissolved. PARTNERSHIP OPPORTUNITIES The City of Ithaca currently had a strong network of recreation program partners.These recommendations are both an overview of existing partnership opportunities available to the City of Ithaca,as well as a suggested approach to organizing partnership pursuits.This is not an exhaustive list of all potential partnerships that can be developed, but can be used as a tool of reference for the agency to develop its own priorities in partnership development. The following five areas of focus are recommended: 1. Operational Partners:Other entities and organizations that can support the efforts of the City to maintain facilities and assets, promote amenities and park usage, support site needs, provide programs and events, and/or maintain the integrity of natural/cultural resources through in-kind labor,equipment,or materials. 2. Vendor Partners: Service providers and/or contractors that can gain brand association and notoriety as a preferred vendor or supporter of the City or IYB in exchange for reduced rates, services, or some other agreed upon benefit. 3. Service Partners: Nonprofit organizations and/or friends groups that support the efforts of the agency to provide programs and events,and/or serve specific constituents in the community collaboratively. 4. Co-Branding Partners: Private, for-profit organizations that can gain brand association and notoriety as a supporter of the City in exchange for sponsorship or co-branded programs, events, marketing and promotional campaigns,and/or advertising opportunities. 5. Resource Development Partners: A private, nonprofit organization with the primary purpose to leverage private sector resources, grants, other public funding opportunities, and resources from individuals and groups within the community to support the goals and objectives of the agency on mutually agreed strategic initiatives. VOLUNTEER AND PARTNERSHIP RECOMMENDATIONS The planning team recommends the following regarding volunteers and partnerships: 41 City of Ithaca Parks and Recreation Master Plan—DRAFT TRACK VOLUNTEERS, VOLUNTEER HOURS, AND PARTNERS Establish a database that tracks all volunteers, volunteer hours, partners, and partner resources leveraged (dollar value of partnering,if possible).Assign volunteer and partner tracking responsibility to one staff person; include this in the job description. ESTABLISH FORMAL VOLUNTEER AND PARTNERSHIP POLICIES AND AGREEMENTS Following the best practice listed in the previous section, establish volunteer and partner policies and agreements that are tailored to the different types of volunteers and partnerships the City encounters. Assign management of the policies and agreements to one staff person and include this in his or her job description. ;. P 1'1 )( 11 , °.�I S,I /\ I)/`1'1)S r , 1) P 11'1111 I/ . ,I( 1 „T1 H 1 „71 I The relationship between meeting the needs of the community,achieving the agency mission,and executing service delivery is of critical importance.With an understanding of this important dynamic, the following section provides an analysis of the service system and includes building on the service foundation that already exists within the City's recreation programs and events. Based on the consulting team's observations,the City's program offerings are solid for a system of its size,but enhancements to performance management practices would yield overall improvements to the services provided to the community.This section is intended to provide resources and insight to move the City to a higher level of sophistication in quality management. The practice of using program standards is essential for agencies desiring to perform at high levels and that aspire to be community and industry leaders. One of the most significant issues in managing a recreation program system includes the challenges faced with the complexity associated with thousands of service transactions, in-person and online, from multiple staff members, within the agency and with outside partners, and dealing with a diverse audience at a variety of locations within the system. Currently,the City measures participation numbers and participant to staff ratios,as well as customer retention rate. Additional metrics to consider include program cancellation rate and customer retention rate,which can be captured at registration or on the program survey. Surveys can be very useful indicators of success if used in the right way— keeping the number of questions to a minimum and avoiding survey fatigue. The City currently conducts post-program surveys and in-park surveys. Additional ways to collect customer feedback include a pre-program survey (used with a post-program survey to measure change), recurring user surveys, lost customer surveys, non-customer surveys, and focus groups. Digital technology also provides for using crowdsourcing intelligence tools such as Peak Democracy, Chaordix, and Mind Mixer to collect customer feedback.While this information is useful in tracking satisfaction throughout the year, it is also a good idea to regularly conduct a statistically valid survey that will serve to substantiate the more informal surveys to use with leadership and key decision-makers. QUALITY MANAGEMENT METHODS In addition to measuring satisfaction, it is useful to have procedures in place to ensure that core program standards are being met across the spectrum of program offerings.This is particularly important when managing part-time, contractor,seasonal,and,where applicable, partnership staff.While all staff should be trained to perform to a core set of standards, it is useful to have extra training and checks in place for staff who are not as regularly exposed to the standards as full-time staff are. For staff who are delivering programs that require an extra layer of health and safety knowledge or training,such as vehicle drivers,training and quality checks should be extra rigorous. Currently,the City has systems in place to: 42 City of Ithaca Parks and Recreation Master Plan—DRAFT • Check on the quality of instructors • Develop lesson plans(or,for some programs,curriculum plans) • Train staff on customer service skills • Train staff on basic and enhanced life safety • Provide specialty skill training • Encourage and support continuing education • Provide diversity training • Complete performance reviews for all full-time and part-time staff The City has the following systems, but needs to do a better job of: • Regularly and consistently updating policies and procedures • Updating performance evaluation system • Updating qualifications of front office staff in basic life safety The City needs or should consider implementing the following performance/quality standards: • Marketing training • Training on calculating total cost of facility operations and cost of service • Performance reviews for all seasonal staff PROGRAM STANDARDS RECOMMENDATIONS IMPLEMENT ADDITIONAL SURVEY METHODS Identify performance metrics and goals. Use additional survey methods to track performance against goals; incorporate this information into the Mini Business Plan process. PROVIDE GREATER CONSISTENCY AND BREADTH OF QUALITY MANAGEMENT Ensure that policies and procedures and performance evaluation processes are updated on a consistent basis, and that all staff are trained in basic life safety. Implement performance reviews for seasonal staff. Provide marketing training to 1-2 staff members,and cost of facility/service training to all staff members.Assess training needs to help fulfill recommendations in the program assessment and master plan process and implement additional training of staff to meet those needs. urs i 4{ I ry�„ 43 City of Ithaca Parks and Recreation Master Plan-DRAFT CHAPTER SIX - LEVEL OF SERVICE AND EQUITY MAPPING 6.1 OVERVIEW Level of Service(LOS)standards are guidelines that define service areas based on population that support investment decisions related to parks,facilities, and amenities. LOS standards can and will change over time as industry trends change and demographics of a community change. The consulting team evaluated park facility standards using a combination of resources.These resources included market trends, demographic data, recreation activity participation rates, community and stakeholder input, NRPA PRORAGIS data, the statistically valid community survey, and general observations. This information allowed standards to be customized to the City of Ithaca. It is important to note that these LOS standards should be viewed as a guide.The standards are to be coupled with conventional wisdom and judgment related to the particular situation and needs of the community. By applying these standards to the population of Ithaca,gaps or surpluses in park and facility types are revealed. 6,2 PER CAPITA "GAPS" According to the LOS, there are multiple needs to be met in Ithaca to properly serve the community today and in the future.The existing level of service meets and exceeds best practices and recommended service levels for many items;however,there are several areas that do not meet recommended standards.Although the City of Ithaca meets the standards for total park acres,there is a deficit for neighborhood park acreage.The City does have a large number of neighborhood parks; however, many of them are small in size (less than 1 acre)which equates to a lower LOS. For outdoor amenities, the City of Ithaca shows a shortage of trail mileage, picnic shelters, adult baseball fields, basketball courts,sand volleyball,and splash pads(or interactive water play features). It should be noted,however, that as of the writing of this document, there are many trails planned for the surrounding area that are yet to be developed.In terms of indoor space,the City of Ithaca has a shortage of approximately 8,600 ft.'of indoor recreation space which will increase to approximately 11,100 ft.'by 2022. It should be noted, however, that many non-residents use City of Ithaca parks (especially Cass Park and Stewart Park).Since the large regional parks are more of a destination facility,the park serves people outside the City limits and sometimes outside of Tompkins County.Consideration for the increased demand on regional park acres should be kept in mind as the City continues to work toward meeting its LOS standards. The standards that follow are based upon population figures for 2017 and 2022,the latest estimates available at the time of analysis. 44 City of Ithaca Parks and Recreation Master Plan—DRAFT LL mmmm A d a a a a . LL. IE, a a G, 3 1 1 1_ --- Ilf, a ------------- iG s a z zN z oB a a v o d u a Figure 27-City of Ithaca Level of Service 45 City of Ithaca Parks and Recreation Master Plan—DRAFT 6.3 SERVICE AREA ANALYSIS/EQUITY MAPPING Service area maps and standards assist management staff and key leadership in assessing where services are offered, how equitable the service distribution and delivery is across the Ithaca service area and how effective the service is as it compares to the demographic densities. In addition,looking at guidelines with reference to population enables the City to assess gaps in services,where facilities are needed, or where an area is over saturated.This allows the City management to make appropriate capital improvement decisions based upon need for a system as a whole and the ramifications that may have on a specific area. The maps contain several circles.The circles represent the recommended per capita LOS found on the previous page. The circles' size varies dependent upon the quantity of a given amenity (or acre type) located at one site and the surrounding population density.The bigger the circle,the more people a given amenity or park acre serves and vice versa.Additionally,some circles are shaded a different color which represents the"owner"of that particular amenity or acre type.There is a legend in the bottom left-hand corner of each map depicting the various owners included in the equity mapping process.The areas of overlapping circles represents adequate service,or duplicated service,and the areas with no shading represents the areas not served by a given amenity or park acre type. It should be noted that similar providers included the school system, Cornell University, state parks, and other greenspace owned by the City of Ithaca. In some instances, facilities/amenities located at Cornell University were not considered in this mapping exercise given the private use nature of those facilities. Figures 28-43 show the service area maps that were developed for each of the following major categories: 6 < , • Neighborhood parks • Paved trails • Regional parks 1 < 11 1 11:' , , °„ 1 ' 1 I 11 , • Adult Baseball Fields • Playgrounds • Basketball Courts • Skate Parks • Dog Parks • Softball Fields • Indoor Recreation Space/Gymnasiums • Splash Pads • Multi-Purpose Fields • Tennis Courts • Outdoor Pools • Youth Baseball Fields • Picnic Shelters 6,4. EQUIT'Y MAPPING "GADS" AND CONCLUSIONS The City of Ithaca parks system is not equally distributed within the City limits. Many amenities are located on the northern half leaving several gap areas in the southern half and especially in the southeast part of the City. Since Cass Park is located on the north part of the City and contains the active sports field and diamonds, it may be necessary to expand partnerships with the school system to make other fields available for public use. A similar concept can be applied for basketball courts, indoor recreation space, and playgrounds. In terms of park land,the neighborhood parks have a gap in the eastern side of the City limits and in the northwest(even though the northwest is served by large regional parks).And as exhibited by the paved trails map,there are many trails within the system; however,connectivity throughout the system that connects the entire system is lacking. 46 r City of Ithaca Parks and Recreation Master Plan—DRAFT Neighborhood (Parks City of Ithaca, New York Recommended Service Level of Parks and (Recreation 1.3 Acres per 1,000 People Equity Maps N a,�/� I Af" 1,dMdlkle Flal a /mil cu,Jr �Canlr.y Park (rc,hoal L�p5laiufg� a crkcauPc�eat (ar xf�� t ramNeigh �Ar,t�ur,t Pari o�� my Corps)],"',". ( w r DeJtott „Dryden l �Go wa Ra d a Palk � Road Par Y Endli11ey,,P_�.r.k ark kcac7 i - r . .... '; f i W'an l l�[n ParN �� 11 Pry C6l]rinbtla y Tlru rrr crrr F al k y rrc e B yrsk¢ arkru Q MaRarka�Vy r �Wa P d7ktab " TStrawberry ParTilus F Hilllwra, Park "�� Fi Ilrls P Flats(W'Juud treei),Parkk ^p r i TiCu; uthvside f ,, Q�nrrhrr➢udl[y r�",slntar CcrrWuo aliiiyAr a rr / a r &3 k or,Park� r0 °° Owner City ofIthaca ��rc ,gyp school District Local Road Colleges Major Road Q I state Parks Highway10101114111nrayr OtherCity of Ithaca Boundary ')!rr.Jd� 'fa 1/2 1 ° Sources:Bri HERE,DeLorme,USGS lintermap increment P Corp..NRCAN, Milesconsul su Esn Japan,METI Esn China(Hong Kong),Esn(Thailand),Maprnylndia,Q NL CpcnStroetMap contributors,and the GIS User Community Figure 28-Neighborhood Parks Equity Map 47 a.r re re City of Ithaca "re ° Parks and Recreation Master Plan—DRAFT 1 11', 11 Paved Trails City of Ithaca, New York Recommended Service Level of Parks and Recreation 1 Miles per 1,000 People Equity Maps No e Tt Ifthaca Rec w Way own Ithaca) % fi e G lowart art Park f�Ilcn Ht'rcla�arr tate,I'ark ......� (City) ck larnanu air ail y) Ela .. r lu A vl, lII n r V �,� ! IF, k•avtglthaca Pa,c P. C ayn� yWata E frranl _ dray(7owrr PCPaaca)� � ;( m6' � Ca'ctr9111 M„ I TM., aA ... <.'_. ..�. rrtNa>aruwAure;,,., 9thuar' a rcirr ....fi; „,6 A r}.., ca tWllhoa.. al.. T Ilh,rr as f A Y( „��� A, t t �5oulhIIIIPec. Way(Ciy) l � snr„rF� Wllerand l 'ln t ..re � rlr 4ann � South Hill Ruu �I.d � Pew Trail(City) /ay(lown Ith a a� yv a aa, r Owner City of Ithaca School District �PtSt rfe IPaFkdllls� Local Road "Ill',"""”" Colleges Major Road 0 ;State Parks Highway a Otherr m City of Ithaca Boundary 0 1/4 q�. 1 y ^�' Scmces:EA PERE,Del-onne,USGS Intermap increment P Corp.,NRCAN, Mlles d'w � IX � � Esn Japan MEfI,Esrw China(Hong Kona),Esri(Thailand),Mapmylndia O ir✓�- 4perGtreeWap contributors,and the GIS User Community MININEEMENEEMEN=1111 Figure 29-Paved Trails Equity Map 48 City of Ithaca Parks and Recreation Master Plan—DRAFT 1 '"K Regional Parks "� City of Ithaca, New York f eG0171t71er1t�eCj�erVlCe L2W l©f gT�tt Nr np ck M all,Statn Pwk� Parks and Recreation 10 AGres per „OOp People .,,. Equity Maps N f tcwalt P 3rk� State,Park ) , b v lhaa 0 Owvner Gay of Ithaca FJuttlr rmilk Falb; a�School 17istric ate Park . Local Road 4111"""" Colleges Major Road 0 i State Parks Highway 101119rk#�ii111/10 #" �I 0 ; Other City of Ithaca Boundary 'fa 1/2 1 ,moig p Sources:Bri HERE,Del-orme,USGS� 4niermap increment P Corp..NRCAN, Miles coq sul""� d Esri Japan,HETI Esni China(Hong Kong},Esri(Thailand),Mapmylndia,Q nye. � OpenStreetlVap contributors,and the GIS User Community Figure 30-Regional Parks Equity Map 49 City of Ithaca Parks and Recreation Master Plan—DRAFT 6 1)HI I I S1 11 1 111 1 1 11' Adult Baseball Field City of Ithaca, New York Recommended Service Level of H,. - Parks and(Recreation 1 Field per 8,000 People Equity Maps N 0 I 11✓r it ^yN /% (F IV 1t 7f j .ItR a( Hit9h1 School ..... 0,4 MI bff I`B C;2.9.PIk rN i Al, � VV o .. °r 1K ''�• ,r gni f d' w 0 'gym„rnrrw� Owner Oily of Ithaca �Hrittlerrnilk Fall; O School District State Park Local Road Colleges Major Road O State Parks Highway'11'"1°r,0p1111.,10'1 O h Otherr City of Ithaca Boundary 'fa 1/2 1 g ° gu Sources EA HERE,Del-orme,USGS lintermaq increment P Corp..NRCAN, Mlles onsu � d Esn Jappn,MET( Esm China(Hong Kong),Esri(Thailand),Maponylndia,Q r��r. > CpcnStroctMap contributors,and the GIs User Community Figure 31-Adult Baseball Fields Equity Map 50 City of Ithaca Parks and Recreation Master Plan—DRAFT h i I if Kik I iJ"",I I I I S Basketball Courts City of Ithill Ne,W,York Recommended Service Level of r',' Parks"andRecreatyion 1 Court per 7,000 People 3,ioJ d -Equity Ma s fl IN ,�,� Nerthetilst ��....�. Glernentzi�,y ly A nE .Ir Sly , � .... s' m w, „Mv l� A him, fl( f EI li` r 161 t;ol�y+IPark� rw Fid AI� � '1✓l/f �, , #M,y lois 0 r8 'k tl'Mw,° Y'C & 4 ,vii"zwm,rro IM, I J uw a This Flats(V)ood� rcs�k)IFr trk ,nC .. M� / f� A0 Ir a-r 01 Owner 0 city of Ithaca School District Local Road ., Colleges Major Road O State Parks Highway,1/1zrnn"kh"111 @ OtherCity of Ithaca Boundary D >� q, ,� Miles '' Sources.Esn HERE..DoLorme,USGS Inleimap increment P Corp.,NRCAN. A �mc;� Esn Japan:METI Esn China(Hong Kong),Esn(Thailand),Mapmylndia,C) OpenSueetMap contributors,and the GIS User Corninunity Figure 32-Basketball Courts Equity Map 51 City of Ithaca Parks and Recreation Master Plan—DRAFT 6 r 6 1)r; 1 1,;`, Dog Parks City:,of Ithaca, New York Recommended Service Level of Parks and Recreation 1 Site per 40„000 People Equity Maps N 0„.,, Allen H T+prnan uRstE r'�rk r r ae r r^ r 1 �a I� p J' 1)I'll I, ��I d � 0 Owner J01 d � City ofIthaca d� School District Local Road Pu ,11171 Colleges Major Road 0 State Parks Highway°1"°"°01,11/0 0"',/,/Other City of Ithaca , Boundary Source,:EA HERE,Del-onne,USGS nermap increment P Corp. NRC AuNf- ,0 i/a q%2 1 M1125 consul EsrJapanPAETI,Esrf China(Hong Kong) Esr(Thailand),Mapmylndia rl i OperStrecitMap contributors,and the GIS User Community Figure 33-Dog Parks Equity Map 52 t City of Ithaca Parks and Recreation Master Plan—DRAFT 6 ' 1)1() 1' 1'1 1'1 I/V I I . S 1' 1 . "r a1: ,, SIlJS Recreation/Gymnasium City of Ithaca, New York nrVVKkh� Recommended Service Level of � �Parks and Recreation 2 SgFt per I Person � Equity Maps r` NorthuF rastl�*`�� ,�AFM°� N pEntory n wwd "CdayugaHeiglht ;wuart Park �Mu do Y ut lrtiacyJ Ltd ti ME, � Balk ao# #alll tr# A/ o L J # e r r�wl�#Iwr h'+r`. 7 flu I 6 � ilr rlR # t wuprr,g r �, d e � ("MW-6; rF n , Cflorrt r�i lP Conder ' lye BBelle S11 errrt a yvui Fv w ,i:r:..# Y n^,� �. E6erJJeJhsry.. ,r ai M1y yr IYIrII ,,, r vl 74,1,., M NNiP'Fllimdr rrl PS,1 �uw o Owner City of Ithaca �°uY School District Local Road N, . � kk 4 �b Colleges Major Road Q State Parks Highway" noe2ts ' da rami �Pd Qtfuer u %aF Gity of Ithaca Boundary d X 1/2p�°'"y r' pg� Sources:Esn HERE.rJel.ormc 'i Intermap increment R Corp.,NRCAN Miles '^�"p � u� 1 Esn Japan,MET],IEsri China(Hong Kong)_Esri{Thailand'),Mulapmylndia.,('D owe. 't Open&reetMap uantrlbutors,and the GIS User Commaunity Figure 34-Indoor Recreation Space/Gymnasiums Equity Map 53 d City of Ithaca Parks and Recreation Master Plan—DRAFT h I I 111,1.[)`x, Multi-Purpose Field (Soccer, Lacrosse, Rugby, Football) City of Ithaca, New York Recommended Service Level of Parks and Recreation 1 Field per 3,000 People Equity Maps N N Z, .vii y ii p ul� U 1 J Jrf qwv= �ldikles Flats Q,,r h<vi"yl Ibis@nr P)r " Q. iW dpld l �r 0 w F Ipu I CJI ,k �J l � n 4 A9 bx t v Owner City of Ithaca ^"' b3ruttr rinllk IFall ® 5cha©I 6lstrlct Stdt�P rk Local Roatl ... a colleges Major Road 0'�I State Parks HighwayWIN1 1 ® Other � Ciiy of Ithaca Boundary Ifr � � , 0 ��,, 1Iz 1 p y �p." Sources:Esc HERE DeLorme,USGS,Intermap,marement P Garp NRCAN, A �^� &� ltiog. Esn Japan,INIETI Esu.�i China(HancJ Keng),Esri(Thailanrd),'V apmylndia.2J Mll les OpenStxeetf✓tap contributors,and the GIS User Community Figure 35-Multi-Purpose Fields Equity Map 54 City of Ithaca Parks and Recreation Master Plan—DRAFT 1 ) J J ' 1 S Outdoor Pool City of Ithaca, NewYork ,,,Out Service Level of Parks and Recreation 1 Site per 40,000 People Equity Maps N �w J. �r ,Ir,e,ri r#area- r j 'J" f f 0 ',4 f a. t f a f i V1 ,.VY Irl /f 1C 1< 117 a�b4�;�p� #ll/ IJ 1Y 6rj �v' r �rd'; City of Ithaca Parks and Recreation Master Plan—DRAFT f'# 1 1(: 1( ' 111 1 I'1 1" Picnic City of Ithaca, New York Recommended,Service Level of f�� " r�ughannack C=all r�tfl`P�I � Parks and Recreation 1 Site per 4,000 People Equity Maps i N �v#t `atomft Park f a r3 „ , /1 f e6 i , ' b,,K d 64 11 m '' ➢oM1'WUFnI.n^%g ,,, @'CfYdr,a �. Iup ,g.r y, .. !CEJ ¢ rr A 1 yrc Owner City of Ithaca ^ - 'i4jio„�o�Nu; School District Local Road e Colleges Major Road Of State Parks HigInway r pin#fir City haca Boundary Other , , af Sources:Esn HERE ©uLorma,USGS,Intomp.increment P Corp,NRC, AN,0 X % Esn JapanMETI:Esn China(Hong Kong),Esn(Thailand):Vapmylndfa,GMIIeS k ^ pk pIc Gpen&feetlgNl;ap contributors,and the GIS User Community Figure 37-Picnic Shelters Equity Map 56 t City of Ithaca Parks and Recreation Master Plan—DRAFT r, r.rr I „ "(, il(r1,. I t Playgrounds City of Ithaca, New York Recommended Service Level of Parks and Recreation 1 Site per 2,500 People Eq,uNity Maps Northeast �Elennent ary� #� N rn �rF Cayuga Holghts Llcrursrakary s 4 Stewart Park J eo CaasP�rk ��,,, d� �F ii Muir„ Fw ,t+ Cr k ' ElcrrierrEary Ta � J#„Ithaca Hoi Ircag r rules r rhl�rn ark r .,r a ;utd Cony ay ParkI” r y ✓,x,,x,r,,ddYY/' 2,/ r� U (, tnVi.Y or# criw ar'i i , r omnr yGrec,n� fin Wrll0" tiBrllcahrrra iunX�ary _, _,.. 1 V" [)tYth Hill Fo'� TilruPlat, Wacod41 a� � fr Ele�ranlnkary w � .0 ( € y Str t1 r ark x j ,. 111 a r; Owner City of Ithaca School District 01 ��� �'taNa Park Local Road Eutterrrrllk F ally Colleges Major Road 0 State Parks Highway" 0� Other o City of Ithaca Boundary 0°°vmV ,o f ,� ` S©umes.Esn,HIERE.11el-on�a 1,SGS Infurmap..increment P Corp.,NRCAN Y4 z �" �'�I y" Esri Japan Mi Esn China(Hong Kong),Esn(Thailand) Mapmylndia,Ca Mlles urec, OpeostfeetMap contributors,and the GIS'User Curnmrmity Figure 38-Playgrounds Equity Map 57 City of Ithaca Parks and Recreation Master Plan—DRAFT Skate Park City of Ithaca, New York Recommended Service Level of Parks and Recreation 1 Site per 40,000 People Equity Maps „...f I � r , e � i # 01 f.l iEW tJ addW% 1-5 Ir N, -6Y<�ao�lr7ulnr �t � ( J�slm.o<mP r �uNYvevA ^ e„ ,x , /y1/ylr l;rf d' rfF�� j Y' �ryti i 1 f Pm�r t) ark i Owner City of Ithaca School District Local Road ""1 M, Colleges Major Road °Q State Parks i''/ Highway Other City of ofi Iihiaca Boundary 0„, pros-0 q�” ti� 1 i ' Sources Esn HERE.Dol-ohne,UGGS Irterri increment P Corp,NRCAN a z ns t 1 W Esn Japan:METE Esri China(Hong<I(org).Esrl(Thailand) Ralapmylndia,Ca MIIe5 INC OpenSueetMap coniiii.t)pd the CIS'User Curnmrmity Figure 39-Skate Parks Equity Map 58 City of Ithaca Parks and Recreation Master Plan—DRAFT �.i S OI `l B"",I I I II,I I r S Softball Field City of Ithaca, New York Recommended Service Levelrof - Parks and Recreation 1 Field per 3,000"Pe6ple Equity Maps 131, jf. 1Vhar a High# 1 r r %0 �� aGilUgl r ' o as f / N air yAd 111V, �"`�'6rURlp s L�l i "IrriiryvN�r711 iF l j 40 J 1! in f q,/ E p YV � 4rlM S4�✓u Owner CRy of IChaca d m Y School District Local Road colleges Major Road Q�+ State Parks Highway'11111%. P ® Other City of Ithaca Boundary Ifs K^^� 0 A ¶Iz 1 p Sources:Esn HERE,Del.orme,USGS,Intermap,marement P Carp NRCAN, MSI les s�°" � 11 � E—Japan,MET],Es,,China T-gK�ong),E-(Th.,I-d),Mapmylndie,C4) uMve, Open&reetlMap oontributors,and the GIS User Community Figure 40-Softball Fields Equity Map 59 City of Ithaca Parks and Recreation Master Plan—DRAFT H "I'SH I',`,11s Splash Pad City of Ithaca, New York Recommended Service Level of Parks and Recreation 1 Site per 20,000 PeopJell/ Equity Maps i / N 1 1 # �-c- �.ate4rvalk Pt�Irki r �6 r r I �Fo�.r Tip Jl. INC F ',air yAd # ,ib4�a4MraY6+urrH ,µ. wupra,g gar � �� ��j 34a�t�agi:Aw'�f[ k�Cl'Y&Yrdf� rrr' 91 reECwoHua Owner s City of Ithaca m Y School District Local Road colleges Major Road Q + State Parks Highway'11"N" P ® Other City of Ithaca Boundary If 0 A ¶Iz 1 pp Sources:Esn HERE Del.orme,USGS,Intermap,increment P Carp NRCAN, Miles 11 � Esn Japan,N11ETI Esn China(Hang Kong),Esn(Thailand'),V apmylndia,© uMve, OpenStreetfwlap contributors,and the GIS User Community Figure 41-Splash Pads Equity Map 60 City of Ithaca Parks and Recreation Master Plan—DRAFT ; II, I , J 111 Tennis Courts City of Ithaca, New York Recommended Service Level of 1--"' Parks and Recreation 1 Court per 4,000 People Equity Maps 17/qf Ij St:1 11t Parte i r �i 01 r r 1 k f i AW0Ai, ,runs,o St vv rot v e i 4Reis 7�&nnrs ro v �Gentet(Gornr II)��: 0 # r� Owner "hay ^^ City of Ithaca 16" - 'i4jio„�o�Nu; School District Local Road W ;�Colleges Major RoadO State Parks HigInway r pin#fir @ 1 otherCity of Ithaca Boundary , ros 0 f �f � ” Sources Es _HERE,©r Lorme,USG& Intermap_increment P Corn,NRCAN. X z cons i Esn,Japan,METI Esn Chins(Hong Kong) Esn(Thailand):Mapmyhnalia,O miles 11 OpenSareeth+l;ap contributors,and the GIS User Community Figure 42-Tennis Courts Equity Map 61 City of Ithaca Parks and Recreation Master Plan—DRAFT Youth Baseball Field City of Ithaca, New York Recommended Service Level of Parks and Recreation 1 Field per 3,000 People Equity Maps # If r plWr r f H fq� 1 f i-IT,Mnyk�I i i / i� <ml,'e �uNY4ktti; �� N / zl I lnl Irinf /411 lo Oil ... wvr e r' 011 rT Owner � Fra ° City of Ithaca «., School District Local Road ^....,,"wM....„,,. �biuu P 4WD Gallegos Major Road Q I State Parks Highway ® < Other o Gity of Iih�aca Boundary Ol Ir'nj pros-1 Miles qM� 1 �,' Sources Esn HERE.Del-on�a,IJSGS Intermap,increment P Corp.,NRCAN 4 z Esrl Japan:METI Esn China(Hong Kong),Esri(Thailand) Mapmylndia,Ca rec, OpeoStteetMap contributors,and the GIS User Conmrmity Figure 43-Youth Baseball Fields Equity Map 62 City of Ithaca Parks and Recreation Master Plan—DRAFT CHAPTER SEVEN - GOVERNANCE, FINANCING, AND FUNDING As part of the Master Plan, the consultant team reviewed the existing governance within the system (with an increased focus on Stewart and Cass Parks). Specifically, the consultant team examined organizational structure, operational efficiencies, policy development, and overall process effectiveness. The waterfront parks are a great asset to the community and there is much interest as to how they are preserved for years to come. However, it should be noted that the City of Ithaca parks system does not consist of two parks;instead,there is a need to identify functional organization for the entire parks system including neighborhood parks and natural areas. 7.1 GOVERNANCE As mentioned previously in this Master Plan,the City of Ithaca parks and recreation system is managed by a network of entities in lieu of a dedicated parks and recreation department. For example, the Department of Public Works (DPW) maintains much of the parks system and the City Forester supervises all employees that on parks while the Ithaca Youth Bureau (IYB) employs maintenance staff that assist with activities largely focused on the IYB building located adjacent to Stewart Park.Other Since there is not a dedicated parks system,communication and a common vision is imperative to the success of the future Ithaca parks and recreation system.The following sections provide a list of the organizations involved with some level of oversight/influence of the parks and recreation system. ` i The following entities represent recreation operations within the City of Ithaca. • Recreation Partnership o City of Ithaca,Town of Ithaca,Towns of Caroline,Danby,Dryden,Enfield,Groton,Newfield,Ulysses (including students who attend Trumansburg Schools),or the Village of Lansing • Ithaca Youth Bureau (IYB)/Cass Park • Greater Ithaca Activities Center(GIAC) • Recreation Support Services(RSS) o RSS is funded by the Tompkins County Youth Services,the City of Ithaca,the Office of People with Developmental Disabilities, the New York State Division for Youth, and Tompkins County Mental Health Services. i<< 1111 SIJ1 1 # 11' I' The following entities represent facility support within the City of Ithaca. • Cascadilla Boat Club • Cass Park Sports Groups • Cayuga Bird Club • Department of Public Works(Streets and Facilities Division) • Friends of Ithaca Youth Bureau • Friends of Newman Golf Course • Friends of Stewart Park • Ithaca Children's Garden • Wharton Studio Museum 63 City of Ithaca Parks and Recreation Master Plan—DRAFT i lr ��lVI l' ( 1 1 „'11: , The consultant team conducted two workshops to discuss the direction for the waterfront parks (specifically) and how they should be managed within the City of Ithaca parks system. The visioning sessions included department staff,county legislatures,Town of Ithaca representatives,and supporting Friends Groups.Three main questions were posed during the workshops: 1. What role do you see Stewart and Cass Park playing within the system? 2. What is your vision for the waterfront in general? 3. What is your vision for organization,coordination,etc.? As a result of an in-depth discussion around the future of Cass and Stewart Parks,the group began to converge on a vision for a future park system that managed the waterfront parks as a whole. The connectivity among the waterfront areas is a strong attribute to the area and it is seen as a key cog to the waterfront system. In addition, the waterfront area should be seen as an economic catalyst which should drive community planning. In terms of management,a couple models were discussed for the City of Ithaca to consider.After much discussion, it was determined that a conservancy or commission model may work well given the"players"already involved with operating and managing parks and recreation services in and around the City of Ithaca. Conservancies are used all over the country and have proven to be effective governance models for managing large parks or a group of park sites. One negative aspect of conservancies is that they may take several years to fully operate at their potential. However, given the set-up of how parks and recreation services are currently managed in and around the City of Ithaca, a commission model may be a good starting point and it can evolve into a conservancy over time. The commission model can be considered a more formal model of how the City is currently operating. There are key partners within the model and each are responsible for different aspects of the system. iV1,1 1' I 711. 1)/U I ' , Given the number of entities currently supporting the City of Ithaca parks system,the following recommendation is provided for future governance. PARK COMMISSION It is recommended that the City of Ithaca move toward a Commission.A Commission brings several entities together to form a unified form of governance. The number of Park Commissioners would be dependent upon the contribution breakdown between the involved entities.For example,if the Commission is comprised of City of Ithaca, Town of Ithaca,and Tompkins County,the number of Park Commissioners would be commensurate to the financial contribution provided by each entity.Commissions provide a degree of independence to all those involved and help to focus public funding, an idea supported by City of Ithaca residents as identified via the statistically-valid community survey. However, as the park system evolves over time, it would be beneficial to transition into a Conservancy. A Conservancy is an organization designated to protect natural resources. Many park systems across the country are utilizing Conservancies to manage different aspects of their system. In this model, parks remain under government ownership and the Commission would "hire" the conservancy(as a contractor, perhaps)to care for the parks.This magnifies money because the Commission would take care of the baseline operations and maintenance (O&M) expenditures while providing a dedicated fundraising arm to the system. The Conservancy is a great way to supplement existing resources by providing funds and services above and beyond what currently exists. 64 City of Ithaca Parks and Recreation Master Plan—DRAFT 7.2 FINANCING AND FUNDING Currently,the City of Ithaca operates the parks system with an operational budget of approximately$1,014,820.The budget is divided into the regional parks(waterfront area)and the neighborhood parks(smaller parks). In 2016,the City of Ithaca allocated $164,820 to neighborhood parks and approximately $850,000 to the regional parks. However, it should be noted that these budget numbers are estimates. Additionally, Cass Park typically recovers approximately 65%of its operating costs annually(2015 actuals;does not include fringe and debt service costs)and the remaining costs are covered by the City's municipal share. That is, revenues are currently being attributed to offset operating costs. If some (if not all) revenues were able to be retained, there could be money allocated to capital improvement expenses. . 1)1i t The City of Ithaca currently spends approximately $31.82/capita for the parks system. According to the National Recreation and Park Association (NRPA) PRORAGIS report, the following per capita figures are considered benchmarks for New York agencies: • Low end: $46 • Median:$54 • Upper:$111 When adding in the surrounding states(to increase the sample size),the following per capita figures are considered benchmarks: • Low end: $20 • Median:$45 • Upper:$73 Additionally,the national average is$77/capita spent on parks and recreation. Another way of looking at costs is in terms of cost/acre. Currently, the City of Ithaca spends approximately $2,681/acre (378.52 acres) of parkland. According to the NRPA PRORAGIS report, the following figures are considered benchmarks for NY agencies in terms of cost/acre: • Low end: $2,485/acre • Median:$4,586/acre • Upper:$8,142/acre When adding in the surrounding states,the following per acre figures are considered benchmarks: • Low end:$2,034/acre • Median:$4,424/acre • Upper:$9,961/acre Additionally,the national average is$6,476/acre spent on parkland. 1,,,,,,,,,r 1 ;� „71 1)/V I 1 S The following recommendations are provided for future park system financing. 65 City of Ithaca Parks and Recreation Master Plan—DRAFT ESTABLISHING PER CAPITA AND ACRE UNIT COST PERFORMANCE MEASURES It is recommended that the City of Ithaca establish a Key Performance Indicator (KPI) that includes per capita and acre costs. By selecting a dollar figure goal, this will help position the City of Ithaca as to why it is making financial decisions to increase the level of operational dollars allocated to parks and recreation services. ADDRESSING UNDERUTILIZED PARKLAND There are several neighborhood parks within the City of Ithaca parks system that are vastly underutilized as park properties. Park properties include: • Columbia Street Park(.25 acres) • Dryden Road Park(.08 acres) • Hillview Park(.74 acres) • Maple Grove Park(.47 acres) • Strawberry Fields(9.16 acres) The park sites listed above total 10.7 acres.The City of Ithaca is required to maintain its existing value of parkland. Therefore,any parkland that is potentially de-classified and sold/traded would have to be exchanged for equal value. The following recommendations are provided for addressing underutilized parkland: SMALLER NEIGHBORHOOD PARKS It is recommended that the City of Ithaca de-classify Columbia Street,Dryden Road,Hillview,and Maple Grove Parks. The park acreage would equate to 1.54 acres. It would benefit the City if a parcel of land at least equaling 1.54 acres was used in lieu of the various smaller neighborhood parks.The small parks provide an operational challenge to the City as they are generally hard to access and provide appropriate maintenance. STRAWBERRY FIELDS Strawberry Fields is located in the southeast part of the City of Ithaca. It is also adjacent to Belle Sherman Elementary School. Many park and recreation departments across the country are including a"school park"classification in their park system typologies. Similar to a neighborhood park or regional park, a school park designation provides justification as to how the park property will work in concert with the adjacent school.Additionally, having a school park classification will allow the City of Ithaca to work with the school district if and when a new school facility is built.This will help provide support for including public recreation space along with the new school facility. Alternatively, Strawberry Fields would be a good candidate for a partnership with Cornell University. Many universities utilize"teaching preserves"both for field experience instruction and for conducting field research.Given that Cornell University has a City and Regional Planning Department, it would benefit both entities to enter into a partnership to elevate Strawberry Fields'standing within the community.According to the equity maps,the parkland provided by Strawberry Fields is in an area of the City that is not served by many other choices(currently). LAND ACQUISITION STRATEGIES The following definitions are provided to the City of Ithaca in order to rank and prioritize potential land acquisitions. Criteria should be scored between 1-10 (1 being the most restrictive and 10 being the least) and weighted by City staff to prioritize land acquisitions. • Adequate Size. Property is evaluated for its size to accommodate park uses • Availability of Utilities. Property is reviewed for proximity of existing City utilities to the sites (i.e. water, sanitary,and storm sewer). • Cost/Availability of Acquisitions. Property is scored based upon the parkland cost and the ease of acquisition. 66 City of Ithaca Parks and Recreation Master Plan—DRAFT • Impacts (soils, earthwork, etc.). Property is scored based upon reviewed GIS information on soils, topography,drainage,and wetlands that may impact park development. • Major Arterial Access. Property is scored based upon its general proximity to major arterial roadways in Ithaca. • Pedestrian/Bike Access. Property is scored based upon its general proximity to existing and proposed trails/pathways in Ithaca. • Population (5, 10, 15 minute drive time). Property is evaluated based on its general proximity to existing population densities of the City. Properties outside of the urban City areas can be evaluated in order to provide additional services and coverage for more rural areas. 7.3 CAPITAL IMPROVEMENT PLAN (CIP) This section of the plan reflects the capital improvement recommendations that are necessary to fulfill the facility needs of the community. In order to plan and prioritize capital investments,the consulting team recommends that the City of Ithaca applies specific guiding principles that balances the maintenance of current assets over the development of new facilities.The CIP framework is also utilized to determine and plan CIP projects and make budget decisions that are sustainable over time.These criteria (e.g., safety compliance, commitment, efficiency, revenue) and priorities are also focused on maintaining the integrity of the current infrastructure and facilities before expanding and/or enhancing programs and facilities. The community,through this planning process, has indicated strong support for this concept of prioritization. Even with the indications of a modest economic turnaround,funding is not sufficient to take care of all existing assets and build new facilities. The result is the recommendation to develop a three-tier plan that acknowledges a stark fiscal reality,leading to the continuous rebalancing of priorities and their associated expenditures.Each tier reflects different assumptions about available resources. • The Critical Alternative has plans for prioritized spending within existing budget targets.The intention of this alternative is to refocus and make the most of existing resources with the primary goal being for the City to maintain services. The actions associated with these projects address deferred maintenance, accessibility issues, and other critical needs at existing facilities and is funded through existing tax dollars. These projects are typically prioritized for years 1-2; however, they are spread out over years 1-5 due to the expense.The subtotal for the Critical Alternative is$6,463,000. • The Sustainable Alternative describes the extra services or capital improvement that should be undertaken when additional funding is available.This includes strategically enhancing existing programs,beginning new alternative programs, adding new positions, or making other strategic changes that would require additional operational or capital funding. In coordination with the Mayor's Office, City Council, and the Parks Board,the City would evaluate and analyze potential sources of additional revenue,including but not limited to capital bond funding, partnerships, program income, grants, and existing or new taxes. These projects are typically prioritized for years 3-5. The subtotal for Sustainable Alternative is$6,917,250. • The Visionary Alternative represents the complete set of services and facilities desired by the community. It is fiscally unconstrained but can help provide policy guidance by illustrating the ultimate goals of the community, and by providing a long-range look to address future needs and deficiencies. In this Master Plan, the Vision Alternative addresses aging facilities to make improvements in operational effectiveness and the overall sustainability of the park and recreation system. Funding for vision projects would be derived from partnerships,private investments,and new tax dollars.These projects are typically prioritized for year 5 and beyond.The subtotal for Visionary Alternative is$13,294,000. 67 City of Ithaca Parks and Recreation Master Plan—DRAFT The following pages detail the recommended capital improvement projects—developed in conjunction with staff- for the three-tier spending plan. It should be noted that the City should have leeway for addressing Sustainable or Visionary projects before completing Critical projects if project funding becomes suddenly available.The intent of the prioritized CIP is to provide a guide for the City, but they should also retain the latitude to be flexible as project dollars become available. 1 A 1, 1 1' 111 I S Turf repair;playground mulch Auburn Park Repair installation;fencing and park gate $40,000 improvements;park signage Baker Park Repair Cement bench repairs;park signage $5,000 Tree maintenance;stone dust trail Brindley Park Repair paving;garden maintenance;park $20,000 signage Bryant Park Repair Fencing repairs;park signage $6,000 Tennis court resurfacing;wading pool replacement;field light replacement; athletic field renovation;topcoat of Cass Park Repair $3,500,000 Phase 1 of CWT;maintenance storage space for equipment;park signage;park site plan Columbia Street Park Repair Sidewalk repairs;park signage $10,000 Conley Park Repair Landscaping repairs,signage repairs and $10,000 improvements Lighting replacement;new basketball Conway Park Repair $30,000 nets;park signage DeWitt Park Repair Hardscaping repairs;park signage $15,000 Dryden Park Repair Park signage $3,000 Hillview Park Repair Drainage improvements;park signage $10,000 Ithaca Falls Repair Lead remediation;park signage;safety $30,000 improvements Picnic table repair;tree maintenance; MacDaniels Park Repair $20,000 park signage Maplewood Park Repair Park signage $3,000 Southwest Natural Area Repair Control park access points $15,000 (Negundo Woods) Tennis court resurfacing/repurposing; concession stand removal;pavilion Stewart Park Repair $1,750,000 repairs;geese mitigation;turf maintenance;landscape maintenance Strawberry Fields Repair Turf repair;park signage $20,000 Lighting installation;monument Thompson Park Repair $40,000 upgrade;park signage Titus Flats(Wood Repair Drainage improvements;park signage $15,000 Street) Retaining wall enhancements;lighting Titus Triangle Repair $55,000 installation;park signage Van Horn Park Repair Park signage $3,000 Tree maintenance;sidewalk paver Washington Park Repair $20,000 repair;bench repairs;park signage Cayuga Waterfront Trail Upgrade *See Sustainable Projects - Figure 44-Critical CIP Projects 68 City of Ithaca Parks and Recreation Master Plan—DRAFT .1 , �J, I , 1 �'<<,1'1 1 1, 1J1I S r Auburn Park Repair Enhance park access $25,000 Baker Park Repair Add site amenities $50,000 Lighting installation;trailhead Brindley Park Repair $35,000 enhancement Bryant Park Repair Add site amenities $50,000 Large pool replacement;pavilion Cass Park Repair renovation;main building addition; $4,500,000 splash pad addition Bench enhancements;add site Columbia Street Park Repair $20,000 amenities Conley Park Repair Greenway connection development $15,000 Conway Park Upgrade Fencingand trash can enhancements $10,000 DeWitt Park Repair Park entrances enhancements $20,000 Dryden Park Repair Add site amenities $15,000 Hillview Park Repair *See Critical Projects - Ithaca Falls Repair *See Critical Projects - Playground installation;apple tree MacDaniels Park Repair $60,000 plantings Maplewood Park Repair Add site amenities $15,000 Southwest Natural Area Crate Black Diamond Trail connection Repair $20,000 (Negundo Woods) point(s) Stewart Park Repair Trail kiosks;add nature swim element $75,000 Strawberry Fields Repair Easement improvements $10,000 Thompson Park Repair Enhance creek access $10,000 Titus Flats(Wood Repair Restrooms and drinking fountain $50,000 Street) installation Titus Triangle Repair *See Critical Projects - Van Horn Park Repair Add site amenities $15,000 Washington Park Repair Additional lighting $20,000 Cayuga Waterfront Trail Upgrade Trail resurfacing(as needed) $1,000,000 NUMN Figure 45-Sustainable CIP Projects 69 City of Ithaca Parks and Recreation Master Plan—DRAFT l s 1#:1 1' x:1(1 I'' Land Acquisition and NEW Neighborhood parks-12 acres $600,000 Park Development Land Acquisition and NEW Trail mileage-3 miles $1,500,000 Trail Development Facility Development NEW Stewart Park performance plaza $3,000,000 Facility Development NEW Picnic shelter $40,000 Facility Development NEW Adult baseball field $200,000 Facility Development NEW Basketball court $100,000 Facility Development NEW Sand volleyball $20,000 Facility Development NEW Splash pad $100,000 Facility Development NEW Recreational indoor space/facility $5,000,000 ADAAccess NEW Accesibility and Development $1,000,000 E M RlIffil l PIPE� MW Figure 46-Visionary CIP Projects ;. IJ' . 1' r 1 1 1 VII. IJI , 11 ,VI1 S The following financial options outline opportunities for the City of Ithaca to consider in supporting the capital improvements outlined in this Master Plan as well as operational costs associated with managing the system for the future. Some of these funding sources may not be currently allowed by the City,or have never been used,but should be pursued through legislative means should the City of Ithaca agree with the value in pursuing these funding sources. General Obligation Bond: A general obligation bond is a municipal bond secured by a taxing authority to improve public assets that benefits the municipal agency involved that oversee some of the parks and recreation facilities in the city.General Obligation Bonds are a tool used by local governments to borrow money.The bonds are guaranteed by the governing body's full faith and credit and backed by property tax revenues. The City can use revenue generated from the sale of general obligation bonds to fund a park project and repay the bonds and interest with future property tax revenue. General Obligation Bonds should be considered for park and recreation facility projects; such as an update to Neighborhood and Regional Parks,trails, and new facilities such as indoor recreation spaces and sports complexes. Improvements to parks should also be covered by these funding sources because there are very little operational revenues associated with these parks to draw from and some of the city parks improvements are in need of upgrades and renovations limiting the uses of other revenue sources.These parks help frame the City's image and benefit to a wide age segment of users and updating these parks will benefit the community as a whole and stabilize neighborhoods and other areas of the city.This has to be viewed as an economic impact improvement to stabilize neighborhoods and invite people to live in these neighborhoods because of the quality of parks. If the parks are maintained to a higher level than the neighborhood it raises the value of property. If parks are maintained below the level of existing homes in the neighborhood it will bring the property values down. 70 City of Ithaca Parks and Recreation Master Plan—DRAFT EDIT Funds:These funds are used to support economic impact projects in parks in many cities. Levy on Property Tax: Public agencies around the country receive funding through property tax revenues.State laws vary on how these funds can be used-rather applied to operating cost or capital investments. Special Purpose Levies: Public agencies, including parks can receive funding through a tax levy designated to a specific purpose and generally for a limited period of time. This could be a one time, special purpose levy implemented for a limited time period. Recreation and Park Impact Fees:The City could implement a recreation impact fees if the City wanted to pursue these funds from developers.The current deficiencies in neighborhood park lands could be alleviated in certain parts of the city that are short of park land and trails. Impact fees generally provide some capital funds but rarely are they sufficient to provide full funding of large projects.The City of Carmel Parks and Recreation and Brownsburg Parks and Recreation have Impact Fee Ordinances in place to help acquire and develop parks in the city. Internal Park Improvement Fund:This funding source is created from a percentage of the overall park admissions or fees to use the attractions such as sport complexes, golf courses, or special events in a park and would allow a percentage usually in the 3-5% of gross revenues to be dedicate to the park or recreation facility for existing and future capital improvements.This type of user fee does not require voter approval but is set up in a dedicated fund to support the existing park for future capital, maintenance,and improvements. Tax Increment Finance District: Commonly used for financing redevelopment projects. A Tax Increment Finance District (TIF) involves the issuance of tax-exempt bonds to pay front-end infrastructure and eligible development costs in partnership with private developers that are considered Quality of Life improvements that capture increases in property tax revenue within a designated geographic area and allocates it for a specific public purpose.TIF revenue has been used towards park acquisition,maintenance,and improvements in certain cities.As redevelopment occurs in the City,the "tax increment" resulting from redevelopment projects is used to retire the debt issued to fund the eligible redevelopment costs.The public portion of the redevelopment project funds itself using the additional taxes generated by the project. TIFs can be used to fund park improvements and development as an essential infrastructure cost. Developer Cash-in-Lieu of meeting the Open Space Requirement: Ordinances requiring the dedication of open space within developments to meet the park and recreation needs of the new residents often have provisions allowing cash contribution to substitute for the land requirement. Park Land Dedication Fee:A park land dedication fee requires that a portion of any housing or commercial/industrial development be dedicated to public use, in the form of parks, recreation facilities, playgrounds, etc.Alternatively, the development may pay cash in lieu of a land dedication,which would be put in a special fund and used for future park acquisition. Business Improvement District: The public private partnership collects additional taxes from business within a designated area.The fees are used for public projects, based on the notion that a well maintained public space will increase commerce for local businesses. Generally used in downtown areas, a Business Improvement District (BID) is a useful strategy for pooling revenue to support a common goal.BID funding is managed by a nonprofit corporation created through the city.This BID district can help support downtown park areas as well. Impact Development Fees: Impact Development Fees are one time fees assessed on residential or commercial development based on the theory that growth pays for growth. Revenue generated from impact fees are allocated towards public infrastructure, including parks. This is a major source of funding for many fast developing communities. 71 City of Ithaca Parks and Recreation Master Plan—DRAFT Facility Authority:A Facility Authority is sometimes used by park and recreation agencies to improve a specific park or develop a specific improvement such as a stadium, large recreation center, large aquatic center, or sports venue for competitive events. Repayment of bonds to fund the project usually comes from a sales tax in the form of food and beverage. A facility Authority could oversee improvements for the large facilities; such as an aquatic center, community center,and sports field complex.The City could seek out a private developer to build a future facility for with the City paying back these costs over a 20-year period through the facility authority.The Facility Authority could include representation from the schools,the City,and private developers. Utility Lease Fee: Utility lease fees have been used to support parks in the form of utility companies supporting a park from utility easements,storm water runoff and paying for development rights below the ground.This funding source is derived from fees on property own by the City based on measures such as the amount of impervious surfacing as well as fees from utility companies having access through the park. It is used by many cities to acquire and develop greenways and other open space resources that provide improvements in the park or development of trails. Improvements can include trails, drainage areas, and retention ponds that serve multiple purposes such as recreation,environmental protection,and storm water management.This could be a source for the utilities to make a contribution to support the parks and trails in the future. Transient Occupancy Tax:This funding source is used by many cities and counties to fund improvements to parks from hotels that benefit from the parks in the form of sporting events or entertainment where participants stay in hotels when they use city or county owned sports complexes or competitive facilities. The Transient Occupancy Taxes are typically set at 3-5% on the value of a hotel room a 1% sales tax that can be dedicated for park and recreation improvement purposes as well.Because of the value that parks could provide in the way of events,sports, entertainment and cultural events, hotels in the area that benefit could be set up with a portion of their occupancy funds going to support park and recreation related improvements. This funding source has been implemented progressively by other communities as the City increases the number of events it sponsors or develops.Tracking the economic value back to the hotels is important to build trust with the hotel business community. Food and Beverage Tax: A 1% sales tax on food and beverage is currently used by other cities on fast food and restaurants only. These dollars can come from the local community as well as visitors to the city to help pay for a bond to finance future park and recreation related improvements. Food and Beverage Taxes are very well accepted in most communities. Many park and recreation agencies have a 1% food and beverage tax to support land acquisition across the country. Capital Improvement Fee: A capital improvement fee can be added to an admission fee to a recreation facility or park attraction to help pay back the cost of developing or updating the facility or attraction.This fee is usually applied to golf courses, aquatic facilities, recreation centers, amphitheaters, and special use facilities such as sports complexes.The funds generated can be used either to pay back the cost of the capital improvement on a revenue bond that was used to develop or redevelop the facility. Capital improvement fees normally are$5 per person for playing on the improved site or can be collected as a parking fee or admission fee. Capitalizing Maintenance Costs: Levies and bonds for new projects do not always account for the ongoing maintenance and operations funding that will be needed by those projects. By capitalizing maintenance costs,cities include those anticipated costs into the specific levy or bond proposal and then set the funding aside in an endowment to cover the future costs. License Back: License backs are a source of capital funding in which a private sector entity such as a development company buys the park land site or licenses the park land and develops a facility such as a park,recreation attraction, recreation center,pool,or sports complex;and leases the facility back to the municipality to pay off the capital costs over a 20 to 30-year period.This approach takes advantage of the efficiencies of private sector development while 72 City of Ithaca Parks and Recreation Master Plan—DRAFT relieving the burden on the municipality to raise upfront capital funds. This funding source is typically used for recreation and aquatic type facilities,civic buildings,and fire stations. Park and Recreation Capital Improvement Fund: Fees,donations,and revenue from vending machines established. Fees may be established and collected by the Park and Recreation Board for particular special events held on park property as the Board may deem necessary for that specific event. Private organizations who hold their event on park property and who charge admission for the event shall donate a portion of those charges to The Park and Recreation Capital Improvement Fund. Revenue from all vending machines placed on park property and accessible to the public shall be placed in the fund. Partnerships:The City of Ithaca has many partnerships in place. Most do not have equitable agreements for how the partnership is financed. Establishing policies for public/public partnerships, public/not-for-private partnerships and public private partnerships needs to be established with measureable outcomes for each partner involved.The City of Ithaca can gain a lot of operational monies back to the system if they can manage their partnerships in a more equitable manner. Land Licenses/Concessions: Land licenses and concessions are public/private partnerships in which the municipality provides land or space for private commercial operations that will enhance the park and recreational experience in exchange for payments to help reduce operating costs.They can range from food service restaurant operations to retail operations on city owned property. Licenses usually pay back to the city a percentage of the value of the land each year in the 15%category and a percentage of gross from the restaurant or retail attraction.They also pay sales tax and employee income taxes to the city which supports the overall government system in the city. Admission to the Park: The City of Ithaca currently does not charge a vehicle entrance fee to their regional parks and doing so can help support operational costs. This fee should continue to be studied and if deemed feasible, implemented. Parking Fee: Many parks that do not charge an admission fee will charge a parking fee. Parking rates range from$3 to$4 dollars a day.This funding source could work for helping to support special events,festivals,and tournaments. User Fees: User fees are fees paid by a user of recreational facilities or programs to offset the costs of services provided by the City of Ithaca in operating a park, a recreation facility, or in delivering programs and services. A perception of"value" has to be instilled in the community for what benefits the system is providing to the user.As the City continues to develop new programs, all future fees should be charged based on cost recovery goals developed in a future Pricing Policy.The fees for the parks and/or core recreation services are based on the level of exclusivity the user receives compared to the general taxpayer. It is recommended that user fees for programs be charged at market rate for services to create value and operational revenue for the City of Ithaca.For services where the City feels that they cannot move forward on adequate user fees to obtain the required cost recovery, consideration of contracting with a non-profit and/or private company to help offset service costs should be pursued.This would save the system dollars in their operational budgets while still ensuring the community receives the service to keep the quality of life at a high standard. Corporate Naming Rights: In this arrangement,corporations invest in the right to name an event,facility,or product within a park in exchange for an annual fee,typically over a ten-year period.The cost of the naming right is based on the impression points the facility or event will receive from the newspapers,TV,websites, and visitors or users to the park. Naming rights for park and recreation facilities are typically attached to sports complexes, amphitheaters, recreation centers, aquatic facilities, and events. Naming rights are a good use of outside revenue for parks,recreation facilities or special attractions in the City. 73 City of Ithaca Parks and Recreation Master Plan—DRAFT Corporate Sponsorships: Corporations can also underwrite a portion or all of the cost of an event, program, or activity based on their name being associated with the service. Sponsorships typically are title sponsors, presenting sponsors, associate sponsors, product sponsors, or in-kind sponsors. Many agencies seek corporate support for these types of activities. Advertising Sales: Typical amenities and facilities that lend well to advertising sales include sports complexes, scoreboards,gym floors, trash cans, playgrounds, locker rooms, dog parks, along trails,flower pots, and as part of special events held in the City.Advertising sales help support operational costs and have been an acceptable practice in parks and recreation systems for many years. Maintenance Endowment Fund: This is a fund dedicated exclusively for a park's maintenance, funded by a percentage of user fees from programs,events,and rentals and is dedicated to protect the asset where the activity is occurring. Park and Recreation Revenue Revolving Fund: This is a dedicated fund to be used for park purposes only that is replenished on an ongoing basis from various funding sources such as grants, sponsorships, advertising, program user fees and rental fees within the park system.The City of Ithaca could establish a revolving fund supported by all of the funding sources identified in this section and kept separate from the tax general fund. Permit Fees:This fee is incorporated for exclusive reservations for picnic shelters, sports fields, and special events that are provided by the City of Ithaca and for competitive tournaments held in the City by other organizations(that utilize City of Ithaca-owned facilities). Permit fees include a base fee for all direct and indirect costs for the City to provide the space on an exclusive basis in addition to a percentage of the gross for major special events and tournaments held on park-owned permitted facilities. Alcohol permits should be explored and if determined worthwhile,added to these permits which would generate more income for the City of Ithaca for these special use areas.This money could be applied to a Recreation and Park Revolving Fund to help support park improvements and operations in the future. KEY FUNDING AND REVENUE STRATEGIES After reviewing the funding and revenue strategies above,the City and consulting team have identified the following funding and revenue strategies as key elements of implementing the recommendations in this Master Plan: • Internal Park Improvement Funds • Grants • Impact Fees • Facility Collaborations and Partnerships • User Fees • Alternative funding streams such as parking fees, licenses,and fiber optic sales • Tax Increment Financing(TIF)and Business Improvement District(BID) 74 City of Ithaca Parks and Recreation Master Plan—DRAFT CHAPTER EIGHT - ACTION PLAN The Action Plan provides a summary of the key action items recommended throughout the Parks and Recreation Master Plan. Items are organized into four major sections: • Governance and Operations • Finance • Programming • Land and Facilities Vision Statements specific to Governance and Operations, Finance, Programming, and Land and Facilities are provided to assist with prioritization and decision-making. Within each section, key Strategies for implementation are listed. These strategies represent the major ideas or philosophies recommended by the consulting team that are required by the City to implement the Master Plan.To help achieve each Strategy, Tactics are identified along with recommendations for the Group Responsible, Start Date(i.e.,when to initiate the tactic, not necessarily complete it),and Performance Measures. The Action Plan is intended to serve as a dynamic document, reviewed on a regular basis by City staff and the appropriate Commission,to plan work tasks and support decision-making in order to carry out the Master Plan. 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