Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My WebLink
About
Ordinance No. 6484
CITY OF SPRINGFIELD, OREGON ORDINANCE NO. 6484 (GENERAL) AN ORDINANCE ADOPTING WILLAMALANE PARK AND RECREATION DISTRICT'S 2023 PARK AND RECREATION COMPREHENSIVE PLAN AS THE RECREATION ELEMENT OF THE SPRINGFIELD COMPREHENSIVE PLAN, AMENDING THE EUGENE-SPRING FIELD METROPOLITAN AREA GENERAL PLAN TO REPEAL THE 2012 PARK AND RECREATION COMPREHENSIVE PLAN AND TO ADD REFERENCE TO THE SPRINGFIELD COMPREHENSIVE PLAN RECREATION ELEMENT, ADOPTING A SAVINGS CLAUSE AND SEVERABILITY CLAUSE, AND PROVIDING AN EFFECTIVE DATE WHEREAS, Willamalane Park and Recreation District (Willamalane) is a special service district formed to provide park and recreation services for the residents within its district; WHEREAS, Willamalane's district boundary encompasses Springfield city limits, Springfield's urbanizable area, and adjacent areas; WHEREAS, a 1995 Intergovernmental Agreement between Willamalane and the City of Springfield establishes Willamalane as the agency responsible for preparing, maintaining, and updating a comprehensive plan for parks, recreation services, and open spaces for the purpose of Oregon Statewide Land Use Planning Goal 8; WHEREAS, in 2013, Springfield adopted Willamalane's 2012 Park and Recreation Comprehensive Plan, which replaced Willamalane's prior versions of the Park and Recreation Comprehensive Plan; WHEREAS, the 2012 Park and Recreation Comprehensive Plan was adopted as a refinement to the Eugene-Springfield Metropolitan Area General Plan(Metro Plan); WHEREAS, Willamalane updates its Park and Recreation Comprehensive Plan based on a 10-year update cycle; WHEREAS, the Springfield Committee for Citizen Involvement approved a Community Engagement Plan on April 5, 2022 to inform Willamalane's development of its 2023 Park and Recreation Comprehensive Plan; WHEREAS, Willamalane presented the results of its Community Needs Assessment to the Springfield and Lane County Planning Commissions on November 15, 2022, to the Springfield City Council on November 21, 2022, and to the Lane County Board of County Commissioners on November 29, 2022 and sought input on from these officials to inform the 2023 Park and Recreation Comprehensive Plan; WHEREAS, Willamalane's Board of Directors adopted the 2023 Park and Recreation Comprehensive Plan on September 13, 2023 and subsequently submitted the 2023 Park and Recreation Comprehensive Plan to Springfield and Lane County for review and adoption; WHEREAS, for the purpose of adopting the portion of the 2023 Park and Recreation Comprehensive Plan within Springfield's planning jurisdiction, staff considered the applicability and functions of the Springfield Comprehensive Plan and the Metro Plan; Page 1 of 3 WHEREAS, as required by ORS 197A.278 (previously ORS 197.304), in 2011 the City of Springfield and Lane County adopted the Springfield urban growth boundary and have since been co-adopting elements of the Springfield Comprehensive Plan to refine or replace portions of the Metro Plan; WHEREAS, adoption of the 2023 Park and Recreation Comprehensive Plan as an element of the Springfield Comprehensive Plan is an action consistent with pages iii and iv of the Metro Plan, which provide a basis for Springfield's evolution to a city-specific comprehensive plan; WHEREAS, the proposed text amendment of the Metro Plans Parks and Recreation Facilities Element clarifies Willamalane's role in providing park and recreation services in the Springfield area and clarifies the relationship between the Metro Plan, the Springfield Comprehensive Plan, and Willamalane's Park and Recreation Comprehensive Plan; WHEREAS, the 2023 Park and Recreation Comprehensive Plan fulfills a specific aspect of comprehensive planning within the broader framework established by the Oregon Statewide Land Use Planning Goals, the Metro Plan, and the Springfield Comprehensive Plan; WHEREAS, Lane County must co-adopt the changes to the Springfield Comprehensive Plan and Metro Plan pursuant to Type 4 legislative amendment procedures specified in the Springfield Development Code and pursuant to the review procedures specified for amendments to the Metro Plan; WHEREAS, the City of Eugene received notice from the City of Springfield on September 20, 2023 regarding the proposed adoption process of the 2023 Park and Recreation Comprehensive Plan, and on October 4, 2023 Eugene returned a response opting out of the proceedings to review and adopt the 2023 Park and Recreation Comprehensive Plan; WHEREAS, the Springfield and Lane County Planning Commissions conducted a joint public hearing on April 2, 2024 on the proposed 2023 Park and Recreation Comprehensive Plan and associated amendments to the Metro Plan and adoption as part of the Springfield Comprehensive Plan; WHEREAS, the Springfield and Lane County Planning Commissions forwarded recommendations to the Springfield City Council and Lane County Board of County Commissioners to adopt the 2023 Park and Recreation Comprehensive Plan and associated amendments for application within the city limits of Springfield and outside the city limits of Springfield for areas within the Metro Plan boundary and Springfield urban growth boundary; WHEREAS, Section 5.14.100 of the Springfield Development Code specifies the requirements for amendments to the Metro Plan and Springfield Comprehensive Plan; WHEREAS, substantial evidence exists within the record that the proposed amendments meet these requirements, including the findings demonstrating consistency with applicable procedures and approval criteria contained within the staff report attached as Exhibit C, incorporated herein and adopted in support of this Ordinance; and WHEREAS, the City Council and Lane County Board conducted a joint public hearing on June 10, 2024 with the Lane County Board of County Commissioners and is now ready to take action based on the recommendation and evidence in the record and based on the evidence and testimony presented at the June 10, 2024 hearing, Page 2 of 3 NOW, THEREFORE, THE COMMON COUNCIL OF THE CITY OF SPRINGFIELD ORDAINS AS FOLLOWS: Section 1. The Willamalane Park and Recreation Comprehensive Plan(September 13, 2023), as more particularly described and set forth in Exhibit A and incorporated by this reference, is hereby adopted as the Recreation Element of the Springfield Comprehensive Plan. Section 2. The text amendments to the Metro Plan, as more particularly described and set forth in Exhibit B and incorporated by this reference, are hereby adopted. Section 3. The Metro Plan is hereby amended to repeal the 2012 Willamalane Park and Recreation Comprehensive Plan as a refinement plan of the Metro Plan. Section 4. The findings set forth in Exhibit C to this Ordinance are incorporated by this reference adopted in support of this Ordinance. Section 5. Savings Clause. Except as specifically amended herein, the Springfield Comprehensive Plan and Metro Plan shall continue in full force and effect. Section 6. Severability Clause. If any section, subsection, sentence, clause, phrase or portion of this Ordinance is, for any reason, held invalid or unconstitutional by a court of competent jurisdiction, such portion shall be deemed a separate, distinct and independent provision and such holding shall not affect the validity of the remaining portion hereof. Section 7. Effective date of Ordinance. The effective date of this Ordinance is as provided in the Chapter IX of the Springfield Charter and Section 2.110 of the Springfield Municipal Code, 30 days from the date of passage by the Council and approval by the Mayor; or upon the date that an ordinance is enacted by the Lane County Board of County Commissioners approving the same amendments as provided in Sections 1 through 3 of this Ordinance; or upon acknowledgment under ORS 197.625; whichever occurs last. ADOPTED by the Common Council of the City of Springfield this 1st day of July , 2024, by a vote of_ 6_ for and 0 against. APPROVED by the Mayor of the City of Springfield this 1st day of_July , 2024. Mayor ATTEST: _ REVIEWED&APPROVED AS/TO FORM /l?tl.fttlt /l?�2' CityRecorder SDPRINCFTFI D CITY ATTORNFY'S OFFTCF Page 3 of 3 Willamalane Park and Recreation District COMPREHENSIVE PLAN September Zo23 Soll willamalane Park and Recreation District Exhibit A Page 2 of 324 RESOLUTION No. 23-24_01 RESOLUTION TO ADOPT THE WILLAMALANE (PARK AND RECREATION 20 YEAR COMPREHENSIVE PLAN WHEREAS, the Willamalane Park and Recreation District(Willamalane) has updated its 20-year Park and Recreation Comprehensive Plan to guide future parks, natural areas, recreation facilities, programs and services for Springfield and its urbanizable area; and WHEREAS, Willamalane has concluded the planning process for the 2D-year Park and Recreation Comprehensive Plan including, but not limited to, an extensive public input process from the general public as well as from partner governing agencies; WHEREAS, all Park and Recreation Comprehensive Plans previously adopted by Willamalane Park and Recreation District are replaced and superseded by the Park and Recreation Comprehensive Plan dated September 13, 2023; NOW, THEREFORE, be it known that the Willamalane Park and Recreation District Board of Directors hereby adopts the Park and Recreation Comprehensive Plan dated September 13,2023. WILLAMALANE PARK AND RECREATION DISTRICT By: Chris Wig, Board resid # ATTEST r By: — - Micha I Wargo, Executive Director etary COMPREHENSIVE PLAN Willamalane Park and Recreation District I Acknowledgments Board of Directors Denise Bean,Previous Director Gregory James,Director Renee Jones, Vice President Dr.Johnny Lake,Previous Director A. Kiersten Muenchinger,Director Brook Reinhard,Director N, Chris Wig,President WILLAMALANE PROJECT ADVISORY TEAM % Eric Adams,Planning, Parks and r Facilities Director Kristina Boe,Senior Planner, Comprehensive Plan Project Manager MK Britton,Administrative Assistant for Planning, Parks and Facilities Simon Daws, Landscape Architect Chuck Dinsfriend, Information Technology Manager Tracy Kribs,Special Events and Operations M Program Manager ;; Brandon Lemcke,Aquatics Program Manager Fraser MacDonald,Natural Resource Planner Jase Newton,Recreation Services Director Betty Nielsen,Chief Financial Officer Jo Schutte,Operations Analyst All Skylar Shane, Financial Analyst Melissa Taxara,Human Resources Director " Michael Wargo,Executive Director Kenny Weigandt,Community Engagement Director I Kris Wright,Diversity, Equity and Inclusion Supervisor # PREPARED BY BerryDunn RRC Associates Sera Architects OTHER PARTNERS AND CONTRIBUTORS Board of Commissioners and Planning Commission, Lane County Bridgette Bottinelli, Planning& Development Intern, Willamalane Park and Recreation District City of Springfield Staff City Council and Planning Commission, City of Springfield Lane County Staff Springfield Alliance for Equity and Respect (SAfER,a program of Community Alliance of Lane County) Stephanie Tabibian,Shoshone-Paiute, ` Indigenous Planning Consultant R N � Thank you to the thousands of people in the community who contributed a ideas, considerations, and time throughout the planning process. We dedicate this plan to you! III TABLE OF CONTENTS I Executive Summary............................ 8 3 Community Profile ............................22 Background..............................................................................9 Willamalane Demographics and Key Trends..........23 The Purpose of This Plan..................................................9 Demographics......................................................................23 Changes in District Residents' Profile..........................9 Trends Analysis....................................................................26 Changes in Park Inventory................................................9 Changes in Staffing and Leadership..........................io 4 Community Engagement ................. 29 Planning Process Summary...........................................io Outreach Strategy—Identifying Needs Engaging the Community.................................................11 and Desires...........................................................................30 Park Access Summary........................................................ii Public Input into the Comprehensive Plan.............30 Goals and Strategies..........................................................i3 Stakeholders and Focus Groups .................................32 District Accomplishments Since 2012........................14 A Summary of Input Received During General Stakeholder and Focus Group Interviews 2 Developing the Comprehensive Plan i5 and Meetings........................................................................33 A Summary of Input Received During Topic- Planning With a Team Approach - One Project, Specific Focus Groups .....................................................33 One Team...............................................................................i7 Needs Assessment Community Critical Success Factors ..................................................i7 Survey Summary................................................................38 Mission.....................................................................................18 Pop-Up Intercept Events.................................................4i Vision........................................................................................i8 Digital Outreach.................................................................42 Values.......................................................................................i8 Internal Staff Engagement ............................................42 Willamalane District Profile and History...................i9 Operations and Maintenance Related Planning Efforts and Integration................20 Staff SWOT Analysis.........................................................43 IV Willamalane Park and Recreation District COMPREHENSIVE PLAN Table of Contents 5 Park System Standards and 7 Trails and Pathways Assessment......72 Guidelines.............................................44 Access......................................................................................73 Parks and Facilities Inventory and Assessment....45 Public Engagement—Trails Use and Desires ........77 Parks Assessment Overview.........................................45 Previous Trail Planning Efforts.....................................77 Parks Summary Table.......................................................47 Level of Service Comparisons......................................77 Park Classifications and Park Standards..................48 Trail Users .............................................................................78 Park Level of Service Standards for Park Project Prioritization .......................................................79 Classifications.......................................................................5i Evaluative Criteria for Project Prioritization..........8o NaturalAreas........................................................................52 Key Findings............................................ UndevelopedLand.............................................................53 Indoor Facility Summary Table.....................................53 g Delivery of Services 81 Key Findings: Organizational and 6 Level of Service Assessment........... 56 Financial Analysis ...............................................................82 Level of Service Assessment: Key Findings: Recreation Assessment.......................83 How Are We Doing?............................................................. 57 Key Findings: Maintenance and Component Scoring...........................................................57 Operations Assessment..................................................84 Park Scoring.........................................................................59 Key Findings: Natural Resource....................................85 Walkable (% mile) Access to Recreation................6o Key Findings: Communication .....................................85 Pedestrian Barriers............................................................6i Key Findings: Diversity, Equity, Inclusion,and a Walkability Gap Analysis.................................................63 Sense of Belonging (DEI)................................................86 Neighborhood Gap Analysis.........................................63 Overall Qualitative Observations................................66 9 Moving the District Forward ..........go AdditionalAnalysis.............................................................66 Key Findings ..........................................................................9i Capacity Analysis................................................................69 Comprehensive Plan Goals............................................95 Strategies and Actions.....................................................96 2023 Comprehensive Plan Projects with Operating and Capital Costs..............................................................iog Map of 2023 Proposed Park Improvements.........ii0 Financial Strategy............................................................. 116 Operational Costs............................................................ 118 Funding Opportunities.................................................. 118 ' Moving Forward............................................................... 121 10 Implementing the Park and Recreation Comprehensive Plan .......122 COMPREHENSIVE PLAN Willamalane Park and Recreation District V Exhibit A Table of Contents Page 7 of 324 List of Figures Figure 18: Digital Outreach Statistics...................42 Figure 1: The Key Elements of the Planning Figure 19: Photos Taken During Inventory Process................................................................................ 10 Site Visits...................................................................45 Figure 2: Public Input Into the Comprehensive Figure 20: Example Page from the Inventory Atlas Plan.........................................................................................11 ...................................................................................46 Figure 3: Walkable (%- % mile) Park Access Figure 21: Willamalane System Map.....................55 Equity....................................................................................12 Figure 22: Playgrounds Example Photos.............58 Figure 4: Percentage of Population by Figure 23: Walkability Barriers "Cut-Off" Service Service Level......................................................................12 Areas Where Applicable.........................................61 Figure 5: Percentage of Springfield Population Figure 24: Walkable Access to Outdoor with Walkable Access to Trails...................................12 Recreation Opportunities......................................62 Figure 6: Key Elements of the Planning Process16 Figure 25: High-Value Walk Area..........................62 Figure 7: Willamalane Park and Recreation Figure 26: Percentage of Population with District Service Area..................................................... 19 Walkable Access to Outdoor Recreation............63 Figure 8: Historic and Projected Population Figure 27: Percentage of Population with Growth in the Springfield UGB.................................23 Neighborhood Access to Outdoor Recreation.....63 Figure 9: Age Distribution Trends 2010-2027....24 Figure 28: Walkable Service Area Analysis..........64 Figure 10: Lane County Health Rankings Figure 29: District Neighborhood Drivable Overview ...........................................................................26 (One-mile) Access to Outdoor Recreation.........65 Figure 11: Adult Participation in Fitness Figure 30: Regional Trails, Rivers to Activities ............................................................................27 Ridges, 2023 ............................................................74 Figure 12: Adult Participation in Outdoor Figure 31: Willamalane Trail System.....................75 Recreation Activities......................................................27 Figure 32: Springfield Areas Within One-Half Mile Figure 13: Top 10 Activities for Oregon Residents in Service Area to Trail Access Point........................76 2017......................................................................................28 Figure 33: Communication Effectiveness............86 Figure 14: Public Outreach for the Comprehensive Figure 34: Preferred Communication Methods by Plan........................................................................................30 Age of the Invite Sample........................................87 Figure 15: Community Engagement Schedule..30 Figure 35: Priority Walkable Access Area Map..110 Figure 16: Latinx Service Priorities.........................35 Figure 36: Map of 2023 Proposed Park Figure 17: Study Areas Identified in the Needs Improvements................................................................114 Assessment Survey........................................................39 Figure 37: Map of 2023 Proposed Path and Trail Improvements........................................................115 VI Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Table ej� ontents List of Tables Table 10: Indoor Facility Summary Table...................54 Table 1: Race and Ethnicity in the Table 11: District Component Score Springfield UGB.....................................................................25 Breakdown vs National Dataset.....................................57 Table 2: Types of Disabilities in the City of Table 12: Example Scoring for the Playground Springfield UGB.....................................................................25 Component Assessment...................................................58 Table 3: Topic Specific Focus Groups..........................33 Table 13: Community Park Scores................................59 Table 4: Teen Written Survey Most Repeated Table 14: Neighborhood Park Scores..........................59 Responses................................................................................34 Table 15: Pocket Park Scores...........................................59 Table 5: Natural Areas Focus Group Input................36 Table 16: Sports Park Scores...........................................60 Table 6: Most Important Facilities and Services to Table 17: Special Use Facility Scores............................60 Springfield Households......................................................40 Table 18: GRASP® Comparative Data Table 7: Most Important Future Program Needs to (Oregon Agencies) ..............................................................68 Springfield Households......................................................41 Table 19: District Component Capacities Ratios....70 Table 8: Most Important Future Priorities to Table 20: Outdoor Park and Recreation Facilities - Springfield Households......................................................41 Median Population Served Per Facility.......................71 Table 9a: Priorities from Intercept Engagement Table 21: Willamalane Miles of Trails............................73 Events.........................................................................................42 Table 22: Current and Preferred Table 9b: Summary of Components and GIS Acres Communication Methods.................................................86 for Each Park..........................................................................47 Table 23: Willamalane Trails and Pathways Walkable Table 9c: Park Classifications and Proposed Access and Equity.............................................................. 109 Standards.................................................................................51 a I COMPREHENSIVE PLAN Willamalane Park and Recreation District 5 F471E 814T, V. Aw Executive Summary The Executive Summary for the Willamalane 2023 Park and Recreation Comprehensive Plan is intended to introduce and summarize key portions of the plan. To gain a full understanding of the plan, methodology, and data, each section and noted appendices should be reviewed. 8 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Page 10 324 Executive Summary WILLAMALANE PARK AND RECREATION DISTRICT Background The Willamalane Park and Recreation District operates as an autonomous special district in the city of Springfield, Oregon and owns and operates parks and facilities under the guidance of an elected Board of Directors. The operation of the district is overseen by an Executive Director who,along with senior leadership,delivers an award-winning and nationally accredited parks and recreation program.Willamalane has provided a high _ level of service since i944 and is proud to be the first special district providing parks and recreation services in the state of Oregon. Willamalane is a two time recipient of the National Recreation and Park Association Gold Medal (i986 and 2oi6),identifying it as the best park and recreation agency in the country serving a population between 3o,00i and 75,0oo.The district also achieved national accreditation (CAPRA)from the National Recreation and Parks Association in 2022. BerryDunn,a nationally known management consulting The Purpose of This Plan firm specializing in parks, recreation,and libraries, This park and recreation comprehensive plan is an to work with the community to update the plan. update to Willamalane's 2012 Park and Recreation The consultant team immediately began to determine Comprehensive Plan. how the district and the community it serves has changed since its last planning effort. In the past io years,Willamalane staff worked diligently to implement the 2012 plan's strategies and actions. Changes In District Residents' Profile Highlights of these efforts include: • The population grew from 67,738 in 20i0 to 70,337 • Improvements to i6 parks and facilities in 2020. • Built four new neighborhood parks and made • The age of community members is getting older.The renovations at eight parks median age increased from 34.6 years in 2010 to 38.4 • Constructed over i4 miles of trails years in 2020. • • The people living within the Urban Growth Boundary Provided access to over 70o additional acres of (UGB) have become more diverse. In 2010,the natural area Latinx community made up 11.32%of the population • Conducted upgrades at three facilities in Springfield's UGB. Currently,14.84%of the Springfield's UGB population is Latinx and it is • Constructed seven new restroom facilities projected to increase to 16.95%by 2026. • Expanded recreation and programming across Changes in Park Inventor the district g y • The district has doubled its available park space since This plan,along with other local and regional planning 2012,adding 85i acres. Much of this growth took documents, provides a roadmap for the district to place at the Thurston Hills Natural Area,increasing operate over the next io years and beyond. available natural areas to 92o acres.As a result,the Since 2012,the Springfield community has changed district expanded its operations by creating a natural significantly. In January 2022,the district hired resources department which is currently staffed by two employees. COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 1 9 Exhibit A Executive Summary Page 11 of 324 • The district increased the overall inventory of parks from 37 to 45. Development of this plan Changes in Staffing and Leadership included the following tasks: Willamalane has seen significant change in staff and leadership since 2012.Staffing levels also decreased from (1�l Document collection 186 full-time equivalent (FTE) positions in 2020 to 171 jj✓ J and review FTE in 2023. .................................... . Planning Process Summary � Demographics and The process to create and update this plan included = Q� oversight by a project team that met periodically during trends analysis the 18-month planning process to advise the consultants ..................................... on direction and content for the plan.The project team included Willamalane staff,leadership,and project managers from BerryDunn.The project team guidance Community engagement was informed through regular meetings with a district- _ wide staff advisory committee, monthly progress reviews provided to Willamalane's Board of Directors,and regular meetings with project partners including the City of _ p Organizational, financial, Springfield and Lane County. and recreation program The consultant team working on the project included analysis RRC Associates,a national survey research firm, and SERA Architects,a landscape architecture firm. Willamalane also contracted with local community O-n- Maintenance and partners to help facilitate community conversations 1VlLl during the community outreach process.This operations analysis collaborative approach helped to create a plan that blends the local knowledge of staff,community members,and consultant expertise. o— a=O Park and facility inventory a— ..................................... +� o hill Level of service analysis AN ..................................... � 9 Potential funding r � $ • opportunities assessment ................................ Recommendations-goals, strategies, and actions Figure 1:The Key Elements of the Planning Process 10 SECTION 1 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Page 12 324 ExecdTive Summary Engaging the Community The foundation for the planning process was the extensive community engagement led and facilitated by I both the consultants and Willamalane staff. 1 In total,the community engagement process 1W . incorporated the opinions, needs,and desires of approximately 3,800 community members.The focus ", 1 of the process was outlined in an engagement plan at the outset of the project. Five areas of input were emphasized, including stakeholder interviews and h _ focus groups,a needs assessment survey,digital outreach, pop-up surveys at community events,and - staff engagement. Findings from these engagement opportunities were posted on a dedicated project ' landing page hosted on Willamalane's website and presented to the community at two town hall events. A series of updates were also provided to the district's Board of Directors,the Springfield Planning Commission and City Council,and the Lane County Planning Commission and Board of Commissioners. Eight focused discussions were held specifically for individuals from historically underrepresented groups, such as individuals with disabilities and members of the Latinx and American Indian/Alaska Native communities.An emphasis was also placed on including youth and teens in the planning process. Most notably,this process included the engagement events (tabling,a town hall meeting, focus groups that took place at local middle and high signage,and posting printed material) at the Willamalane schools. In addition to in-person activations,Willamalane Adult Activity Center,which serves a primarily executed a series of digital marketing strategies which older adult population. reached a broader audience in the region.We were Outcomes from the engagement efforts helped to able to understand older adult communities'interests create recommendations and action items for the by engaging with them at focused events,and cross- comprehensive plan.A detailed summary of the tabulation of survey results.We also focused some of engagement received is available in Appendix 1. Public Input Into the 2g 81 207 ¢R 44 Comprehensive Plan �. -, � ,i Digital Outreach �� Internal Engagement (Staff Input) 12598 40 - 12766 •�, 235 Needs Assessment Survey rl Pop-up and Intercept • Stakeholders and Events Focus Groups Figure 2: Public Input Into the Comprehensive Plan COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 1 11 Exhibit A Executive Summary Page 13 of 324 Priority Walkable Access Areas willamalane lW..Ta lane Park and RgcreaiWn Dlstict OR nR —U, Lfifi tk . 5 -. Nse1}- - Legend 3 YI �Ngewbnry nn. —. pnwvY eemay Nt9 1.t5 / gp1Y...W.AwCY '.WF ' sJr',�` wn N10a N0929 ��"y.lr l4 ��aph.e raNmre srrn laws C nar kwar `rI © 99 u L09 1, F]Yv.ke�oAwryrr w reaer -I N1 � ue J SGn.i.ea,F. 1 pr 1 senra gFaa�,oca .r -W w vrto smpinm F use r.rx u.r P,h1l: LLL Lt o.r. •;,�. wd eiaa `' 0TLJ Figure 3: Walkable ('/-Y2 mile) Park Access Equity A majority of residents have access to parks,see Figure 4 and 5 below. It is also important to consider walkable access to trails. In the district,a majority of residents lack walkable access to trails.The trails assessment and findings are discussed in Section 7 Park Access Adequate Service Area SS% Lower Service Area 2o% No Service Areaa Figure 4: Percentage of Population by � . S4% No Walkable Access Service Level . : Walkable Access Figure 5: Percentage of . - . Population with Walkable Access to Trails 12 SECTION 1 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Page 14 324 Executive Summary Goals and Strategies The results of the engagement process,the needsProvide an easily accessed and connected assessment survey,and other qualitative and quantitative system of paths and trails. research identified many key issues and findings that were STRATEGIES considered when developing goals,strategies,and actions 3.i Improve connectivity and access to existing for this plan.The key issues are provided with greater paths and trails. detail in Section 9. Seven goals were identified during the 3.2 Provide a desirable experience for trail users. planning process,each with multiple strategies:Goal 1:Continue to operate the district at a Goal 4: Provide access to high-quality and nationally accredited (CAPRA) standard. affordable recreation facilities. STRATEGIES STRATEGIES 1.1 Review and update plans, policies,and 4.i [demand d or expand facilities to best meet user procedures to align with the changing needs in the district. of the community. 1.2 Strive for effective and transparent communication. i.3 Prioritize Willamalane resources to best serve community members of all abilities. i.4 Integrate diversity,equity,inclusion (DEI) in every facet of district services. i.5 Prioritize workplace culture. i.6 Strengthen employee recruitment and retention. Goal 2: Provide a safe and equitable of parks and natural areas. STRATEGIES 2.1 Improve existing parks to enhance the district's current level of service. 2.2 Expand acreage and recreation offerings to accommodate population growth and provide parks and recreation opportunities in underserved areas. 2.3 Improve and enhance the district's sustainability initiatives. COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 1 13 Exhibit A Executive Summary Page 15 of 324 Goal 5:Strive for a high dard of care for the District Accomplishments Since 2012 maintenance of Since 2012,the district has accomplished many of the acrossfacilities recommendations in the previous plan. STRATEGIES These include expansions to the parks,trails,and natural 5.i Maintain a high standard of care for parks and areas in the district as well as: open spaces. 5.2 Proactively manage existing natural areas. • Passing and fulfilling the obligations of a bond,which 53 Proactively manage and update trails and provided great opportunities to increase the parks pathways in the district. level of service and recreational opportunities (2o12) 5.4 Manage facilities to create a safe and enjoyable • Winning the National Park and Recreation user experience. Association's National Gold Medal Award for Excellence in the Field of Park&Recreation Goal 6: Offer recreation programsManagement (2o16) respond Celebrating its 75th Anniversary with the healthy lifestyles. community (2o19) STRATEGIES 6.1 Maximize participation in recreation activities • Achieving national accreditation through the across the district. Commission for Accreditation of Park and Recreation 6.2 Expand and adapt programs in response to the Agencies (CAPRA) (2022) changing needs and desires of the community. . Doubling its available park space since 2012,adding 851 acres responsibleGoal 7: Be a of district resources and partnerships. • Increasing available natural areas to 92o acres STRATEGIES • Increasing the overall inventory of parks from 37 to 45 7.1 Develop a long-term funding strategy for capital improvements for new facilities and upgrades. 14 SECTION 1 Willamalane Park and Recreation District COMPREHENSIVE PLAN ' t I Will Developing t Comprehensive Plan The creation of the 2023 Park and Recreation Comprehensive Plan was supported by a team of Willamalane staff, partners, community members, and consultants COMPREHENSIVE PLAN Willamalane Park and Recreation District 15 Exhibit A Developing the Comprehensive Plan Page 17 of 324 The team of consultants supporting this project applied the local knowledge and input from staff, appointed and elected district leadership, City of Springfield and Lane County officials, and many stakeholders and community members. Consultant expertise and national best practices were considered throughout the planning process. THE KEY ELEMENTS OF THE PLANNING PROCESS ARE ILLUSTRATED IN FIGURE 6 AND INCLUDE: • Document collection and review • Demographics and trends analysis • Community engagement • Organizational,financial,and recreation program analysis • Maintenance and operations analysis • Park and facility inventory • Level of service analysis • Potential funding opportunities assessment • Recommendations-goals,strategies,actions, and a capital improvement plan Planning Process 0i t g g g Information Gathering Findings and Visioning Draft Recommendations Final Plan �� NEEDS ASSESSMENT PRESENTATION/FEEDBACK ' SUMMARY FINDINGS STRATEGIES REVIEW • Staff — SESSIONS • Long-Term Vision . Staff • Stakeholders . Staff . Short-Term Action . Public • Public Meetings • Stakeholders IMPLICATIONS • Decision Makers • Focus Groups . Decision Makers • Partners • Interviews What We Have Discovered • Financial • Surveys • Key Issues Matrix • Operational DISTRIBUTE/POST y• Online Engagement • Key Ideas and Themes . Maintenance INVENTORY ANALYSIS RECOMMENDATIONS • All Assets • Programming IMPLEMENTATION ACTION PLAN • All Program Locations • Operations . Tasks • Other Providers . Maintenance . Timing Marketing&Communications • Costs LEVEL OF SERVICE ANALYSIS • Financial Resources • GIS Component-Based Mapping REVIEW&REVISIONS • Quality,Quantity,Functionality COMMUNITY PROFILE • Historical&Planning Context • Demographics TRENDS Figure 6: Key Elements of the Planning Process 16 SECTION 2 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Developing the Comprehensive Plan Planning With a Team Approach - 2. Comply with Oregon statewide land use planning One Project, One Team goals 1,5,S,12,and 15. Throughout the project,the consultants and the 3. Complete a comprehensive needs assessment district's project team worked closely together to achieve of the community. the best results.This allowed backgrounds,shared ideas, collaboration,and local knowledge to contribute to the 4. Identify current conditions in Willamalane parks, best possible outcomes. recreation programs,and services. Effective communication was key to the planning effort 5. Determine a phased and prioritized capital and included weekly project management check-in improvement program and best management meetings, monthly district comprehensive plan project practices for operations. advisory committee meetings,and regular updates 6. Develop a funding strategy for capital and operational to the district's Board of Directors.The project was needs. overseen by a project team consisting of project staff and Willamalane leadership. 7. Plan with a focus on understanding and striving to meet the needs of marginalized communities within Critical Success Factors the district. To guide the planning effort,and to objectively evaluate 8. Prepare a clear,concise final document ready for the success of the process,district leadership identified adoption by the Willamalane Board of Directors, eight critical success factors at the outset of the Springfield City Council,and Lane County Board planning effort: of Commissioners. i. Adopt a 20-year comprehensive plan that builds on existing planning documents,including:the 2012 Park District Mission, Vision, and Values and Recreation Comprehensive Plan,the 2021 DEI Much of the comprehensive park and recreation plan is Strategic Action Plan,the Community Engagement based upon Willamalane's mission and vision. In spring Strategy,Strategic Priorities,and other relevant of 2023,the Willamalane Board of Directors reviewed planning documents. and affirmed the following mission statement and vision statement, informed by its core values: .f r / 1 •ai i � rb�1 Ir�i r 1 4Ri �'•. 291J1 COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 2 17 Exhibit A Developing the Comprehensive Plan Page 19 of 324 QO 11 To _ _ _ , , . par , , moo 000 recreation to enrich the lives to=J"�� of everyone we serve. VISION A healthy, active community where everyone belongs. VALVES BELONGING ` - ACCESSIBILITY vWe create a community where .S We provide equitable access to everyone connects,grows together, � recreational opportunities, regardless and works towards common goals. of ability,income,or background. .......................................... .......................................... HEALTHY LIFESTYLE ACCOUNTABILITY We deliver inclusive and accessible We hold ourselves to the highest programs,facilities,and parks that ethical standards and build trust promote healthy living. 19 and respect in all interactions. .......................................... .......................................... STEWARDSHIP INNOVATION We preserve and protect our natural We strive to continuously improve and cultural resources for future our offerings with innovative and generations to enjoy. 19 sustainable practices. 18 SECTION 2 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Developing the Compg-Rnslve Plan Willamalane District Profile and History Willamalane is located in Lane County,in the Springfield/ recreation district that serves more than 1.8 million Eugene metropolitan area,the third largest metropolitan people annually.With 45 parks,four major facilities, area in the state of Oregon with 387,000 community and approximately 1,600 acres of parks and natural members.The district provides parks and community areas,Willamalane is poised for future growth while recreation spaces and activities in the area currently serving the residents of Springfield at an award- known as Springfield,Oregon (population of over winning level' Willamalane has been the recipient of the 70,0oo).The city is nestled between the McKenzie National Recreation and Park Association's gold medal River(to the north),Willamette River(to the south) award, recognizing the district as the finest park and and was settled in 1848 on Kalapuya Ilihi (the traditional recreation agency of its size in the country. In 2022, indigenous homeland of the Kalapuya people). Formed in Willamalane received national accreditation from the 1944,the district was Oregon's first special district and National Recreation and Parks Association (NRPA) and celebrated 75 years of exceptional service to its residents is currently among approximately zoo accredited parks in 2019.The district is 69 miles east of Florence,45 miles and recreation agencies across the country. south of Albany,19 miles north of Cottage Grove,and 124 Figure 7 shows the Willamalane Park and Recreation miles west of Bend. District service area.The planning area for this project Willamalane was originally created from a need for encompasses the outer edge of the district boundary Springfield area families to have supervised playgrounds (shaded area) and the urban growth boundary combined. for their children and is now a bustling park and Regional Context Willamalane Pak Na¢,ubpW�i WIIIarnWIM PJtA{and RKIfIUOn OMtrk4 OR f Legend ftamaie Parks! e d—.,w AlarruL ro 9padar,qp Sn,dr A—Bwrdm urw„Om.M,Boards Smr4 ld CM uma Hphw:rys Eugene " w e T fZ——Jhtdes S 0 n5 I Springfield Howard Buford Recreation Area Figure 7: Willamalane Park and Recreation District Service Area COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 2 19 Exhibit A Developing the Comprehensive Plan Page 21 of 324 Related Planning Efforts and Integration The 2012 Park and Recreation An integral part of the planning process was to create a Comprehensive Plan plan consistent with other local planning documents and The 2012 Willamalane Comprehensive Plan focused on in compliance with Goal 8 of Oregon's Statewide Land the district's 14 core values and ii goals.The following Use Planning Goals.The Eugene-Springfield Metropolitan six strategies were identified around the most important Area General Plan (Metro Plan) serves as the overarching district needs: policy document for the parks planning in the metro . Parks and natural areas region. Per the Metro Plan,Willamalane identifies existing conditions,analyzes current and future needs based • Community recreation and support facilities on these conditions,and prepares its Comprehensive Plan to address these needs separately for land within • Rehabilitation its park boundary.At a more local level,Willamalane's • Park and facility operations Comprehensive Plan is the Recreation Element of Springfield's city-wide Comprehensive Plan.The project • Recreation programs and services team worked with partner jurisdictions to assure general • Department management and communication review of and support for the plan throughout the planning process. The plan resulted in a district capital improvement plan that identified $39 million in capital projects from 2012- Many local,regional,and district planning documents 2021 and an additional $29 million between zozz and 2031. and some specific plans for parks and natural areas million in unfunded projects was also were reviewed to provide context for this planning An additional $34 p 1 documented.Capital project funding was identified from effort. Extensive background document review was existing fund balances,System Development Charges, also accomplished to support specific parts of the plan grants and donations,and a general obligation bond. (such as the Willamalane Park and Recreation District Comprehensive Plan and materials related to the Oregon Statewide Comprehensive Outdoor district's recent accreditation process).A full summary of Recreation Plan (SCORP) 2019 -2023 these important documents is provided in Appendix 2. The SCORP is Oregon's five-year planning tool for outdoor recreation and guides the use of Land and Water Conservation Fund (LWCF) monies,which are federal funds distributed to the State of Oregon.Careful attention was paid to this document to ensure that trends and priorities from that effort are accounted for in the comprehensive plan.The SCORP looks at participation across a series of state and county locations,as well as numerous age,ethnic,economic, and other demographic groups.The plan is based on a statewide survey and helps to set priorities for local, regional,and statewide funding.The report identifies the following statewide issues that should be considered by the district for prioritizing actions: • An aging population • An increasingly diverse population • A lack of youth engagement in outdoor recreation • An underserved low-income population • The health benefits of physical activity 20 SECTION 2 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Developing the CompgeRnsive Plan a illarnalane Park and Recreation District Below are activities and priorities that portray important Willamalane Strategic Priorities, participation in outdoor recreation activities in Lane Recommendations,and Findings—2018 County and across Oregon based on the 2019-2023 The district set strategic priorities, identified value SCORP survey data. statements,created a structure,and identified teams • Walking on local streets,sidewalks, local trails,and for implementing five strategic priorities as shown in paths are very important in Lane County Appendix 2. • Clean restrooms are a priority across Oregon Willamalane Operational Objectives—2022 The district identified five operational objectives to be • Farmers markets,outdoor sports,and concerts are completed by June 30,2022.The district successfully important activities across Oregon completed work on all five objectives in 2022.These are • Families with children across the state of Oregon provided in Appendix 2. prioritize walking on local streets,sidewalks, local trails and paths and taking children to The Rivers to Ridges Metropolitan Regional Parks and Open Space Study—2003 use playgrounds The Rivers to Ridges Partnership currently includes Community Needs Assessment—2017 19 regional organizations working collaboratively to The district's most recent community needs assessment advance the protection,restoration,and effective was completed in 2017. Results were compared to management of park and open space resources in the findings from the needs assessment conducted during southern Willamette Valley.The study was being updated the 2012 comprehensive plan update.The Community throughout the comprehensive planning process and the Needs Assessment from 2017 is in Appendix 2. project team was actively involved in the update process to assure the findings from each plan support each other. See Appendix 2. COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 2 21 G`A Community Profe The community profile was developed to illustrate household and economic data in the area to help residents understand the historical and projected changes that may impact the community. This section provides insight into the potential market for parks, trails, and services by highlighting where and how the community is likely to change. 22 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Page 24 of 3 4 Community rofile WILLAMALANE DEMOGRAPHICS The UGB AND KEY TRENDS population was estimated at Demographics The Willamalane Park and Recreation District 337 in 2020. qqy demographic profile was developed to provide an analysis of household and economic data in the area, helping residents to understand the historical and analysis. In addition,comparisons to Springfield's city projected changes that may impact the community. limits were analyzed to provide additional context. The demographics analysis provides insight into the potential market for community parks,trails,and The boundary of the UGB encompasses approximately recreation programs and services by highlighting where 24.1 square miles,and Springfield's city limits covers an and how the community is likely to change. More detail estimated 15.74 square miles.See Figure 7. on Willamalane's demographic profile can be found in population Appendix 3. From 62,298 in 2000,the population within the Sources Springfield UGB has continued to grow steadily over the The primary sources of data for the demographic past two decades. In 2020,the population was estimated assessment include the 2020 Census and forecasting was at 70,337.The PRC projects that the population provided by the Portland State University's Population within the UGB will increase to over 75,159 by 2035. Research Center(PRC). Information for the health, See Figure 8. wellness,and disability status section came from the Household Information American Community Survey(ACS) and Robert Wood Johnson Community Health Foundation. Analysis of the household characteristics within the Springfield UGB indicates that the area has a lower Area of Study median income and a lower average home value than the Willamalane utilized Springfield's urban growth boundary state of Oregon.The following facts demonstrate the key (UGB) as the geographic boundary for the demographic highlights regarding household information compared to the state: 80,000 75,159 70,337 72,103 73,838 70,000 67,738 62,298 60,000 50,000 40,000 30,000 20,000 10,000 0 2000 2010 2020 2025 2030 2035 Figure 8: Historic and Projected Population Growth in the Springfield UGB COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 3 23 Exhibit A Community Profile Page 25 of 324 • The median household income was$50,481,which is over$15,000 less than the median household income The median of$65,472 for the state of Oregon (Esri,2021). age in 2022 was • The average home value was$311,024,which is less 38.4 years old. _ than the home value average of$441,837 in the state of Oregon (Esri,2021). • Over 18.3%of households of Springfield were below Age the poverty level in 2020 compared to 12.4%in the The median age in the Springfield UGB was 38.4 years state of Oregon (ACS,2020). old in 2021.This is slightly younger than the median • The average household size in the Springfield UGB ages in the state of Oregon (4o.3) and the United States (2.48)was similar to the state of Oregon (2.47) (38.8) (Esri,2021).The age group projections are in (ACS, 2020). Figure 9.As shown in Figure 9,Springfield's population is getting older. • Children in the Springfield Public Schools system had a 61.5%participation rate in the free and reduced lunch program as reported in 2o18,which is the third highest rate of the 12 school districts in Lane County. 16% 14% 12% 10% 8% 6% 45/ a 2% 0% 00 2010 02022 02027 Figure 9:Age Distribution Trends 2010-2027 Source:2021 Esri Business Analyst 24 SECTION 3 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Page 26 of 3 4 Community rofile Race and Diversity People with Disabilities The UGB population is becoming more diverse over time. According to the ACS,19.1%of Springfield's UGB While still mostly white (82.91%),the number of people population experienced living with some sort of of Latinx origin (irrespective of race) has increased from hearing,vision,cognitive,ambulatory,self-care,and/ 11.32%in 2010 to 14.84%in 2021 and is projected to reach or independent living disability in 202i.This is higher 16.95%by 2026.See Table 1. than the state of Oregon at 14.3%and reaffirms the importance of inclusive programming and Americans 2026 with Disabilities Act (ADA) transition plans for parks and Population Group 2010 2021 Projection facilities.See Table 2 below for a breakout of disability by percentage in the Springfield UGB.The highest White 86.55% 82.91% 81.04% percentage of individuals with disabilities in Lane County Hispanic 11.32% 14.84% 16.95% are American Indian/Alaska Natives (2i.60/6),white (17.6%), two or more races (i5.69/6),and Latinx(1.1%).2 Other Race 4.85% 6.36% 7.22% Two or More Races 4.63% 5.78% 6.34% Ambulatory difficulty 9.1% American Indian/ 1.39% 1.65% 1.76% Cognitive difficulty 8.9% Alaska Native Independent living difficulty 8.4% Asian 1.26% 1.68% 1.87% Hearing difficulty 5.7% Black/African 1.01% 1.29% 1.42% Vision difficulty 3.4% American Pacific Islander 0.31% 0.34% 035% Self-care difficulty 3.3% Table 1: Race and Ethnicity in the Springfield UGB Table 2:Types of Disabilities in the City of Springfield UGB Source: Esri Business Analyst,2021 a\ k. it z} •- �+^ 1 - _ 2 Lane County Health Equity Report,2020_ COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 3 25 Exhibit A Community Profile Page 27 of 324 Health and Wellness Trends Analysis Understanding the status of a community's health can Introduction help inform policies related to recreation and fitness. The Robert Wood Johnson Foundation's County Health This analysis details the recreational trends and Rankings and Roadmaps provide annual insight on the interests that were identified in both regional and general health of national,state,and county populations. national research.The following sections summarize an Lane County, home to the city of Springfield, ranked in overview of participation in recreational activities within the higher-middle range of counties in Oregon (higher Springfield's UGB. 50%-75%) in 2021. Figure io below provides additional Estimated Recreation Participation information regarding the county's health data as it may relate to parks, recreation,and community services This section showcases participation in fitness activities (Robert Wood Johnson Foundation,Zozi). and outdoor recreation for adults 25 and older in the Springfield UGB compared to the state of Oregon. Activity participation and consumer behavior are based on a specific methodology and survey data to make up what Esri terms"Market Potential Index"See Appendix 5 for additional trends data in the areas of: • Outdoor Recreation - • Outdoor Fitness Trails • Trails and Health . - • Dog Parks • Generational Changes • Pickleball • Disc Golf Regarding fitness activities,walking for exercise was the most popular,with over 26.5%of Springfield adults participating.Swimming followed as the second most popular,with almost 18%of adults participating. Finally, j weightlifting was another popular activity,with 12.3% a`o participation. Participation trends are shown for fitness 4 and outdoor recreation in Figures n and 72. 19%of population in Average # of mentally 29'Yo of population poor or fair health unhealthy days/month =4.8 considered obese (Oregon (Oregon i••• have access to •• considered 9% have no health insurance exercise opportunities Figure 10: Lane County Health Rankings Overview Source: Robert Wood Johnson Foundation's County Health Rankings and Roadmaps 26 SECTION 3 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Page 28 of 3 4 Community rofile 30% 25% 20% 15% 10% 5% 0 Aerobics Pilates Swimming Walking for Weight Lifting Yoga Zumba Exercise Springfield UGB Oregon Figure 11:Adult Participation in Fitness Activities Source: Esri Business Analyst 16% 14% ° .9 12% 1 10% 8% ° 6. 6% 4°� ° 3. / 3. % 3.7% ° 2. 21/ 0 fro �' ���� �o�c e�t`ko C' `��L L� �t•�o °tie ��>�¢O �` Oat° F � Springfield UGB Oregon Figure 12: Adult Participation in Outdoor Recreation Activities Source: Esri Business Analyst The most popular outdoor recreation activities in 2021 were local streets,sidewalks,and trails was the top activity. overnight camping,hiking/jogging,and freshwater fishing. Following this were sightseeing, relaxing, beach activities, The Oregon SCORP(2019-2023) reflected similar day hiking,and outdoor concerts (see Figure 73). participation trends,as noted in Figure 73.Walking on COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 3 27 Exhibit A Community Profile Page 29 of 324 Walking on local streets and sidewalks 83 Walking on local trails and paths 749b Sightseeing and driving or motorcycling for pleasure 59% Relaxing,hanging out,escaping heat and noise etc. 59°% Beach activities-ocean 57°% Walking and day hiking on non-local trails/paths 55% Attending outdoor concerts,fairs,and festivals 500% Visiting historic sites and historythemed parks 499/- Picnicking 49% Beach activities-lakes,reservoirs,rivers 409/o 01/8 101/. 2011. 301/8 405/8 505/8 601/8 705/8 805/8 90% Percent of Population Participating Figure 13:Top 10 Activities for Oregon Residents in 2017 Source: Oregon SCORP - _ -,use., - i. k k 1 - r 28 SECTION 3 Willamalane Park and Recreation District COMPREHENSIVE PLAN 1LLA . _AN . � F� l: s r© VM1 1 Now J/� S Community Engagement Over the course of the planning process, more than 3,800 community members provided input, with a majority of responses coming from the needs assessment survey and intercept events. Overall, 32,285 district residents either received targeted social media posts or email notifications (passive engagement) or provided some form of input (active engagement). COMPREHENSIVE PLAN Willamalane Park and Recreation District 29 Exhibit A Community Engagement Page 31 of 324 This section discusses the various public engagement strategies implemented during the planning process. As Public Input into the feedback was received, it was reviewed and confirmed Comprehensive Plan through public town hall meetings,work sessions with the Willamalane Board of Directors,discussions with partners,Springfield Planning Commission,Springfield0 Stakeholders and City Council,the Lane County Planning Commission,and 2�5 Focus Groups the Lane County Board of Commissioners.See Appendix ....................................................... 1 for a summary of the community input received. Outreach Strategy—Identifying 1 Needs Assessment ,59g Survey Needs and Desires 0 This park and recreation comprehensive plan was built ....................................................... upon a well-established practice of active engagement with district community members,stakeholders and Q,� 282481 81 People Reached via both users and non-users of parks and trails, programs, � Digital Outreach and facilities.To help ensure compliance with Oregon's statewide land use planning Goal i (Citizen Involvement), a formal Community Engagement Plan was presented Pop-up and to the Springfield Committee for Citizen Involvement rl 1,766 Intercept Events near the outset of the project.This plan is provided in Appendix 6.The tasks and schedule presented in the .............................. .................. ..... engagement plan focused first on identifying needs and then on confirming those needs as priorities.A timeline is Internal Engagement shown in Figure 15. 0207 (Staff Input) Figure 14: Public Outreach for the Comprehensive Plan 2022 W W 0 a Z W ® • Z 0 O O O V ❑ Willamalane Board Update Consultant Led Effort * City Council&County Updates ❑ Willamalane Led Effort Figure 15:Community Engagement Schedule 30 SECTION 4 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Page 2 of 324 Community ngagement An important goal was to complete a comprehensive GOAL 2:Gain a deeper understanding assessment incorporating the opinions,needs,and of who Willarnallane serves desires of all district members in a transparent,credible, and inclusive way. Priorities were set to attract input • Who does Willamalane currently serve?Who is not from individuals and groups that may have been being served? disproportionately less involved in past engagement opportunities.To meet this goal,the project team • What are the demographics of users/non-users (age, initiated a series of engagement opportunities along with race/ethnicity,families, renters/homeowners,gender, both random invitation and open-link surveys. and socioeconomic status)? The community engagement strategies selected for this • What demographic groups use Willamalane's facilities plan support the following five goals in order to inform the most/least? the overall comprehensive planning process: • What programs, parks,trails,activities,and events are accessed the most/least? throughoutGOAL 1: Promote project awareness _. process • How does the community learn about programs, events and services offered by Willamalane? • Find opportunities to engage early with various . How satisfied is the community with Willamalane's groups in the community. offerings? • Provide as many opportunities as possible for . What are common hardships that make accessing community members to engage. park and recreation services challenging(physical/ • Follow up and promote additional involvement with cognitive limitations,socioeconomic limitations, those that engage. language barrier,schedule,feeling of safety or belonging,etc)? • Build relationships with participants and provide information about programs,events,and services Willamalane offers. 1 w p - COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 4 31 Exhibit A Community Engagement Page 33 of 324 GOAL 3: Learn about gaps, barriers, GOAL 4: Understand the community's preferences within the park priorities for the future of park and district recreation • What does Willamalane do well? What can • What are the most desired park/facility Willamalane do better? improvements? • What improvements or changes would increase use • What are the most desired recreational of Willamalane parks,facilities,and programs? opportunities? • What new park opportunities should be considered? • What types of park and facility improvement projects • What new recreation opportunities should be would the community fund? considered? • What is Springfield lacking? supportGOAL S:Gain recommendations Stakeholders and Focus Groups Many of the focus groups included typical users or non- users of Willamalane's programs and parks, representing a variety of backgrounds and interests.These focus groups were held to gain a general perspective of district strengths and weaknesses and help inform creation of the survey tool.Other focus groups were held to help ensure participation was inclusive of groups that may not participate through typical engagement opportunities. These topic-specific focus groups were hosted for teens, the Latinx community, individuals with disabilities, natural areas advocates,trails advocates,and the American Indian/Alaska Native community. These outreach efforts resulted in: • Community stakeholders and focus group participants-41 participants • Teen focus groups-iii participants • American Indians/Alaska Natives-22 participants • Inclusion and individuals with disabilities advocates (in English and Spanish)-21 participants • Latinx specific focus group-22 participants Natural areas specific focus group-12 participants Trails-6 participants The opinions of older adults were collected at engagement events,tabling,and through the survey. 32 SECTION 4 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Page 4 of 324 Community ngagement A Summary of Input Received During Many additional community priorities were identified and General Stakeholder and Focus Group are shown in Appendix 1.A few key focus areas for the district are listed below. Interviews and Meetings An abundance of district strengths were identified by the FOCUS AREAS stakeholders who participated in these efforts.Among a Increase footprint to help ensure accommodation many key comments,the district's structure as a special of development and growth. district,its sustainable funding streams,and partnerships a Continue to grow the district and offer great and support from the community were repeatedly programs and facilities to youth while providing mentioned by participants.Stakeholders also highlighted health awareness to increase inclusivity. the relationship and significant support the district receives from Springfield Public Schools.The 1PASS • Continue to grow partnerships with Springfield program that provides access to district and regional Public Schools. recreation opportunities was identified as an important a Focus on safety measures. district strength. Continue to be a fiscally responsible organization. According to participants,areas of potential improvement include a need for more varied class and Remain engaged with the public and underserved activity times,additional restrooms in parks, parking populations. at the Adult Activity Center and additional aquatic . Help ensure that DEI is addressed at all levels. programs and events. Relatedly,a barrier to participation included the district's lack of outreach to community A Summary of Input Received During members who may not be currently using parks and Topic-Specific Focus Groups facilities. During the meetings,the following additional These important focus groups brought stakeholders into amenities and programs were identified as priorities: the process that may not have participated otherwise. Park components—outdoor basketball courts, These discussions are only one way these groups were pump tracks,splash pads,dog stations,family friendly engaged with during the planning process. During the restrooms, pickleball,and more. meetings, participants expressed desire for additional amenities and programs such as: Recreation classes and activities- pickleball classes, activities specific for adults ages 21-5o,additional swimming lessons and environmental education/outdoor programs. Additional special events in parks— movies,concerts and cultural festivals were also highlighted. Teens Trails COMPREHENSIVE PLAN Accessibility and Hamlin Middle School Latinx Inclusion May 18,2022 American Indian/ vllamah Natural Areas Alaska Native (AI/AN) Table 3:Topic Specific Focus Groups COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 4 33 Exhibit A Community Engagement Page 35 of 324 Teen-Focused Discussion • Students are most familiar with bigger,destination- type recreation facilities in addition to the parks During the comprehensive plan update scoping and closest to their neighborhoods. planning process,the project's advisory committee identified teens as a user group they felt may not be • Students are busy,and many teens who play sports reached through typical forms of public engagement are reaching more competitive levels. Parks and like surveys and focus groups. recreation provide an opportunity to engage in physical activity in a less competitive, more social PROCESS environment that is not always available through A total of ill students in four classes (two middle school. school and two high school classes)volunteered to participate in this effort.Students in each class were • Students rely on social media as a primary way given a presentation and then asked a series of questions of receiving information.Another communication for discussion in large or small groups facilitated by method they recommended using to promote teen centered opportunities is school announcements Willamalane staff.The session closed with a paper survey. (especially at the start of the year). KEY THEMES The students (111) completed a needs assessment and A few of the key themes emerging from the feedback are satisfaction survey,and their responses to some of presented here: the key questions are presented in Appendix 1.A few Teens are generally familiar with Willamalane and examples are included in Table 4. satisfied with their experiences at district parks and programs. Most Used Parks,Trails, Most Popular Teen Teen Desires for Additional Participatoryand Facilities by Teens Splash at Lively Park Hiking Roller skating in its own facility Movie(wave pool) Swimming t Bob Keefer Center for Sports .• • • '- • RE Dorris Ranch Video Thurston games Spikebal ITM,corn hole,etc.) Table 4:Teen Written Survey Most Repeated Responses 34 SECTION 4 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Page 6 of 324 Community ngagement Latinx Community Discussion PROCESS Willamalane worked with local partners to host an event to help inform needs,desires,and priorities of Latinx community members.The event included a brief presentation about Willamalane's mission and values, what Willamalane provides in the community,and ; some background on how the feedback will be used. Willamalane also introduced its DEI Strategic Action Plan and DEI supervisor as a future point of contact for collaboration and questions. Approximately 22 attendees were divided into three discussion groups. Each small group had a translator available.See Appendix 1 for the full summary of the process and findings. KEY THEMES F Four priorities were identified that speak to the most desired improvements Willamalane could make to better serve the Latinx community,the full list is shown in Appendix is +� Hiring more bilingual staff Providing more stipends/scholarships for programs Providing more Latinx focused programming Providing more bilingual information in parks and buildings More Spanish Speaking Staff More Stipends/Scholarships for Programs (Childcare Classes) More Latinx Programs(Bilingual Classes) More Bilingual Information in Parks/Buildings Make Website Easier to Navigate More Latinx Art in Parks/Buildings I More Community Events in General a 1 2 3 4 5 6 7 8 9 Figure 16: Latinx Service Priorities COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 4 35 Exhibit A Community Engagement Page 37 of 324 Natural Area Specific Focus Group survey.As a result,a trails-specific focus group was facilitated to best understand trail needs both in the PROCESS district and in the region. Individuals attending had Including input specific to natural areas was important backgrounds and represented: for the comprehensive plan update because at the time of the 2012 update,Willamalane only managed 186 acres ' Back Country Horsemen of Oregon equestrians of natural area and employed no dedicated natural • Local hiking and climbing club resource staff.Ten years later,Willamalane manages nearly 1,000 acres of natural area and has two full-time • The City of Springfield's Bicycle and Pedestrian staff dedicated to planning and managing these areas. Advisory Committee Participants in this conversation included representatives a Rivers to Ridges Partnership from 13 different agencies that have experience working with the district in various ways and/or doing similar work • City of Springfield transportation planners in the region. • Lane County senior transportation planner KEY THEMES Table 5 is a synthesized list of key topics and themes KEY THEMES identified during the natural areas focus group meeting. Key issues identified during the focus group meeting See Appendix i for a full summary of process and are included in Appendix 1. Overall themes of feedback findings. related to: Trails Specific Focus Group A need for additional trails and trailheads PROCESS • Physical gaps in the existing trails network/regions in Walking for pleasure and exercise and hiking on both Springfield are underserved by the trail network paths and trails were top priorities identified during the • Desired user experiences and amenities initial engagement process and the needs assessment NATURAL AREAS FOCUS GROUP INPUT EDUCATIONAL OPPORTUNITIES PRIORITY PROJECTS ACQUISITION OPPORTUNITIES Nature hikes and tours » Focuses: urban stormwater, » Regional partner-owned land Interpretive panels riparian and floodplain areas, „ Land to promote trail/ urban forest,oak habitat habitat connectivity Increase public awareness of efforts » More viewpoints (especially along rivers) Local flora/fauna,sensitive areas, „ Locations: Island Park Slough, » McKenzie River access and cultural aspects of natural Cedar Creek, Maple Slough resource work APPROACHPARTNERSHIPS MANAGEMENT STRATEGIES Maintain and continually expand » Cross-train staff » Increase staff and capacity partnerships Implement prescribed burns » Incorporate social justice Expand for:fuel wor k, reduction k, land acquisition and tioor " Be systematic and proactive » Acquire strategically/be proactive restoration » Prioritize heavy impact areas Hire grant writer Table 5: Natural Areas Focus Group Input 36 SECTION 4 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Page 8 of 324 Community ngagement Accessibility and Inclusion • Inclusion services (program participation) should be Specific Focus Group free for both participants and support workers. PROCESS • Continue to improve accessibility in parks,specifically Given the high percentage of individuals with disabilities playgrounds,and consider adding fencing and in the Springfield UGB,a targeted focus group was held accessible restrooms. to add perspectives offered by individuals or advocates for individuals with disabilities.A separate Spanish • Provide interpretive signage on trails or at trailheads speaking group was facilitated in partnership with the and online to reflect the anticipated trail experience Families Connected/Familias en Conexion program at (easy,intermediate,difficult),to indicate conditions The Arc Lane County.This program provides support to (such as rough terrain or steep slopes) and identify English and Spanish speaking families who are raising a potential barriers. child with a disability. • Consider the addition of hex boards in playgrounds with communication tools. KEY THEMES • Continue to provide accommodations to youth with See Appendix 1 for a full summary. disabilities through both specialized and integrated recreation programs and classes. American Indian/Alaska Native (AI/AN) Given the history of forced removal of the Kalapuya • Work with community partners (i.e.,The ARC of Indigenous peoples from the area,and the influence Lane County,City of Eugene)to provide and promote Willamalane and the City of Springfield have on local additional indoor options for youth,especially during and regional land management,Willamalane and the City winter months. jointly hosted a dialogue to better understand residents' • Continue to address mobility needs, including those needs and values and to gain awareness of the priorities individuals who are visually challenged. of self-identified American Indian/Alaska Native residents living within Springfield and the surrounding areas. • Continue to offer scholarships and other means to help ensure an equitable fee structure for individuals with disabilities and their families. X V COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 4 37 Exhibit A Community Engagement Page 39 of 324 PROCESS • Communication/outreach specifically for Native Willamalane and the City of Springfield collaborated programming with an Indigenous planning consultant to host a . priority for Native language and signage in the public dialogue for AI/AN residents to share feedback and perspectives around agency awareness,values, public realm and priorities.The planning consultant applied elder • Access-to space,water/rivers, harvesting of teachings while co-facilitating the session with indigenous traditional plants,affordable services,leadership roles community representatives. • Representation through AI/AN liaison role employed The event included 22 AI/AN participants,affiliated with by agencies to engage with Native communities 13 tribal nations.The full summary of the dialogue and all findings are included in Appendix 1. Needs ,Assessment Community KEYTHEMES Survey Summary Some of the main themes from this conversation are The needs assessment survey was conducted to presented below. both understand the needs,desires,and gaps in district recreation and parks delivery and to confirm A dire need for community space or a community findings from stakeholder and focus group meetings. center Willamalane's promotion of the survey included • Intergenerational programming-it is important attending 22 community events.A total of 262 invitation survey responses were received,which to include all generations (babies to elders) in suggests statistical validity with a 6%margin of error. programming for this community While the goal was to achieve a 5% margin of error, • Accurate representation - raise awareness the high number of open-link surveys received and the regarding accurate Kalapuya history and for current similarity between the invitations and open-link response Indigenous people suggests results that are accountable and accurate. See the full needs assessment survey summary report Protection and planting of native plant species in Appendix 4. Continued relationships between agencies and the The high number of open-link responses-1,336-allowed community-town hall meetings,discussion forums, the data to be analyzed in a variety of ways. Over boo regular community meetings comments were received.A summarized list is presented in Appendix 4. METHODOLOGY G • SURVEYSStatistically Valid Survey TOTAL (invitation Survey) Paper surveys were mailed to a systematic random 4,502 Surveys Mailed sample of .. - - Recreation District with the option to complete through online protected website (one response per 4,4o6 Surveys Delivered household). Invitation262 • - -d Open Link Survey Later,the online survey was made available for all 13,336 Open Link Surveys • - -d non-districtWillarnalane Park and Recreation District stakeholders, 6% Margin of Error) including e.g.,commuters or residents of nearby communities). 38 SECTION 4 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Page 0 of 324 Community ngagement If A M c enaic kn: (f t 4 OF N Figure 17:Study Areas Identified in the Needs Assessment Survey Results of the survey are referenced throughout the Key Findings from the Survey plan.The data was weighted to help ensure adequate Figure 18, provides a quick overview of digital outreach representation of the community. statistics for the survey. The survey focused on usage of parks and recreation Other findings from the survey are shown in Tables 6,7 programs,satisfaction, priorities,communication, needs and 8 below,and were integrated into the development and desires,and was forward-looking—exploring future of recommendations and actions for the comprehensive facilities,amenities,and programmatic opportunities for plan. Importance of facilities and services,importance of improvement.The survey also provided opportunities to program needs,and overall priorities are presented here cross-tabulate results by many demographic categories and in Appendix 4. including by geographic area,per the map in Figure 17. COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 4 39 Exhibit A Community Engagement Page 41 of 324 Key Findings Two samples were collected in the survey effort,the with 12 to 17 year old children at home,96%responded statistically valid invite sample and the open-link sample, saying more trails and bike paths are needed. which had a strong response.Together they provide an excellent source of input on topics addressed through Among invite respondents,69% prefer direct mail for each survey.Survey results are presented in formats that communication and 64% prefer e-mail communication. compare responses from each sample,along with an Currently,63%of respondents received communication overall response. In general, responses from the open- through direct mail. Communication effectiveness link survey are similar to the invite,a positive finding related to parks, recreation facilities,and services is rated to be at least 3 out of 5 by 74%of invite respondents. that it indicates a more general consensus across the two samples. About 69%of the invite respondents responded they will Respondents show higher levels of familiarity with the probably or definitely support a bond referendum for parks, recreation facilities,and services provided by specific projects. In total for both samples,over half of Willamalane.The average rating for the invite sample was respondents support fees for new development of parks 3.6 out of 5 with 5 being"very familiar"and an average and recreation facilities,while 45%of invite respondents Of 4 out of 5 for the open-link.Trails/paths maintained do not support increased property taxes. by Willamalane, natural areas/open spaces and parks Other findings from the survey are shown in Tables 6,7, and playgrounds are the most frequently used amenities and 8 below,and were integrated into the development by respondents in both samples. of recommendations and actions for the comprehensive Improving awareness of Willamalane's facilities and plan. Importance of facilities and services, importance of services,especially in areas A and F,would increase program needs,and overall priorities are presented here usage, particularly among Latinx households with and in Appendix 4. disabilities. . . 10 Most Important Overall, respondents generally feel very welcome in Springfield Households Willamalane parks and facilities.The average was 4.3 for the invite sample and 4.4 for the open link on a scale of Facility/Service Percent Rating i to 5,with 5 being"very welcome" 4or5 The top priority for amenities and facilities was identified Park safety and maintenance 90% to be park safety and maintenance.Top priorities for Natural areas/open space 87% the trail system includes soft-surface hiking trails and Trails in parks and/or trail systems 85% scenic settings,connectivity between existing trails and accessible walking trails. Restrooms in parks 84% Natural areas/open spaces,community centers and Indoor swimming pool 58% basketball courts needs are meeting the needs of the Off-leash areas in parks for dogs 55% community well. Needs for restrooms in parks,pickleball courts,and outdoor fitness stations in parks are not Community centers 42% being met. Outdoor fitness stations in parks 34% Approximately 89%of invite respondents have children Pickleball courts 26% between the ages of 12 and 17 at home.Among those Basketball courts 26% Table 6: Most Important Facilities and Services to Springfield Households 40 SECTION 4 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Page 2 of 324 Community Lingagement PrioritiesMost Important Future Pop-Up Intercept Events HouseholdsWillamalane created staffed pop-up event tables and attended 22 community events over the summer. Most important future priorities Percent ranking Staff invited event attendees to play a voting game where end,or each community member received five tokens and placed most st important them in their choice of nine voting boxes (categories Trails and bike paths 35% listed below).The voting game helped people understand the types of projects Willamalane is considering and Outdoor swimming pool 25% collected feedback from various demographics about Park safety and maintenance 22% the community's broad priorities for park,facility, and recreation improvements. Participants were also Better maintenance of existing parks and facilities i8°� encouraged to take the public survey available online. See a summary of pop-up intercept events in Appendix 7. Outdoor splash pad for water play i6% Willamalane attended a broad range of events in effort Additional restrooms in parks 16% to attract as diverse of an audience as possible. Events Additional dog parks/facilities 14% included focuses on families,children,older adults, Latinx heritage,Asian American/Pacific Islander heritage,and Open-air covered multi-use space 14% the LGBTQIA+community. Community farmers market 13% ja Table 7: Most Important Future Program Needs to Springfield Households 06 Most .•rtant Future Program Needsto Springfield Households Program and Service Percent Rating 4 or 5 . Community farmers market 64% ' Inclusive programs for individuals with disabilities 64% � Enrichment classes and activities 63% More community special events 6o% Programs for adults 18-50 6o% Food access programs (meals on wheels,etc) 57% _ s Programs for adults 50+ 52% Additional youth sports opportunities 52% Table 8: Most Important Future Priorities to Springfield - Households COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 4 41 Exhibit A Community Engagement Page 43 of 324 In total,1,766 people cast their votes at these events. Outdoor Pool ay The vote breakdown is on the right: Those who voted for"Other"shared their ideas with a Expand Trail System staff member who recorded them.Some ideas that were Improve Existing Playgrounds shared multiple times included: Childcare Opportunities • Dog parks • Splash padsField/Court5% • Indoor or shaded • Video game programs Outdoor Recreation Equipment Rentals playgrounds Therapeutic Fitness Classes • Disc golf courses saltwater pool Recreation Classes • Additional summer Other camp opportunities Table 9a: Priorities from Intercept Engagement Events Digital Outreach Digital outreach efforts lasted the entirety of the People visited the project- engagement process and included communication to 3)723 specific webpage at community members through the Willamalane.org/ Willamalane.org/future future website,email blasts and use of social media. For a ....................................................... summary of the digital outreach effort,see Appendix 7. People were reached �i� 237493 by social media Internal Staff Engagement advertising campaigns To best understand issues pertinent to the ....................................................... comprehensive plan,district leadership and staff were interviewed as part of a"Strengths,Weaknesses, People were reached Opportunities,and Threats" (SWOT) analysis. Results 1,052 by email were used to craft questions for the needs assessment 0 survey and gain a greater perspective on key issues ....................................................... affecting the district. People responded to Staff involvement at each of the events was as follows: 213 advertised QR Codes • Staff SWOT-141 • Operations and up maintenance staff • Aquatics staff focus Digital Figure 18: Outreach Statistics group-38 focus group -z5 g Aquatics Staff Input Operations and Maintenance Staff Input Thirty-eight aquatics staff, (full-and part-time) met in Twenty-five staff members were asked a series of October zozz.A full summary of the input received is questions in November zozz and results were used to presented in Appendix 1.Staff identified higher wages, inform the maintenance assessment.Some of the top the need for additional staff,the need for lifeguard priorities include: recruitment and retention efforts,and more consistent Increase staff to support growing system,especially operation hours as priorities for improvement. in natural resources. Acquire more space (storage,shop,office, parking). Current Park Services facility is beyond capacity. 42 SECTION 4 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Page 4 of 324 Community Lngagement Operations and Maintenance Staff Input » Prioritize low maintenance designs. Address challenges associated with increase in „ Upgrade equipment to work efficiently. unhoused community members,vandalism,and management of restrooms. » Include parks staff in design and planning efforts. Be proactive in management vs reactive. District Staff and Leadership SWOT Analysis Consider needs for increased staffing and associated The analysis identified strengths,weaknesses,threats, maintenance costs with growth in district assets. and opportunities through both a written survey form and in-person interviews.The results are reflected below. Dedicate funding for large-cost maintenance needs (e.g. playground replacement). District Staff SWOT Analysis MOST REPORTED STRENGTHS MOST REPORTED WEAKNESSES ❑ Amenities and facilities ❑ Programs (ages: 20-50) ❑ Resiliency(adaptability to change) ❑ Staff salaries ❑ Staff communication ❑ Vehicle replacement program ❑ Parks ❑ Staying within mission ❑ Staff retention rate ❑ Adding amenities without maintenance budget ❑ Seasonal community events ❑ Reactive maintenance (be more strategic) ❑ Workplace culture ❑ Corrective action (patrons) ❑ Commitment to DEI ❑ Fee structure (increasing of fees) ❑ Funding base (property tax provided to district) ❑ Visual appearance of parks ❑ Community support ❑ ADA updates to facilities and parks ❑ Dedicated and competent staff ❑ Not enough staff for the workload ❑ Teamwork ❑ Insufficient programming space ❑ Attentive leadership ❑ Internal communication MOST REPORTED OPPORTUNITIES MOST REPORTED THREATS ❑ Partnerships/sponsorships ❑ Lack of frontline staff ❑ Grow volunteer programming ❑ Mid-management working outside of scope ❑ Utilization of"Friends of"groups ❑ Lack of police response (safety and security) ❑ Expand river access ❑ Need pay study to assist with recruitment ❑ Prioritizing underserved populations ❑ Maintaining assets with growth ❑ Hiring a procurement manager ❑ Eugene fees being less than Willamalane's ❑ Employee engagement ❑ Inaccurate media ❑ Outdoor tennis/pickleball courts ❑ School district (need for updated MOU) ❑ Expand disc golf ❑ Climate change ❑ Park projects that increase capacity ❑ Funding(not sustainable) ❑ Partnerships and cultural opportunities ❑ Retaining employees ❑ A new community center and indoor aquatic facility ❑ COVID-19 pandemic COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 4 43 7J a �L i I � tl' Park Sstem an ar s an Guidelines Park system standards, as defined in an inventory created to evaluate the district's resources, are integral to ensuring positive end-user experiences for the community. This inventory and standards system helps by informing what kinds of amenities and resources are needed to provide all residents with equitable access to a high quality park system. 44 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Page 46 f 324 Park System Standards and Guidelines Parks and Facilities Inventory and Assessment Inventory-What Do We Have? In April 2022,a mobile audit tool,GRASP® (Geo- - Referenced Amenities Standards Process),explained in Appendix 8 was applied to each park and facility to count and score the function and quality of: • Components (or improvements)-things you go Eli to a park to use,such as playgrounds,tennis courts, and picnic shelters Aobin Park • Comfort and Convenience Modifiers (or amenities)-things that enhance comfort and convenience,such as shade,drinking fountains, a - .F and restrooms A quality value (between o-3) was assigned to each park site,component,and modifier,allowing the comparison of sites and analysis of the overall level of service (LOS) provided by the Willamalane park system. Photos depict various examples and conditions from those visits. See Figure 19. Parks Assessment Overview Team members created a scorecard and GIS Inventory Map for each park as shown in Appendix 8.Also in w Appendix 8,find additional discussion on GRASP®and r ■ the scores for each park.The scorecard shows a variety "' of important information.See Figure 20 for a map page sample. Each map shows the park boundary as a green polygon and component locations as a green diamond. The Inventory Atlas is provided as a supplemental document to the comprehensive plan and includes all parks and facilities (See Appendix 8). Figure 19: Photos Taken During Inventory Site Visits COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 5 45 Exhibit A Park System Standards and Guidelines Page 47 of 324 N �F� � r�?.,willamalane Quartz Park �y Park andRecreaConDlstict Components Locations 0"�WPRD Multi-Use Path ✓ Non-WPRD Multi-Use Path Indoor Facilities WPRD District Boundary WPRD Foot Path ✓ On-Street Popular Bike Route 4 a Cw2........7-Open Tu t C«+298-Bas e ball Co Q. arz -a C�-299-P a o d,Loc-a P A Figure 20: Example Quartz Park Map Page from the Inventory Atlas 46 SECTION 5 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Page 48 f 324 Park System Standards and C�uldellnes Parks Summary Table Table 9b includes an alphabetical listing of all parks and shows the total number of identified components and the park acreage.See Appendix 8 for a more detailed parks matrix. Classification Park/Location Total GIs Classification Park/Location Total GIs Components Acres Components Acres Island Park 12 16.o o Tyson Park 5 4.0 E o E Lively(Jack B.) Park 11 31.2 Volunteer Park 4 4 5 rZ o Willamette U Willamalane Park 18 17.2 z Heights Park 4 4.2 Bob Artz Memorial 6 11.3 i Marylhurst Park 2 0.3 Park v a° a Robin Park 4 0.8 Ln Guy Lee Park 6 13.6 o Clearwater Park 7 70.7 Les Schwab Sports Park* 11 19.1 i Dorris Ranch 9 299.0 a Arrow Park 6 5.8 � Kelly Butte 2 5.8 �Bluebelle Park 4 2.9 Overlook Douglas Gardens Ruff(Wallace M.Jr.) 6 16.8 Park 6 5.6 in Memorial Park Fort (William S Mill Race Park 6 0.5 .) Memorial Park 7 5'2 Eastgate Woodlands of the Whilamut 8 40.8 Gamebird Park 5 2.9 Natural Area James Park 3 3.0 Georgia Pacific Jasper Meadows Natural Area 7 119.7 a Park 5 5.9 a a Harvest Landing 2 22.7 °o Jesse Maine Q Moe Mountain o Memorial Park 4 �3 1 11.0 Natural Area Meadow Park 16 7.6 z Thurston Hills z Menlo Park 3 1.4 Natural Area 4 666.4 Pacific Park 3 4.6 Weyerhaeuser Page Park 3 4-2 McKenzie 4 59.2 Natural Area Pride Park 3 23 By-Gully Path 3 2.88 Quartz Park 4 2.7 EWEB Path - 6.37 Rob Adams Park 5 32.0 Middle Fork Path - 3.47 Royal Delle Park 4 2.6 Mill Race Path - 4-94 Thurston Park 5 5.6 J West D St. 6 z 8 Table 9b:Summary of Components and GIS Acres for Each Park Greenway 3.5 'Does not include indoor components.See indoor facility Weyerhaeuser summary for indoor components total. Haul Road 4 42-98 COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 5 47 Exhibit A Park System Standards and Guidelines Page 49 of 324 Park Classifications and Park Standards in terms of the acres of open space Willamalane Since the 2012 Comprehensive Plan was adopted, many provides.Through review of park classifications and important elements of the park system have changed. options for meeting future demand for parks,the Some changes have been dramatic,such as the addition district also identified a need for a smaller pocket of the Thurston Hills Natural Area and several multi- park classification to address unmet needs within use pathways,which greatly impact the level of service neighborhoods going forward. Pocket Parks Neighborhood Parks Pocket parks are very small,have limited Neighborhood parks are located within biking components and amenities,and are located and walking distance of residential areas,and in neighborhoods.They typically exist in more are generally designed for informal activities. densely developed areas of town,do not have Neighborhood parks provides access to basic restrooms or parking and are generally located recreation opportunities for nearby residents of on very compact sites. all ages. Service Area Current Range Proposed o.3-o.8 acres average size Radius 1-32 acres average size ''/-% mile %-% mile for new parks Less than 1 acre Min.3 acres- 2o acres EXAMPLES OF COMPONENTS AND COMFORT AMENITIES: EXAMPLES OF COMPONENTS AND COMFORT * Small playground « Monuments or art AMENITIES: installations Children's play areas • Lighting * Water fountain * Sport court Court sports e Drinking fountains Plantings facilities 0 Limited seating • Informal play areas Picnic tables and benches e Paths Neighborhood & Portable restrooms, gardens when needed 0 Natural areas a. 4-0 48 SECTION 5 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Page 0 f 324 Park System Standards an Guidelines Community Parks Natural Area Parks Community parks are larger parks that provide These parks are managed for both recreational active and passive recreation opportunities for use and natural values.They provide all district residents and accommodate large opportunities for nature-based recreation,such group activities.These parks provide a variety as wildlife viewing, hiking,jogging, bicycling, of accessible recreation opportunities for all age and nature photography.These parks provide groups and provide environmental education opportunities for experiencing nature close to opportunities. home and protect valuable natural resources and wildlife.They are of sufficient size to protect Service Area Current Range Proposed resource and accommodate passive recreation. Radiw 16-31 acres average size 2 miles - irks 15-3o acres 11-666 acres Undefined EXAMPLES OF COMPONENTS AND COMFORT AMENITIES: EXAMPLES OF COMPONENTS AND COMFORT Children's play areas 4 Single and group AMENITIES: Competitive sports picnic areas Trailhead amenities a Overlooks fields Paths Multipurpose paved . Off-street parking trails Community * Lighting • Interpretive facilities recreation facilities Soft-surface trails * Natural areas # Wildlife blinds * Soft-surface or loop Boardwalks pathways 0 Interpretive facilities * Water access Benches Court sports * Water access facilities * Amphitheaters * Skateboarding * Festival space facilities Linear Parks Community gardens Linear parks provides public access to trail Off-street parking and multi-use path-oriented activities,which Unprogrammed ma include walkin runnin bikin skatin Restrooms open space y g' g' g' g' etc.,and preserves open space.Trails and Public art/fountains pathways may also provide connection to neighborhood recreation facilities where adequate space is available.They are of sufficient size to accommodate trail-related activities and green space. 'i EXAMPLES OF COMPONENTS AND COMFORT I AMENITIES: ti Multipurpose paved Limited children's � t trails play areas Wo Multiple access * Soft-surface trails points w r * Water access Benches k COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 5 49 Exhibit A Park System Standards and Guidelines Page 51 of 324 R .4 "A ,{ e Special Use Parks Sports Parks People are drawn to these parks and they are These parks primarily contain competitive managed for their unique features or uses. sports facilities and may include both indoor Special use parks provide a variety of accessible and outdoor facilities. recreation opportunities for all age groups with experiences that are not commonly available at Service Area Current Range Proposed other parks in the community. Radius 11-19 acres average size 2 miles for new parks 15-3c acres 0.4-30o acres or size sufficient Undefined to place rectangle and diamond fields on site EXAMPLES OF COMPONENTS AND COMFORT AMENITIES: EXAMPLES OF COMPONENTS AND COMFORT Interpretive facilities Off-street parking AMENITIES: 0 Diamond ballfields Restrooms Water access Neighborhood park facilities o, Rectangle ballfields Irrigated turf is Arboretums Natural areas * Lights Playground Viewpoints Picnic facilities 4Parking Storage facility 50 SECTION 5 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Page 2 f 324 Park System Standards an C�uldellnes Park Level of Service Standards for Park Classifications Overall,Willamalane's LOS is meeting community changes are reflected in Table 9c.The table also includes members'needs;however,changes in the district,along park acres and trail miles needed by 2035 to meet the with stakeholder and survey input,suggest a necessary growing population's needs. change in park LOS standards(See Appendix 8)These Average WPRD Additional Acres Needed to Meet Standards for WPRD WPRD 2022 Proposed Proposed Standard Park Type A Comparable B Existing WPRD Levelof Standards Communities Parks Acres Service 000 Current Projected 2035 000 (acres/1,000) residents Population Population 2023 Data 2022 2022 2022 zozz 2020 2035 B=((A/zozz 70,337 75,159 Formula - - A population) C D=((Current E=Projected xi,000) Population/i,000) Population/i,000) xC)-A xC)-A Pocket Park 0.02 2 1.1 0.001 0.05 2.42 2.66 Neighborhood Parks 1.5 20 109.25 1-54 2.00 31-42 41.07 Community Parks 2.0 3 64.44 0.91 1.50 41-07 48.30 Sports Parks -- 3 44.02 o.62 1.00 26.32 31-14 Other Parkland 9.5 17 1411.79 19.98 21.00 65.29 166.55 Natural-Area Parks 9.09 6 919.92 13.02 - - - Special-Use Parks °'36 5 392.80 5.56 - - - Linear Parks - 6 99.07 0.14 - - - TOTAL :0 A See Park Classifications and Definitions B Bend,Salem,Corvallis,Albany,Roseburg,Olympia Table 9c: Park Classifications and Proposed Standards Although widely used,the standard industry technique quality of components,and with public desires in order of measuring the LOS based on a total population of the to paint a more complete picture of the district's needs. service area and the total number of acres by park type The component-based evaluation system,as used in the results in a very simplistic view of service standards. It GRASP analysis explained above,takes into consideration provides a valuable perspective;however,level of service the quality and quantity of components that contribute standards need to be supplemented with additional to the overall park users experience and results in a more analysis that looks at the experiences available,the complete and accurate assessment of needs. COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 5 51 Exhibit A Park System Standards and Guidelines Page 53 of 324 Natural Areas Willamalane has seen significant growth in natural Utility Board are all public agencies with large land areas since 2012,increasing from 188 to 92o acres. New holdings that,through further collaboration,could natural area parks include Thurston Hills Natural Area, increase efficiencies and impact of Willamalane's natural Weyerhaeuser McKenzie Natural Area,and Moe Mountain resource efforts. (reclassified from undeveloped parkland in 2022) According to the public survey,these types of parks were The district's Natural Area Management Plan was one of the most desirable for the community. created prior to the acquisition of much of the current acreage and is therefore not currently a useful guide for Technical experts have guided the district to carefully prioritization of tasks or management of this parkland. plan for natural area expansion based on available The comprehensive plan includes findings from the opportunities to increase wildlife corridors and protect public,technical experts,and staff conversations that unique and specialized habitats such as floodplains, would provide a useful launching point to update this wetlands,and oak prairie.There are also many internal plan to better address its specific needs.The opportunities to integrate green spaces throughout the updated plan should incorporate all land acquired after urban core of Springfield with improvements such as the implementation of the previous plan and should also green infrastructure,expansion of urban forests,and address prioritization of management,assess funding small nature trails within developed parks.Springfield strategies and opportunities,and examine possibilities Public Schools,the City of Springfield,and the Springfield for future acquisition and expansion. i t 7Y 3s �.w -,+�•".,�_'< .'act,"",. o+ped 52 SECTION 5 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Page 4 f 324 Park System Standards an Guidelines Undeveloped Land Eastgate Woodlands of the Whilamut Natural Area, Rob In 2012,Willamalane included the following parks as Adams, Lively Park,and Dorris Ranch. undeveloped parkland:The Gray Homestead, Moe Projected growth in the district suggests a need to Mountain Linear Park,and Pierce Park Property.Since acquire land for future park development 2012,the park classifications or conditions of each of these properties has changed so that they are no longer Indoor Facilities accounted for under this category: Table 10 includes an alphabetical listing of indoor • The Gray Homestead sits adjacent to land that was facilities.The table also shows the total number acquired as Thurston Hills Natural Area and is now of identified components in each facility. Indoor included within that park boundary and considered a components are improvements that enhance the user natural area park. experience,such as rentable space, kitchens,restrooms, lobbies,vending machines,etc. For a complete list of • Moe Mountain Park currently has an informal trail indoor components for each facility,see Appendix 8. passing through it and is providing service as a natural area park. Willamalane currently owns and operates two recreation facilities and two aquatics facilities.The district provides • Arrow Park is now a developed neighborhood park scheduled programs and drop-in self-directed activities situated on the site previously known as the Pierce at each facility. Park Property. The Bob Keefer Center is a 97,000 square foot sports With these adjustments,Willamalane currently has no and recreation facility that includes a hardwood floor land identified under the Undeveloped Park classification. gym,a multi-purpose floor gym,climbing and bouldering It does have several parks with opportunity for increased walls,a student technology lab,a preschool,and four development or improvements.These parks, in essence, meeting spaces available for rent. The hardwood and could be defined as"underdeveloped"and include multi-purpose courts can be set up to accommodate _ GUARANTY - 4 WiUomabne �4. _ • COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 5 53 Exhibit A Park System Standards and Guidelines Page 55 of 324 basketball,volleyball,tennis, pickleball, roller skating,and attract and retain lifeguards and swim instructors, other recreation and sports activities. The facility is co- attracting and retaining staff is challenging. located with the Les Schwab Sports Park. Results from the needs assessment survey suggested that current community needs were generally being met The Adult Activity Center is an all-generation community for recreation and indoor pool facilities. One a scale of recreation facility,although many of the programs 1 (not being met)to 5 (being met),the two recreation offered focus on meeting the needs of older adults.The facilities were rated a 4.1,and the two indoor pools were facility includes a kitchen,a multi-use space, meeting rated 3.9 by respondents of the random survey. Both the rooms,a wood shop and rock shop. Programs offered public and staff who work in these facilities were asked to at the facility are in high demand and well received.The participate in the engagement efforts. facility features food access programs,arts programs, leisure classes and special events. Indoor Facility Total Indoor The Willamalane Park Swim Center includes Components" opportunities for leisure swimming and offers an eight- Bob Keefer Center for Sports and lane la pool,warm-water and deep-water water pools,s 20 P P P- P Pa, Recreation and fitness center. Programs include a variety of water fitness classes and swimming lessons. Splash! 9 Splash! at Lively Park is an indoor water park that Willamalane Adult Activity Center 17 offers a six-lane lap pool,children's pool,a wave Willamalane Park Swim Center 7 pool,slides,concessions,and a sun deck/community room.While the district offers incentives to Table 10: Indoor Facility Summary Table 54 SECTION 5 Willamalane Park and Recreation District COMPREHENSIVE PLAN I() N Q v - i'N� a cam= X O W W= O m v C v N � a N C Un — UTl o ' e WE S O \ m !� 10 ® C o _ E. ?$� 1 La ------- +H y bZ w � m fI: C r N I/ r �w m \ E IN\ to e I. c� C � � `��... - co 4E� to a - CL E d Ln � LL yf V •F t OFF .r. Levelof S Assessment This section examines how well each park and the collective system of Willamalane parkland is meeting the need of district residents. 56 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Level of Service A8ssessment Level of Service Assessment distinct types of service areas for examining the park How Are We Doing? system to account for this variability: What is Level of Service (LOS),and why i)Walkable Access— uses a travel distance of one-half do we use it? mile,a suitable distance for a ten-minute walk. LOS measures how a system provides residents access 2) Neighborhood Access— uses a travel distance of to parks,open spaces,trails,and facilities. It indicates one mile to each component and gives a premium the ability of people to connect with the outdoors and for areas within a ten-minute walk. It is intended to nature and pursue active lifestyles with implications for account for users traveling from home or elsewhere health and wellness,the local economy,and quality of to a park or facility,most likely by bike, bus,or life. LOS for a park and recreation system tends to mirror automobile. community values reflective of personal connections to communities. It is also useful in benchmarking current Further discussion on perspectives and other conditions and directing future planning efforts.The terminology is found in Appendix 8. service offered by a park or a component is a function of two main variables: location and ease of access. Component Scoring To assess quality of service within existing parks,each What is GRASP®? park improvement,or component,was given a score GRASP® (Geo-referenced Amenities Standards Process) of i-3 based on condition,size,site capacity,and overall has been applied in many communities across the quality that impacts the experience provided to the user. country as a measure of LOS.With GRASP®,information from the park and facilities inventory is combined with e i = Below Expectations GIS software that produces analytic maps and data called 0 2= Meets Expectations Perspectives that show the distribution and quality of these services. . 3= Exceeds Expectations What do Perspectives do for us? Typically,a rating of"i"suggests a need for improvement Perspectives can be maps or other analyses or replacement,"2"suggests the component meets incorporating statistics,diagrams,tables,and charts that the need but is not ideal,and "3"is newer and excellent. provide benchmarks or insights useful in determining Willamalane components are more likely to be scored community success in delivering services.The park and a"2" (over 8o%of components),and less likely to facility inventory provides details of what is available be scored a"3" (less than 5%of components) when at any given location,and GIS analysis measures user compared to averages from the national dataset. access. People use various ways of reaching a recreation This could mean that the district has fewer signature destination: on foot,on a bike,in a car,via public improvements or destination type features within the transportation,or some combination.There are two park system.Table ii illustrates district component scores compared to the national dataset. Neighborhood Park Community Park Neighborhood Park Community Park Component . Component . Component . Component . Scores Percent% Scores Percent% Scores Percent% Scores Percent% 0 i% 0 0% 0 3% 0 3% i ii% i ii% i i0% i ii% 2 84% 2 85% 2 78% 2 77% 3 4% 3 4% 3 8% 3 9% Table 11: District Component Score Breakdown vs National Dataset COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 6 57 WM Ila h t 'y 14 ,. Park/Location Component Qty Neighborhood Community Score Score • ■. Playground, Local Exhibit A Level of Service 6A°ssessment Park Scoring Community Park Neighborhood Community Park scoring measures how the parks and components Score Score serve residents and users.These scores often make the most sense when compared within the same Willamalane Park classification, i.e.,when comparing one neighborhood = park to another neighborhood park. It may be Lively(Jack B.)Park reasonable that there are wide ranges of scores within Island Park a category. It may also be an opportunity to re-evaluate a park's particular classification based on the service to Average Neighborhood Score:57 the community or neighborhood it serves. Park scores Average Community Score:69 are made up of the collective component scores from Table 13:Community Park Scores the assessment. Neighborhood Park Neighborhood Community In addition to locating components,the assessment Score Score includes quality,function,condition,and modifiers. Cumulative scores most directly reflect the number and Meadow Park quality of improvements,or components,within a park. Fort(William S.)Memorial Park 0 The availability of modifiers,such as restrooms,drinking Arrow Park m fountains,seating, parking,and shade,also affects park Thurston Park m m scores. Higher scores reflect more and better recreation Rob Adams Park 0 m opportunities than lower scores.There is no ultimate or 0 m Jasper Meadows Park perfect score. Volunteer Park To assist in prioritizing parks to improve level of service, Quartz Park each park has a neighborhood score and a community Bluebelle Park m score.The biggest difference in these two scores is Williamette Heights Park that the neighborhood score is focused on the diversity Royal Delle Park of experiences available at a park while community Jesse Maine Memorial Park score considers the quantity of each experience and Gamebird Park its ability to support a broader,community-wide use. An example of this might be a park that has several Pacific Park different improvements including a playground,a picnic Page Park m m shelter,a basketball court,and four tennis courts.The Menlo Park m neighborhood score would reflect that users have access Pride Park to four different components.The community score Douglas Gardens Park recognizes the four unique component types but also Tyson Park Q factors in the fact that there are multiple courts available. James Park 0 In this case,the park would have a higher community score than neighborhood score. Average Neighborhood Score:zz In Willamalane's park district,scores among the different Average Community Score:25 classifications vary greatly(Tables 13-17).This likely means Table 14: Neighborhood Park Scores that some adjustments may need to be made to park categories (classifications)to closely match these park Pocket Park Neighborhood services and public expectations.The following park Score Score scores are grouped by classification and listed from high to low for both neighborhood and community scores 3 Robin Park Marylhurst Park Average Neighborhood Score:18 Average Community Score:18 3 Natural areas are not mdided in this park score analysis_ Table 15: Pocket Park Scores COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 6 59 Exhibit A Level of Service Assessment Page 61 of 324 �. Wiliam ne Bob Keefe Cent FOR SPORTS AND ECREATIO UNLIMITED n 1 SS SUMMER FUN�1:50 9 HERE / 1r; ' TS � RE w I AN Sports Park Neighborhood Community Walkable (% mile) Access to Recreation Score Score Walkability analysis measures how user-friendly an area is to walking and benefits a community in many ways Les Schwab Sports Park related to public health,social equity,and the local ® m economy. Many factors influence walkability,including Guy Lee Park the quality of footpaths,sidewalks or other pedestrian Bob Artz Memorial Park m rights-of-way,traffic and road conditions, land-use Average Neighborhood Score:29 patterns,and public safety considerations.One-half mile Average Community Score:50 buffers have been placed around each park improvement Table 16:Sports Park Scores and shaded according to their score.This ten-minute standard is consistent with other national initiatives by agencies,such as The Trust for Public Land and the Special-Use Park Neighborhood Community National Recreation and Parks Association. In this analysis Score Score neighborhood access is equivalent to walkable access. Dorris Ranch Clearwater Park Ruff(Wallace M Jr.)Memorial Park m Mill Race Park Island Park Kelly Butte Park Average Neighborhood Score:38 Average Community Score:38 Table 17:Special Use Facility Scores 60 SECTION 6 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Page 62 of 324 Level of Service Assessment Pedestrian Barriers Pedestrian barriers such as highways, major streets, accessible without crossing a major street or another railroads, large holdings of private property and natural obstacle.Green parcels represent park properties. Indoor features like rivers significantly affect walkable access facilities and schools are also identified on the map with in the district. Figure 23 shows zones within the district a black"W"and black flag icons respectively.The yellow that are created by such identified barriers.These are outline represents the urban growth boundary. displayed as dark purple lines and serve as discrete areas, See Figure 23. Legend C3 Pedestrian Barriers �I _ Residential AreasIF r ti J f r~ �-t 4�f L_ '+ r 'r INS� 1 _ -� - lie, Figure 23:Walkability Barriers"Cut-Off"Service Areas Where Applicable A series of maps represent the walkable LOS across the district based on a ten-minute walk.The darker in this map,the LOS in the walkability analysis has been orange gradient areas indicate more and higher quality "cut-off" by identified barriers where applied. Larger recreation assets. Gray areas fall outside of a ten-minute versions of all of the maps included in this section can walk. Environmental barriers can limit walkability,and be found in Appendix 8. COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 6 61 Exhibit A Level of Service Assessment Page 63 of 324 3 --� Legend Higher Level of Service Lower Level of Service No Service within 10-min walk fob 1 r r .�e,��s Ira - ■ r IL U jr�, f` Y � �/ �Y LY t i � r a ' jL r IJ 6 11 ! I , y I Figure 24:Walkable Access to Outdoor Recreation Opportunities r maman In general,this analysis shows a reasonable distribution Centennial lt�?!�}CfIB �� of parks.The orange shading in the maps (Figures 24 ylemenfary School and 25) allows for an understanding of LOS distribution ',Menlo Park 4 and areas of concentration across the district. It should W also be noted that while some of the gray areas in the Meadow l+ map may be residential, many of the gray areas are illlaralane Adu!t Overlook Park industrial,commercial,or currently undeveloped and Activity Center may not necessitate park access. I S gfield - West D St School Figure 25 shows the high-value area near Island Park. reenway.__--j Community members can access 4 components at seven parks,including the Willamalane Adult Activity Now IS1 ark Acaderr Center,and a number of trails within the area defined by of the the dark red dashed-line. Mill Race P rk %L 7Y' Figure 25: High-Value Walk Area 62 SECTION 6 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Pageof 324 Level of Service 6A4sse sment Walkability Gap Analysis Neighborhood (One-mile) Access The parks and their improvements will likely attract to Outdoor Recreation users from a walkable distance.The following map Neighborhood,or one-mile,access to recreation shows three levels of service in three separate colors. opportunities was also examined.A heat map (Figure 28) These levels,or colors, represent areas that provide an shows the results of this analysis,where darker gradient adequate or better level of service (purple),a low level areas indicate higher quality recreation assets based of service (yellow),or no service (grey)within a walkable on a one-mile service area. In general,the district has distance. Purple shaded areas indicate access to schools. an excellent distribution of parks and facilities in terms Areas shown in yellow on the map can be considered of one-mile access. It is assumed that for most park areas of opportunity. Improving the service available in users,access to a neighborhood park one mile from their such areas may be possible by enhancing the quantity residents will involve driving and therefore, barriers are and quality of features in existing parks without acquiring not considered. new lands or developing new parks.Another option might be to mitigate pedestrian barriers in the immediate Neighborhood Gap Analysis area to improve access to one or more park,trail,or natural area with additional user experiences available. While i2%of the land area has limited one-mile access, nearly all residents (99%) have good access to outdoor When combining the service levels with census data,the recreation opportunities within one mile and meet the analysis indicates that parks are generally well placed and target score as discussed previously.These analyses are serve a large population of the land area.The district shown in the following charts.See Figure 27. is well positioned,with over three-quarters (8o%) of residents within walking distance to one or more outdoor recreation opportunities.One-quarter of residents live %of Population with Neighborhood within a target score area.These are positive results Access to Outdoor Recreation and offer opportunities for improvement as well.The following chart displays the population percentages based on service levels.See Figure 26. No Service Areas Lower Service Areas %of Population with Walkable Access ■Adequate Service Areas to Outdoor Recreation 2O� Figure 27: Percentage of Population with Neighborhood 0" ■No Service Areas Access to Outdoor Recreation Lower Service Areas 55� ■Adequate Service Areas Figure 26: Percentage of Population with Walkable Access to Outdoor Recreation COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 6 63 2 � J a a w� wy �+ p� 2I sIIK f9 O a K Vnn Vnn1 23 nn� Vn! J 2 a � y._ O O ° ❑ p a as © ) ) J am �" r a QE � o a — m� �a E - K x -v o�oY�YW m a " S .'✓ J�m by YE aa„ y,. % a t� a ,ate U � ma �a 7 �c mo a �o ❑a°• W 0z w IN o C a O � E U� o f Y E a wc� a a I ci 3 a ci > I d ai J � � N Q N� £ � v m °• x ° a a d b °'a �� O •- QJ _ w u•Z �__._ ; o. a E + '" - 3`° o,_ 4,'c y 2 u I T r2i U} O I V N Z1 R Val J Z O� 3a' snm a j tt y 2N JN Zr 0 = N h m it �" b z - m ci�a a m 'a i n � 0 =ym j.. �aq E amp Y die 9 O R'—1 J m t i y� 6[n / e b �N y/ m�! 0 Z I a I- Ot' a yo 'mom I, Y { v) -a' ~U f o Qg m a aE \ a°•-� 3 O w 3� �.c� a > N — o •� = t �S - Q _ W Exhibit A Level of Service Assessment Page 67 of 324 r� r.l i y Overall Qualitative Observations Qualitative observations based on park and facility visits Additional Analysis include the following: Similar-Size Agency Comparison • A good standard of providing formal trailheads The district was compared to a national is evident. dataset consisting of 86 agencies,5,632 parks,and over 31,000 components. Park signage is standardized and displays consistent branding across the system. • Playground replacement schedule is being Q implemented. M, i o Newer playgrounds were recognized at Jasper Meadows, Bluebelle and Quartz Parks. • Sport courts need updates to surfacing Parks 4 Parks (basketball, tennis,etc). Top ioo of all Top 1o0/o of all Park Scores Park Scores • More shelters seem appropriate to provide relief from weather. • The system lacks a"signature park." • Some parks, like Thurston Park, have nice settings with lots of mature trees. • There seems to be a wide range of parks and offerings within the neighborhood park classification. • Some parks have several components while others have minimal recreation opportunities. 66 SECTION 6 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Level of Service 6A8ssessment When comparing Willamalane to other agencies and that the district is above the average of other similarly parks in the dataset,four parks scored in the top io% sized agencies in total number of parks.The district of all parks.Willamalane Park and Les Schwab Sports matches the average in components per capita and Park are in the top 430 parks out of more than 5,600 parks per capita. parks.Additional findings in these comparisons reveal =48 =4 =0.7 Total Locations Parks Per 1,000 People Components Score Per 1,000 Population Frederick,MD-85 Grand Junction,CO-53 Encinitas CA-7 Frederick,MD-5 Frederick,MD- 1 Grand Junction,CO-o.8 Encinitas,CA-63 Georgetown,TX-52 Grand Junction,CO-5 Georgetown,TX-4 Encinitas CA-to Georgetown,TX-0.7 Arlington Heights,IL-57 Tamarac,FL-i5 Arlington Heights,IL-5 Tamarac,FL-z Arlington Heights,IL-o.8 Tamarac,FL-o:2 Categories where Willamalane falls short of the population lives in a walkable io-minute service area. comparable average are"components per park" This is well below the average of other agencies and "average score per park"These two categories across the nation. are directly related. In addition,only 25%of the 31 25% Average Score Per Location o Walkable -Target Components Per Location Tamarac,FL-42 Grand Junction,CO-34 Frederick,MD-7g% Grand Junction,CO-35% Tamarac,FL-7 Grand Junction,CO-6 Encinitas CA-31 Georgetown,TX-31 Arlington Heights,IL-64%Tamarac,FL-27% Encinitas CA-7 Georgetown,TX-6 Arlington Heights,IL-36 Frederick,MD-21 Encinitas CA-63% Georgetown,TX-23% Arlington Heights,IL-6 Frederick,MD-4 r: COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 6 67 Exhibit A Level of Service Assessment Page 69 of 324 Oregon Agency Comparison Comparisons are also available for other agencies generally the district has fewer parks per capita, but within Oregon (see Table 18 below). While populations more development (average number of components per are different among this group,when the following site) in the parks than other agencies in Oregon. comparisons are adjusted for the population differences, North Tualatin City/Agency Umatilla Canby Wilsonville Corvallis Willarnalane Clackamas Hil is Average Year 2020 2021 2017 2011 2020 2012 2o18 - Population 7,723 18,952 22,919 54,462 70,337 115,924 265,078 79,342 Population Density(Per 2.4 6.3 4-7 3.0 4.8 5.0 7.6 4.8 Acre) People per Park 644 824 11091 1,009 1,465 1,246 982 1,037 Park per 1k 1.6 1.z o.9 1.0 0.7 0.8 1.0 1.0 People Average#of Components 6.4 3.0 8.4 5-7 3.2 3-3 5 per Site Average Score/ Site 16.o 16.3 52.0 41.1 23-7 z6.4 30 Components per Capita 10 4 8 6 4 3 3 5 GRASP® Index 24 zo 48 41 21 19 27 28 of Total Area w/LOS 0 74% 98% 95% 93% 97% 100% 94% Average LOS per Acre Served 112 265 388 289 148 183 489 268 Average LOS /Population Density per 47 42 82 96 31 36 65 57 Acre %of Population with Walkable 62% 87% 67% NA 25% 40% 72% 6o% Access ❑ Better than average 0 Below average ❑ Neutral Table 18: GRASP®Comparative Data (Oregon Agencies) 68 SECTION 6 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Level of Sery ce�A°ssessment Capacity Analysis Capacity analysis is a traditional tool for evaluating — service levels.This analysis compares the ratio of „e components and the population. It projects future needs based on this ratio (e.g.,as the population grows over time,components may need to be added to maintain the 1�� same proportion).Table 19 shows the current capacities and the projected need in io years.While there are no correct ratios,this table can be used in conjunction with input from focus groups,staff,and the public to determine if the current ratios are adequate. Based on growth projections,components highlighted as red should be added to maintain the same LOS. The usefulness of this analysis depends on future residents'interests and behaviors and relies on the assumption that they will be the same as they are today. Table zo illustrates agency performance benchmarks It also assumes that today's capacities are in line with for many components.According to this NRPA Agency needs.Table 19 (the capacities table) bases analysis on performance Review,Willamalane meets or exceeds the number of assets without regard to distribution, the median in all categories except tennis courts,youth quality,or functionality. Higher LOS is achieved only by diamond fields,and rectangular fields. It should be adding components, regardless of the location,condition, noted that the district does have eight half-court or or quality of those assets. In theory,the LOS combines practice basketball courts that likely fulfill the local need. location,quantity,and quality.This table should be The population would need to more than double to used with discretion and in conjunction with the other trigger development of another dog park or skate park analyses presented. based on these calculations. Ar ` COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 6 69 Exhibit A Level of Service Assessment Page 71 of 324 2022 2022 Ratio 2022 Ratio per Total Needed Count per 1k Component Based on 2035 Add Population Population Basketball Court i6 0.2 4,396 i7 i Basketball, Practice i0 0.i 7,034 ii i Bike Course 2 0.03 35,i69 2 0 Diamond Field 7 0.i i0,048 7 0 Diamond Field, Practice 7 0.i i0,048 7 0 Disc Golf i 0.0i 70,337 i 0 Dog Park i 0.0i 70,337 i 0 Educational Experience 6 0.i 11,723 6 0 Event Space 4 0.i 17,584 4 0 Fitness Area i 0.0i 70,337 i 0 Game Court 2 0.03 35,i69 2 0 Garden,Community 3 0.04 23,446 3 0 Garden, Display 3 0.04 23,446 3 0 Historic Feature 2 0.03 35,i69 2 0 Horseshoe Court 3 0.04 23,446 3 0 Loop Walk i7 0.2 4,i37 i8 i Open Turf 3i 0.4 2,269 33 2 Passive Node 7 0.i i0,048 7 0 Pickleball Court 8 0.i 8,792 9 i Playground,All Sizes 26 0.4 2,705 28 2 Public Art 7 0.i i0,048 7 0 Rectangular Field, Large 4 0.i 17,584 4 0 Shelter,All Sizes 9 0.i 7,8i5 i0 i Skate Park i 0.0i 70,337 i 0 Tennis Court 8 0.i 8,792 9 i Trailhead 5 0.i i4,o67 5 0 Volleyball Court 3 0.04 23,446 3 0 Water Access, Developed 3 0.04 23,446 3 0 Water Access,General 6 0.i 11,723 6 0 Water,Open i0 0.i 7,034 11 i Table 19: District Component Capacities Ratios 70 SECTION 6 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Page 72 of 324 Level of Service Assessment 2022 NRPA Agency Performance Review: Park and Recreation Agency Performance Benchmarks Outdoor Agencies Median Need Offering Number of Willamalane Willamalane To Add Outdoor Facility this Residents Current Residents per To Meet Facility per Facility Quantity Facility NRPA Median Playgrounds Playgrounds 95% 3,807 26 2,705 (8) Courts Basketball courts 86% 8,477 i6 4,396 (8) Tennis courts 78% 6,413 8 8,792 3 Pickleball courts i8% ii,999 8 8,792 (2) Diamond Diamond fields: baseball - Fields youth 79% 8,095 z Diamond fields:softball fields 65% i7,228 (3) -adult 7 i0,048 Diamond fields:softball fields 62% ii,688 (1) -youth Diamond fields: baseball - 54% 25,097 (4) adult Rectangular Rectangular fields: 68% 13,151 i Fields multipurpose Rectangular fields:soccer f 50°� 8,224 5 field -youth 4 17,584 Rectangular fields:soccer f 44°� i6,23i o field -adult Rectangular fields:football 35°� 30,599 (2) field Dog Parks Dog parks 67% 56,084 i 70,337 0 Skate Parks Skate parks 390/8 65,000 i 70,337 0 Community Community gardens 51% 49,351 3 23,446 (2) Gardens Comparison based on median for less than 50,000 to 99,999 population comparison ❑ Better than average ❑ Below average Table 20:Outdoor Park and Recreation Facilities-Median Population Served Per Facility COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 6 71 E : x �• + "�Y�y F ti"r AM Y _ Trails and P s Assessment A key component of the planning effort is documenting the community's input on the existing and potential future trail network within Willamalane's boundaries and assessing existing access and user needs. Potential prioritization criteria for future trail improvements and a set of preliminary recommendations are included. 72 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Trails and Pathways�A4ssessment Access Willamalane's trail network currently includes 38.1 miles concentrated in the western and southern areas of of trails available to a range of users.Table 21 highlights the district,thus making access to the trail network low, median,and upper quartiles (in miles)for typical disproportionate for Willamalane residents. trail systems serving similarly sized communities as Springfield.The district provides miles of trails at a The quality of access to trails (e.g., length of consecutive rate comparable to other agencies around the country trail available for recreation) is another important and over double the median miles of trails for similar factor. Figure 32 shows that many residential areas sized communities. in the district have access to trails. Residents in the center and northwest areas have limited access to trails. Willamalane is part of a regional network of parks and Figure 32 also indicates which trails are maintained open spaces in adjacent Eugene and outlying areas by Willamalane as well as other accessible trails not of Lane County.The regional vision for trails and managed by the district.The analysis shown in Figure 32 connectivity is defined in the Rivers to Ridges Vision shows accessibility of all trails in the district, regardless of shown on the map in Figure,30.Willamalane has been an whether they are managed by Willamalane.Trails shown active partner in this effort since 2000. in dark red are in areas with the best trail connectivity and continuity within the district,while areas in dark Access to local amenities is generally evaluated within and light orange have relatively less access to the trail a quarter-or one-half mile radius of the resident's network.The map demonstrates a significant gap in home. Figure 32 shows the accessibility of the existing trail access in the center of the district and lack of trail network within a one-half mile of trail access connectivity in northeast Springfield. points. It also shows that the trails in the network are Willarnalane Miles of Trail National Recreation &Park Association (NRPA) Miles of Trails All Agencies Population 50,000-99,000 Median 14 14 38.1 Lower Quartile 5 7 Upper Quartile 39 29 Miles of trails in 2022 includes those from the following GIS data:Willamalane multi-use paths and foot paths,"formal trails,"Thurston Hills Natural Area Phase II,and non-Willamalane multi-use paths within the Springfield UGB. Table 21: Willamalane Miles of Trails COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 7 73 z w x LU x w to C O 4� Ile H lz t3 Op HW A'E E.� i. op IS T"J Etc V/ HE BE, g-I Fi M. Ap Qj 6 '9 IF > 0 6 0 b4 a� E _^ Q NN Q L ON W W m a m c a w d R O y A C 3 u z u° Vf% \ I _ ! I 9 �I F .........i� w FI 6 N _ > W Z a J Q� w W am � x 2 W r W m i w 2 Ol S 6 a m H g W } a R o xZi ll m 'z ci za i of 3u wm I ° I I 'IJ�,�, a 75 A A m ® 2 ( I I v I ¢� o I'll\;♦ g� ,,.S� - m m d 1 - a� �c �1` E • • ��F �Y//Y` -4 a E � u E sm a o N w Q _a m+- v C Q cn u� W N y p G" 01 — T --_—_ m ¢ -11_ ID � h Exhibit A Trails and Pathways�A8ssessment Public Engagement—Trails Use adjacent to Willamalane's boundaries.The following and Desires plans were just a few of the documents reviewed: As part of the community engagement for the . Rivers to Ridges Vision (2003&2023) comprehensive planning effort,Willamalane hosted focus Willamalane Park and Recreation Comprehensive groups,distributed community surveys,and conducted stakeholder interviews.A priority for Willamalane Plan (2oi2) throughout this process was to obtain input from a . Lane County Sea to Summit Parks&Open Space broad demographic across the entire district to better Master Plan (2o18) understand needs across the numerous communities. Input was gathered from the Springfield Bicycle and y City of Springfield 2035 Transportation System Pedestrian Committee (BPAC),City of Springfield staff, Plan (2020) and a targeted focus group to further clarify trail needs. . Lane County Bicycle Master Plan (2022) Participants included Rivers to Ridges and Lane County Transportation staff(to best understand the regional Oregon's Statewide Comprehensive Outdoor Recreation vision), members representing the Latinx and tribal Plan (SCORP) adds additional perspective on prioritizing communities,and those attending a targeted focus trails both regionally and within the county. group specifically dedicated to accessibility and inclusion discussion.A targeted focus group to gather teen input Since the completion of Willamalane's last suggested hiking opportunities were a top recreation comprehensive plan in 2012,the district has prioritized interest for this group. Input was used to shape and trail improvements that met goals and strategies define this and other sections of the plan. identified in the plan.These improvements include:a new soft-surface trail system at Thurston Hills Natural Area While some nuances exist in terms of user desires among for hiking and mountain biking(o miles),completion the various communities throughout the district,needs of the Middle Fork Path providing a paved multi-use assessment survey results indicated that a majority feel corridor along the Willamette River to Dorris Ranch (final that the most important needs within the district are mile-long section of the four-mile path),and construction more trails and bike paths.^ This does not suggest that the of the Mill Race Path which provides paved multi-use trails network is not meeting the needs of the community. path connection from downtown Springfield to the In fact,a substantial majority of survey respondents center of the Middle Fork Path along the Willamette River use recreation trails and paths at least once a month, (three-miles). In addition,the paved Weyerhaeuser Haul while nearly half of respondents use them weekly or daily. Road (four-miles) is now open to the public for use and Three top priorities that the community feels would help portions of this trail have been improved.See Section 9 improve the existing network include: for goals,strategies,and action items that include trails • More soft-surface hiking trails in scenic settings and pathways. • Improved connectivity between existing trails Level of Service Comparisons • More accessible walking trails Using Bend,OR,Olympia,WA,and Missoula, MT as peer communities,the combined miles of trail provided per Previous Trail Planning Efforts 1,000 residents averages to 0.374. A service level of o.645 miles per 1,000 residents presents the highest This plan recognizes the various trail planning efforts ratio of miles of trails compared to residents among the that have occurred in the past as well as those currently three communities.Willamalane compares favorably ongoing. Goals, policies,strategies,and actions were by achieving a ratio of 0.545 miles per 1,000 residents. analyzed to gain a broad perspective of district-wide Willamalane is not proposing a LOS standard for trails efforts and to assist in developing goals and strategies to guide expansion in this plan. Future growth and for this plan.The intention is to help ensure consistency expansion of the trail system will be determined based on between plans and foster collaboration between the the need for improved access,greater connectivity,and various jurisdictions involved in trail planning within and the community's desire for additional trail opportunities. 4 When asked to assign a level of Importance for future Improvements,69%of statistically valid survey respondents rated trails and bike paths either "4"or"5" on a scale of 1 -5;5 being very important and 1 not important- COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 7 77 Exhibit A Trails and Pathways Assessment Page 79 of 324 Trail Users ` Willamalane recognizes that there are a range of trail users,and the plan development process attempted to reach existing and potential user types for consideration in priorities for future trail projects.At a high level,and as identified during the public engagement process, potential trail users include walkers/runners, hikers, a bicyclists, mountain bikers,and equestrians. Challenges While Willamalane's trail network continues to evolve, understanding shortcomings will help to ensure that the community's needs are met. Public feedback throughout the plan development process provided a window into these challenges,which have been categorized under five themes:connectivity,access,safety and comfort, overcrowding,and trail variety. Connectivity Safety and Comfort Through observing the trails map and quantifying the Another theme that emerged from community feedback miles of trails throughout the district,the trails network involved the perceived safety and comfort of the trail presents many strengths and opportunities. However, network.The COVID-19 pandemic led many more people one key challenge of the network is connectivity. to get outside and explore the outdoors, particularly Addressing gaps identified within the current system in their local environments.As such,the trail network could improve user experiences through better saw an increase and greater diversity of users.One interconnected trails throughout the area. Further, area of concern is the safety and comfort of bicyclists the same can be said for connectivity to the regional versus users on foot or other slower moving modes. network and those trails that lie beyond Willamalane's Friction occurs when these higher-speed users interact boundaries,such as those that provide routes into with slower users in close proximity,causing some level Eugene or those between east Springfield and Thurston of discomfort for each. Community members have Hills,for example. suggested that more designated,separated facilities for different users are needed in high traffic areas. Access This includes both the open space trails network and the Access is a key issue that has a significant impact on on-street walking and biking network. usage,equity,and user experience.As described in the section above,accessibility to Willamalane trails varies Another area of concern involves the lack of amenities across the district.Some neighborhoods contain greater along Willamalane's trails network.The amenities levels of access due to proximity,trailheads,and other mentioned each contribute to user experience and are features that make using the trails easier for some intended to enhance the experience and attract a greater than others. diversity of users.The requested amenities include: In addition to proximity,access also includes • Designated bike parking consideration for a range of users with varying abilities. a Signage and wayfinding While the community is generally satisfied with the opportunities available, many are concerned that . Path and trail lighting maintenance, upgrades,and additions should afford greater access for users of all ages and abilities, including * Additional shade those with needs identified in the Americans with . Restrooms Disabilities Act. Regularly spaced benches • E-bike/e-scooter charging stations 78 SECTION 7 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Trails and Pathways Assessment a �r v �r� � Thy i � .. �4i - � '�t• tiT Ci C �*ay`�7r "{ a s, key t v Finally,maintenance was a significant concern across mountain bike community,for example,cited a need for the district.While it has an impact on user experience, additional trails for beginners and those new to mountain maintenance also has implications on user safety.All biking who may find the existing network too advanced or demographics and age groups that participated in technical.Another user group that expressed a need are the needs assessment survey highlighted a desire for equestrian users. Equestrian accessible trails largely exist enhanced maintenance, making it a key priority in this beyond Willamalane's boundaries,and the key is to provide planning effort. access points that offer connectivity from the district. While these two user groups are more niche,they speak Overcrowding to the popularity of Willamalane's trails network and the Over the past few years and particularly during the varying types of users. height of the COVID-19 pandemic, hiking activities have risen in popularity,drawing more visitors to Project Prioritization trails with scenic vistas,especially near populated The criteria for prioritizing new trails (or extending areas. Willamalane is fortunate to have a rich natural connections for existing trails)within Willamalane's trail environment for community members to enjoy; however, network is derived from both regional planning efforts with limited accessible scenic vistas,concern has arisen and the community input referenced in the engagement regarding potential overcrowding at regional overlooks. section.The community engagement efforts completed Community members have suggested that providing for the comprehensive planning process revealed the access to additional scenic points could help to reduce following community priorities for trails:soft-surface these impacts. Within Willamalane's boundaries, hiking trails in scenic settings,connectivity between Springfield Butte and Vitus Butte are two examples of existing trails,and accessible walking trails.These were locations that could offer alternatives and help to spread also among the overall top priorities for the plan (see out users between regional overlooks in the future. Section 9).The recommendations listed below provide Trails Variety proposed criteria for evaluating progress in future development of the trail network according to these The access section discusses the desire for a wider priorities. It also provides general recommendations for demographic of user types to be able to utilize improvements to Willamalane's trail network in order to Willamalane's extensive trails network.A potential solution meet the comprehensive plan goals. would be to provide a greater diversity of trails that provide a larger array of options for different users.The COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 7 79 Exhibit A Trails and Pathways Assessment Page 81 of 324 Evaluative Criteria for Project • Identify highest use trails where friction exists Prioritization between user types (e.g.,bicyclists and pedestrians). Consider creating separated facilities along these Criteria can be helpful to prioritize future trail and pathway segments. projects.The following provide options for such criteria: • Figure.32 identifies underserved areas in central Soft-surface hiking trails in scenic settings Springfield and in the Thurston area. Potential o Identify scenic locations within district boundaries solutions may be (1) an extension of the The By-Gully Path across Pioneer Parkway to central Springfield o Measure miles of soft-surface hiking trails and (2) an extension of the Levee Path east along (existing and planned) the McKenzie River,connecting to Game Farm Road. • Connectivity between existing trails in areas where North Thurston (NE Springfield) has no connectivityinto the western parts of Springfield. off-street connections are missing in the trail network There is a gap in the network between Island Park o Priority connections should be in areas where and Booth Kelly Trailhead, between the EWEB Path users are less likely to own a car and where and the Levee Path, between the Levee Path and alternative routes via walking or biking are Thurston,between the By-Gully Path and Eastgate not available. Woodlands. • Accessible walking trails There is a desire for additional access points to the o Define accessibility(if beyond requirements Middle Fork Path trail network. Major barriers within for ADA) the region limit bike and pedestrian connectivity. Willamalane should work with partners to reduce o Track quantity(through miles of trails and barriers by creating safe crossings to: Highway 126, consecutive trail mileage) of accessible trails railroads, Main Street,29th St.,and 42nd St. Industrial available in the district. land in central Springfield also serves as a significant • Miles of trails per 1,000 residents east/west barrier. • Apply equity criteria (population impacted,household • There is a demand for trail access to and along the income,diversity,and crime index).See Appendix 8. McKenzie River. Look for opportunities to connect to trails or other Key Findings recreational opportunities outside of the district • Incorporate recommendations from the Rivers to boundary(i.e.,to Armitage Park,Coburg,over Ridges Vision Update, particularly where it overlaps Hayden Bridge,to BLM land,to Howard Buford with Willamalane's key priorities. Recreation Area,to future Glenwood riverfront, • When developing new trails or repairing existing trails, and to Wallace Creek Road) try to include desired amenities,such as designated . There is demand for additional trailhead and access bike parking,signage and wayfinding,trail lighting, points to Thurston Hills Natural Area. shade, restrooms,places for rest such as benches, and e-bike/e-scooter charging stations. 80 SECTION 7 Willamalane Park and Recreation District COMPREHENSIVE PLAN , Exhibit A Page 82 of 324 r . Delivery of S This section includes key findings from assessments of Willamalane's organizational and financial practices, its recreation delivery system, and park maintenance and operations practices, the full content of which can be found in Appendix 1. Also included in this section are assessments of external communication and Willamalane's approach to DEI and facilitation of a sense of belonging. Key findings from each assessment are presented in this section. COMPREHENSIVE PLAN Willamalane Park and Recreation District 81 Exhibit A Delivery of Services Page 83 of 324 Key Findings: Organizational • Willamalane invests an appropriate amount of tax and Financial Analysis support in delivering parks and recreation services in comparison to a typical parks and recreation agency The purpose of this analysis is to carefully review the serving a similarly sized population.. district's investment in parks and recreation services by looking at staffing and finances.The analysis included . Willamalane's cost recovery demonstrates a high review of financial records made available by Willamalane functioning park and recreation agency.The staff.COVID-19 was considered as the pandemic skewed application of its resource allocation philosophy the historical review of the district's staffing,finances, drives budget and programming decisions. and program participation.As a result,data from pre-pandemic in zoi9 was included (and sometimes * A significant number of Willamalane residents (69%) may support bond measures for specific projects. prioritized) in the analysis. The analysis is found in Appendix 9,the key findings are ' Many alternative methods of financing and provided below: efficiencies that reduce funding needs for park and recreation agencies are available to Willamalane. Intermittent facility closures and decreased service delivery have resulted from a lack of frontline staff ' Willamalane's current System Development Charge and inability to recruit candidates.Some of this may (SDC) methodology needs to be updated. persist from the COVID-19 pandemic. . Willamalane's distribution of positions suggests that the district is understaffed in park maintenance and has above average staffing in recreation delivery. 4 V7 I will r;rr ✓, amal-31"lle Park and Recreation District ��.. , .._ ow oftft =f� � •r'r� . ,A+u� AV 82 SECTION 8 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Page 84 f 24 Delivery o� Services Key Findings: Recreation Assessment The analysis of Willamalane's recreation programming . Hiring and retaining aquatics staff has become very is intended to assess the effectiveness of the district's challenging due to the job market.While Willamalane provision of community recreation facilities and has done a very good job attempting to address programs.The general overview considered programs this issue,staff shortages have nevertheless caused and services based on staff interviews,community temporary facility closures—largely due to fluctuating engagement findings,the needs assessment survey,and availability and retention of lifeguards.Opportunities Willamalane's Recreation Program Plan 2022-2024. to partner with other local aquatic facilities (sharing This plan includes goals for each functional area of the staff that have limited hours by policy) may assist with Recreation Services Division (Appendix 9).To accurately this challenge. assess the recreation program, pre-pandemic data(2o18- 19)was used in some instances.Current data was used ' While Willamalane does a good job surveying for areas where the pandemic was less impactful.The full program participants,additional performance assessment is in Appendix 9. Key findings are as follows: measures reported on a quarterly basis may help the Recreation Services Division become more flexible in • Survey data demonstrates that the overall community changing program opportunities as needed.Specific recreation needs of district residents are being met. performance measure examples are in Appendix 9. A variety of recreation activities were identified in • Staff carefully monitor program lifecycles. the engagement process and needs assessment survey.Some examples of proposed activities include: . As shown in the organizational and financial analysis community farmers markets,inclusive programs, sections of the plan (section 8),Willamalane's enrichment classes,art programs,and martial arts, financial and staffing investment in recreation is and special events. similar in comparison to other parks and recreation • The community Willamalane serves is becoming agencies serving similar populations across the United more diverse.The district can understand and meet States. the community's changing needs by partnering with . Willamalane currently offers programs and activities agencies or community organizations,conducting at all hours, but is not able to meet the full extent of continual and meaningful engagement,and the community's needs during peak hours (evenings implementing the district's DEI Strategic Action Plan. and weekends) due to lack of programmable space • Gaps exist in adult (20-54) and older adult (55 - 85+) and staffing. programming.The adult population makes up 46%of . Willamalane has many partnerships that add great district residents and older adults make up 3o%, but value to the Springfield community. only 23%of enrichment programs (combined)target these age groups that make up 35%of program • A significant amount of program registration comes registrations.As community members continue to from out-of-district residents (30%).A district"buy- age,an increasing need for additional programming in" membership may help ensure district residents to meet the needs of older adults is anticipated. are not subsidizing out-of-district residents.This is an Most programs take place at the Adult Activity opportunity afforded to out-of-district residents that Center,which is already near capacity in regard to would allow them in-district status and fees on an programming space.Additional space to expand annual basis. programming capacity will be needed. • Adult athletic events are in high demand,and Willamalane does not currently offer this type of programming.An athletic field demand study could help clarify the possible need for additional artificial turf fields to support adult programming and other potential use. COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 8 83 Exhibit A Delivery of Services Page 85 of 324 Key Findings: Maintenance and • Willamalane recognizes the importance of an asset Operations Assessment management program related to maintenance workload planning and equipment replacement.A The assessment of park maintenance and operation full equipment risk assessment may greatly assist the practices is intended to assist Willamalane with providing district to further prioritize equipment replacement. safe,clean,and vibrant parks,trails,and open spaces. The evaluation,analysis,and resulting recommendations . Seasonal staffing related to athletic field maintenance identify efficiencies and opportunities to help was reduced during the COVID-19 pandemic and has Willamalane meet its current and future maintenance not been restored. and operational objectives. Willamalane's investment in park maintenance This evaluation of maintenance and operations practices is below the national median for typical agencies recognizes many of the same topics identified in the public of similar size. Focus areas may include fully input process and needs assessment survey.Overall,the funding operations and maintenance for new park need for greater resources-particularly additional staffing development when new parks are approved,and -has been identified as a key priority area. incrementally increasing funding and staffing levels The full maintenance and operations assessment is closer to the typical national median. located in Appendix 9. Key findings are presented below. • Willamalane could create neighborhood-based volunteer groups (e.g., Friends of Ruff Park)to assist • Park maintenance is sufficient to meet community with project work and to provide stewardship of needs. However,while poor maintenance is not the spaces. identified as impacting participation,there is a public desire for a higher level of standard and care. A pipeline to provide seasonal employees with • opportunities for full-time positions may assist the Space at the Park Services Center is limited and district to fill seasonal vacancies. requires expansion of office space,storage,vehicle parking,and staging areas to accommodate current . Additional park rangers may help to keep the parks staffing and maintenance levels.The need for space safer,and also reduce maintenance and operations will become even more essential to accommodate costs by deterring vandalism and nuisance behaviors. additional staff recommended in this assessment. Willamalane's maintenance manual is an exceptional resource,clearly defining standards for maintenance of park components and amenities. 3 p� y !f r ! r � y 84 SECTION 8 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Page 86 f 24 Delivery o� Services Key Findings: Natural Resources • The Natural Areas Management Plan is outdated and needs to be updated to serve as a more useful guide Natural resource parkland saw the largest increase in for the Natural Resources department. acreage of any of the park classification types since 2012.This growth was in response to public demand and • Willamalane has the opportunity to influence a was one of the biggest identified goals within the 2012 number of priority projects for the region,such as: comprehensive plan update.To understand how the urban stormwater/green infrastructure projects, district is responding to this change,a focused effort protecting riparian &floodplain areas (including was made to look at opportunities and constraints for Island Park Slough and Cedar Creek),expanding urban the planning and management of district natural areas. forests,and oak and prairie habitat restoration. Feedback relating to natural areas was gathered through the public survey,staff meetings,the maintenance and Key Findings: Communication operation assessment,and a focused discussion with Willamalane places a high priority on effective regional partners and technical experts. Key findings are as follows: communication within the responsibilities of the district's Community Engagement department.The department • With a significant inventory of 92o acres of natural has seven focus areas as documented in Willamalane's areas to maintain and operate,two FTE appear Community Engagement Strategic Plan,completed in insufficient to provide long-term sustainable 2022.The plan identifies priority projects and illustrates maintenance practices. key responsibilities and focus areas. • The natural areas management budget is insufficient to adequately maintain and manage natural areas in a long-term and sustainable manner. The Community -• "' Seven Focus Areas: • Natural resource staff could be further supported through cross-training maintenance staff,community Serving as a strategicpartner partnerships,and continuing to expand use of the district volunteer work groups. • The department is very effective at obtaining grant Facilitating community connection funds.These funding sources are limited in the types Helpingto ensure brand consistency of work they support. Advocating for an exceptional patron • The district has a broad range of active partnerships experience that have been an effective tool for implementing projects. Marketing • Dramatic growth has made it hard for staff to relationsPublic • • proactively plan for and make continuous progress on restoration efforts. Legislative • There is opportunity for more education and storytelling about work being done within the natural areas. During the engagement process and from the needs assessment survey,communication with the public • There is a need for trail maintenance expertise to scored as excellent,but communication with residents assist with monitoring, maintaining,and building who do not already use parks,facilities,or programs additional trails within natural areas. has room for improvement.The analysis is taken • There is an opportunity to increase the use of primarily from the survey and feedback from targeted prescribed fire and other culturally appropriate public engagement efforts that should be considered management techniques. in order to improve communication in particular with marginalized groups within the community.These included meetings with representatives from the Latinx and tribal communities,and advocates representing individuals with disabilities. COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 8 85 Exhibit A Delivery of Services Page 87 of 324 Communication Effectiveness The needs assessment's random invitation survey demonstrated that 27%of residents did not feel communication was effective,although the open-link survey suggested only 15%thought communication was not effective.This is most likely because the open-link survey is more apt to capture program users.Overall,only 18%of survey respondents thought communication was not effective as shown in Figure 33 below. There is some room for improvement regarding Willamalane's communication about parks and recreation opportunities.The average rating for the Invite sample is 3.3 on a scale of 1-5,with 5 being"very effective". The open-link rated effectiveness of communication slightly higher,with an average score of 3.6. How effective is Willamalane at communicating with you about parks,recreation facilities,and services? Ouen Link Overall 1-Not at all effective_7% 3% ■4% 2 20% -12% -14% 3 28% 29% 4 22% 30% 28% 5-Very effective 18% 26% 24% AVERAGE 3.3 3.6 3.5 n= 254 954 1,208 Figure 33:Communication Effectiveness It is helpful to compare how residents currently receive information from the district with their preferences for methods of receiving information as shown in Table 22 below. Percentages sum to greater than i00% because respondents selected multiple communication opportunities. Current Preferred Communication Communication Method Method 7 Direct Mail 63% 69% • ' Word of Mouth 38% 12% Willamalane's Website 32% 3�% Email 31% 64% Social Media 13% 26% :. 01 Table 22:Current and Preferred Communication Methods 86 SECTION 8 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Page 88 f 24 Delivery o� Services It may also be helpful to look at age groups in the district and the manner different generations desire to receive information as shown in Figure 34. Preferred Communication Methods By Age of the Invite Sample How respondents prefer to receive information was more varied across age categories,with younger respondents preferring email over direct mail. How do you prefer to receive information about parks,recreation facilities,and services?(Select up to 3) Overall Under 35 35-44 45-54 55-64 65-74 75 or over Direct mail-69% -61% -70% -6S% _8810 7S% =69% Email-64% =82% =79% ■SI% ■4Va 47% ■42% The Willamalane website 0 31% ,26% NU% ■4S% 1200. 44% '19% Social media,26% 0 30% ,24% ■40% ,24% a 12% I S% Local media(e.g.,TV,radio,newspaper),25% '21% ,26% 110% §30% ,23% ■4S% Printed publications(guides,booklets,annual'1809 '12% '16% '19% ,27% ,21% ,27% reports) F lyers/posters at businesses 14% '21% '11% 111% '12% 2% ,21% Word of mouth'12% '14% 1% '1S% 2% 24% ,21% Marketing materials at parks I9% '18% I S% 2% 18% 17% 2% From staff at Willamalane parks and/or 18% 16% 17% '19% 14% 1% '17% facilities Marketing materials at recreation facilities 15% 16% 1% 13% 14% 10% I S% School email/newsletter 15% 2% '141% 17% 14% n= 234 37 45 37 36 So 2S Figure 34: Preferred Communication Methods by Age of the Invite Sample Key Findings: • The district does an excellent job communicating .�111111 M M is with community members,especially those who are current users. ---- ----------- W ILLA 4A I AN There is room to improve communication with FUTURE non-users. Increased use of social media as a communication - channel is an opportunity. "Word of mouth"is effective, but is not a preferred method of communication. or Irj park all i 1 COMPREHENSIVE PLAN Wlllarnalane Park and Recreation District SECTION 8 87 Exhibit A Delivery of Services Page 89 of 324 Diversity, Equity, Inclusion, and a Sense Meeting The Needs of All of Belonging (DEI) Community Members Community engagement efforts identified key issues DEI Initiatives and Priorities Willamalane can address to increase and strengthen Willamalane's population continues to become more relationships with marginalized groups within the diverse,is growing older,and includes a significant community. number of individuals with disabilities (5% more by population than the state of Oregon).To respond to • Encouraging DEI and a sense of belonging is this,Willamalane is making diversity,equity,inclusion of the utmost importance to the community and belonging a top priority for the district. In zozi, (both internally within the agency and external Willamalane adopted a DEI Strategic Action Plan that facing to the community). guides the district's approach to diversity,equity, . There is a lack of equity in the LOS for parkland. GIS and inclusion. analysis showed a strong correlation between parks The district's plan identifies goals that represent a that scored better and higher household incomes, three-to-five-year,comprehensive approach to DEI.The as well as lower crime rates and lower population approach is intended to go beyond completing Fists diversity.This means that residential areas with low- of tasks,instead it attempts to foster a true sense of income households, higher rates of diversity and that belonging for everyone Willamalane currently serves, experience higher rates of crime are receiving lower including staff.The plan identified nine goals and levels of service in regard to parks and open space. included action items directly applicable to this planning • The district is becoming more diverse. Latinx effort.See Appendix 9 for the DEI Strategic Action Plan. populations are trending upward from 11.3%in 2010 The spirit of these initiatives came forward in both the to -17%in 2026. engagement process and in the needs assessment survey. There is demand for bilingual (Spanish) classes and programs,especially relating to arts,culture, Develop support and fitness. initiatives a A greater relationship,connection,and access to Demonstrate leadership and staff community space and programming is desired by the American Indian and Alaska Native communities. commitment and accountability There is a need for bilingual staff at the customer Design service desks or answering phones to reduce •rk communication barriers. hiringHelp ensure recruitment, . As Springfield's Latinx population continues to grow, selection, nd Willamalane may best meet their needs by continuing processes -encouraging DEI to utilize purposeful outreach methods and fully Create • implementpoliciesimplement the district's DEI Strategic Action Plan. • procedures that are socially . Providing more stipends/scholarships for programs responsible . . can increase diverse communities' participation patrons, . vendors in programs and activities. Marketing these marginalizedEngage communitiesopportunities to diverse audiences can also increase awareness of these opportunities. Support departmental DEI efforts There is a desire for more bilingual information in parks Provide reasonableaccommodations and facilities both to promote a sense of belonging and workplacein the to increase awareness of Willamalane's offerings. 88 SECTION 8 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A Page 90 f 24 Delivery o� Services v" Inclusion Services and Adaptive Recreation . Continue to offer scholarships and other means to One in five district residents report some form of help ensure an equitable fee structure for individuals disability.Willamalane currently responds to this need with disabilities. through accommodation requests,which can be . Inclusion services (program participation) should completed online. Currently,the district does not provide remain free to both participants and support workers. staffed inclusion assistant or aide positions. Continue to improve accessibility in parks (per ADA Willamalane has very few specialized recreation Transition Plan),specifically playgrounds and consider programs.The current approach is to make Willamalane's fencing inclusive playgrounds. recreation programs as inclusive as possible and practical for a wide range of participants. . Provide interpretive signage on trails or at trailheads and online to reflect the anticipated trail experience Members of the topic-specific focus group suggested the (easy,intermediate,difficult),and to indicate following areas of focus for inclusion services. conditions such as rough,steep,and declining slopes • Continue to provide accommodations to youth and potential barriers. with disabilities. . Consider the addition of hex boards in playgrounds • Continue to address mobility needs, including those with communication tools. individuals who are visually challenged. COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 8 89 t �► AIL * `Y 4 � 1 r _ R-- Mov 'ing t District Based on the research in this plan, goals, strategies and prioritized action items are provided to guide the district for the next 10-20 years. 90 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A District 92 of 24 Moving the istrict orward Key Findings, Goals, The following key findings align with the goals identified Strategies, and Actions in the plan: This section of the plan describes key findings identified CHANGES TO THE COMMUNITY during the planning process and goals,strategies,and Springfield's population is expected to experience actions to both address the key issues and position the modest population growth in the next io years and district for future growth over the next 20 years.The is growing older.The median age of district residents goals,strategies and actions are organized into nine is projected to increase from 34.6 in 2010 to 38.6 in categories that both reflect the 2012 comprehensive plan 2026. and the changing community. • The percent of adults 55+ is projected to increase This section is organized as follows: from 25%in 2010 to 31%by 2026. Key findings identified during the planning process • The number of younger community members (ages o-14) is trending downward, but is projected to Comprehensive plan goals become stable within the next five years. Strategies and actions with implementation timeline . A significant percentage of district residents (8%) Map of 2023 proposed park improvements lives below the poverty level. 2023 comprehensive plan projects list with operating • Almost one in five district residents have a and capital costs disability,which is greater than the state of Oregon (See section 3). Key Findings . Obesity affects the lives and health of 29%of the Key findings were identified throughout the project and community.Willamalane is in a unique position to are reflected in a matrix document shown in Appendix io. make a positive impact on the community's health. The document shows where the findings were identified, both in qualitative and quantitative data points. AW ILI y�-t#t ��.• ��'_ a�,$��� .° F-4� -. � pad,. .,ram '��..is �a -t' `_ V" Am- c a COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 9 91 Exhibit A Moving the District Forward Page 93 of 324 Parks and Natural Areas • The district does not have an inventory of undeveloped land and should place a priority on future acquisition to not fall behind current service levels. - ' " • There has been significant growth in natural areas, i a ° from 186 acres of natural area and no dedicated natural resource staff in 2012 to over goo acres of natural areas and two full-time staff dedicated to planning and managing these areas. • Thirty-two percent of community residents have walkable access to a park within a io-minute walk; vk 45% have some access but not an adequate amount, and 23% lack access.Various perceived and actual barriers may be limiting walkable access. . • Overall,289.70 acres will be needed to maintain r current standard of LOS by 2035. • The LOS can be greatly impacted by adding or improving additional components/amenities in parks— . particularly restrooms,courts,shelters,shade,etc. Fewer than half of survey respondents feel their park 3 amenity needs are met. • Park maintenance is more frequently reactive than proactive at times due,in part,to staffing needs both in approved positions and ability to recruit qualified applicants. • Region-based park maintenance plans,generated by • A majority of community members favor both taking the maintenance team, may increase staff efficiency care of existing assets and expanding the park system. and effectiveness. • Many playgrounds use engineered playground chips, • Annually,the district invests$1,932 per acre in park which meet ADA requirements but provide limited maintenance,far below the median of$9,642 that inclusive opportunities in terms of accessibility. a typical agency may invest.This is primarily due to the amount of open space/natural areas the district • Athletic fields are well used. Expanded capacity could manages that are less expensive to operate and be gained with additional artificial turf fields. maintain than developed parks. • Natural areas are important to the community, . The community desires new recreation improvements and there are unique opportunities to acquire and not currently available within the district,such preserve additional parkland for this purpose. as bicycle pump tracks and splash pads,as well as • Almost everyone lives within a one-mile drive to parks additional items like BBQ grills and more disc with outdoor recreation components. golf courses. • Restrooms at parks are a top priority—permanent • The district should infill existing parks with additional restrooms rather than portable restrooms as well. amenities,where needed,to improve equity across the community. 92 SECTION 9 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A District 94 of 24 Moving the istrict Forward • Taking care of existing assets should be a district Trails and Pathways priority, including dedicated budgeting for renovation a Soft-surface trails in scenic areas are the most and replacement of all major capital assets. desirable additions for the community,followed by • Survey respondents from households with children increased connectivity and accessible walking trails. desire trails and bike paths,better maintenance of . There is a lack of access to trails in central Springfield. existing parks and recreation facilities,and an outdoor East Springfield (north Thurston area) lacks swimming pool. connectivity to a multi-use path system. • Willamalane recognizes the importance of an . Desired amenities along paths and trails include asset management program related to equipment designated bike parking,signage and wayfinding,trail replacement.A full equipment risk assessment may lighting,shade,restrooms, places for rest such as greatly assist the district to prioritize equipment benches,and e-bike/e-scooter charging stations. replacement. Consider creating separated facilities along segments • The natural areas management budget is insufficient where user friction exists. to adequately maintain and manage natural areas in a long-term sustainable manner. • Gaps in the network exist between Island Park and Booth Kelly Trailhead,the EWEB Path and the Levee • Willamalane could create neighborhood-based Path, Levee Path and Thurston,and between The By- volunteer"friends groups"for parks to assist Gully Path and Eastgate Woodlands. with project work and to provide stewardship opportunities for park spaces. • There is a desire for additional access points to the Middle Fork Path. • Natural resource staff could be further supported through cross-training maintenance staff,community ' Major barriers within the region limit bike and partnerships,and continuing to expand use of pedestrian connectivity.Willamalane should work volunteer work groups. with partners to reduce barriers.Consider safe crossings to: Highway 126, railroads, Main Street,29th • The district is very effective at obtaining grant funds. St.,and 42nd St. Industrial land in central Springfield These funding sources are limited in the types of also serves as a significant east/west barrier. work they support. There is a demand for trail access to and along the • The district has a broad range of active partnerships McKenzie River. that have been an effective tool for implementing projects. 4 Look for opportunities to connect to trails or other recreational opportunities outside of the • There is a need for trail maintenance expertise to district. Consider providing equestrian access when assist with monitoring, maintaining,and building appropriate. additional trails within natural areas. There is demand for additional trailhead and access • There is an opportunity to increase the use of points to Thurston Hills Natural Area. prescribed fire and other culturally appropriate management techniques. Community Recreation Facilities • The Natural Areas Management Plan is outdated and ' Outdoor pool and/or water play amenity were a high needs to be updated to serve as a more useful guide priority for community members,as expressed in for the Natural Resources department. both the statistically valid survey and at intercept opportunities. • Natural resource staff should prioritize projects relating to: urban stormwater/green infrastructure, ' The Adult Activity Center requires an expansion or protecting riparian&floodplain areas (including a second similar facility to meet the needs of older Island Park Slough and Cedar Creek),expanding urban adults over the next io-20 years. forests,and oak and prairie habitat restoration. COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 9 93 Exhibit A Moving the District Forward Page 95 of 324 Community Recreation Programs and Services Communication • Programs for older adults are sometimes difficult to . A large majority of district residents feel access because classes fill up quickly.The programs communication is good—only 27%of randomly are very popular and parking can also be a barrier to selected survey respondents suggested participation.The Willamalane Adult Activity Center communication was not effective. has limited space for both parking and building expansions to address these needs. � A majority(86%) of community members are familiar with Willamalane parks,facilities,and • Adult athletic events are in high demand,and services; however,there is room for improvement Willamalane does not currently offer this type of in communication and outreach to non-users of programming.An athletic field demand study could district parks and services. Over 65%of randomly help clarify the possible need for additional artificial selected survey respondents are unaware of available turf fields to support adult programming and other recreation programs. field use needs. The community desires additional survey • Walking and swimming are the two largest engagement,such as an annual or bi-annual survey. participatory fitness activities within the district and remain a priority for community members. Primary • District residents receive information in many of the desires for recreation programs include community ways they prefer; however,survey results indicate that only i3%of district residents receive information farmers markets,inclusive programs,enrichment classes,food access programs,and music and dancing by social media,although 26%would like to receive events in the parks (Salsa,swing,and Bachata). information by social media. • Teens desire similar recreation activities to adults— * Residents desire additional bilingual information in walking,swimming,and hiking.They prefer activities parks and facilities. that allow them to be social in their otherwise . While Willamalane does effectively survey program structured and busy lives and alternatives to participants,additional performance measures competitive sports available through school,such as reported quarterly may help the Recreation Services PE games and activities. Division to become more flexible in altering program Management, Finance,and Partnerships opportunities as needed. • The district invests an appropriate amount of tax A High Functioning Team support in delivering parks and recreation services. . Willamalane has strong leadership and a very The district's cost recovery model demonstrates a positive culture as was expressed during staff input high functioning parks and recreation agency. opportunities,community leadership stakeholder • Community members (69%of randomly selected meetings and during the general public input survey respondents) support a future bond opportunities. referendum for specific projects. The district's distribution of positions suggests that • Many alternative methods of financing and Willamalane is understaffed in park maintenance and efficiencies that reduce funding needs for parks and overstaffed in recreation delivery.Collectively,the recreation agencies are available to the district. district is well staffed with full-time positions within what a typical agency would employ. • The district's current System Development Charge methodology is out of date,and a methodology • A comparative pay-scale analysis may greatly assist update needs to be completed. with recruitment and retention,especially in the Aquatics program. Part-time seasonal wages may • Recent increases in unhoused community members in lag behind market rates, making recruitment and parks,vandalism,theft and dumping of waste suggest retention challenging. a need for an expanded park ranger program. Seasonal staffing presents a challenge given the difficulty of attracting candidates for casual positions. 94 SECTION 9 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A District 96 of 24 Moving the istrict orward • There is increasing demand placed on park . Having bilingual staff at the customer service desks maintenance positions based on recent escalation and/or available over the phone can greatly reduce of nuisance behavior in the park. communication barriers. • Hiring and retaining staff has become very . Willamalane will best meet the needs of the Latinx challenging due to the job market.While Willamalane community by continued, purposeful engagement has focused efforts to address this issue,staff and continuing to implement the district's DEI shortages have nevertheless caused temporary Strategic Action Plan. aquatic facility closures,largely due to fluctuating availability and retention of lifeguards.Opportunities Comprehensive Plan Goals to partner with other local aquatic facilities may assist The following seven goals reflect an increased with this challenge. emphasis on DEI and a sense of belonging, reinforce • Historic seasonal staffing levels related to athletic the community's desires for pathways and trails, field maintenance were reduced from five to two and establish a focus on retaining the district's high- positions prior to the COVID-19 pandemic and those performing staff. Collectively,the goals serve as a positions have not yet been restored. foundation for meeting the district's mission and values, in line with its adopted core values. • A pipeline to provide seasonal employees with opportunities for full-time positions may assist the El Goal is Continue to operate the district at d naturally accredited CAPRA standard. district to fill seasonal vacancies. DEI and a Sense of Belonging ❑ Goal z: Provide a safe and equitable system of • parks and natural areas. Encouraging DEI and a sense of belonging is of the utmost importance to the community(both ❑ Goal 3: Provide an easily accessed and connected internally within the agency and external facing to system of paths and trails. the community). ❑ Goal 4: Provide access to high-quality and • There is a lack of equity in level of park services. affordable recreation facilities. There is a strong correlation between better parks and higher household income, lower crime rates,and El 5:Strive for a high standard of care for the lower population diversity.This means that residential maintenance of parks,trails,and facilities across the district. areas with low-income households, higher rates of diversity and that experience higher rates of crime ❑ Goal 6:Offer recreation programs and services are receiving lower levels of service in regard to parks that respond to district needs and encourage and open space. healthy lifestyles. • The district is growing more diverse. Latinx/Hispanic ❑ Goal 7: Be a responsible steward of district populations are trending upward from 11.3%in 2010 resources and partnerships. to about 17%in 2026.There is demand for bilingual (Spanish) classes and programs of all sorts, but especially relating to arts,culture,and fitness. • A greater relationship,connection,access to facility space,and programming is desired by American Indian/Alaska Native community members. COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 9 95 Exhibit A Moving the District Forward Page 97 of 324 Strategies and Actions benefit,per the analysis of this plan.Willamalane should This section describes strategies and actions for acquiring, attempt to implement proposed projects in the most developing,improving,and managing Willamalane Park efficient means possible,using the prioritization as a guide and Recreation District over the next 20 years.Seven while also allowing for opportunities as they present overarching comprehensive plan goals serve as the genesis themselves.Current best practices should also be utilized for a series of strategies and actions,which provide a during implementation of all of the proposed actions and roadmap the district can employ to maintain and enhance the correlating projects listed in the Capital Project List efficiencies and service to the public. (Appendix ii) Some of the strategies include actions that have been Numbers included at the end of actions in parenthesis are prioritized into ongoing,short-term (1-5 years),mid- references to similar actions included and carried forward term (6-io years),and long-term (ii+years) projects. from the Willamalane Park and Recreation Comprehensive Higher priority actions include projects that address Plan,2012. More information on capital projects can be more pressing needs or provide a broader community found in the project list,Appendix ii. GOAL 1.CONTINUE TO OPERATE . • . policies,Strategy 1.1: Review and update plans, d procedures to align with the changing needs . the community. a. Update Willamalane's Park and Recreation Comprehensive Plan per the district's administrative policies. Include an assessment of community needs and a review of the district's vision statement and core values as a part of this effort. (11.17) b. Review and update divisions and department guiding plans on a regular basis. c. Regularly assess policies and procedures to keep them current and useful for district staff and community members. d. Provide documentation for the CAPRA self-assessment annual reviews. e. Keep district technology current and up to date. (ii.3) Strategy 1.2:Strive for effective and transparent communication. a. Continue to build the district's brand. b. Prioritize internal communication. c. Enhance equity in communication and outreach. d. Continually evaluate and choose the most effective way to communicate with the public. e. Increase marketing to non-users of district parks, programs,and facilities. f. Increase direct community outreach efforts. (ii.8) g. Partner with TEAM Springfield to expand communication to youth and teens. h. Provide more bilingual signage in parks and facilities to create a welcoming environment. i. Work with TEAM Springfield partners to expand wayfinding to district services and amenities throughout the district. 96 SECTION 9 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A District 98 of 24 Moving the istrict orward Strategy 1.3: Prioritize Willarnalane resources to best serve community members of all abilities. a. Ensure compliance with all ADA updates. b. Perform annual reviews and regular 5-year updates to the district's ADA Transition Plan (2021)to keep it current. c. Actively work towards making sure all aspects of Willamalane's parks,facilities, programs,and services are as inclusive as reasonably possible. d. Promote inclusive programming and employ strategies to help ensure that community members with disabilities are aware of how to access programs. e. Provide training and increase awareness of Willamalane's inclusion services among district staff. Strategy 1.4: Integrate diversity,equity,inclusion (DEI) in every facet of district services. Ongoing Actions (Occurs continually) a. Implement the district's DEI Strategic Action Plan with the support of the DEI Committee,staff, partners,and consultants. b. Update the DEI Strategic Action Plan based on feedback from internal and external stakeholders on a 3-5 year basis. c. Actively partner with community groups that do work to support marginalized communities in the district. Short-term Actions d. Broaden access to translation services so they are readily available for district staff. e. Explore forming steering committees to focus on communication and collaboration with marginalized community members. Strategy 1.5: Prioritize workplace culture. a. Enhance job effectiveness by providing ongoing staff development and training. (11.4) b. Continue to provide professional development opportunities for district staff. c. Continue exploring options to promote a more flexible work environment. d. Provide and encourage staff engagement opportunities that contribute to a positive workplace culture. employeeStrategy 1.6:Strengthen a. Conduct a salary survey every 3-5 years. (11.6) b. Work with the DEI supervisor to incorporate recruitment and hiring practices that support diversifying Willamalane's workforce. c. Provide a district-wide orientation to new staff. d. Strengthen internship programs to create a pipeline for entry level positions; partner with local colleges/ universities within certificate training programs and practical experience opportunities for students (Lane Community College,University of Oregon,&Springfield Public Schools). e. Work with regional partners to identify opportunities to address staffing constraints in aquatic facilities. f. Continue providing seasonal employees with opportunities for permanent positions to assist with filling vacancies. g. Increase bilingual staff at the customer service desks to reduce communication barriers. COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 9 97 Exhibit A Moving the District Forward Page 99 of 324 9r In GOAL 2. PROVIDE • OF PARKS Strategy 2.1: Improve existing parks to enhance the • • f service. Ongoing Actions (Occurs continually) a. Prioritize investments to increase overall equity in planning and delivering park improvements. b. Increase levels of service in high priority areas by infilling amenities and recreation components where opportunities exist. c. Address low-scoring components and amenities within existing parks by upgrading and replacing these where appropriate. d. Replace/upgrade playground equipment needs based on the low-scoring amenities list,Willamalane's internal replacement schedule,and life expectancy. Replace with all-inclusive playground equipment and fall protection surfacing when possible. e. Place a focus on accurately acknowledging the contributions of people of American Indian and Alaska Native heritage,especially in art, interpretation,and naming opportunities in parks and facilities. f. Enhance habitat and provide natural area supporting amenities within developed parks.This could include, green infrastructure,expanding urban forest,short nature trails, nature play elements,and/or signage and interpretation. g. Seek opportunities to provide additional high demand recreation improvements within the park system, including community gardens,water play, nature play, bike pump track,off-leash dog parks,river access,disc golf,and pickleball. (7.5,7.6,7.8,and 7.9) h. Work with partners to include additional outdoor fitness parks in the district as opportunities arise. Consider locating them adjacent to schools and swim or fitness facilities. i. Work with community partners to actively preserve and protect historic and cultural resources in the district. j. Continually update the Historic and Cultural Resources Management Plan to integrate best practices into the management of historic and cultural resources within the district. 98 SECTION 9 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A P,3ge 100 of 24 Moving the UIstrict Forward ImproveStrategy 2.1 Continued: Short-term Actions (1-5 years) k. Proactively work with the community and partners to plan and design for future park and trail projects: Booth Kelly Trailhead to Middle Fork Path Connector, Dorris Ranch,Guy Lee Park, Island Park, Moe Mountain Natural Area Multi-use Path,Wallace M. Ruff Jr. Memorial Park,and West D St.Greenway Master Plan. I. Update and expand existing parks in high priority areas to improve level of service,including:Gamebird Park& Garden, Menlo Park,Tyson Park,Willamalane Park,James Park,Georgia Pacific Natural Area. m. Conduct minor updates within existing parks to address failing components: Meadow Park courts and Bob Artz Memorial Park playground. n. Develop an outdoor water feature in the district. Mid-term Actions (6-io years) o. Proactively work with the community and partners to plan and design for future park and trail projects: McKenzie River Boat Access,Jack B. Lively Memorial Park Design, Rob Adams Park,Weyerhaeuser McKenzie Natural Area. p. Update and expand existing parks in high priority areas to improve level of service,including: Bob Artz Memorial Park, By-Gully Pocket Park, Dorris Ranch, Eastgate Woodlands of the Whilamut Natural Area,Guy Lee Park,Jesse Maine Memorial Park,Les Schwab Sports Park, Mill Race Park,Page Park,Wallace M. Ruff Jr. Memorial Park. q. Conduct minor updates within existing parks to address failing components: Douglas Gardens Park court upgrades, Fort Park playground, Heron Park playground, Pride Park playground, Robin Park playground, Royal Delle Park playground,Thurston Park playground and courts. Long-term Actions (i+years) r. Update existing parks and add new recreational experiences within existing parks to improve level of service in high priority areas, including: Clearwater Park, Douglas Gardens Park, Island Park,Jasper Meadows Park, Kelly Butte Overlook, Lively(Jack B) Park, Marylhurst Park, Pacific Park, Rob Adams Park,Volunteer Park, Weyerhaeuser McKenzie Natural Area,Willamette Heights Park. COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 9 99 Exhibit A Moving the District Forward Page 101 of 324 Strategy 2.2: Expand acreage and recreation offerings to accommodate . . . provide parks and recreation opportunities in under served areas. Ongoing Actions (Occurs continually) a. Add park space to help ensure all district residents live within a io-minute or one-half mile walk of an adequate or high performing park. b. Increase park acreage to meet adopted standards for pocket, neighborhood,community,sports and other parkland. c. When developing new parks consider unique or alternative types of park spaces to best meet the changing needs of the district. d. When developing new parks consider including components that are in high demand including community gardens,water play, nature play, bike pump track,off-leash dog parks,river access,disc golf,and pickleball. (7.5, 7.6,7.8,and 7.9) e. Work with SPS to improve playgrounds and increase public access to school grounds to expand level of service in the community. Prioritize efforts in neighborhoods where there is the greatest need. f. Look for opportunities to acquire land to support improved capacity and access to existing natural areas, including: Harvest Landing,Thurston Hills Natural Area,Willamette Heights,and Georgia Pacific Natural Area. g. Work with the City to develop a natural area park at Booth-Kelly/Mill Pond site. (3.4) h. Work with TEAM Springfield partners to explore feasibility of developing an urban plaza downtown per the City's Downtown District Urban Design Plan. (5.2) L Work with community partners and landowners to seek opportunities for land acquisition to support future planned park projects,including: Glenwood riverfront (Ni8),Jasper Meadows Wetland, Lot, L04, L29/N26, No3, No7, Ni4, Lii. j. Work with partners to acquire land and easements to support future trail expansions. k. Work with partners to acquire land along the McKenzie River as opportunities arise. Short-term Actions (1-5 years) I. Plan and develop new parks in areas under-served or experiencing significant growth: Lio, N07. m. Work with partners and private landowners to acquire land to expand recreation opportunities in no service and low service areas,including: Lio, Nob, N23. n. Work with partners and private landowners to acquire land adjacent to existing parks in order to support expanded access and use: Bob Artz Memorial Park, Moe Mountain Natural Area,Thurston Hills Natural Area. o. Work with regional partners and landowners to promote expansion of the Thurston Hills trail system onto adjacent properties. Mid-term Actions (6-io years) P. Plan and develop new parks in areas under-served or experiencing significant growth: N27, N23 q. Work with partners and private landowners to acquire land to expand recreation opportunities in no service and low service areas. Long-term Actions (i+years) r. Plan and develop new parks in areas under-served or experiencing significant growth: L04. 100 SECTION 9 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A P,3ge 102 of 24 Moving the UIstrict Forward ImproveStrategy 2.3: [a. Limit the district's carbon footprint.Create an internal sustainability plan with measurable goals and action items. . Consider design standards and horticultural practices that feature native and drought-resistant plants to conserve water. c. Help ensure all current and future park and facility lighting is as energy efficient as possible (e.g. LED). Consider dark sky compliant lighting where possible. d. Expand recycling program in district parks and facilities. (9.2) e. Work with local partners to identify and address green infrastructure needs throughout the park system. f. Prioritize environmentally conscious and energy efficient alternatives when replacing district's gas-powered vehicle fleet and maintenance equipment. COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 9 101 Exhibit A Moving the District Forward Page 103 of 324 GOAL 3. PROVIDE AN EASILY ACCESSED AND CONNECTED SYSTEM OF PATHS AND TRAILS. IN ImproveStrategy 3-1: A Ongoing Actions (Occurs continually) a. Develop and expand trail system to minimize gaps, meet community desires,and provide mileage consistent with comparable communities. b. Improve trail access in areas of Springfield that have limited connectivity. c. Work with partners to improve on-street bike and pedestrian connections,especially when improving safe access to parks and riverfronts and formalizing on-street connections in the trail system. d. Support the Rivers to Ridges Vision as a regional trails framework;incorporate recommendations particularly where it overlaps with the key priorities for Willamalane. e. Expand opportunities for additional views,vistas,or viewpoints along the trail system as opportunities arise, consider Springfield Butte and Potato Hill. f. Coordinate with city and county partners to explore opportunities for additional on-and off-street connections from the Middle Fork Path to neighborhoods to the north. (4.20) Possible opportunities include Dorris Ranch, east of Quarry Butte,26th,39th,42nd,and Clearwater Ln. g. Work with partners to design and provide additional safe crossings for pedestrians and bikes across significant barriers such as waterways,railroads,and busy roads.Specifically,to improve north/south access to rivers and existing trails,east/west access between Thurston and central Springfield,and to expand service to priority neighborhoods. h. Work with regional partners to assure Willamalane is planning for and accommodating opportunities for regional bike and pedestrian connections to land outside of the district boundary,including: BLM land,Armitage Park,Coburg. i. Seek opportunities to work with partners and landowners to expand the Lyle Hatfield Trail in either direction. j. Seek opportunities to expand access to Cedar Creek and the McKenzie River. k. Seek opportunities and work with partners to expand the Middle Fork Path eastwards utilizing on-and off-street connections as available. I. Work with partners and neighbors to develop a plan for improved access to Thurston Hills Natural Area from adjacent neighborhoods. Short-term Actions (1-5 years) m. Work with partners to provide additional multi-use path connections to fill missing links in the existing trail network: McKenzie River Multi-use Path,South Weyerhaeuser Haul Road. n. Build soft-surface trails in scenic settings:Gary Walker Trail System at Dorris Ranch,Thurston Hills Natural Area Trail Expansion. o. Build new trailhead at south side of Thurston Hills Natural Area. 102 SECTION 9 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A P,3ge 104 of 24 Moving the UIstrict Forward Strategy 3-1 Continued: Improve connectivity and access to existing paths and trails. Mid-term Actions (6-io years) p. Work with partners to provide additional multi-use path connections to fill missing links in the existing trail network: Booth Kelly trailhead to Island Park, Booth Kelly Trailhead to Middle Fork Path, By-Gully Path Extensions,Glenwood Riverfront Multi-use Path West, Moe Mountain Natural Area Multi-use Path. q. Conduct feasibility studies with regional partners on the siting and design of two new pedestrian bridges across the Willamette,providing access from the Middle Fork Path to Howard Buford Recreation Area and Island Park to Glenwood. Include pedestrian, bike,and equestrian access as considerations in this process. r. Build soft-surface trails in scenic settings at Clearwater Park. s. Expand trailhead capacity at the existing trailhead on the north side of Thurston Hills Natural Area if/as use increases. Long-term Actions (i+years) t. Work with partners to provide additional multi-use path connections to fill missing links in the existing trail network: Booth Kelly Road Multi-use Path, EWEB Path Extensions,Glenwood Riverfront Path. u. Coordinate with regional partners to develop bridges over the Willamette River,connecting the Middle Fork Path to Howard Buford Recreation Area and Island Park to Glenwood. v. Conduct feasibility studies with regional partners on the siting and design of a new pedestrian bridge across the Willamette, providing access from Glenwood to Dorris Ranch. Include pedestrian, bike,and equestrian access as considerations in this process. Strategy 3.2: Provide a desirable experience for trail users. a. Make improvements to existing paths to enhance the user experience,such as benches, public art,and other amenities,especially for the By-Gully and EWEB Paths. (8.2) b. Work with Community Engagement to implement a signage and wayfinding plan for trails that is inclusive and consistent. c. Work with Community Engagement staff to provide as much trail user information as possible on district website so visitors can understand the user conditions. d. Create and implement universal design principles in design and development of additional trails and paths. e. Monitor,expand,and adapt the trail system at Thurston Hills Natural Area to meet user needs and increase sustainability of the trail system. f. Provide secure bike parking at parks,with racks located near each use area. g. Add self-service bike repair stations at community parks, near trails and at popular cycling destinations. h. Identify potential locations for bike-share installations in partnership with local agencies. i. Support development of a variety of trail types and trail experiences to meet the diverse needs and interests of the community. COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 9 1-03 Exhibit A Moving the District Forward Page 105 of 324 StrategY 4-1:Add or expand facilities to best meet user demand in the district. GOAL 4. PROVIDE ACCESS TO HIGH-QUALITY AND AFFORDABLE RECREATION FACILITIES. - Ongoing Actions (Occurs continually) a. Consider development of an additional community center in southeast Springfield to meet the growing demand of the community. Short-term Actions (1-5 years) b. Conduct a district-wide space assessment to address programmatic and staffing needs and to develop a plan to maximize use of existing facilities.At a minimum consider the following as a part of this effort: • Assess space needs at the Park Services Center for storage, parking&office space needs • Evaluate opportunities for additional class and storage space at or near the Adult Activity Center • Identify best use for expansion of the Bob Keefer Center • Identify best use for future expansion of Splash! Swim Center • Assess highest and best use of rental properties c. Based on results of the feasibility study for an outdoor pool,create a plan for design,construction,and management of an outdoor water recreation feature in the district. d. Evaluate opportunities for additional class and storage space at or near the Adult Activity Center. e. Renovate the parking lot and consider opportunities for expanding parking at the Adult Activity Center. f. Explore opportunities to lease space to provide additional capacity for enrichment opportunities until new permanent community center facilities are available. Mid-term Actions (6-io years) g. Reassess plans for proposed building expansion at Splash! including additional multi-use programming space as a part of the Lively Park Master Plan update.Consider expansion of the lobby with any building improvements. h. Construct improvements identified in the Dorris Ranch Master Plan including additional community gathering/ event space at overlook on Allen Property. Long Term Actions L Design and construct a building expansion at Splash!to provide additional community space. (7.2) j. Incorporate recommendations from the Space Study into update to the Lively Park Master Plan. Consider expansion of the lobby with future improvements. 104 SECTION 9 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A P,3ge 106 of 24 Moving the UIstrict Forward GOAL S.STRIVE FOR A HIGH STANDARD OF CARE FOR THE MAINTENANCE OF PARKS, NATURAL AREAS,TRAILS,AND FACILITIES ACROSS THE DISTRICT. Strategy S.1: Maintain a high standard . .. a. Create 5-7 additional positions to support parks and recreation service delivery as outlined in this plan: . Landscape and Grounds positions (3) . Park Rangers (2) . Positions to support natural areas (2) b. Increase investment in park maintenance-phased over io years-to bring the district in line with typical park maintenance funding levels for comparable agencies. c. Provide appropriate shop,office,and storage facilities to promote proactive maintenance of park spaces. d. Develop and implement a plan for optimizing park restroom design and maintenance to reduce vandalism and other forms of misuse. e. Work with interested partners to enhance habitat and public access to non-Willamalane properties,including: Maple Island Slough,Cedar Creek,Bureau of Land Management property,Lane County property,TEAM Springfield property,the McKenzie and Willamette Rivers. f. Develop an asset management plan for equipment based on life cycle and risk of asset failure. g. Address community safety concerns by increasing the availability of park rangers to seven days per week. h. Review and update park maintenance standards for trash removal,graffiti and vandalism abatement,and restroom maintenance,and sustain excellent responsiveness rate for component and amenity repair or replacement. L Inventory trees in parks and create a long-term plan for tree maintenance and replacement. (9.7) j. Restore athletic field maintenance staff positions that were reduced during the COVID-19 pandemic. k. Work with partners to develop best practices and training opportunities for maintenance of green infrastructure facilities throughout the district. I. Maintain a comprehensive playground safety program. (9.1) m. Facilitate and encourage the formation of adopt-a-park groups for each park and facility.(9.5) n. Maintain a GIS database as a part of the maintenance management program for the district.(9.5) o. Explore expansion of the Dorris Ranch Historic District to include the Briggs House during implementation of the Dorris Ranch Master Plan improvements.(5.6) p. Provide a dedicated budget for implementing the ADA Transition Plan. q. Work with partners and local experts to incorporate environmentally sustainable and responsible orchard management practices at Dorris Ranch. COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 9 105 Exhibit A Moving the District Forward Page 107 of 324 Strategy 5.2: Proactivelly manage existing natural areas. Ongoing Actions (Occurs continually) a. Continue to collaborate with and foster positive relationships with community partners,local tribes,and American Indian and Alaska Native community members to manage and maintain Willamalane's natural areas. b. Develop management plans for natural areas that currently do not have plans in place. c. Develop annual work plans for effective management of natural areas. d. Increase and sustain resources and staffing to account for prior and future natural area acquisitions,using comparable agencies as benchmarks. Short-term Actions (1-5 years) e. Update Willamalane's Natural Area Management Plan to incorporate natural areas acquired since the plan was created.This plan should identify priority habitats and opportunities for future expansion. Strategy S-3: Proactivelly manage and update trails pathways in the district. a. Develop a management plan for repair and maintenance of existing soft-surface trails and multi-use paths. b. Budget dedicated funds to maintain and resurface existing paths. c. Create welcoming pedestrian and cyclist entrances to parks,with pedestrian and bike paths that are visually prominent,direct,and physically separated from parking lots. d. Develop a plan to protect important sightlines and viewsheds to maximize trail user experience. Strategy 5.4: Manage facilities to create a safe and enjoyable user experience. a. Attain a comprehensive understanding of deferred maintenance,liabilities,and facility upgrades needed to provide adequate level of service and meet community and programming needs. b. Assess and plan for opportunities to improve the function of existing facilities,including renovations to locker rooms,parking lots,entrance lobbies,historic and cultural resources,etc. c. Budget dedicated funds for implementing renovations,updates,and addressing maintenance needs for each facility to keep them current and minimize risk of deferred maintenance. 106 SECTION 9 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A P,3ge 108 of 24 Moving the UIstrict Forward GOAL 6. OFFER RECREATION PROGRAMS AND SERVICES THAT RESPOND TO THE COMMUNITY'S NEEDS AND ENCOURAGE HEALTHY LIFESTYLES. Strategy 6.1: Maximize participation in recreation activities across the district. Expand programs and activities for individuals with visible and invisible disabilities in partnership with Inclusion Services. Address inactivity and obesity rates among community members through low-cost programs and activities; consider offering free health and fitness programs in neighborhood parks during spring,summer,and fall. Add additional facility hours of operation,especially evening and weekend times as space is available. Promote active lifestyles by enhancing and increasing walking and running programs for adults and seniors. Provide programs using outdoor fitness and exercise equipment in neighborhood parks. Collaborate with Lane County Public Health and regional health providers to deliver programming that supports community health initiatives. g. Expand community partnerships to assist in the development of parks and programming. h. Improve usability of the online reservation and registration system. (11.2) i. Expand scholarships and opportunities to meet the needs of lower-income community members. Strategy 6.2: Expand and adapt programs in response to the changing needs and desires of the community. Update Recreation Programming Plan on a 5-year basis. (1o.1) Maintain existing and develop new relationships with community partners to expand recreation programming focusing on specific cultural groups or for potentially underserved members of the community. Expand programs and activities for adults and older adults (55+). Expand youth recreation and skill building programs. Develop more activities and events for high school youth based on feedback from students.(10.20) Expand adult(2o+) recreation to include a variety of adult athletic leagues and programs. Provide a focused effort at offering new activities in facilities and parks:walking and swimming activities, enrichment classes,food access programs,and music and dancing events(Salsa,Swing,and Bachata) Expand and maintain relationships with community organizations to collaboratively plan and offer a minimum of three multi-cultural community events each year. Establish and consistently implement participant input opportunities after all programs ensuring feedback from all communities. For a complete list of projects and a map,please refer to Appendix ii. COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 9 107 Exhibit A Moving the District Forward Page 109 of 324 Strategy 6.2 Continued: Expand and adapt programs in response to the changing needs and desires of the community. Develop and report performance measures as described in the plan to evaluate the quality of recreation programs and services. k. As the Latinx population in the district continues to grow,work to meet the existing and future demand for bilingual (Spanish) classes and programs that prioritize arts,culture,and fitness. I. Expand education programs that support community health,food security,and nature-based learning. m. Develop water-related programming,such as boating and fishing classes and activities.(o.4) n. Work with community partners to expand the district's community garden program.(1o.6) o. Expand self-supporting athletics programs for youth. (1o.7) DevelopGOAL 7. BE A RESPONSIBLE STEWARD OF DISTRICT RESOURCES AND PARTNERSHIPS. Strategy 7-1: a long-term funding strategy for capital improvements for new facilities and upgrades. Ongoing Actions (Occurs continually) a. Conduct regular updates,every 5-10 years,to the district's System Development Charge(SDC) methodology to provide an adequate level of service as the community grows. b. Prioritize marginalized communities,encouraging access to free and low-cost programs for district families. c. Consider implementation of a district"buy-in"membership to help ensure out-of-district residents are paying fees that cover the complete cost of their participation. d. Incorporate new funding strategies as feasible to assist with implementation of the comprehensive plan. Short-term Actions (1-5 years) e. Consider a general obligation bond to fund projects identified in the plan. f. Update the district's System Development Charge (SDC) methodology to reflect projects identified in the current comprehensive plan. 108 SECTION 9 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A P e 110 of 24 Moving the �istrlct orward 2023 Comprehensive Plan Projects and Capital Costs Criteria for setting priorities for capital investment is population, median household income,diversity index, recommended to be based in part on walkable access to and crime index.These are all critical factors when parks and spaces,considering the LOS in each of those prioritizing future improvements or new parkland. parks and facilities,and opportunities to meet the needs of underserved areas of the community. The following map (Figure35) illustrates sections of the district that have the greatest need to create a Using the values scored in the previous analysis and higher level of walkable service to parks.Areas in red isolating the lower service areas identified in the plan, and peach have the greatest need and therefore could the following analysis suggests possible priorities for be considered the greatest priorities based on the four future years.Gap areas were identified where available equity criteria- people impacted,diversity, household services may not be fully meeting community needs income and crime index scores.Applying equity criteria and thus present an opportunity to increase the LOS to to trails and pathways,Table 23 demonstrates that areas the community. that have walkable access to trails and pathways also have a higher median household income and lower crime This means that community members have access index. to some opportunities, but perhaps not yet at a level that might be considered adequate.Additional analysis of each of these potential gap areas includes total Willarnalane Trails and Pathways Walkable 2022 Total Population %of 2022 Median zozz Diversity zozz Total Access Population Household Income Index Crime In No 38236 54% $53,484.00 51.8 159 Yes 32654 46% $57,913.00 52.5 120 Table 23:Willamalane Trails and Pathways Walkable Access and Equity COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 9 109 2 a J Q a � W t p VI W Z W N W m C � a O u Y o E a c m d m A' o � S f¢ NO ¢ a ]v I JILITL� q -� s E zl Vzu C J1000 — a 5 m. /I 1— �Jl 3 _Z � J l � Z Z J h J O J � Z Z © z J 1 Z 'x a � M, z •7 � •� � �� F J J - �� z o a� - N L v - �� Exhibit A P e 112 of 24 Moving the �istrict orward Phase One Project Costs The prioritized Phase One project list and associated as projects move through the design process.They project costs are provided below. Project cost estimates provide the district an understanding of the overall were made in 2023 dollars and a 30 percent contingency anticipated financial costs associated with implementing was added to capital construction projects to account high priority projects identified in this plan. for costs of inflation and potential unknowns during design and construction. These estimates will be refined Willamalane Park and Recreation District Project List for the Comprehensive Plan Project Name/Location Project Description Project Cost Number F I Planning and Design for Future Park and Trail Projects Work with partners and landowners to design an Booth Kelly Trailhead additional trail connector along Springfield Butte that S1 to Middle Fork Path connects the Middle Fork Path to the Booth Kelly $225,000 Connector Trailhead. Include consideration of a new viewpoint along Springfield Butte if feasible. Plan and design for master plan improvements including S2 Dorris Ranch parking lot,use of the Allen property,and nature play $100,000 areas. Work with SPS to create a master plan for the park that S3 Guy Lee Park/Elementary maximizes recreation opportunities and public access on $22,500 the combined properties. Work with partners to update the master plan for Island S4 Island Park Design $62,500 Park. Moe Mountain Natural Work with partners to design new multi-use path from S5 Area Multi-use Path Design northernmost point of Moe Mountain Natural Area, $192,500 connecting to northernmost point of the Levee Path. Wallace M. Ruff Jr. Update park master plan to incorporate acquired land 56 Memorial Park since the last master planning effort. $zo,000 West D St. Greenway Work with partners and the public to create a master S7 Master Plan plan for the waterfront area. $75,000 Sub-Total $697,5oo COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 9 111 Exhibit A Moving the District Forward Page 113 of 324 Expand Level of Service(LOS) in Existing Parks Revisit design and conduct entire park upgrade. Look for opportunities to expand service on adjacent Springfield S8 Gamebird Park and Garden public Schools land. Add path connection between $i,i5o,000 Flamingo Ave.and N.Cloverleaf Loop. Georgia Pacific Natural Implement Georgia Pacific Natural Area improvements S9 Area per the park master plan. $�,700,000 Sio James Park Prepare master plan and redevelop park. $i,225,000 Sii Menlo Park Update and add to components in this park to provide $675,000 better level of service to the neighborhood. Siz Tyson Park Prepare master plan and redevelop park. $i,i00,000 Complete master plan for this park and implement Si3 Willamalane Park improvements. $4,600,000* Outdoor Water Play Determine ideal location(s)for development and then Si4 Feature develop an outdoor water feature within the district. $7iz,5oo Sub-Total $ii,i62,SOO* ''The outdoor pool at Willamalane Park(approximately$i9 million) is not included in Phase One estimates. Conduct Minor Updates in Existing Parks Si5 Bob Artz Memorial Park Update playgrounds. $550,000 Sib Meadow Park Upgrade courts at this park. $700,000 Sub-Total $i,250,000 Develop New Parks in Growing and High Priority Areas Develop a neighborhood park adjacent to new Woodland Si7 New Neighborhood Park $i,940,000 Ridge development in this region. Plan,design,and construct a new pocket park in the Sib New Pocket Park region. $i,000,000 Sub-Total $2,940,000 AcquisitionsNew Acquire land for a new neighborhood park adjacent to Sig New Neighborhood Park new development happening at Woodland Ridge. $400,000 Seek opportunities for acquisition for future Szo New Neighborhood Park neighborhood or pocket park in this high priority area. $z7o,000 Acquire land in this high priority area for a new pocket Szi New Pocket Park $i35,000 park. Szz Bob Artz Memorial Park Acquire adjacent land to expand ballfields. $270,000 Moe Mountain Natural Acquire land south of Moe Mountain Natural Area (i.e. S23 Area and trail connection abandoned railroad)to promote connectivity between $270,000 the south end of Moe Mountain to the Levee Path. Acquire land adjacent to park for improved access and an Szo Thurston Hills Natural Area additional trailhead. $5,070,000 Sub-Total $6,4iS,000 112 SECTION 9 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A P e 114 of 24 Moving the �istrict orward ProjectsTrail McKenzie River Multi-use Design and construct a new multi-use path from the S25 Path south end of the Levee Path,along McKenzie River(north $2,675,000 Of 126),connecting to High Banks Road at 52nd St. South Weyerhaeuser Haul Design and construct a 3-mile io-foot wide paved multi- S26 Road (Thurston Hills Path) use path on existing Weyerhaeuser Haul Road. $2,350,000 Gary Walker Trail System Build additional trails at Dorris Ranch per the master plan S27 at Dorris Ranch update. $575,000 Develop 1.5 mile single track trails and i mile widened Thurston Hills Natural Area soft surface (graveled) accessible trail to accommodate S28 Trail Expansion beginner mountain bike riders and trails that consider $275,000 principles of universal design within the Thurston Hills Natural Area. Thurston Hills Natural Area New trailhead access to Thurston Hills Natural Area on 000 S29 South Trailhead the south side. >>975, Sub-Total I $7,85o,000 Building Facilities Conduct a district-wide space assessment to address Sao District Space Study needs and maximize use of existing facilities to meet $80,000 programmatic and staffing capacity needs for the district. Willamalane Park Swim Complete a seasonal outdoor pool feasibility study to S31 Center Feasibility Study assess opportunities to co-locate an outdoor swimming $70,000 pool at the Willamalane Park Swim Center. Park Services Center Design and build park services center facility Facility S32 improvements based on recommendations from the $652,000 facility space study. Willamalane Adult Activity Improve existing parking lot to minimize erosion and improve year-round usability. Design expansion of parking S33 Center Parking Lot lot and an accessible walkway from the adjacent parcel to $437,500 Renovation the west. Bob Keefer Center Develop a master plan and construct an expansion to the S34 Expansion Bob Keefer Center to provide additional programming $17,550,000 and recreation space. Sub-Total $18,789,5oo Coordinate Work with SPS to improve playground and increase public S35 Centennial Elementary access to this school to help meet the need for service in $250,000 this neighborhood. Work with SPS to improve playground and increase public access to this school to help meet the need for service in S36 Maple Elementary this neighborhood.Work with the City and Safe Routes to $250,000 Schools to assure safe connections to this play area from adjacent underserved areas. Work with SPS to improve playground and increase public S37 Riverbend Elementary access to this school to help meet the need for service in $250,000 this neighborhood. Sub-Total 1 $750,000 TOTAL FOR PHASE 1 $49,854,500 COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 9 113 2 a J Q a � W d M K p VI LU Z W N W m C � a O u 0 a E ° — as E_ £ � c �� o E Li a r� n - y _ = N �A p - m JU 2 a - � m w y nt\ Y _ F > Q U s - ro C n N w � m c - T = J a 1. O U @ --- ------ --_ --- __ m = 0 m d �QLL a o N141 m O u 1 .a -6 N a v0 g zoQ = N c £ O TO YU \ c mom' Eg c tlo z ��v lit 000 TI �I --- JE _ 1 / y A a AA a d� v a xa �. '- � /E: ' cno > �\ q T ° � U a Fkr o/ - YF O a P a zoLL a o i > o O m z a J 6 W 7 VI Z W W C. 6 Q u Exhibit A Moving the District Forward Page 117 of 324 Financial Strategy funding,accordingly, making intentional decisions based The Project List and Phasing Plan provided in Appendix on the priorities established in this plan. ii identifies projects that support the implementation of A new outdoor pool and water play area was one of the strategies and actions discussed in this plan. Proposed biggest projects that received strong support during the projects are prioritized into three phases: Phase One public engagement process.A ballpark cost for a project (short-term,one to five years), Phase Two (mid-term, of this scale is anticipated to be 17 to 19 million dollars. six to io years),and Phase Three (long-term,ii+years). This plan proposes a feasibility study in Phase One to Ongoing projects are also identified as projects that have better understand costs for construction, maintenance, priority, but will be implemented as opportunities exist. operation,and market demands for this project. Pending Cost estimates are provided for Phase One projects. outcomes from this study,it is anticipated that a large The total capital cost for the first phase of projects is project like this would happen in Phase Two. Future estimated to be 49.85 million dollars. Phase Two costs updates to the funding strategy will need to account for were not analyzed in detail but are anticipated to be the anticipated large cost for implementing this project. in the range of 42-49 million dollars. Cost estimates are not provided for Phase Three or Ongoing projects The following financial strategy builds from the Capital listed in the plan. Many of these projects'timelines Improvement Plan created in 2012 to propose a current are assumed to be further out or are unknown. If and strategic approach to funding the first phase of opportunity exists to implement one of these projects prioritized projects. sooner,the district will need to adapt its approach to t CIO t r4 � zr I 116 SECTION 9 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A P e 118 of 24 Moving the �istrict orward Capital Project Funding • General Obligation Bond:These voter-approved The district currently has four primary sources of bonds are an assessment on real property. Funding revenue that support the district's capital project can be used for capital improvements,but not budgets.These funds include: maintenance.This property tax is levied for a specified period of time,usually i0-30 years.The district • Building and Construction (B&C) Fund:This issued its last bond in 2012 upon completion of the fund is allocated to planning and capital development, comprehensive plan update in order to secure$20 and is most often used for rehabilitation projects. It million in funding for development projects.The comes from the district's General Fund and is funded district generally considers bonds on a ten-year cycle; through public tax dollars. Annual expenditures from therefore,an additional bond may be a possible source this fund are currently projected at about$473,000 of funding for the implementation of this plan.The for the next five years,which is an almost 5o percent proposed use of bond funds for the purpose of this increase from what was projected in 2012 ($320,000). funding strategy is hypothetical and additional due • System Development Charges (SDCs):System diligence is needed prior to actual issuance of a bond Development Charges are fees imposed on new to the public for voter approval. Projects proposed residential development to pay for growth-related through use of bond funds will be highly dependent on impacts on the park and open space system. public support. Park SDCs can only be used for park and facility The financial strategy in the 2012 plan assumed the acquisition and/or new development.The district's following percentage of investments from each of these SDC methodology was last updated in 20o6 and funding sources: is scheduled for an update in FY 2024.The 2012 plan over-projected SDC revenues based on an Percentage of overestimation of population growth. In 2012, Funding Source Funding population growth between 20io and 2020 was Building and construction funds 9-30/8 anticipated to be 42 percent greater than the System development charges (SDC) 18.6% rates projected for the first io years of the 2023 comprehensive plan. Despite this disparity,the Grants and donations z8.o% district has also seen that new housing development General obligation bonds 44.1% is currently out-pacing population growth and this Total 100.0% fund has more recently increased closer to previous projections. To implement the 2023 updated comprehensive plan, project costs for the short-term projects (1-5 years) are • Grants and Donations:There is a wide range of estimated at$49,854,500. government sponsored grant programs available for different types of capital projects,- however,funding 2023 ComprehensiveProject availability fluctuates with each budget cycle.While Funding Strategy the district has shown consistent success in its efforts Percentage to obtain grant funds,the proposed reliance on these Project Costs of Funding funds for 28%of the overall project costs in 2012 was well above what Willamalane was able to obtain. Building and Recently,the district created a resource development Construction (B&C) $4,985,45o io°� program to offset its reliance on public tax dollars funds and maximize success in securingdonations and System development charges $7,478>175 15°� partnership contributions. Grants and donations $7,478,i75 i5% General obligation $z9,91z,7oo 60% bonds Total $49,854,500 i00% COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 9 117 Exhibit A Moving the District Forward Page 119 of 324 While the funding type percentages were intended to Willamalane's past comprehensive plans have not follow those in 2012,some shifts were made to account accounted for projected operational impacts for for recent trends and lessons learned since 2012. The proposed projects and, in alignment with that approach, following considerations were made during creation of will not include these in this update. It is difficult to the above strategy: accurately forecast the costs of these impacts until • a project is closer to implementation.The district Reliance on use of B&C funds was kept as minimal is currently implementing an asset maintenance as possible to prioritize use of these funds for general management software that will make these costs operation of the district and implementation of much easier to identify in the near future.This is an strategies and actions noted in the plan that are important exercise for the district to undertake prior to not accounted for in the capital cost estimates. implementation of each project going forward. These additional costs may relate to administration, recreation, human resources,communication, In addition to increases in operational costs associated maintenance and other services the district provides. with proposed projects,this plan also identifies an This is the primary,currently available funding source existing deficiency in staffing to support parks,natural that will need to absorb increases in operation and resources,and the ranger program.Additional staffing maintenance costs associated with each proposed will need to be funded through the district's General project that are not quantified in this plan.This is Fund. To avoid future deficiencies, it is important for the discussed in more detail in the following section. district to assess operational costs for each project as it • i SDC projections have been downsized to account for s planned, budgeted,and implemented going forward. reductions to future population projections' Funding Funding Opportunities from this source will likely fluctuate with development and with future SDC methodology adjustments The following are possible funding sources for the planned for FY 2024.These adjustments will be acquisition,development,and maintenance of parks reflected in future funding strategy updates. and recreational facilities.Some of these sources have been used in the past and others have not been used but • Reliance on grants and donations was greatly reduced may be appropriate in the future.Willamalane should in 2023 to more accurately reflect a realistic quantity continue to pursue alternative revenue opportunities in based on recent experience.This reduction results in order to leverage limited local funds: an assumption of$1.5 million in grant funding per year, instead of$2.8 million per year.The reduced reliance � Special Serial Levy(local option levy):This is on grants and donations results in an increased a property tax assessment that can be used for the reliance on general obligation bond funding. construction,operation,and/or maintenance of parks Increases in bond funds can be leveraged to provide and facilities..This type of levy is established for a the match requirement for many of the grants for given rate or amount for a specific period of time, which the district may be eligible. generally one to five years.The advantage of the serial levy is that there are no interest charges.The Operational Costs district should be aware of tax limitations that could The district currently has an approximate operational influence use of this as a funding strategy. cost of$162 per capita,which is lower than the Oregon • Revenue Bonds:These bonds are sold and paid average of$190 and higher than the National Recreation from the revenue produced from the operation of a and Park Association data for similar sized agencies facility.While revenue bonds are a potential funding nationwide ($1o4). More information on existing source they are not recommended for the projects in operational costs is included in Appendix 9. this plan. 5 Projected funding is based on current SDC balance and projected funding using the current district SDC methodology. 118 SECTION 9 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A P,3ge 120 of 24 Moving the UIstrict Forward Full Faith and Credit Bonds: Full faith and credit money from offshore oil leases.The money is bonds may be used, payable from the district's distributed through the National Park Service and general resources.They are not tied to a specific is administered locally by the Oregon Parks and revenue source, but the payment of principal and Recreation Department. In the past,this was one interest comes from available operating funds. of the major sources of grant money for local agencies.The funds can be used for acquisition Public/Government Grant Programs:There area and development of outdoor park facilities and wide range of government sponsored grant programs require a match. available for different types of capital projects; however funding availability changes with each o Federal Transportation Funding:The Oregon budget cycle. Community Paths(OCP) Program is a new grant program dedicated to helping communities Below is a list of some of the programs maintain connections through multi-use paths. available today: The Oregon Department of Transportation will o Community Development Block Grant use monies from the state Multimodal Active Programs (CDBG):These grants from the U.S. Transportation fund and federal Transportation Department of Housing and Urban Development Alternatives Program fund for this program. are available for a variety of projects in lower OCP will fund project including development, income areas of the community.Currently, local construction,reconstruction,major resurfacing grant dollars are minimal, but the district has or other improvements of multi-use paths that received several small grants in the past. improve access and safety for people walking and bicycling. o Land and Water Conservation Fund:This is a federal grant program that receives its o Local Government Grant Program (LGGP): This Oregon program uses Lottery dollars to - `�1 1 � S COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 9 119 Exhibit A Moving the District Forward Page 121 of 324 fund land acquisition,and development and grant program that Willamalane has recently used rehabilitation of parks and outdoor recreation for restoration projects. facilities.A 50 percent match is required. Willamalane has been very successful competing ' Private Grants and Foundations: Private grants for LGGP funding. and foundations can provide money to public agencies for a wide range of projects,although most o Recreational Trails Program:This is a grant of their giving is to the nonprofit sector.They often program funded through the Oregon Parks and fund unique projects or projects that demonstrate Recreation Department. Projects eligible under extreme need. this program include:1) construction of new trails,2) major rehabilitation of existing trails, � Land Trusts: Private land trusts such as The Trust 3) development and rehabilitation of trailhead for Public Land and The Nature Conservancy employ or other supporting facilities,4) acquisition various methods,including conservation easements, of land or easements for the purpose of trail to work with willing owners to conserve important development,and 5) safety and education resource land. Land trusts assist public agencies in projects. Grants are distributed on an annual various ways, including acquiring and holding land for basis and require a small percent match.The eventual acquisition by the public agency. Clearwater Park restroom was funded with help . Donations: Donations of labor, land or cash by from an RTP grant, because the park is on the service agencies, private groups or individuals is a Willamette Water Trail. popular way to raise small amounts of money for o Oregon State Marine Board Grants (OSMB): specific projects.Service agencies such as the Lions, The Oregon State Marine Board manages Kiwanis and Rotary often fund small projects such Oregon's waterways.The agency also provides as picnic shelters or playground improvements. construction grants for waterfront improvements Springfield Rotary helped pay for the development of such as boat ramps, rest rooms, parking,and the dog park at Lively Park. other related projects,and operations funds for a Lifetime Estates:This is an agreement between a maintenance and patrol. Funds are also available landowner and Willamalane that gives the owner the for maintenance of such facilities. It receives its right to live on the site after it is sold to the district. revenue for grants from the licensing of pleasure boats and a portion of the automobile gas tax. a Exchange of Property:An exchange of property The boat landing at Clearwater Park was funded between a private landowner and the district can with help from an OSMB grant. occur. For example,the district could exchange a less useful site it owns for a potential park site currently o Oregon Watershed Enhancement Board: under private ownership. The Oregon Watershed Enhancement Board (OWEB) is a State agency led by a policy Public/Private Partnerships:This concept is oversight board.Together,they promote and relatively new to park and recreation agencies. fund voluntary actions that strive to enhance The basic approach is for a public agency to enter Oregon's watersheds. OWEB's programs support into a working agreement with a private business Oregon's efforts to restore salmon runs,improve to help fund, build,and/or operate a public facility. water quality and strengthen ecosystems that While the public agency may have to give up certain are critical to healthy watersheds and sustainable responsibilities or control, it is one way of obtaining communities.OWEB administers a large and small facilities for the public at a lower cost. 120 SECTION 9 Willamalane Park and Recreation District COMPREHENSIVE PLAN Exhibit A P,3ge 122 of 24 Moving the UIstrict Forward a •{ Z7 . A t - 1 Moving Forward The financial strategy is intended to serve as a roadmap The district proposes to update this financial strategy to guide the district's Capital Improvement Program (CIP), on a five-year basis,which will allow for more accurate which schedules projects for implementation.Through cost estimates for Phase Two and Phase Three projects. the CIP process,projects are selected and budgeted for The update will reflect the impacts of future market on a five-year cycle that is annually reviewed and updated fluctuations and inflation rates that have increased by a committee of Willamalane staff. Each update to the dramatically over recent years.This timeline also proposed projects and funding strategies is approved by correlates with the already anticipated five-year(minor) the Willamalane Board of Directors. and io-year(major) comprehensive plan updates outlined in the district's administrative policies. COMPREHENSIVE PLAN Willamalane Park and Recreation District SECTION 9 121 s y t 10 r Implementing t Parkand R . Comprehensive Plan This section provides tools and best practices to implement the action items in the plan. 122 Willamalane Park and Recreation District COMPREHENSIVE PLAN ; � IMPLEMENTING THE PLAN O This plan outlines specific goals, strategies, and actions that can be fully implemented given appropriate community engagement, transparent decision-making, and sufficient resources. Some best practices for implementing this comprehensive plan include: Leading Measuring _® n"Ee Internal task force groups specific to See Appendixi2for example individual objectives and action items performance measures that can (made up of frontline staff with one be used to assess district progress supervisor/manager). toward meeting the comprehensive plan goals. Reporting ©—_ Annual reporting on « Include implementation Quarterly reporting on p_ comprehensive plan status in regular master plan status to the progress. reports to the public, Willamalane Board of which showcase Directors. Quarterly implementation accomplishments review and share status and project status. at all-staff meetings. i�4L-— t + r_ �, Vr.. Y � :4: � /,_� 4 i _ � e_ � .�'r Mgr• �,�.. 4-"'a` '.. Exhibit A Page 125 of 324 0 rhw%4p-1 4ele willamalane Park and Recreation District COMPREHENSIVE PLAN b BerryDunn A L willamalane Park and Recreation District Appendices WI LLAMALAN E PARK AND RECREATION DISTRICT COMPREHENSIVE PLAN Exhibit A Page 127 of 324 1 Table of Contents Appendix 2:Summary of Related Appendix i: Community Engagement Planning Documents .........................................A2 Summary............................................................Al z.i Applicable Planning Documents...................................Az-i 1.1 Community Engagement bythe Numbers.................Ai-i 2.2 Community Needs Assessment-2017......................A2-7 1.2 Outreach Strategy- Identifying Needs 2.3 Willamalane Strategic Priorities, Recommendations, andDesires.....................................................................................Ai-i and Findings-zoi8...................................................................Az-8 i.3 Stakeholders and Focus Groups_..................................Ai-4 2.4 Willamalane Operational Objectives-2022..........A2-9 i.4 A Summary of Input Received During General 2.5 Community Engagement Strategic Plan -2022....Az-9 Stakeholder and Focus Group Interviews 2.6 Diversity, Equity,and Inclusion (DEI) Strategic andMeetings................................................................................Ai-4 Action Plan -zozi....................................................................Az-io i.5 A Summary of Input Received During Topic-Specific 2.7 The City of Springfield,Oregon Comprehensive FocusGroups...............................................................................Ai-6 Plan -zoiz....................................................................................Az-iz i.6 Internal Staff Engagement ............................................Ai-12 2.8 Lane County Parks and Open Space Plan -20i8...................................................................................A2-12 2.9 The Rivers to Ridges Metropolitan Regional Parks and Open Space Study-2003.....................................................A2-i2 2.io Regional Vision 2003.....................................................Az-12 2.11 The 2017 Community Needs Assessment (Summary)...................................................................................A2-i3 II Willamalane Park and Recreation District Exhibit A Page 128 of 324 Appendix 3:Willamalane's Demographic Appendix 7: Pop-Up Intercept Events and Digital Profile................................................................A3 Outreach ...........................................................A7 3-i Sources......................................................................................A3-i 7.i Pop-Up Intercept Events ------------------------------------------------..A7-i 3.2 Area of Study..........................................................................A3-i 7.2 Digital Outreach ...................................................................A7-i 3.3 Community Profile..............................................................A3-2 3.4 Health and Wellness..........................................................A3-5 Appendix 8: Level of Service .............................A8 8.i Level of Service Assessment......................................... A8-i Appendix 4:Willamalane Park and Recreation 8.2 The GRASP® Process..................................................... A8-2 District Comprehensive Plan Survey Report.....A4 8.3 Inventory Methods and Process...................................A8-7 8.4 Asset Scoring----------------------------------------------------------------------A8-8 Appendix 5: Relevant Trends in the Willamalane 8.5 GRASP®Score....................................................................A8-9 Park and Recreation District ............................A5 5.i Estimated Recreation Participation..............................AS-i 8.6 Component Scoring ------------------------------------------------------A8-io 5.2 ADA Compliance..................................................................AS-2 8.7 Park Scoring.........................................................................A8-i3 53 Before and After-School Care Programs..................A5-3 8.8 Target Score Calculation...............................................A8-i5 5.4 Community and Special Events....................................AS-3 8.9 Making Justifiable Decisions.......................................A8-2o 5.5 Dog Parks................................................................................AS-4 8.io Addressing Low-scoring Components..................A8-2i 5.6 Generational Changes.......................................................AS-4 8.11 LOS Improvements .......................................................A8-22 5.7 Outdoor Fitness Trails.......................................................A5-5 8.i2 Large Scale Maps...........................................................A8-30 5.8 Nature Programming&Nature-Deficit Disorder.A5-5 Appendix g:Service Assessments.....................Ag 5.9 Outdoor Recreation..........................................................A5-6 9.i Organizational and Financial Analysis....................... A9-i 5.io Pickleball................................................................................A5-7 9.2 Willamalane Staffing ---------------------------------------------------------A9-i Appendix 6:Community Outreach Strategy.....A6 93 Willamalane Organizational Chart.............................A9-3 6.i Project Background............................................................A6-i 9.4 Financial Analysis.............................................................. A9-4 6.2 Community Engagement Goals....................................A6-i 9.5 Recreation Program Analysis........................................A9-8 6.3 Target Audience..................................................................A6-3 9.6 Program Access and Convenience...........................A9-i5 6.4 Process Overview and Timeline.................................A6-3 9.7 Community Needs, Desires for Recreation andSatisfaction....................................................................... A9-i6 6.5 Engagement Strategies...................................................A6-5 9.8 Maintenance and Operations Analysis.................. A9-22 9.9 Key Findings........................................................................A9-27 Appendix io:Willamalane Key Issues Matrix...Aio Appendix ii: Project List and Phasing Plan.......Aii Appendix12: Performance Measures...............Al2 APPENDICES-COMPREHENSIVE PLAN III Append *lx le. Community Engagement Summary Al-1 Willamalane Park and Recreation District Exhibit A Page130 324 Appendix 1: Community Engagement Summary Appendix i.Community 1.2 Outreach Strategy - Identifying Engagement Summary Needs and Desires This comprehensive parks and recreation plan was built Over the course of the planning process, more than upon the foundation of active engagement with district 3,800 community members provided input,with a community members,stakeholders and both users and majority coming from the needs assessment survey non-users of parks and trails, programs,and facilities. and intercept events. Overall,32,285 district residents An important goal was to complete a needs analysis either received targeted social media posts or email incorporating the opinions,needs,and desires of district notifications (passive engagement) or provided some members that was transparent,credible,and inclusive form of input(active engagement). of all residents needs and desires. Priorities were set to attract input from individuals and groups that may have To help confirm the results from the public engagement been historically and disproportionally less involved in process,two town hall meetings and discussions were past engagement opportunities. held with the Springfield planning commission,the Springfield City Council,and the Lane County Board To meet this goal,the project team initiated a series of Commissioners. of engagement opportunities along with a survey administered as both a random invitation and open- 1.1 Community Engagement link survey.To help ensure compliance with the State bythe Numbers of Oregon planning standards,a formal outreach Five categories of engagement were completed: strategy was presented to the City of Springfield near the outset of the project.The schedule presented in the engagement plan focused first on identifying needs and then on confirming those needs as priorities. Stakeholders and 235 Focus Groups ....................................................... Needs Assessment 12598 Survey ....................................................... 0 28,481 Digital Outreach .................... ................................. 66 Pop-up and r�l 27 Intercept Events Internal Engagement 207 (Staff Input) APPENDICES-COMPREHENSIVE PLAN Al-1 Exhibit A Appendix 1: Community Engagement Summary Page 131 of324 2022 HOnline Engagement W W Online Surveys © - aFocus Groups • Stakeholder Interviews c� z WTown Hall Meetings Internal Staff Engagement • • z Pop Up Events Project Pitch O O O u Partner/Board Updates ❑ Willamalane Board Update Consultant Led Effort * City Council&County Updates ❑ Willamalane Led Effort A1-2 Willamalane Park and Recreation District Exhibit A Page132 324 Appendix 1: Community Engagement Summary The community engagement strategies selected for his GOAL 3 Learn about • . plan support the following five goals in order to inform needs,and preferences within the park the overall comprehensive planning process: district • What does Willamalane do well?What can GOAL Willamalane do better? throughout the planning process • What improvements or changes would increase use • Find opportunities to engage early with various of Willamalane parks,facilities,and programs? groups in the community • What new park opportunities should be considered? • Provide as many opportunities as possible for What new recreation opportunities should be community members to engage considered? • Follow up and promote additional involvement with • What is Springfield lacking? those that engage • Build relationships with participants and provide GOAL 4 Understand the community's information about programs,events,and services priorities for park and recreation for Willamalane offers the future deeperGOAL 2 Gain a ng • What are the most desired park/facility of who Williamallane serves improvements? • What are the most desired recreational • Who does Willamalane currently serve?Who is not opportunities? being served? • What types of park&facility improvement projects • What are the demographics of users/non-users (age, would the community fund? race/ethnicity,families,renters/homeowners,gender, and socioeconomic status)? • What demographic groups use Willamalane's facilities GOAL 5 Gain support of final plan the most/least? recommendations • What programs, parks,trails,activities,and events are accessed the most/least? • How does the community learn about programs, events and services offered by Willamalane? • How satisfied is the community with Willamalane's offerings? • What are common hardships that make accessing park and recreation services challenging(physical/ cognitive limitations,socioeconomic Limitations, language barrier,schedule,feeling of safety or belonging,etc)? APPENDICES-COMPREHENSIVE PLAN A1-3 Exhibit A Appendix 1: Community Engagement Summary Page 133of324 1.3 Stakeholders and Focus Groups 1.4 A Summary of Input Received The community engagement process included avariety During General Stakeholder and Focus of both internal stakeholders (staff,elected officials, Group Interviews and Meetings and leadership) and external stakeholders (community members,tribal leadership,teens,sports leaders, Strengths of the district (in no particular educators,etc).Stakeholder interviews were conducted order: with community leaders from the school district,utilities, • Community support • Partnership with Willamalane board members,and political leaders. Springfield School • District Funding District The district provided many community engagement opportunities with a specific focus on DEL • Skate Park at . 1Pass Willamalane Park Swim While many of the focus groups included community Center • Growth (Improvements) members with varying backgrounds and interests, some specific focus groups were held to help ensure • Marketing and • Youth programs participation was inclusive for groups that may not have communication participated in engagement opportunities in the past. • Community First • Service district status initiatives General focus groups with varied community members were held to gain a general perspective and to create • Leadership and board • Combination of discussion. Other topic-specific focus groups were representation neighborhood and hosted for teens,the Latinx community,individuals with community parks y • Outdoor recreation disabilities advocates, natural areas advocates,trails equipment rental • Trail system advocates,and American Indians and Alaskan natives. • Affordability of services • Parks maintenance The effort resulted in: and facilities • Diversity of activities • Community • Inclusion and individuals • River access and programs stakeholders and focus with disabilities group participants-41 advocates-12 • Customer service participants participants • Teen focus groups-ill • Latinx specific focus Areas of improvement (in no particular order: Safe routes to parks • Activity guide participants group-3o participants (Discontinued) • American Indians/Alaska • Natural areas specific • Cultural special events . River access Natives-22 participants focus group-12 • Fitness centers representing 13 tribal participants • Trash cans in parks nations • Sand pit at Volunteer • Trails-6 participants Park • Parking at the Adult Activity Center and • Alternative aquatic facilities transportation • Pool access • Shaded park benches • ADA accessibility at • COVID-i9 measures parks and facilities • Restrooms in parks . Lack of bilingual signage unavailable • Class and activity times • Dog stations in parks • Connectivity of bike • Communication with paths and trails non-users • More volunteer opportunities A1-4 Willamalane Park and Recreation District Exhibit A Page134 324 Appendix 1: Community Engagement Summary Barriers that limit access (in no particular Key partners and stakeholders (in no order) particular order: • Pedestrian walking • District outreach to • Springfield Library • Radio stations routes to parks non-users • Historical Society • International Paper • Parking at Clearwater • Accessibility(ADA) • Museum of Natural • Nature Conservancy Park • Facility availability Cultural History • Friends of Buford Park • Business community and Mount Pisgah Additional desired amenities (in no particular • Civic organizations • Lane Transportation order): (Rotary Club) District • Outdoor basketball • Pump track court Skate Park • Indigenous community • Team Eugene Aquatics • Bilingual signage Splash pad • Relief Nursery • AARP Lane County • Commissioned artwork • Community members • Lane Community in parks • Dog stations in parks College • Warehouse Federal • Community gardens • Long course swimming Credit Union • Volunteers pool • River access Dog park • School district • University of Oregon • Fitness stations on trails • Springfield Education • Senior adults Family friendly Foundation • Complete bike paths to restrooms in parks promote connectivity Priorities (in no particular order): and safety • Pickleball courts • Increase footprint • Generating more • All-inclusive • Disc golf course (18 to help ensure resources to bring more playgrounds Holes) accommodation of people into Springfield development and Additional desired activities (in no particular growth • Expansion of trails order): . District will see • Connectivity of bike • Activities for adults • Family activities significant demographic path systems (Master (Ages:21 -50) • Volunteer programs changes es that will need Trail Plan) • Disc golf events and local government • Plan to develop the classes • Enrichment classes support to immigrants Glenwood area • Pickleball classes • Special events in Parks • Allow more immigrants . Concentrate on (movies,concerts,and into the states recruiting retirees for • Swim lessons cultural festivals) vacant positions • Focus on community • Environmental • Outdoor yoga and inclusivity • Strategize with local education/outdoor programs • Continue to focus on partners to be strategic district branding and about funding levy and staying the course bond requests to the within mission public • Deciding on district • Indoor activities for branding summer to combat climate change • Must address all forms of inequity not just racial APPENDICES-COMPREHENSIVE PLAN A1-5 Exhibit A Appendix 1: Community Engagement Summary Page 135of324 • Market what is done • Use of organic waste 1.5 A Summary of Input Received During with personal property in parks (no pesticides Topic-Specific Focus Groups money and SDC fees; near playgrounds and Residents are.starting areas of use) These important focus groups brought stakeholders into R ask why they must the process that may not have participated otherwise. to pay them to add a home ' Helping to ensure that dwelling district is abreast with Teen-Focused Input programs, parks,and During the Comprehensive Plan update scoping and • Bob Artz Park is under- activities planning process,the project Advisory Committee utilized should be identified teens as a user group they felt may not be prioritized for future Access to nature reached through typical forms of public engagement development • Swim lessons for all kids (surveys and focus groups).To respond to this need, a focused effort was made to engage teens in their classrooms during the Spring 2023 term (see Appendix 5 Vision for District for a thorough summary of this important engagement • Decrease footprint . Safety-Safety effort). to help ensure measures and park process accommodation of rangers are needed in A total of ill students in four classes (two middle school development plan and two high school)volunteered to participate in this • Continue to grow the • Fiscal responsibility- effort.Students in each class were given a presentation district and offer great Taxpayers should know on what Willamalane does in the community,what the programs and facilities their money is not being comprehensive plan is and how it guides district work, to youth while providing wasted and how the plan is updated.After the presentation, health awareness to students were asked a series of questions in large or increase inclusivity • Staying engaged small groups facilitated by Willamalane staff.The session with the public and closed with a paper survey. • Continue to grow serving underserved partnerships with populations Two of the classes (one middle school and one high Springfield School school) made this the subject of a final project for the District • DO is met on all levels class,and on June 7th,2022,these students presented their research,recommendations,and ideas to Willamalane staff. A1-6 Willamalane Park and Recreation District Exhibit A Page136 324 Appendix 1: Community Engagement Summary Key Topics/Themes Latinx Community Input A FEW KEY THEMES EMERGED FROM THE FEEDBACK: Willamalane partnered with Latino Professionals • Teens are generally familiar with Willamalane and Connect,a local network of approximately 30o business satisfied with their experiences at Willamalane parks people, leaders,educators,community members,and and programs professional activists to plan and host an event that would help inform needs,desires,and priorities of Latinx • Students are generally most familiar with bigger, community members.A two-hour networking event was destination-type recreation facilities in addition to the promoted to Latino Professionals Connect members and parks closest to their neighborhoods community partners,such as the Springfield Alliance for • Equity and Respect (SAfER), Escudo,and Community Students are busy,and many teens who play sports Alliance of Lane County.The event included a brief are reaching more competitive levels. Many students presentation about Willamalane's mission and values, indicated they would like Willamalane to provide: what they do,and how the information will be used. » Events that are geared toward teens.Some ideas Willamalane also introduced the DEI Action Plan and DEI suggested: movie nights, music gatherings,street supervisor as a future point of contact for collaboration fairs,and neighborhood parties/picnic days in and questions. parks. Music and food were two commonly Approximately 22 attendees were broken into three requested things to include at events. groups,each participated in an input session conducted Ways teens can gather more informally. bilingually. Each small group having a translator available as needed for discussions focusing on: • Students rely on social media as a primary way of receiving information;another opportunity they • Parks recommended using to promote teen centered . Recreation programs and events opportunities is school announcements (especially at the start of the year). • Communication • Some teens are at or close to an age where they will An activity asked participants to place three dots on start working.There was interest in opportunities to their top priorities for improving services.The bilingual gain experience through leadership roles,training, list of options included topics and ideas mentioned in volunteering,etc.to help prepare them for the work previous meetings,discussions,and engagement events. force.Some teens were interested in working for Key outcomes,overarching themes,and other input can Willamalane. be found in Appendix 6. Four priorities were identified that speak to the most valued improvements Willamalane Results From the Teen Paper Survey(n = 111) could make to better service the Latinx community: The students completed a needs assessment and satisfaction survey and their responses to some of the • Hiring more bilingual staff key questions are presented in Table 6. • Providing more stipends/scholarships for programs • Providing more Latino/a focused programming SplashMost Used Parks,Trails, Most Popular Teen Teen Desires for Additional and Facilities Participatory Activities Activities - Roller pool) Swimming Movie nights Bob Keefer Center for Sports . ■- - . PE :.. minton,Spike Dorris Ranch Video Games ball,corn hole,etc.) Thurston Hills Natural Area APPENDICES-COMPREHENSIVE PLAN A1-7 Exhibit A Appendix 1: Community Engagement Summary Page 137of324 Providing more bilingual information in parks and • Long Tom Watershed Council (LTWC) buildings. Upper Willamette Stewardship Network (UWSN) Natural Area Specific Focus Group • Middle Fork Willamette Watershed Council Including input specific to natural areas was important (MFWWC) because by the 2012 update to the district comprehensive plan,Willamalane only managed 186 acres of natural • Oregon Department of Fish and Wildlife (ODFW) area,and there were no dedicated natural resource staff. 0 Eugene Water and Electric Board (EWEB) Ten years later,Willamalane manages more than 1,000 acres of natural area and two full-time staff dedicated to • Eugene Parks and Open Space planning and managing these areas.The district regularly collaborates with partners to plan and implement McKenzie River Trust (MRT) projects across the region.Given the significant and rapid 0 Lane County Parks growth in natural resource area,a conversation with regional partners was hosted to evaluate Willamalane's • McKenzie Watershed Council approach to natural areas management and priorities for • Willamette Riverkeeper the coming years. • Springfield Utility Board (SUB) PARTICIPATING AGENCIES: Willamalane invited partners from 19 different agencies • Rivers to Ridges Partner in the region that have experience working with the The following is a synthesized list of key topics and district in various ways and/or doing similar work in themes identified during the natural areas focus the region to attend a discussion focusing on natural group meeting. resource management.At least one representative from the agencies below were able to attend the meeting. • Bureau of Land Management (BLM) EDUCATIONAL OPPORTUNITIES PRIORITY PROJECTS ACQUISITION OPPORTUNITIE Nature hikes&tours » Focuses: Urban stormwater, » Hayden Bridge boat ramp riparian and floodplain areas Interpretive panels urban forest,oak habitat " McKenzie River Trust land Increase public awareness of efforts »More Viewpoints Land to promote trail/habitat connectivity(especially along Local flora/fauna,sensitive areas, „ Locations: Island Park Slough, rivers) and cultural aspects of natural Cedar Creek, Maple Slough resource work » McKenzie River access APPROACHPARTNERSHIPS MANAGEMENT STRATEGIES Maintain existing partnerships » Cross-train staff » Increase staff and capacity Expand for:fuel reduction work, » Implement prescribed burns » Incorporate social justice land acquisition,and floodplain restoration » Be systematic and proactive » Acquire strategically/be Prioritize heavy impact areas proactive Hire grant writer A1-8 Willamalane Park and Recreation District Exhibit A Page138 Qf 324 Appendix 1: Community Engagement ummary Trails Specific Focus Group • Local hiking and climbing clubs Walking for pleasure and for exercise and hiking on both • City of Springfield, bike,and pedestrian group paths and trails was a top issue identified during the initial engagement process and the needs assessment • Rivers to Rivers group,working to update the survey.As a result,a trails specific focus group was regional vision facilitated to best understand trail needs both in the district and in the region. Individuals attending had • Springfield transportation planners backgrounds and represented: • Lane County senior transportation planner • Dorris Ranch and general horseback riders and Key issues identified during the focus group meeting are dogwalkers shown in Table 7. • Back county equestrians TRAILS AND TRAILHEADS NEEDS PHYSICAL GAPS IN NETWORK • Thurston Hills leading to McKenzie area • Connection to Howard Buford recreation area • Trails that highlight to views,vistas,or viewpoints. and covert loop area/hermitage park Connections from Doris Ranch to Springfield Butte • River Bend hospital extension • Maple Island Slough • River of high banks road • North Bank needs lighting on path • More regional connections outside of Springfield. • Harvest landing and McKenzie Weyerhaeuser • 42nd and Levee path • Maple Island Slough -soft-surface trail opportunity • Coburg Hills (no public easement) • Connection Howard Buford recreation area near Dorris Ranch UNDERSERVED CURRENT TRAIL NETWORK DESIRED OR MISSING EXPERIENCES ANDSYSTEM • Updated signage and consideration of multi- • West of the express way north of main street and usetrails south of G street • Universal access trails (flat) • The Obsidian Group sometimes uses Pisgah and • Mountain bike trails Thurston Hills • Ridgeline • Need more benches-shaded • Equestrian trails in the Thurston trail system • Safe routes to schools in Guy Lee Park • Poop loop for equestrian trails APPENDICES-COMPREHENSIVE PLAN A1-9 Exhibit A Appendix 1: Community Engagement Summary Page 139of324 Accessibility and Inclusion Specific Focus American Indian/Alaskan Native Group Given the significant influence Willamalane and the Given the high percentage of individuals with disabilities City of Springfield have on land management in the in the Springfield UGB,a targeted focus group was held area and the history of the Kalapuya forced removal to add perspectives offered by individuals or advocates from the area,Willamalane and the city of Springfield for individuals with disabilities.Table 8 illustrates the key recognized a gap in public engagement with local Tribes comments made during the focus group meeting and American Indian/Alaska Native (AI/AN) residents. DISTRICT STRENGTHS IN TERMS OF ACCESSIBILITY AREAS THE DISTRICT NEEDS TO IMPROVE AND INCLUSION . Mobility needs(visual) • Mobility needs (visual) Equitable fee structure • Equitable fee structure Listening to input • Listening to input Providing accommodations to youth with • Providing accommodations to youth with disabilities disabilities Inclusion services are free to include support workers OPPORTUNITIES FOR MARKETING INCLUSIVE ACTIONS TO IMPROVE ACCESSIBILITY IN PARKS RESOURCES Additional fencing for safety(playgrounds) • Need for external outreach and speaking to other • Assessable parking for an aging population providers • Update website to call out support services and • Interpretable signage on trails (easy,intermediate, availability and hard) - rough,steep,and declining,for example • Lane County ARC and DDS will be a great partner • Add hex boards to playgrounds with communication tools • Update verbiage of services • Reminding agencies,such as Direction Services, Family Resource Coordinators at the school level, and using social media to share info This led Willamalane and the city to host a Tribal Dialogue consultant applied elder teachings while facilitating and to understand and learn about awareness,values,and aiming to eliminate power dynamics to provide a safe priorities of self-identified American Indian/Alaska Native platform and space for residents to openly speak and be residents living within Springfield and the surrounding in community. area—especially individuals who interact with both agencies'services and jurisdictions. Representatives Co-facilitation was practiced by Indigenous community from the Springfield School District were also invited and representatives leading round table discussions with participated in the process. agency representatives listening, learning,and taking notes on behalf of each table.Questions were prepared PROCESS in advance by agency collaborators to help guide Willamalane and the City collaborated with an Indigenous discussion. Example answers were provided for each planning consultant to host a public dialogue for AI/AN question if there were not many responses to help residents to share feedback and perspectives around trigger ideas. Community members were encouraged agency awareness,values,and priorities.The planning to share ideas and to engage in story telling of their personal experiences if they were comfortable. Al-10 Willamalane Park and Recreation District Exhibit A Page140 Qf 324 Appendix 1: Community Engagement ummary Agency representatives were encouraged to not are included here.Opportunities for the agencies to influence conversation or make statements/promises collaborate better with native people are in Table 9. regarding next steps. Participating members voiced familiarity with TRIBAL OUTREACH the Springfield Library,swimming pools,and the Agencies outreached via printed material,social media, Springfield City Council email,and phone. Emailed invitations were distributed • A dire need for community space or a community to the Confederated Tribes of Siletz Indians Eugene center area office and Confederated Tribes of Grand Ronde. Phone outreach was conducted with the Confederated • A need for greater accurate representation that will Tribes of Coos Lower Umpqua and Siuslaw Eugene area raise awareness regarding accurate Kalapuya history office.Additionally,a Facebook event was advertised and for current Indigenous people on local AI/AN community Facebook groups and via . A desire for protecting and planting of native plant the Springfield Chifin Indian Education Program page. species Printed material was distributed at the Lane Community College Longhouse,University of Oregon Many Nations • A need for more communication/outreach specifically Longhouse, Ko-Kwel Wellness Center(Indian Health Clinic), for Native programming and at the Springfield Chifin Indian Education Center. • A need for continued relationships between agencies PARTICIPANT DEMOGRAPHICS and the community-town hall meetings,discussion The event included 22 AI/AN participants that are forums,and regular community meetings affiliated with 13 Tribal nations.There were eight • Greater Indian Health Services in Springfield participants affiliated with one of the Nine federally recognized Tribal Nations in Oregon including The • A need to prioritize Native language and signage in Klamath Tribes,Confederated Tribes of Grand Ronde, the public realm and Confederated Tribes of Siletz Indians.Additionally, * Greater access to space,water/rivers, harvesting of four participants are affiliated with tribes that had traditional and customary tribal boundaries in parts of traditional plants,affordable services, leadership the land now formally recognized as the state of Oregon' roles,and employment Two participants were non-Native but participated • A desire for Intergenerational programming from because they are raising Native children in the babies to elders Springfield area. • Cultural programming outwardly to the community Our agencies recognize this dialogue was not a form and internally of Government-to-Government consultation between the City of Springfield and the tribes with ancestral • Space and time to interact across our AI/AN cultures ties to the area,the Confederated Tribes of Grand . Gathering->Safely-> place (all inter-sectional) Ronde,and the Confederated Tribes of Siletz Indians. The feedback received and included in this summary • Powwow classes represents the perspectives of only the AI/AN residents that chose to participate and share perspective in our • Prioritize Native people in the hiring process- high planning dialogue. admin role,a board position, people from the culture,full-time positions inside agencies (not just KEY RECOMMENDATIONS/TAKEAWAYS consultants), not limited duration Dialogue participants shared several insights and • Liaison to work with Tribes and Native communities suggestions based on their own experiences with the with a team to support staffing. Provide them with agencies and what opportunities exist for strengthening fiscal and decision-making- not just a representative tribal relationships and services. Key themes emerged and not just tokenism but understanding tribal and were shared,and specific,applicable themes protocols is important i https.//admissions.uoregon.edu/residency/tribes z https_//www_grandronde org/,https_//wwwctsl_nsn us/ APPENDICES—COMPREHENSIVE PLAN A1-11 Exhibit A Appendix 1: Community Engagement Summary Page 141 of324 • Governance representation -tribal communities • Recreation boating-example of how Portland do not have relationships with governance bodies has inter-tribal canoeing for kids and elders and Planning Commission or other committees- no seat community at the table • Access to water- Nature, natural spaces,and fish/ • Language/place names indigenizing- land salmon acknowledgment and signage • Learn about Native plants in the landscape- keep • Town hall meeting,discussion forums,and regular them prominent community meetings (like this one) • Communication - lack of outreach to Native people • Protecting and planting more Native plants and presents a barrier opportunities to gather Native plants . Community events • Invasive species removal Tribal consultation practice with Grande Keys discussion item were the reference to Rondeand Siletz the people this land belongs to- Kalapuya llihi Native program at Springfield Schools-after (homelands) and acknowledgment that the Chifin school -. •n/cultural classes fore Center is not sufficient because it is prioritized for the school district studentsCollaboration with the Springfield Museum - Excitement • . art with Native include and begin with Native history of this scenery land,begin conversations around this work,redo More Native representation in the public realm maps in museums, map the seasonal rounds,and recognize talking stones . create more pp •r community space that might Native representation in parks&city-Signage and include space to gather,the use of Willamalane space,and community space for Powwows native plants including more Kalapuya language Springfield •- more flags and have them year round 1.6 Internal Staff Engagement Staff Strength,weakness,opportunities,and threats To best understand issues pertinent to the master plan, process (SWOT) -141 City leadership and staff were interviewed as part of a • Aquatics staff focus group-38 SWOT analysis. Results were used to craft questions for the needs assessment survey and gain a greater • Operations and maintenance staff focus group-28 perspective on key issues affecting the district. District Staff and Leadership Input Two hundred and seven staff members provided input The SWOT analysis identified strengths,weaknesses, into the planning process: threats,and opportunities in both a written survey form and in-person interviews.The following two sets of results were received: Al-12 Willamalane Park and Recreation District Exhibit A Page142 Qf 324 Appendix 1: Community Engagement ummary MOST REPORTED STRENGTHS MOST REPORTED WEAKNESSES • Dedicated and competent staff • Not enough staff for the workload • Teamwork • Insufficient programming space • Attentive leadership • Internal Communication • Amenities and facilities • Programs (ages:20-50) • Resiliency(adaptability to change) • Staff salaries • Staff communication • Vehicle replacement program • Parks • Staying within mission • Staff retention rate • Adding amenities without maintenance budget • Seasonal community events (mega hunt) • Reactive maintenance (be more strategic) • Workplace culture • Corrective action (patrons) • Dedication to DEI • Fee structure (increasing of fees) • Funding Base (property tax provided to District) • Visual appearance of parks • Community support • ADA updates to facilities and parks MOST REPORTED THREATS OPPORTUNITIES • Funding(not sustainable) • Park projects that increase capacity • Retaining employees • Partnerships and cultural opportunities • Covid-19 pandemic • A new community center and indoor aquatic facility • Partnerships/Sponsorships • Lack of frontline staff • Grow volunteer programming • Mid management working outside of scope • Utilization of friend's group • Lack of police response (safety and security) • Extend river access • Need pay study to assist with recruitment • Prioritizing underserved populations • Maintaining assets with growth • Hiring a procurement manager • Eugene fees being inexpensive • Employee engagement • Inaccurate media • Outdoor tennis/pickleball courts • School district(need for updated MOU) • Disc Golf(will add value to parks) • Climate change APPENDICES-COMPREHENSIVE PLAN A1-13 Exhibit A Appendix 1: Community Engagement Summary Page 143of324 Aquatics Staff Input • Increasing natural area maintenance and Thirty-eight aquatics staff, (full and part-time) met in operations capacity October and were asked a series of questions using the * Low maintenance landscapes,drought tolerant parks Menti digital platform. Menti allows real time input using cell phones. Results to questions were instantly projected • Lower maintenance design on a screen in front of the group. A summary of the input received is provided in this Appendix.Staff identified � Make adjustments to outdated park practices. higher wages,additional staff, lifeguard recruitment and Eliminate trouble amenities such as sandbox's retention efforts and more consistent operation hours as and beds priorities for improvement. • Planning and maintenance crew having more meetings.There's a lot of maintenance tasks that Operations and Maintenance Staff Input could be made way easier if we just do simple small Twenty-five staff members were asked a series of adjustments to the designs of the parks. questions in November,2022 using the Minti platform to help understand maintenance challenges.The results • More connecting trails. were used in the maintenance assessment. Priorities * No more red osier dogwoods. identified are shown here: • Active management,designed for both users and • Additional dog park. maintenance • More natural resources resource • Additional dog parks • Move ornamental beds 50 ft from playgrounds • Find a solution to maintain parks given homelessness • New Equipment, more staffing, bigger shop and vandalism • No chain link fence along pathways • Get all parks and site amenities up to"standards"and be able to keep them there. Goal being to keep parks • No invasive plants in parks/natural areas looking new. Be able to replace equipment more . No new parks,maintain what we have until we get often. more staff • Have a playground replacement program built into . NO porta potties as permanent restroom in parks!! the budget. • Wider sidewalks. No sandboxes. Different style Have funding in place to maintain new parks,trails of restrooms • Homeowners on park borders maintaining vegetation on their fence lines Al-14 Willamalane Park and Recreation District Appendix 21.9 Summary of Related Planning Documents Exhibit A Appendix 2: Summaryof Related Planning Documents Page 145 of 324 Appendix 2. Summary 2.1 Applicable Planning Documents of Related Planning Oregon Statewide Comprehensive Outdoor Recreation Plan (SCORP) 2019-2023 Documents Careful attention was paid to the SCORP to help ensure Willamalane Park and Recreation District partnered that priorities in comprehensive plan align with those in with Berry Dunn McNeil &Parker, LLC (BerryDunn)to the planning document.The SCORP is Oregon's five- create this 2023 Comprehensive Plan for the Willamalane year planning tool for outdoor recreation and guides Park and Recreation District(WILLAMALANE).An the use of Land and Water Conservation Fund (LWCF) integral part of the planning process was to help ensure funds that come into the state of Oregon.The plan both consistency with other planning documents and looks at participation across a series of state and County compliance with the State of Oregon's planning goals. locations as well as numerous age,ethnic,economic, The purpose of this summary review was to provide and other demographic groups.The plan is based on background, identify priorities and recommendations, a statewide survey and helps to set priorities for local, and perspective to be used throughout the plan. regional,and statewide funding.The report identifies five statewide issues that apply to the district and this Many local,regional and district planning documents comprehensive plan: and some specific plans for parks and natural areas were reviewed to inform context.Some background document �• An aging population review was accomplished to support specific parts of the 2. An increasingly diverse population plan such as the recreation plan and materials related to the district's recent accreditation process that were used 3• A lack of youth engagement in outdoor recreation in this plan but not necessarily summarized in this review. 4• An underserved low-income population S. The health benefits of physical activity Below are figures that portray participation in outdoor recreation activities in Lane County and across Oregon, based on the 2019-2023 SCORP survey data. Walking on local streets and sidewalks 83% Walking on local trails and paths 740/ Sightseeing and driving or motorcycling for pleasure 59% Relaxing,hanging out,escaping heat and noise etc. 59% Beach activities-ocean 57% Walking and day hiking on non-local trails/paths 55% Attending outdoor concerts,fairs,and festivals 50% Visiting historic sites and historythemed parks 49% Picnicking 49% Beach activities-lakes,reservoirs,rivers 40% 01/. 10% 20% 301/6 40% 505/6 60% 70% 805/6 9 0% Source:Oregon SCORP Percent of Population Participating A2-1 Willamalane Park and Recreation District Exhibit A Appendix 2: SummaryofRelated Planning Documents The chart below shows the top ten outdoor recreation activities throughout Oregon,and the percentage of population engaged in each of them.SCORP data reported that 83%of the population walks on local streets and sidewalks as the top outdoor recreation activity,followed by 74%walking on local trails and paths. Data in the Table below demonstrates that greater access to clean restrooms,and trails for walking are the highest future priorities for outdoor recreation participants in Oregon. PRIORITIES FOR FUTURE PARKS AND RECREATION INVESTMENT IN OREGON _ W =© Cleaner restrooms 3.94 5.3 6.4 19.9 25.3 43.0 Dirt/other soft surface walking trails and paths 3.71 5.9 8.7 22.3 34.5 28.6 More restrooms 3.62 6.8 10.9 24.4 28.9 28.9 Children's playgrounds and play areas made of natural materials 3.54 11.6 9.4 22.5 26.3 30.1 (logs,water,sand,boulders,hills,trees) Nature and wildlife viewing areas 3.52 8.1 10.8 26.5 30.0 24.6 Public access sites to waterways 3.52 10.1 10.0 24.9 27.5 27.5 Picnic areas and shelters for small visitor groups 3.48 6.3 12.3 28.5 32.6 20.2 More places and benches to observe nature and others 3.39 9.8 13.4 26.2 28.8 21.8 Security cameras in key places 3.33 16.1 12.7 20.6 23.7 26.9 Paved/hard surface walking trails and paths 3.32 12.6 14.9 24.0 25.1 23.4 Off-street bicycle trails and pathways 3.26 17.2 12.4 22.2 23.7 24.2 Children's playgrounds and play areas built with manufactured 3.25 13.8 14.2 25.9 25.0 21.1 structures like swingsets,slides,and climbing apparatuses More shaded areas 3.25 13.1 12.9 29.6 25.1 19.3 Picnic areas and shelters for large visitor groups 3.05 13.9 19.1 30.1 22.0 14.8 Additional lighting 3.02 19.6 15.9 25.2 21.2 18.0 Community gardens(where you can grow vegetables) 2.94 24.9 15.2 20.9 18.9 20.1 Off-leash dog areas 2.92 25.9 14.4 21.9 17.7 20.2 Multi-use sports fields 2.80 24.7 18.0 24.4 18.2 14.8 Designated paddling routes for canoes,kayaks,rafts,driftboats 2.79 25.3 17.1 24.5 19.5 13.6 Low-impact exercise equipment 2.48 34.1 18.8 22.7 13.8 10.6 Off-highway vehicle trails/areas 2.44 36.9 19.3 19.3 12.2 12.4 Source:2019-2023 Oregon SCORP APPENDICES-COMPREHENSIVE PLAN A2-2 Exhibit A Appendix 2: Summaryof Related Planning Documents Page 147 of 324 COMMUNITY RECREATION PROGRAM NEED,OREGON GENERAL POPULATION IN 2017 programsDo you have a need Which program,for this program,Type of IPP-M ea ore* mmmm Farmer's market 68.6 31.4 3.83 40.8 16.6 10.3 7.1 Concert 56.3 43.7 3.29 9.9 18.1 14.0 9.1 Outdoor sports 48.5 51.5 3.43 13.8 8.2 9.0 9.4 Outdoor movies 46.2 53.8 2.63 3.2 7.5 9.5 11.9 Water exercise 41.0 59.0 3.00 5.8 6.8 6.5 7.5 Historical tours 40.2 59.8 2.75 2.9 5.6 8.7 8.9 Arts and crafts(ceramic,painting) 39.8 60.2 3.04 4.0 6.9 7.3 7.5 Quiet zone for reading or meditating 38.8 61.2 3.20 4.8 6.5 6.9 7.1 Environmental education 34.9 65.1 2.74 3.1 4.6 5.9 7.4 Yoga 34.4 65.6 3.12 3.0 4.5 4.8 4.5 Game area (e.g.,chess,cards) 26.4 73.6 2.58 1.2 2.3 3.3 4.4 Walking club 26.3 73.7 2.73 0.7 1.1 1.2 0.5 Computer education 25.5 74.5 2.77 1.3 2.4 3.4 4.0 Social dancing 24.3 75.7 2.68 1.3 2.5 3.0 4.2 Aerobics 22.8 77.2 3.10 1.1 1.7 1.8 1.7 Tai Chi 20.8 79.2 2.73 1.5 2.2 2.0 2.1 Zumba 18.7 81.3 3.02 1.0 1.6 1.6 1.6 Pilates 18.4 81.6 2.84 0.5 0.8 0.8 1.2 Source:2019-2023 Oregon SCORP A2-3 Willamalane Park and Recreation District Exhibit A Appendix 2: Summaryof Related Planning Documents TOP TEN ACTIVITIES FOR OREGON FAMILIES WITH CHILDREN Walking on local streets/sidewalks 91.4 VG Walking on local trails/paths 84 0% Taking your children or grandchildren to a playground 70.15 Beach activities—ocean 66.9% Relaxing,hanging out,escaping heat/noise,etc. 6 .0% Walking/day hiking on non-local trails/paths 61. % Picnicking 58.8% Attending outdoor concerts,fairs,festivals 5 .9% Sightseeing/driving or motorcycling for pleasure 5 .6% Visiting historic sites/history-themed parks(history-oriented museums,outdoor displays,visitor centers,etc.) 53. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Percent of Population Participating Source:2019-2023 Oregon SCORP LANE COUNTY OUTDOOR RECREATION NEEDS •II III 1&14 4• Oregon Public Recreation Provider Survey Close-To-Home Priorities Mean Dispersed-Area Priorities Mean Trails connecting adjacent communities 4.50 Connecting trails into larger trail systems 4.71 Urban bike paths(separate from street traffic) 4.50 Day-use hiking trails 4.57 Community trail system 4.00 Off-highway vehicle trails/areas 4.43 Source:2019-2023 Oregon SCORP APPENDICES—COMPREHENSIVE PLAN A2-4 Exhibit A Appendix 2: Summaryof Related Planning Documents Page 149 of 324 Oregon Statewide Planning of property,construction of parks or facilities,or create Goals-2019 environmental impacts, many of the planning guidelines The state of Oregon updated mandatory planning from the 2019 statewide goals are not applicable. goals in 20i9;eight of these goals are applicable BerryDunn worked to help ensure Willamalane's plans to this comprehensive plan. Because this plan is follow the statewide planning goals. programmatic and does not directly lead to purchase Planning Statewide Planning Goal Applicable to Willamalane's Goal# Comprehensive Planning i Citizen Involvement Yes 2 Land Use Planning Yes 3 Agricultural Lands Minimally 4 Forest Lands Yes 5 Natural Resources,Scenic and Historic Areas,and Open Yes Spaces 6 Air,Water,and Land Resources Planning Yes 7 Areas Subject to Natural Hazards Yes 8 Recreation Needs Yes 9 Economic Development No io Housing No ii Public Facilities and Services Minimally i2 Transportation Minimally i3 Energy Conservation Minimally i4 Urbanization No i5 Willamette River Greenway Minimally i6 Estuarine Resources No i7 Coastal Shorelands No i8 Beaches and Dunes No i9 Ocean Resources No A2-5 Willamalane Park and Recreation District Exhibit A Appendix 2: SummaryofRelated Planning Documents Willamalane Park and Recreation District The plan also focused on the following areas of Comprehensive Plan —2012 improvement: The 2012 WILLAMALANE comprehensive plan focused • Collaboration on the district's fourteen core values;development of eleven goals that led to six strategies regarding parks • Glenwood and Downtown areas and natural areas;community recreation and support facilities;rehabilitation, park and facility operations; • Thurston Hills Ridgeline recreation programs and services;and department . Connections to waterways management and communication.The plan did an excellent job identifying performance measures.The • Opportunities for active play plan resulted in a district capital improvement plan that Reinvestment identified $39 million in capital projects from 2012 to 2021 and an additional $29 million between 2022 and 2031. . Resource conservation An additional $34 million in unfunded projects was also documented.Capital project funding was identified from • Recreation programs existing fund balances,system development charges, grants and donations,and a general obligation bond. 2012 WILLAMALANE COMPREHENSIVE PLAN MISSION,VALUES,GOALS,AND STRATEGIES CORE VALUES Affordability Partnerships Accessibility Innovation People Excellence Play Healthy Lifestyles Teamwork Environment Community Inclusiveness Personal Growth Stewardship VISION SUMMARY We enhance quality of life in our community through people,parks and programs. MISSION Deliver exceptional parks and recreation to enrich the lives of everyone we serve. GOALS Provide diverse park and recreation opportunities Provide opportunities to enjoy nature Support youth development Support seniors and people with disabilities Provide enriching family experiences Promote well-being,health and wellness Provide safe parks,recreation facilities,and programs Support community economic development Strengthen and develop community partnerships Preserve the natural environment Increase cultural understanding STRATEGIES AND ACTIONS Parks Community Park and Recreation Management And Recreation Rehabilitation Facility Programs and Natural and Support Operations and Communication Areas Facilities Services PERFORMANCE MEASURES Exhibit A Appendix 2: Summaryof Related Planning Documents Page 151 of324 2.2 Community Needs Key findings led to the following areas of focus for Assessment - 2017 Willamalane: The district published the results of their last community needs assessment in 2017,allowing comparisons to the 2012 assessment conducted during the last • Increase community outreach in general, but comprehensive plan update.The community was target underserved populations engaged with a 23-question survey that received . Diversify programs and services to serve the 139 paper responses,1,o79 online responses,and Latinx population 664 intercept surveys and targeted conversations with members of the Latinx community.The needs . Increase awareness of available inclusion and assessment analysis concluded: accessibility accommodations • go%of district residents are highly satisfied with . Adjust programming schedules,fees,and facilities and services locations to meet the needs of the patrons • District programs and services provided great value . Collect feedback on a more regular basis and • Over 94%of district residents feel welcome,safe,and utilize that data in future programming comfortable with district facilities and services . Consider data from this needs assessment as In addition to satisfaction,the assessment also evaluated baseline information when collecting feedback participation,awareness of district facilities and in the future programs,and communication. A2-7 Willamalane Park and Recreation District Exhibit A Appendix 2: SummaryofRelated Planning D52 ocuments 2.3 Willamalane Strategic Priorities, Recommendations, and Findings - 2018 The district set strategic priorities, identified value statements,created a structure,and identified teams for implementing the five strategic priorities below.This was a significant undertaking that provided a baseline for many of the recommendations found in this comprehensive plan. Strategic Priorities (SP) Key Findings/Areas of Improvement Desirable place to work and job • Clear,transparent,and effective communication across the satisfaction organization • Open and clear communication with diverse groups within the organization • Employee involvement in decision making • Trust in management or board decisions • Opportunities for equitable promotion and advancement Reinvestment plan for physical assets • A system to inventory assets to create an asset management plan • A system for asset maintenance and replacement funding plan • A schedule for maintenance and replacement of assets • An evaluation of district facilities • Creation of maintenance standards • Appropriate staffing and organizational structure to support maintenance Complete current bond-funded * A summary of the use of the bond was presented with only seven capital projects and nurture public projects outstanding. trust Enhance diversity • Increase employee awareness • Develop an understanding of how to reach and meet the needs of the Latinx community • Examine access opportunities for individuals and families experiencing homelessness • Develop signage standards that help meet the needs of diverse populations • Three objectives around the Latinx population,the Americans with Disabilities Act, inclusion,and socioeconomic factors were identified along with action items. Generate operating efficiencies • Adopt software and practices that are consistent with Willamalane through integrated administrative goals of efficiency and flexibility systems • Develop consistent district-wide training standards and professional development opportunities • Ensure the security of Willamalane's information and communication resources APPENDICES-COMPREHENSIVE PLAN A2-8 Exhibit A Appendix 2: Summaryof Related Planning Documents Page 153 of 324 2.4 Willamalane Operational Objectives- 2022 The district identified five operational objectives to be completed by June 30,2022.The district completed work on all five objectives in 2022. SUCCESS IN FISCAL YEAR 2022 5 Specific M-Measurable A-Actionable SMART goals for Willamalane staff from July 1,2021 -June 30,2022 R-Realistic T-Timely Improve well-being of our employees c� willamalane At Park and Recreation District Complete CAPRA Certification To provide exceptional parks and recreation to enrich the lives of everyone we serve." Complete a district-wi e Complete year one of needs assessment study L DEI strategic plan WILLAMALANE OPERATIONAL OBJECTIVES-2022 2.5 Community Engagement COMMUNITY ENGAGEMENT FOCUS AREAS Strategic Plan - 2022 . Serving as a strategic partner for the district The district's Community Engagement Division has eight focus areas as documented in the strategic plan,along Facilitating community connection with nine priority projects for FY 2022. . Ensuring brand consistency Advocating for an exceptional patron experience Marketing Public relations and communication Legislative affairs Resource development A2-9 Willamalane Park and Recreation District Exhibit A Appendix 2: SummaryofRelated Planning Documents PRIORITY PROJECTS FOR FY22 • Deploy and implement brand guidelines • Lead district marketing,communication,and 0 Develop and deploy an annual report design that supports recreation, parks,district initiatives,and the Willamalane brand • Lead the district's legislative affairs efforts • Develop and deploy a district-wide internal • Lead the district in the production and execution communication strategy of the 1PASS Program (programs for 2021 and • Lead district public communication zozz) • Obtain $151,500 in sponsorships and donations • Support and activate registration day campaigns 2.6 Diversity, Equity, and Inclusion (DEI) approach to Diversity, Equity, Inclusion,and a sense of Strategic Action Plan - 2021 belonging for district residents and employees. Willamalane's 2021 DEI Strategic Action Plan lays out The plan identified the nine goals below and included goals that represent a three-year,comprehensive action items directly applicable to this planning effort. i. Develop a support system for DEI initiatives 6. Create and implement policies and procedures that are socially responsible for staff,stakeholders, i. Demonstrate leadership and staff commitment patrons,participants,and vendors and accountability 3. Design a cohesive and inclusive work culture 7. Engage minoritized communities 4. Ensure recruitment, hiring practices,selection,and 8.Support departmental DEI efforts promotion processes encourage diversity,equity, 9. Provide reasonable accommodations in the and inclusion workplace S. Encourage Diversity, Equity,and Inclusion APPENDICES-COMPREHENSIVE PLAN A2-10 Exhibit A Appendix 2: Summaryof Related Planning Documents Page 155 of 324 DEI STRATEGIC PLAN PRIORITY INITIATIVES ' W:A k wd I IZ 11119 • • ONGOING INITIATIVES: Employee engagement • Staff training • Continual assessment and data collection • SWOT analysis • Community feedback • Equitable and inclusive marketing, en a ement and communication CONNECT KEY INITIATIVES: • Financial support and resources • Communication Plan and response • DEI awareness • Staff accountability Planning • Representation in the workplace • Prioritize mental health in the workplace • New hiring and onboarding initiatives • Employee relations • Hiring selection process • Bilingual pay analysis • Implement new policies • Implement DEI public facing marketing • Establish goals and objectives for DEI metrics YEAR 2 INSPIRE KEY INITIATIVES: Staff accountability • Promote and invest in mental health initiatives • Staff open forum • Career advancement • Recruitment and retention • Audit Willamalane policies and contracts • Internal complaint process • Initiate new DEI focused marketing campaigns • Reasonable accommodations in the workplace • Develop standards for DEI metrics (YEAR 3 EMPOWER KEY INITIATIVES: Wellness committee and staff satisfaction • Mentorship in the workplace • Develop diverse partnerships • Talent acquisition analytics • Community complaint process • Engage minoritized communities • Departmental focused DEI efforts • Communication and updates of DEI metrics STRATEGIC PLAN UPDATE A2-11 Willamalane Park and Recreation District Exhibit A Appendix 2: SummaryofRelated Planning Documents 2.7 The City of Springfield, Oregon 2.10 Rivers to Ridges Metropolitan Comprehensive Plan - 2012 Regional Parks and Open Space Study, SPRINGFIELD The City of Springfield 2003 Comprehensive Plan includes The 2003 study included nine vision strategies and a a recreation element,adopting regional visioning map as described below. OREGON the Willamalane Comprehensive Plan by reference. Each update to the Willamalane i. Existing Open Space Anchors comprehensive plan is to be reviewed and accepted by These include existing regionally significant public parks the City of Springfield after adoption by the district. and open space areas that form the foundation of the To ensure consistency,a public engagement plan was existing open space system.These include areas such as presented to the City of Springfield at the onset of this the Dorris Ranch Park, Buford Recreation Area,Spencer planning process. Butte Park, Island Park,Alton Baker Park, Delta Ponds, the west Eugene wetlands,the Willow Creek Natural 2.8 Lane County Parks and Open Space Area, Elijah Bristow State Park,Armitage Park,and Fern Plan — 2oi8 Ridge Reservoir. Lane County Parks span a large area that 2. potential Future Open Space Anchors includes Florence to the West and the McKenzie and Willamette Rivers to the east. These are areas that have been identified as potential key Willamalane is in the center of Lane County. additions to the regional parks and open space system Community priorities identified were to based on ecological,scenic, recreational,or cultural be accessible to water and nature-based values. recreation.Strategies include collaborating, 3. Key Future Upland Connections (Greenways) connecting,creating vibrance,building economic vitality, protecting resources,and creating a reflection These are primarily ridgeline corridors that could be of the county's values. Recommendations within this used to connect major open space anchors and serve as comprehensive plan will consider these strategies. recreational and wildlife corridors. 2.9 The Rivers to Ridges Metropolitan 4. Key Water-Based Connections (Blueways) Regional Parks and Open Space Study - These are linear corridors that follow major rivers and creeks.These corridors typically include the riparian 2003 zones and floodplains associated with creeks and rivers To create a regional vision for parks, recreation,and and are well suited for habitat protection and restoration. natural areas,the Eugene and Springfield City Councils, the Lane County Board of Commissioners,and the S. Existing Recreational Trails Willamalane Park and Recreation Board met jointly in These include the existing major multi-use paths and 2000 and agreed to complete a Metropolitan Regional trails within the study area and provide both recreational Parks and Open Space Study.The outcome was the and transportation uses. Rivers to Ridges Metropolitan Regional Parks and Open Space Study that identified long-and short-term 6. Potential Future Recreational Trails and strategies for implementing the vision.While the Vision Pathways (Opportunities) was first published in 2003, many of the elements These potential recreational trails and pathways could continue to apply to current and future planning efforts. provide access to and between major open space anchors and would be sited to avoid impacts to sensitive habitat and private property. • Variety . Habitat 7. Community Buffers • Scenic Quality • Rivers,Waterways, and Wetlands These are critical areas needed to provide separation • Connectivity between the metro area and nearby small cities. In most • Recreation and • Community Buffers instances,these separators or buffers could take the Education form of agricultural or forest lands, riparian corridors,or other natural areas. APPENDICES-COMPREHENSIVE PLAN A2-12 Exhibit A Appendix 2: Summaryof Related Planning Documents Page 157 of 324 8. Community Gateways g. Highly Visible Scenic Resources These are major points of entry into the community and These are generally forested hills,slopes,and buttes that have the potential to provide a scenic gateway and a clear are highly visible from population centers. urban-rural transition. RIVERS TO RIDGES REGIONAL PARKS AND OPEN SPACE STUDY VISION MAPj. �\ :2 ao v Metropolitan Regional Parks and Open Space Vision 7l' Vision Refresh Map(2023) } km r. ,v. t m„o k��"`d '�_ �� ,tom' .(-.•.�r�r��F � 'A a K (/1 \ LegendO �_�i��0 L� 4 ,a coo.e�•ea�e:ImzA f � _•�• — \� _ .�t�. _ Puea�em e area oa r slzazy R t Rdges Vision ELmenft' �. peo spare nonors lE.¢noaaoe rossrok wwrel '�� 4 y ugaoe c«rao�laage:l � 0 "�, � a,o��a�„aatl ,e mal o.R P y r Na a rmeea ermae lm ene/x 1 ti: •^w < II I \ I 5 l\\ e tl m •v�a.mm.2m.mv.m.a r..ame»mnn p ova.e. Map9ae7. Rtlgevonnx�eMorsetl by ry -- l qs/ e: �` frmr�ry1 6 '� aYW f 1 N n \I srap ...,m, � rp�w pae�a� a geiaeo oaa oana aope�v 2.11 The 2017 Community Needs In addition to satisfaction,the assessment also evaluated Assessment (Summary) participation,awareness of district facilities and The district published the results of their last community programs,and communication. needs assessment in 2017,allowing comparisons Key findings led to the following areas of focus for to the 2012 assessment conducted during the last Willamalane: comprehensive plan update. • Increase community outreach in general, but target The community was engaged with a 23-question underserved populations survey that received 139 paper responses,1,079 online 0 Diversify programs and services to serve the Latinx responses,and 664 intercept surveys and targeted population conversations with members of the Latinx community. • Increase awareness of available inclusion and The needs assessment analysis concluded: accessibility accommodations • Ninety percent of district residents are highly • Adjust programming schedules,fees,and locations to satisfied with facilities and services meet the needs of the patrons • District programs and services provided great value • Collect feedback on a more regular basis and utilize • Over 94o of district residents feel welcome,safe,and that data in future programming comfortable with district facilities and services A2-13 Willamalane Park and Recreation District Appendix 3.e. Willamalane 's Demographic Profile Exhibit A Appendix 3: Willamalane's Demographic Profile Page 159 of 324 Appendix 3. Willamalane's Urban Planning and Affairs at Portland State University, which tracks Oregon's growth and demographic changes. Demographic Profile Data available from the PRC was used as the basis of the The Willamalane Park and Recreation District population estimates and projections for this report. demographic profile was developed to provide an While PRC and Esri both utilize the U.S.Census as their analysis of household and economic data in the area, primary data source,the data represented here differs helping residents to understand the historical and due to local and regional estimates.When compared, projected changes that may impact the community.The those differences in data have been noted and analyzed. demographics analysis provides insight into the potential market for community parks,trails,and recreation Finally,information about health,wellness,and disability programs and services by highlighting where and how status was sourced from the American Community the community is likely to change. Survey(ACS) and the Robert Wood Johnson Community Health Foundation. 3.1 Sources Reference data was primarily sourced from Esri Business 3.2 Area of Study Analyst as of May 2022.According to its website, Esri Willamalane utilized Springfield's urban growth Business Analyst is"a solution that applies Geographic boundary(UGB) as the geographic boundary for the Information Systems (GIS)to extensive demographic, demographic analysis. In addition,comparisons to the consumer spending,and business data to deliver on- City of Springfield's city limits were analyzed to provide demand analysis"At the time of this report, Esri's additional context. primary source for demographic information is the 2020 U.S. Census. The boundary of the UGB is approximately 24.1 square miles.The City of Springfield's city limits is an estimated This study also analyzed data from the Population 15.74 square miles. Research Center(PRC) located within the College of CITY OF SPRINGFIELD AND SPRINGFIELD URBAN GROWTH BOUNDARIES 4 ;r r' Old�o 569 No gfield "?, G�pC• R 126 Thurston Cdd- Springfield 176 rn.,i..St fl�toa R.crptlm b.• Goshen �NN/.C.Nk • A01 r 99 J/ i�� i•/�9 � a A3-1 Willamalane Park and Recreation District Exhibit A Appendix 3: Willamalane's DemographfciProfile 3.3 Community Profile The UGB population Population � � estimatedwas at From 62,298 in 2000,the population within the Springfield UGB has continued to grow steadily over the past two decades. In 2020,the population was estimated at 70,337.The PRC projects that the UGB population will grow to over 75,159 by 2035. HISTORIC AND PROJECTED POPULATION GROWTH IN SPRINGFIELD UGB 80,000 _ 73,838 75,159 70,337 70,000 67,738 62,298 60,000 50,000 40,000 30,000 20,000 10,000 0 2000 2010 2020 2025 2030 2035 Household Information • Over 18.3%of households in the City of Springfield Analysis of the household characteristics within the were below the poverty level in zozo compared to Springfield UGB indicates that the area has a lower median 12.4°%in the state of Oregon (ACS,zozo). income and a lower average home value than the state . The average household size in the Springfield UGB of Oregon.The following facts demonstrate the key (2.48)was similar to the state of Oregon (2.47) (ACS, highlights regarding household information compared to the state: zozo). • Children in the Springfield Public Schools System had • The median household income was$50,48i,which is a 61.5% participation rate in the free and reduced over$i5,000 less than the median household income lunch program as reported in 20i8,which is the third of$65,47z for the state of Oregon (Esri,zozi). highest rate of the lz school districts in Lane County. • The average home value was$311,024,which is less • The average household size in the Springfield UGB than the home value average of$44i,837 in the state (2.48)was similar to the household size in state of of Oregon (Esri,2021). Oregon (2.47),(ACS,zozo). APPENDICES-COMPREHENSIVE PLAN A3-2 Exhibit A Appendix 3: Willamalane's Demographic Profile Page 161 of 324 Age AGE DISTRIBUTION CHARACTERISTICS IN The median age in the Springfield UGB was 38.4 years old SPRINGFIELD UGB(PROJECTED POPULATION IN 2026) in 2021.This is slightly younger than the median ages in Population by Age Category the state of Oregon (4o.3) and the United States (38.8) (Esri,2021). Older Adult(75+)7916 Youth(0-19 years) 24% medianThe Active Adult(55- 7 4) age in 2022 was 23�`o Young Adult(20- 34 years) 21% Adult(35-54)1 25% Age groups 0-4,5-9,10-14 and 15-19 all account for approximately one-fourth of the total youth population in each group.Age group projections are in the chart below. 16% 14% 12% iO% 8% 6% 4% 2% O% 0i �� NN �� ,(01, 1� � 5 8<6 2010 02022 ■ 2027 Source:2021 Esri Business Analyst A3-3 Willamalane Park and Recreation District Exhibit A Appendix 3: Willamalane's Demographfc2Profile Race and Diversity RACE AND ETHNICITY IN THE SPRINGFIELD UGB The UGB population is becoming more diverse over time. 26 While still mostly white,the number of Latinx people Population • (irrespective of race) has increased from 11.32%in 2010 Projection to an estimated 16.95%in 2026. White 86.55% 82.91% 81.04% The population of people of color distribution is Black/African mapped in the figure below; purple represents the Asian American i:oi% i.z9% i.4z% population,and red represents a population of two Asian 1.26% 1.68% 1.87% or more races.The eastern side of Springfield has a higher percentage of those from two or more races (not American Indian/ Hispanic or Latinx),while most of the UGB population Alaska Native i39°� i.65% i.76% is primarily white. Parts of central Springfield and Pacific Islander 0.31% 0.34% 0.35% southwestern Springfield have a higher percentage of the Asian residents. Two or More Races 4.63% 5.78% 6.34% Other Race 4.85% 6.36% 7.22% Hispanic 11.32°% 14.84% i6-95% Source:Esri Business Analyst,2021 MINORITY RACE DISTRIBUTION IN SPRINGFIELD UGB .r. wahr.rlln Eugene _ sUrORU RECREATION AREA hr 615/2022 1-140.837 0 075 15 3 rim Cv"rapny Areas Alen alone.Nat Hmpi� •_v Latin Poputabon O Urban CwowM Bounckwws —American Indian and AXn"Nacre a10m.Not Hrspar c or LaIm PogAatan 0 125 2 5 5 km Tract s..w. 9- KM.C_ FAO NOM LOS" c 0—s-61- Two or Mae Races.Not Hispanic on L atno Population o,+wr.w w.Go U_c—t s Hapanc or Latmo Populatan C-rv.ion APPENDICES—COMPREHENSIVE PLAN A3-4 Exhibit A Appendix 3: Willamalane's Demographic Profile Page 163 of 324 People with Disabilities TYPES OF DISABILITIES IN THE CITY OF According to the ACS,19.1%of Springfield's UGB SPRINGFIELD UGB population experienced living with some sort of Hearing . 5 7% hearing,vision,cognitive,ambulatory,self-care,and/ or independent living difficulty in 2021.This is higherVision ' 3 4% than the state of Oregon at 14.3%and reaffirms the Cognitive difficulty8 9°� importance of inclusive programming and Americans with Disabilities Act (ADA) transition plans for parks and Ambulatory difficulty facilities.See Table 5b below for a breakout of disability Self-care difficulty 3 3% by percentage in the Springfield UGB.The highest percentage of individuals with disabilities in Lane CountyIndependent living difficulty are American Indian/Alaska Natives (2i.61/1o),white (i7.61/1o), two or more races (15.6%),and Latinx(1.1%).3 3.4 Health and Wellness Average , of mentally Understanding the status of a community's health can ••• ' population help inform policies related to recreation and fitness. "` ' monthunhe. The Robert Wood Johnson Foundation's County Health (Orego Rankings and Roadmaps provide annual insight on the general health of national,state,and county populations. Lane County, home to the city of Springfield, ranked in • have access the higher-middle range of counties in Oregon (higher 9%of population to exercise o%- % in 2021.The following figure provides 5 75 ) � g g Pconsideredobese additional information regarding the county's health (Oregon pportunities ` data as it may relate to parks, recreation,and community services (Robert Wood Johnson Foundation,2021). % have no health 25% considered insurance physically inactive Source:Robert Wood Johnson Foundation's County Health Rankings and Roadmaps 3 Lane County Health Equity Report,2020. A3-5 Willamalane Park and Recreation District Appendix 41.9 Willamalane Park and Recreation District Comprehensive Plan Survey Report Exhibit A Appendix 4: Willamalane Park and Recreation District Comprehensive Plan Survey eports2a Appendix 4. Willamalane Park and Recreation District Comprehensive Plan Survey Report May 23 1 RRC ., n t ark and Recrg , tion 'Master" , fa Berry willarnalane LaRRC i 1 1^��1 �rii Park and Recreation District A4-1 Willamalane Park and Recreation District Exhibit A Appendix 4: Willamalane Park and Recreation District Comprehensive Plan u6ry 16 ey eport Table of Contents ■ Introduction ■ Methodology ■ Key Findings ■ Living in Willamalane ■ Current Usage ■ Current Conditions ■ Future Facilities, Amenities and Services ■ Communication ■ Financial Choices/Fees ■ Demographics RRC Introduction ■ The purpose of this study was to gather community feedback on the Willamalane PRD parks, recreation facilities, amenities, future planning, communication, and more. ■ This survey research effort and subsequent analysis were IpF designed to assist the Willamalane PRD in developing a plan to reflect the community's needs and desires. RRC APPENDICES-COMPREHENSIVE PLAN Exhibit A Appendix 4: Willamalane Park and Recreation District Comprehensive Plan Survey eport324 Research Methods 4,502 Surveys -• 1 = Statistically Valid (Invitation Survey) (4,406 delivered) Paper surveys were mailed to a systematic random sample of addresses in Willamalane Park and Recreation District with the option to complete online through password protected website(1 response per household). r I'll rl 1 • '262 Invitation surveys completed +/-6.0% Margin of Error 2 = Open Link Survey Total Later,the online survey was made available to all Willamalane Park and Recreation District stakeholders,including non-county Surveys residents(e.g.,commuters,residents of nearby communities) 1,336 Open Link surveys completed 5 RRC Weighting the Data 1 7 The underlying data from the survey were weighted by age and Using U.S. Census Data, the age ethnicity to ensure appropriate and ethnicity distributions in the total representation of Willamalane sample were adjusted to more Park and Recreation District closely match the actual population residents across different profile of the Willamalane Park and demographic cohorts in the Recreation District . sample. RRC A4-3 Willamalane Park and Recreation District Exhibit A Appendix 4: Willamalane Park and Recreation District Comprehensive Plan u6vey Report Key Findings Two samples were collected in the survey effort, the statistically-valid invite sample and the Open link sample, which had a strong response. Together they provide an excellent source of input on topics addressed through the survey. Survey results are presented in formats that compare responses from each sample, along with an overall response. In general, responses from the Open link survey are similar to the invite, a positive finding that it indicates a more general consensus across the two samples. Respondents show higher levels of familiarity of the parks, recreation facilities and services provided by Willamalane. The average rating for the invite sample was 3.6 out of 5 with 5 being "very familiar" and an average of 4 out of 5 for the Open link. Trails/paths maintained by Willamalane, natural areas/open spaces and parks and playgrounds are the most frequently used amenities by both samples. Awareness of facilities and services provided by Willamalane are the top areas if addressed, would increase use; including for those who identify as Latinx particularly for Areas Aand F, and households with a disability. RRC Key Findings Overall, respondents generally feel very welcome in Willamalane parks and facilities. The average was 4.3 for the Invite sample and 4.4 for the Open link on a scale of 1 to 5, with 5 being "very" welcome". �• The top future amenity and facility priority for both samples is park safety and maintenance. Top priorities for the trail system include soft-surface hiking trails in scenic settings, connectivity between existing trails, and accessible walking trails. Natural areas/open spaces, community centers and basketball court needs are highly meeting the needs of the community. Restrooms in parks, pickleball courts and outdoor fitness stations in parks needs are not being met as well. RRC Exhibit A Appendix 4: Willamalane Park and Recreation District Comprehensive Plan Survey eport324 Key Findings Approximately 89% of invite respondents have children 12-17 at home.Among those with 12-17-year-old children at home, 96% respond saying more trails and bike paths are needed. Among invite respondents, 69% prefer direct mail for communication, and 64% prefer email communication. Currently, 63% of respondents use direct mail for communication. Effectiveness of communication about parks, recreation facilities, and services is rated to be at least a 3 out of 5 by 74% of invite respondents. About 69% of the Invite respondents responded they will probably or definitely support a bond referendum for specific projects. In total for both samples, over half of respondents support fees for new development of parks and recreation facilities. 45% of invite respondents do not support increased property taxes. RRC Living in Willamalane r ' ;AN111111116 A4-5 Willamalane Park and Recreation District Exhibit A Appendix 4: Willamalane Park and Recreation District Comprehensive Plan urvey eport Location in Willamalane Respondents are well dispersed throughout the Willamalane Park and Recreation District,with fewer from Area G. According to the map below,in which area do you live? Invite On�n Link overall } Area A_7% -496 jW5% Area B-16% �1246 Area C-12% 1s96 Area D}-16% 17% 171)., t ... Area E_7% -4% =5% A r^�C Area F-14% -1296 Area G 11% 04% i3% E F AreaH 7% -4% =5% I Area l-15% 14% 14% �f✓ �" Area J=5% Not sure 11% .496 11111111113% n= 2S6 L147 1,403 )k { 11 HRRC Length of Time in Willamalane There are both newer residents and older residents in the District.A total of 45%of the Invite sample has lived in the area for less than a year to five years, and 28%have lived in the area for 21 years or more.The average length of time in the community for both samples is about 15 years. How long have you lived within one(or more)of the areas identified above? I nvitr Oven Link Less than 1 year■4% 1096 _996 1-5 years 24% 27% 6-10 years-11% -19% -,17% 11-15 years_396 -11% -14% 16-20 y ea rs_7% 11% -10% 21 years or more 28% 26% 27% Avg, 14.8 14.7 14.7 n=258 1,097 1,355 _rnuu-.RFr rLs e.cr;zr;•s 12 VIRRC APPENDICES—COMPREHENSIVE PLAN A4-6 Exhibit A Appendix 4: Willamalane Park and Recreation District Comprehensive Plan Survey eport324 Familiarity with Parks and Recreation Facilities Respondents show higher levels of familiarity of the parks, recreation facilities and services provided by Willamalane.The average rating for the invite sample was 3.6 out of 5 with 5 being"very familiar"and an average of 4 out of 5 for the Open link. How familiar are you with parks,recreation facilities,and services provided by Willamalane? I mire Ooen Link Overall 1-Not at all famiIiarMS% 11% 12% 2-1v96 M E% _E% 3 29% 22% 23% 4 29% 30% 30% 5-Very familiar 28% Avg. 3.6 4.0 3.9 n=262 1,336 1,598 N r<c IW 13 RRC Current Usage 11.; A4-7 Willamalane Park and Recreation District Exhibit A Appendix 4: Willamalane Park and Recreation District Comprehensive Plan purvey eport Frequency of Use ■ Trails/maths Q 4.,How often do you or members of your household use Willamalane parks,recreation facilities,and services? M P.•rrrm Rnc�nM,nr� maintained by +nv. 246 ■1446 ■25%46`.,. ■26% 1,13%... '16%6% Willamalane,natural Traili;Aoths maintained by Willamala °a"u� 1,2ao1117% M30% ■27% N16a6 io% areas/open spaces rmvH 243 113% ■29% ■28% 114% 16% and parks and Natural Area0pen Space playgrounds are the ow" 1,186.1695 ■323c 029% 114% ssm ,rnlb 247 110% ■30% 027% 118% 15% most frequently Parks and Plsygrmunds used amenities by I1s46 =36% ■2s% 116% 8% bothRiver Access Points samples. ,mvl[e 243 ]a% N't7% ■24% 024% 26-6 own v++k 1,17616% E20% ■29% ■25% 20% ■ Les Schwab Sports 243 13% 111% Nss% ■26% 46% Park was the least WIIlarnalane Park Swim Center oWuuk 1,19117% §14% 0115% 1027% 36% frequently used. I— 234 1% Is% 1� ■47% 38as Ciao i(lefer Center Owl,* 1.18614% Y11% 112% ■42% _31% splash at Lively Park(swimming I'Mm 243 0% I6% 117% ■36% 41% facility) openuek taro 1% 4'6% N20% ■42% 32% rmft 24b 1% 4% 16% ■16% 70q,6 W I Ilamalane Adult Activity Center 1.163 12% 7% 10% 020% 62% SeaypnaC CamPsltniC4[are m.ita 237 1% 1% 13% N1s% 180% bwknk 1131 15% 2% 14% 75% u..iew 23S 2% 16% 1.27% '65% to Schwab$PPrcs Park Overb* 1,114 1% i4% 18% 023% '63% Cmntc 43 13% 13% 14% 19% b81% OiPier{I}spa€Ined) e4pen-wr 234 §12% �, 15% 16% 17% r RRC Reasons for Non-Use About 45%of both samples say one of their main reasons for not using the Districts facilities and services is lack of time. Over two-thirds(67%)of Invite respondents, and 52%of Open link respondents are unaware of programs and facilities offered and available. If you haven't used some of Willamalane's parks,recreation facilities,or services,why not?(Select all that apply) Invite Oren Link Overall Lack of time 44% 45% 45% Not aware of programs offered 40% -289b �30% Not aware offaciIities available-279b -249b �254% Cost ofprog rams andactivities-21% -17% -18% Lack of desired amenities�14% -18% -18% Safety and security con cernsM7% M8$% =7% Transportation issues W 6% E 5% ■5% Lack of available parking.4% 12-6 12% Poor maintenance of facilities 13% F 3% .3% n= 220 1,035 1,255 16 r, 'RRC APPENDICES—COMPREHENSIVE PLAN A4-8 Exhibit A Appendix 4: Willamalane Park and Recreation District Comprehensive Plan Survey eport324 Reasons for Non-Use By Ethnicity of the Invite Sample The sample size of Hispanic or Latino respondents for this question was low, so results may not be representative of the entire community; however,among the Hispanic or Latino respondents,57%are unaware of programs offered,20%more than those who are not Hispanic or Latino.Additionally,36%of respondents who are Hispanic of Latino are not aware of facilities available compared to 27%of those that are not. If you haven't used some of Willamalane's parks,recreation facilities,or services,why not?(Select all that apply) (Invite Sample only) Grand Total Hispanic or Latino Not Hispanic or Latino Lack of time�410A -490A �430A Not aware of programs offered�40% 57% -37% Not aware of facilities available'27% -36% M27% Cost or programs and activities-21% .15% -22% Lack of desired amenities■14% 14% 016% Safety and security concerns 17% m e% ,7% Transportation issues j6% ,7% Lack of available parking 4% .15% I2% Poor maintenanceo#facilities 3% 13% n= 226 13 1.94 Swmv:.RK Assopsites 17 RRC Reasons for Non-Use By Location of the Invite Sample By area, reasons for non-use varied, but are generally concentrated on a lack of time,awareness and cost. Individual sample sizes for this question are low for many areas after segmenting and may not represent the full community. Caution should be used for any results with a sample size less than 30. If you haven't used some of Willamalane's parks,recreation facilities,orservices,why not?(Selectall thatappiy)(Invite sample only) Grand ToW Area A Area 8 Area C Area 4 Area C Area F Area G Area H Area I Area i Not sure Lack of time 144% 132% 1 42% ,53% 1 50% ,50% 38% 74% 125% 25% ■10M Not aware of programs offered 140% ,57% 121% 1 42% 130% '33% 6316 52% 139% 3W?5 ■79?c Not aware of facilities available 127% 158% 1 22% 117% 122% 141% 24?$ 4% 135% 479b M 200?0 Cost of programs and activltl.122% ■26% 118% 119% '29% 25% 495 '26% sh 41% 0 M9 Lack of desired amenities 114% I12% 115% 114% `16% 114-% 14% 10% 125% Safety and security concerns I7% 2% 115% 112% 110% 2% 5% I4% Transportation issues I6% I16% 2% 14% 15% �9% 5% 4% 113% Lack of available parking I4% 15% 13% '22% 196 Poor maintenance of facilities 3% 120% I9% 5% n= 220 13 37 30 37 16 25 1 13 31 8 2 RRC A4-9 Willamalane Park and Recreation District Exhibit A Appendix 4: Willamalane Park and Recreation District Comprehensive Plan purvey eport Reasons for Non-Use By Households with a Disability (Invite Sample) Over half of households with members who have a disability(53%)are unaware of programs and 35%are unaware of facilities available by Willamalane Park and Recreation District. If you haven't used some of Wlllamalane's parks,recreation facilities,or services,why not?(Select all that apply)(Invite Sample only) Grand Total Households with members who have a disability Households without members who have adisability L.ck of time 44% 34% 46% Not aware of program s offered 40% 53% 37% Not aware of facilities available Ml�27% 35% 26% Cost of programs and activities ME 21% 29% Lack of desired amenities_]A% E 7% HIM 16% Safety and security concerns 0 7% -9% ■6% Transportation issues N 6% _17% 13% tack of available parking 14°5 _IAIA '2% Poor ma i ntenance of faci I ities 1 3% 0 5% '2% n- 220 so 160 RRC Assistance to Use Parks or Recreation Facilities The highlighted responses show the top methods of assisting members of the area in using the Willamalane's parks and recreation facilities.At least a quarter of both samples feel that including improved communication, lower pricing/fees, Expanded hours and additional facilities would increase their use of parks and recreation facilities. What would assist you or members of your household in using parks and recreation faciIities9(Select all that apply) Invite Uben Link Overall Improved communication about offerings 49% �35% —38% Lower pricing/user fees�36% 26% —28% Expanded hours of operation-33% —31% —31% Additional facilities and amenities close to my home-26% —33% —32% Boat launches on rivers=11% ■a% .9% Betterconditton/maintenanceof parks orfaciIitias-lo% =13% =13% 8 atter s ig nage/wa yfi nd i n g-10% -10% -lo% mproved safety and security 10% =13% =12% Better accessibility for people with disabilities E B% ■8% m e% I m proved cu stom e r se rvi ce/staff k now ledge 0 8% m 8% ■ass, More parking 07% 06% ■6% Spanish-translated information or signage#24% 12% 12% n= 220 1,013 L233 n...F:RRC A,sociAte'+ 20 V RRC APPENDICES—COMPREHENSIVE PLAt, Exhibit A Appendix 4: Willamalane Park and Recreation District Comprehensive Plan Survey eport324 Assistance to Use Parks or Recreation Facilities By Ethnicity of the Invite Sample While the sample size is too low to generalize to the community, 69%of Hispanic or Latino respondents indicate that improved communication about offerings would assist households in using parks and recreation facilities. What would assist you or members of yourhousehold in using parks and recreation facilities?(Se IectaII that apply) (Invite Sample only) Grand Total Hispanic or Latl no Not Hispanic or Latino Improved communication aboutofferings 49% —69% �4G% Lower pricing/user fees�36% -20% 1=11111139% Expanded hours of operation_334E —43% 31% Additional facilities and amenities close to my home=25% _29% Boat launtheson rivers Ell% 14% .12% Improved safety and security 01- .18% ,8% Better signagelwayfinding.3,0% �34% �7% Better coed ition/ma intenance of parks or fact lities.1.0% -19% !8% Im proved cu stomer service/staff knowledge,8% ■13% �7% Better accessibility for peop le with d i Sabi lilies,6% ■13% �6% More park ing r7% -22% `5% Spanish-translated Informationorsignage 12% 12% n•= 220 13 193 RRC Sense of Welcomeness at Parks and Facilities Overall, respondents generally feel very welcome in Willamalane parks and facilities.The average was 4.3 for the Invite sample and 4.4 for the Open link on a scale of 1 to 5,with 5 being "very welcome". How welcome do you feel in WiIIarrlalane parks and facilities? Ir+;err• . 1-Plot at all welcome 11% 1% 11% 2 3% 2©ti 12% 3—14% 12% 13% 4-28% 29% MF� 29",, 5-Very welcome 554% 59% Avg.4.3 4.4 4.4 n=253 1,206 1,459 51niCfl:i2F2{ps�c�r iat.l+v 22 RRC A4-11 Willamalane Park and Recreation District Exhibit A Appendix 4: Willamalane Park and Recreation District Comprehensive Plan purvey eport Why Respondents Don't Feel Welcome in Willamalane Parks and Facilities Open-Ended Comments Respondents who rated a 1 (not at all welcome) or 2 in the prior question were asked to provide more details as to why they do not feel welcome in Willamalane PRD. Out of 44 comments made, common themes include parks feeling dangerous at times or are not advertised enough for support. Ques1ioll II11hri lTnIs � SE'GC'�P�� 81if.� Crnvr• "Feel that it is only for the r3uwfAred " .j-411 lYl�� ��1 � lttlthronmw wealth and doesn't 1 1 i Naiurl accommodate the people that L��1 [lehave towork9to5 Monday— 11T1+TFill olit n, RV.SpoliSe AnSINU Friday' IIisk L 1mes Talon { der hn+� Work lI y` �e",;,,• 131ur, Few - ff" �r+'�� 1p "Scar to walk around the arks Put CONL, �� „ Nuw Cente l�ilds a• Y P hlnuuhse �e because there are people using (,i1fti drugs in those areas" �li ne a are p s to F e" Dill r, Hog I��e�,N F�rr�� ( game "I have had several experiences �LI'h.Lt Itu�dSDt , �14��1eil�� ��-yeons Live BC1Tl wherepersonswereunhelpful 1On� UYtP ++p+! Tr+alLta+l H1lS 111 .� and put up barriers to me h P livujif crnvrnauu+ �Illl ih ` obtainingservices." Seems I s prngfield P6111hr- Friendly �3°Ili ase �lcome P ��'c po0 [greet wall{ �ii'•Ill[Ir JL Hour% 23 K-�RRC Current Conditions 17 9 APPENDICES—COMPREHENSIVE PLAiv � � M Exhibit A Appendix 4: Willamalane Park and Recreation District Comprehensive Plan Survey eport324 Age Groups and Additional Programing All ages groups showed some level of support for additional programming- however, the majority of respondents expressing a desire for additional programs and services focused on adults. For the invite sample, 32%believe adults 18-50, and 35% believe adults over 50,should have additional programs and services. What age groups do you believe should have additional programs or services?(Select all that apply) Invite Open Link Overall Youth 0-5 22% 13% —20% Youth 6-13 29% 25% 2fi% Teens 14-17 27% 27% 27% Adults 18-50 32% 32% 32% Adults 50+ 35% 37% 37% Not sure 24% 24% 24% Nonems% 406 04% n= 250 1,143 1,393 Sou!Le;h'RC ASsooAtes 25 WRR Facilities and Amenities- Importance ❑10.Please rate how important the folklwin9 facilities and services are to your hupsihold.Pisase provlde an answer regardless of whether you . Among Invite respondents, 90% have uW-4 OW fzlcn;ty or serv;sa. � ,lid;py$AlneniNe6 agree park safety and maintenance is very important. Perstac NeaPs+i��ny. Feting caxgory Sarnw An. faa 3 4as as 2a1 taa 1g% �i>% The top five most important amenities .alpralaea,ope^,QaEp among Invite respondents include a¢ �4% pens 9 p 4.5. 2ai t E6% park safety and maintenance, natural Perk,a(elyaxd maintena^ca 4.6 7-1091M ;7fk 1111 3196 areas/open space, trails, restrooms in T.nilxl„par4 mKVPrlrsil,y;la�ne " "I 1.12a�514 I110% R ®® parks and indoor pools. 4-s ,1m " Mlll�MIIII' Tennis courts, basketball courts and x�a��als ai 2.7 0Im 27% �R% disc golf courses are of less a 1.,20IC16% 164 �WA importance to both samples. pff lean,areas in parks Fp dbgs - 2a1 W 3M 12 �55% 31 1.101m; 34% 174 1=44% C,wnAnxq[yrpiltir5{9ah%ecPerUnler,WWl[AeSivily CaMrx) - S3 a?k a 27% 31% EM42% 3-7 1.1off 2M 23 Ems Oatdoar dldnau stA[Wrefn parka F7 pvi s 44% 26% zao% 3.0 1.osa111 37% 2a% m34% Vlcklebal,caYrta' 2-1 as3 iiz% '_-17% ,-1% 69p grills in Park, ..•• 2A 243 I '5* 024% 12M 24 1.0741�=r 57% MR24 [21% TMnis argil; �° 2W'�I.k.t' 57% W18% 1I25-4 2.3 1.0B21O 57% MN% `lggy �1-N^Y stall tmp^rtarn 23 W ME= 60% M16% 024% W 2 9askelpell teurtf 3 24 1,p771= 57% 1�11% 1}26% 0 4 OWool—r— zz 23a 62% MU% 1z"' �s-vervlmPprtarrt i 3 1-076111111 67% =M% .121% 26 RR A4-13 Willamalane Park and Recreation District Exhibit A Appendix 4: Willamalane Park and Recreation District Comprehensive Plan purvey Report Facilities and Amenities- Needs Met Q 18:please rate how well you think thcfollowing facilities and services are currently meeting the needs of the community. Please provide an answer regardless of whether you have used the Facility or service- racilitiesaAmenities • All facilities and amenities are adequately meeting the needs of the Rotifij Ukseory 5—j" Avg- +a xaz 9 4a5 3n,Ae 41 189�ISo% ■.is% l=�7S% community (3.1 and above),with the "°`"ral°°a`�°p°"}P°° Open Lift 4.1 79795% W17% jff_�77% areas of most concern being pickleball Ctn mm,tyc9nt4rs(80'EK"lV(:Otel. I— a1 165jk7% Isis% 7s% courts and restrooms in parks. Adult Aft wity Center) Open unk 4.2 61307% `xg% 00211111175% note 4.2 12115% N♦22% 73% At least 41%of Invite respondents BasketWll courts Open LIM 4.0 41316% �2876 ,66% rnwce 3.9 189011-A �..,.1g% I�7a% agree that all 14 amenity needs are Tradand/orslnparks and/or tr=ilsystems oven LIM 4.0 1640e% 1l1s% �73% being met at a 4-5 rating level. Indoerpool} Fna1Se ih 118�x9% �.22% MC=4%6 ❑pen Luck 3.1 747I♦117% IF'-23% r��.r�60% Park safetyand maintenance Inwce 3.J 185JR12% a 25% 1 64% Open wix 3.7 770JM16% III 22% 1111=11162% 5ynthrt,c turf firlds lny+[e 3.9 68�12% W 25% ,�j 63% Oprn L'mk It, 3W U:17% _W_ 29% �s4% —I* 3b 1WW1a% W 24% I=M% Chu yoPf cewsrs QW Link 1,5 441=171% 28% �Ss% Invim 2.6 115mi1% 39% EM50% Trnnr}9Wrt3 corn lark 3.6 423M15#, 32% �53% Wf-Iprsfa a.rasinparks fardeg} now 3.5 141=21% 25% �54% coon LIM 3.5 s471U__„24% 25% �51% Pnvrt9 3.5 1WIN16'% 37% JE=47% BBQgrill}in park} span iirdr 3.9 424=23% 29% 48% chRdow fitnr}s stations in Darks kmtr a'a xlo�•25% 37% =138% Oprn Lhdr 3.3 4b7MM:)25%, 32% 1=43% ■1-hot meeting th4 nods PicklrhalP9wrt3 Imam 3.3 36 M,21% 36% C=43% 2 ■3 cPc Li,er 3.2 414CZ�'_33n 25% Paz% ■4 Rr}[r4wn}inparks hrviCr 3.3 17a�i23% .3s% �41% LS-M6eting the needs Open LIM 3.2 758�!33% M28% j__=344'. RRC •k.,rinn•.r+lmo<irz am.°m<n m'_=•mmaq�re"r ny rnc,rorarp�.,rra° Programs & Services- Importance Q 1e:phase rate how important nae Follsr.iny facrhSies ant servrcea are tp pour houselmld.Wease provide an answer repartlles5.of whether you ha"rrsed the f atiilty M}9Cv1Cr. lmgram}gyPrvi�}. ■ Almost all programs and services showed higher levels of importance, particularly for the r.n'+�r.a.naiartarcaea<or"p.,ma s:e r.©eat. 1Fb !last ®e}w Open link sample. krdaer swlmmv4 treerePliCn.swlm] '' Fap� ,�° , �l�, ■ The most important programs thou„rimn�yrypswim} �.} zaz Em'Em and services include .`r, rP�' °,� environmental and outdoor swimming and rams ro both programs g � sa.�«nn.nil,.�4t 1}� • recreational and lap) ra,ISM Of lesser importance are after- Y.Cf7,M1�w. I1N 25% Sir} „��•,„ ape,, _� 3 — school programs and seasonal z.: r�3— ate"° . camps/youth programs. 35 3.a B= The lPR55frroaPm i2}�; ' epic liit 614 3pttiallmaai.srldrtalitnproprdru ¢a IM ate, ' ., If=4- .. nmr� .fi. lam �aP� huyrxmrar•NiviJYah nilh dnabarcJrt F�•` a9h �� }rrnm.l wnrpy}vunryrv�am} xa Yie�.e��0..�.�, '.. 4e 1um �Wh EE Y.0�4�ya•y 31+v� 1Bw �}Sat 51^e lla. �lagr �'--Not stall important orrw pr>pCil� r YI 1a¢�`a�33�¢ 13`� �55% z sss� 59'W �x1te �3 aMrfebMpw}•am} ab [ �4 - E3 1.07a�, 'arw Raw �a¢as RRC APPENDICES—COMPREHENSIVE PLAN Exhibit A Appendix 4: Willamalane Park and Recreation District Comprehensive Plan Survey eport324 Programs and Services - Needs Met Q 10:Please rate how well you think the following facilities and services are currently meeting the needs of the community.Please provide an answer regard less of whether you have used the foci l ity or service. ■ All programs and services are Programs&Services Parcent Respond no adequately meeting the needs of Rat ing caregory Sample Avg. n- 182 3 495 the community (scoring 3.0 and 4.1 106 h6% 25% r b9% The 1PAs5 program above). .: 4.1 472 �I11% 1@46 71w Indoor swimming(lap swim) 3.7 140 [K115% 23962% Respondents are most highly -or a7 %a W1546 CrM156 'wellness prop rams -ih 37 90 t6% -I�3g% 96 satisfied with the 1PASS program. 37 394 W1396 3d% ?e5pecialcommunityevents 3.fi Ylfi �lfi% E27% % 3.7 $01 w:11% 33% % Fitness programs a.7 122 �i9% M319E _ 6096 ..,.e .36 $113 1496 11111111111111131% 54% Indoor swimming(redreiCiOh Lwim) 3.6 143 15,% �30% 5696 .._- 3.6 534 1g% 2)% _.�55% multicu ltural events or programs ` 3.6 94 f✓ 1196 3S% _ .4796 3S 430 18% i�09% seasonal camps/youth prop rams a b 99 t kn% '�574� _.. 34 402 7296 30% =47% Swimming lessons 3.5 11Y 15% 30% =5596 34 517 26% ZS4b -=5995 Environmental and outdoor programs 3.4 462 9 19% - 51% _=45% Arts,craft,and dance programs _ - 3.2 107 L 7496 _ 42% �34% 34 459 21% 37% 47% 1-rJPt meeting the ne4dS 3.2 75 1 22% �542% am Special interest/education programs ` ■2 -.. 3.2 372 6 21% 3fi% - 74 '3 Programs for individuals with disabilities -..' 3. 21% 40% 3s%3% 4 316 25% 34% 4196 ■S-faeetingtheneeds niter-SChpp1 ams ,..` 3.3 95 E.25% 23% 5e!96 30 37S E§j;_j3S% 7.2% 29 RRC Facilities and Amenities- Importance & Satisfaction By Invite Sample Average Importance vs.Average Satisfaction Reslruoms in parks _ '4.4 This chart shows Park safety and maintenance 4.5 the difference Natural areas/open space 4.6 between the Trails in Parks an or trails stems 4.4 Environmental and outdoor programs ,5 average Art s,craft,and da nce programs F- importance rating Indoor pools 6.9 and the average Off-leash areas in parks for dogs _ +-� needs met rating. Special interestfeduoati0n programs(such as technology or language) 3.2 Indoor swimming(recreationswim) .6 The highlighted Swimming lessons 3.5 areas show the Programs for individuals with disabilities 1110iiiiiiiiii 3-2 greatest Indoor swimming(lap swim) 37 mu lti rultura l events or programs 315 differences Special community events 3.6 between Fitness programs 3-7 importance and Wellness programs - 3.7 needs met and Outdoor fitness stations in,parks 3.3 could be After.school programs 33 Seasonal camps/youth programs 3-6 considered Communiry centers(Bob Keefer Center,Adult ActivityCenter) - 4.1 priorities for future The 1PASSprogram 4.1 planning. BB4 grillsin parks 35 Pickleball courts _ 3.3 Tenn i 5 courts 3.6 Disc golf Courses Avg-Rating Importance3.6 Synthetic turf fields 1i Avg.Rating Meats Needs 3.9 Basketball courts 4-2 Garergorros saraed by drfharence hetvaon avwage smportance and ays aqo naecls mat rating. RRC Source_RRC Asst c.iat� A4-15 Willamalane Park and Recreation District Exhibit A Appendix 4: Willamalane Park and Recreation District Comprehensive Plan usry 10 ey eport Facilities and Amenities- Importance & Satisfaction By Open Link Sample Average Importance vs.Average Satisfaction kestrooms in parks -,,. The greatest Park safety and maintenance 4,6 differences between Trails in parksand]ortrai Isystems a.s importance and " it m n r r m 3.8 needs met are Natural areas topen space 4.6 Swimming lessons 3.7 similar for the Open Indoor pools 4.0 link sample with a Indoor swimming(recreationswim) 3.8 greater difference for After-school programs .2 environmental and Arts,craft,and dance programs _ 1 3.5 outdoor programs. Fitness programs 17 Special interest education programs(such a5 technology or language] 3f Programs for individuals with disabilities .�.3 Special community events 3.7 Multicultural events or programs Seasonal campslyouth programs 3.a Indoor swimming(lap swim) 01111111B.7 W eliness programs 3.7 Outdoor fit ness scat ions in parks 3.3 Off-leash areas in parks for dogs _ _ 3.5 Community centers(Bob Keefer Center,Adult Activity Center) 4.1 The 1PASS program 4.1 Pickleball cpurYs 3.2 BBO grills in parks 3A Tennis courts 1316 ■Avg-Rating Importance Sisc golf courses 0 Ay .Rating Meats Needs 3_fi Synthetic turf fields 3.6 Basketball courts 4A eatargonaa sorted by d+tfarenw batawen avc+rago arpoetanco and avw ago"ads met rating. 31 ITC Source.Mt Assouat- Future Facilities, Amenities and Services Exhibit A Appendix 4: Willamalane Park and Recreation District Comprehensive Plan Survey eport324 Maintaining vs. Expanding Facilities/Services A majority of Invite respondents(56%)agree that focusing on both maintaining and expanding the current facilities and services equally is important. More than a third(36%)of Invite respondents say focusing on maintaining the current facilities is most important. Given Willamalane has limited resources,should they he focusing more on taking care of the amenities they currently have or expanding their facilities and services to support the region's growing population and changing interests? III%-Ito Ocrn I.:nk Overall Focus on bath maintaining and expanding 56% 65% 634% current facilities/services equally Focus anmaintaining current_3646 264% -269% facilities serviceervices Focus on expanding facilities/services 199% 94% ,99% n= 236 906 1,142 RRC Future Priorities Facilities & Amenities Q 13;what are the most important riveds regarding parks,recreation facilities,and/or services to he addressed by Willamalane over the . The top future next 5 to 3Q years? pariliti-&Amenitie5 priorities for facilities and amenities for both °`'°' samples are park Rar��rg[atrgery 6eatplt Ar¢ 0� 11@2 3 48.5 .2 , 1� 119,6 ,� safety and Pork s74tq e..d nviintenanry maintenance, more �..I. 4,2 e25 1� � 17% �77% 39 216 OEM I[ 18,m trails and bike paths kWretrailsandbikepallle. — - and better Bottsr -stngpark£it "".` i.R 212 NidY B — �61% maintenance of rous.6 Rf—Idms 3-8 010 14% 25% 61% existing parks& recreation facilities. Ml outdoor spleen pad for wa[o+pV3y 3,6 616 ■ 2A% t 19% �57% 36 216 21% — It 26% =M i- •. 17 R20 17% 1 2s% �58?b A.QNxm--1,—rod MYlCl�ldae dyad{pp a.< 118 . 2e% _---� 24% horkty,raeatin9,pi0sWit NO Kball, - bwrMs,00 ..,.,. 34 929 2B'n 24% �'• 5 .:+ 13 2W 29% 24% =48% M addaorsxnmmmq pod 3.4 815 32% 17% ®52% 30 217 = 3596 26% �40i6 Roller-skalulg rift - ,- ..,- 2.9 1a = 43% 21% ®37% i-Not et all importarvt 0.ddittlonalpytdDor W13r[a bl plrkf{ fk4iDdl1, 2-9 205 M Wfi IF }0% iiz WlgyUNI,gooks) 2.8 756 W •41% W 28R6 029% N 3 2-8 20640K -Masse ■30% 0 4 Rddiiianal raniebla piv0lC inalSeri 5_V.,irr_d M 2.0 7" JJJUV% �327k _�}E9y 34 RRC A4-17 Willamalane Park and Recreation District Exhibit A Appendix 4: Willamalane Park and Recreation District Comprehensive Plan usry 12 ey eport Future Priorities Programs & Services 013:What—themost important needs regadnpparks.recreatmi.ilitim,and/ services Wbeaddreesed by Willamalaneorer the . Programs and services show higher .w L 5 W t0 yairl? prograM&Servc s ratings overall,with the top-rated a"r �meae categories being a community farmers market, inclusive programs -L% 61b for individuals with disabilities and .Sell �6T% 0■— �aaK �64K enrichment classes and activities 41ap+1'rc:lx fe i±ll III is2a'•: �6YK lnr�mm.M,naaa.s.,e�u.n,.a[m.rca� xr r1a�;Ime �-,zaw �sm e.rt,em�a yl a.r rea�Ie% �zaw �u% Coadxxs,xopraer.(mea�am•Accra laW xr mr ff.p19f rr.,?;. �6eh nn.axt ar rrl�',' �ais.. ®vm Mpnturmnxi[Y'-1 1eltpita s6 M L:21% w1w Nam a5 r5e W'19K M 29 �51% f'r•pr•naniMMawrca lfu::Sr a.a 19r�ai% in, Sax 56 il3�1SK JK AdLtkxr!uaY.•nn rar•nanai+w+sal �,a,, a.s esT-1S% aeatw,r rurv,wareaecewl�n�tKa as in Wn. ,Wm[IaWMWe.xmoeial rampe 1• use�trK �:t35n �49% ;s Lmiah a 3a tar MM. 21% 511u 1s �-zm �aal• �wv. fulrurd7 mlc,vx erertsaM oro9y,n. as Sae'�as% �2Ya ®52K as .��� �,,,� ®� �1-Not atallimportaM 2 u,mnaarka»a+waa•+mc a•a zw�2eK �a6% I�'�. �3 Q1Fer(dspxiecdl << Ta �afK �T'+x �S-Very impoHaM 35 RRC Top 3 Future Needs Slide 1 of 2 4I4:Which 3 future needs veouid be MOST important to you or members of your household? Among Invite Overall 11--L- Link More trails and hike paths35as913}% respondents, the most important future needs are Anoutdoorswlmmingpool®=$� ®$�` ®z6% the addition of more trails parksafetyand malrlienance�22ls �zp% ® ; and bike paths, betterment of Bbucr maint.,name ul misting parks and resrwtian i✓9'a I296 1>9: facilitie.5 maintenance of existing An outdoor splash pad for water play�lb% —169G �1T=•. parks and recreation facilities,an outdoor Morerestra0ms M.- _ swimming pool and park Additional dagparksftacilRi4s�1a% M1 ®11 safety and maintenance An apen.ai—ere"m41t1-use spree[Ice hesMkey,SlutmM 14% 1616 15?i plckleball.basketbal 1.Special community farmers market Additional outdoorpiokieball courts 0— hoirer•skating rink 0104 0- .11% [nndtam®890 ®wrt �YYC Additional pMgrAms TO' Mll"(ag"Sn+)`a% 0- ■_ Another lndw wren(Yon tacll ity[simllar to Bob,1(eefer)10 1% ■- N- Bicyclepumptree1k0 0% 'ass ■A% ■Most rmportant ■Secandmost impart.'[ fnrKhntent chases and aetrvitles(martial arts,r akmg)No% My. f� ■Thxdmost Important 3s RRC •F,,.rv'.:,.m., nnNr rcy rRnain„I W�mlrvu APPENDICES—COMPREHENSIVE PLAIT Exhibit A Appendix 4: Willamalane Park and Recreation District Comprehensive Plan Survey eport324 Top 3 Future Needs Slide 2 of 2 414:Which 3future needs would be MOST important to you or members of your household? Additional skate park,food 0-rail In:tp 0-1irk An lndppr TYn[k(rni RlirR pitd�Pr.ratYRpflpr441.� ■ .�, access programs and attildtic use) synthetic turf fields are the Prpgramming tornmirs(18•g6).eta ■ lowest priorities for both Accltional kids seasonal campsite me- ,yw, samples. Additional youth sports dpportimIties,5% ,4% .,,,. The Open link sample feels slightly stronger towards Other(Spentied previously)11— 11- 11- more community special Adpltlongl disc gall courses,4% 11- U events. Cuaturally—kr,ant-umts and programs'A I-PU. a.programs for individuals with'BYi ,39a �aa6 dnsabdntses Outdoor fitness programs,44 Additipnalaptdpar courts in parks � (basketball,vdlteyball,tennis) ®% Ws' Moreeome mty special eyents,4% 0n �4?n More food services at aristing parks and 04%t �5% I- Additional additional rentable plcnu shatters,fiats N3°e 1�% Additional skate park 1- 1- F Food access.prisgrama(mradf onwtµ,le,fnpd'- �3� �2ar. ■NI tam pMtant hob,ets.} f Second mosu mponant gynthrh(trnT 110161s 12% 11- �19b ■ihlyd most l m portont vtegRCAssetiarae 37 RRC Top 3 Future Needs By Households with Children of the Invite Sample (Top 16) Which 3future needs would b> MOST important to you or members at your household? (I melde Sample drily) •Grind Tptit Children undo l2 inm hoe fhildrenl2.17m home tap children in home Among households with children at home,as well More trails and Mlae paths-91% ■a2a� �assa=42% as those without children at Better maintenance of edsting parks and recreation.22% home,the most important facilities ilia uulluor--lung poga.3{I%. �2996 �gyvy ,1896 future need IS more trails and bike paths. Pane setR[yand madn[anence N20t8 • An outdoor swimming pool Wmd"°oily tarn�c"°ilarkct M I" .",° �'b .39` is also important among Additlo"et dog parkyyta[ilitK5 N IV% ju% E23% households with children AFprereetrpams�369b �ux 12-17 at home; however, the overall sample size for An outdoor Splash pad for Waite play I— this group is low and may An nawn air—r-1-0,—p—(em I—i,. 309i awe zzat �; not be representative of skating,picklebail,basketball,apeci.1 events.eR.) 1 1 the whole community. t:hiddcare I- I— [- �&� An.kller n_•_-_--tion if if y(simitar 9 o Bob '3296 ISRe Roder `brig rink Mort"n m inlry ypgCNl Mats■7% [rirlchmRflt d""s ill activhNs(miniai art$, cppkirvgl Prot-rn°i°p for adult,(1&50)'[PM 1394 I31% An inporirark(Forellwai for recreatimial athlerc�y' Note:Only the top 15 choices are shown; RRC sample sizes include responses not shown. i"- 234 !6 15 124 A4-19 Willamalane Park and Recreation District Exhibit A Appendix 4: Willamalane Park and Recreation District Comprehensive Plan usry 14 ey eport Top 3 Future Needs By Ethnicity of the Invite Sample (Top 17) Which 3 future needs would be MOST important to you or"rnbersaf your household? While the sample size is (lftita Sampre only) too low to generalize to the '°' "°'"""""° "°`"""""" ""° community for Hispanic or hl°ra yaikaM bkePatns�419k Latino respondents,more naa°rm�°«^a".•°r°llul^,pW"S end• a„°^_ �:1% _2 trails and bike paths are ua;iiei Ad n,16nor e"Imming 0—�Y9% —yr„ most important for future needs for both groups P&k&M Ey and manftarkn =29% to -- M3 ®,,, Other top future needs for Aamrwnvdo7 Parksnacllrtles�+ssc �29% �14% Hispanic or Latino respondents include better h'grc rostr°ams-36% _20% M1B% maintenance of existing An mAMAr iplpsfr ryl4 ro,warm mar-Se% parks and recreation nr"Nrn>ur�a.,:r�d r'"'ni.'®"°w`r•li�e^wr"r. facilities,an outdoor :kmms pl[kw=l'bae tb.Nl,r 05 eoent;.etal■ ■ swimming pool and park clOW-00% Anot0t,iMa°rr aW fupity fllm,W to Hob safety and maintenance 000 HatlnSkeHrApnrt..7% �1/N ri% aaor"cemmunlrp aoedal evmss,7% .aw FmuflmW lk Cla}flM1 old eclixrtina{mnlialkin, Programs,yFw adults(18.5014% 07% •n 1�track 0"elde ar0ar reVeahmm atmue . , addilkanal kids 40aaaAal uinpa,B%. ■13% �595 Note:Only the top 17 choices are shown; rr Z34 15 209 sample sizes include responses not shown RRC Top 3 Future Needs By Location of the Invite Sample (Top 16) • Below the top 3 future needs are shown by resident location;however, many locations have very low sample sizes so caution should be used when interpreting these results. Which 3 future needs would be MOST Important to you cr members of your househald7 �lnvite Sample only) Grant A—A Arw8 As C Ar°e0 AreeE Area' Ar G Area% Areel Ar4ak "Ptsure TALI ■ ■Mwe traits and tAe paths,41% 148% In% 35% N4M 145% fW% 44% 1— BattarmaiAtenadca WaaistirgP 4.ndranertmnl I ■ I IY4% Ise% IYtI% 25% I169Y 26!. r-liri"; An AWdagrswiAnning,wol l2G% 2% �74% IS3% I32% I[% 2d'% 64_ I=�` lea barks%ry andmm temncnl20% 152% Jam lie% HISS% I7% k W% ■72% 19Yr 113% 1— 1111 C"enm�m4ryfarm"rs mAram 111% IS% ■ffi%I15% 111. 129% 126% 1H 25% I29% e Additiwral dpg park.VFacaltties l l8% I.- 'I 7■F 113% Ile% I6% 4 4% I— 9% M_raerrtromsI l8% I2P% IIT% I7% I22% I15% 104. 1I- Bee oor An outd aplaill pal l4r.9.play 1l 1S3b I— I— I— F. j. I28% al% I. 14"se skA rp..Wtkkbdll.H�aakel""s ..l t^nc,k1')I— I- I 9% I I II- I15% ;2 A9i, AAA 1d:. U`, ch"*ara19% In% I13% 17% 14% 10% 143M. ArWtlrurnr rrvr hun r-htY(%dnirar to H4G 184a Ili% 7% 3W Fe- 5% 456 IZa% nrgFtt RWIiK skatnry rank 17% 4% I- 45? 14% On Merc t4rnrrwniN 1paeial wean I7% ,d„� I ib9a I23% 12% 9+a Enrlhment claswsand arrlr+[:es(mart 0,17 T% 3% 17% I34% i3% I 2% Zu% Wogrammmel far adetts(1R-.`+)0% 1 i 11% IS% 2% 4% 18'6 13% An lyd Vack(feralpa an�VarrawaLlondanWSi)1ft Imo• 694 F. I28% 19?i f6% Note:Only the top 16 choices are shown; n RRC 2$A SE d6 31 a4 1l Y7 3 1-0 3a 12 2 sam le sizes include res onses no[shown APPENDICES—COMPREHENSIVE PLAT; Exhibit A Appendix 4: Willamalane Park and Recreation District Comprehensive Plan Survey deport sea Top 3 Future Needs By Households with a Disability - Invite Sample (Top 15) • Among Invite respondents,35%of households with members who have a disability say more restrooms are needed.The least important future needs are an outdoor splash pad and an open-air covered multi-use space. Which 3 future needs would be MOST important to you or memhers of your household? Grand Total Households with members who Housahoka.w4tMut members have,drsablllty who have a disablilty More trails and bike Paths 41% 2711 —43% lla[[eY malintoo—"If"ISCing parks and rYSraaticn [acilliiP; 2295 }� 22% An outdnor swimming rwwl_20% INS _22% Park Wary and maintenance i:galm4111ty famron mark*1�39aa Additional dog p-ligladlities MEN _11- _ifl4i More reslraurns INS — 100001 SS4 ME An outdoor splash pad for watar play 111101113a% I2% _3994 An aPowa�r C"MW mull-uaa apafe flea hppksy, 10% i93 1�'76 skating,pitkleball,bo%ko(y,Y11,spatial oemt%,Ott}■ - CbHAsan.■9R ■9% ■SO% Anotherl.d-,recreation rauhty(simdar tP Bob ■9% ■ Kaerar Hpllar-skating riak..7% 'atr. ■8% 110—munity special events 07% ■- EnrKhmeni classeaarW activities{mar[lal.ar[s,cookrny}o- M12% o- Vregrammlrg 1pradYlisf11F59}.E% Ea- Darn Note:Only the top 15 choices are shown; @;d qy 176 41 RRC sample sizes include responses not shown Top 3 Priorities Both samples felt similarly regarding priorities for improvement within the trail system with soft-surface hiking trails in scenic settings and connectivity between existing trails showing similar importance. Equestrian trails showed little to no support. Q 15:What are the top THREE priorities for improvement within our trail system? Overall Invite Open Link Soft-surface hiking trai is in scenic settings 77% M 31 77% 774c Connectivity between existing trails 75% 77°'0 75% Access It,le walking trails 644v 6345 64% Paved paths close to my home 40?b MUM 46% ®29% ■Most I portant Mountain bike trails®20% �17% ®21% lsecondmostimportant ■7 hl rd most l m portant Equestrian trails�acb �sa6 '4% Other(specified previously) 10% '7% on% —Source;Rp[Assoclates *Responses are sorted In descend ll}g eider by the Inv Ito sample 42 RRC A4-21 Willamalane Park and Recreation District Exhibit A Appendix 4: Willamalane Park and Recreation District Comprehensive Plan usry 16 ey eport Communication E r Effectiveness of Communication There is some room for improvement regarding Willamalane's communication about parks and recreation opportunities.The average rating for the Invite sample is 3.3 on a scale of 1-5,with 5 being "very effective".The Open link rated effectiveness of communication slightly higher,with an average score of 3.6. Haw effective is Willamalane at communicating with you about parks,recreation facilities,and services? Invite OaernLink Overall 1-Not at all effective=7% E 3% ■4% 2 20% -12% -14% 3 213% 29% 4 22% 30% 28% 5-Very effective 18% 2696 24% AVERAGE 3.3 3.6 3.5 n= 254 954 11208 Suur�c'RRC A--iMp, ®RRC APPENDICES—COMPREHENSIVE PLAN A4-22 Exhibit A Appendix 4: Willamalane Park and Recreation District Comprehensive Plan Survey eport324 Current Communication Methods A majority(63%)of Invite respondents said direct mail is how they currently receive information about parks, recreation facilities and services while 60%of the Open link sample said their currently receive information via email.The top four categories for each sample is highlighted below. How do you currently receive information about parks,recreation facilities,and services offered by Willamalane?(Select all that apply) Invite Daen Link Overall Direct mail 63% 37% 4296 Word of mouth-38% -29% -31% The WiI lama Ianewebsite-32% -42% -40% Email-31% 60% -54% Flyers/posters at businesses 21% 1595 16% Printed publications(guides,booklets,annual reports)_20% 19% _19% Local media(e.g.,TV,radio,newspaper)_18% -15% -16% Marketing materials at recreation facilities-13% 022% -12% Social media-13% 19% _1.8% From staff at Willamalane parks and/or faciIities.12% 18% =17% Marketing materials at parks 0109% 010% ■10% School email/newsletter■8% 16% .74% n= 2S5 955 1,211 RRCA--wt- 45 RRC Current Communication Methods By Age of the Invite Sample How respondents currently receive information was similar across all age categories,with direct mail being the highest form of communication for all groups.Younger age groups were more likely to receive information through other methods. How do you currently receive information about parks,recreation facilities,and services offered by Willamalane?(Select all that apply) overall Under 35 3" 45-54 55-64 65�74 75 or over Direct mail-63% W53% ■46% =68% =68% 81% 79% Email.31% 036% .30% N42% 117% 25% IN31% The Willarnalane web6ite 0 32% 29% ,25% E 45% ,22% 44% 030% Word of mouth.38% ■42% ■41% S 30% ■34% 42% .44as Social nle0ia 13% ■■33% 1179A /26R', ■10% 3% }IS% From staff at Willamalane parks and/or 12% t 15% 17% 13% 7% 12% III,19% facilities Flyers/posters at businesses 121% '20% 117% ■32% 115% 21% 030% Printed pubiicat ions(guides,booklets,annual'20i% '24% 118% ,25% ,23% 24% 028% reports) Marketing materials at r"reation fadlities 13% 20% 12% 18% IS% 15% 114% Local media(e.g.,TV,radio,newspaper)'18% I8% 115% ,21% ,20% 23% E40% Marketing materials at parks I10% '17% 1 13% 1 3% I4% 3% 1 7% School email/newsletter 18% 13% 122% 123% 12% 2% n= 256 39 47 39 41 $7 27 46 RRC .:ns:cKiares A4-23 Willamalane Park and Recreation District Exhibit A Appendix 4: Willamalane Park and Recreation District Comprehensive Plan usrvey Report Preferred Communication Methods The methods respondents most preferred to receive information about parks,recreation facilities and services are by direct mail and email.Three-quarters of the Open link sample said they prefer email as the main form of communication. How do you prefer to receive information about parrs,recreation facilities,and services?(Select up to 3) Invite iloe.n link overall Direct mail 69% —44% 49% Email—64% 75% 73% The Willamalanewebsite-31% —40% 38% Social media-269% _29% Local media(e.g.,TV,radio,newspaper)l25% -17% -18% Printed publications(guides,booklets,annual reports)=18% =22% _21% F I yers/poste rs at bus!In esses 014% .10% ■11% Word of mouth E12% ■10% ■10% Marketing materials at parks*9% 010% 09% From staff at Willamalane parks and/or facilities.8% 011% 010% Marketing materials at recreation facilities 15% ,7% ,7% School emailfnewsletter15% 09% 08% n= 234 890 1,124 Source.:RRC Asso�ina. 47 &RRC Preferred Communication Methods By Age of the Invite Sample How respondents prefer to receive information was more varied across age categories,with younger respondents preferring email over direct mail. How do you prefer to receive information about parks,recreation facilities,and services?(Select up to 3) Overall Under 35 35.44 45.54 SS-64 65-74 75 or over Direct mail=69% -61% =70% -65% _88% 75% 69% Email M 64% =82% =79% 051% N48% 47% 42% The Wi l lamalane website.31% 126% §32% ■45% 120% 44% 19% Soli al media,26% .30% ,24% 040% ,24% 12% 5% Local media(e.g.,TV,radio,newspaper)125% 121% t 26% '18% 130% 23% 45% Printed publications(guides,booklets,annual 189E 12% 16% 19% 27% 21% 27% reports]1 I 1 '' Flyers/posters at businesses 14% '21% 111% 111% I12% 2% 21% Word of mouth 12% '14% 1% 115% 12% 24% 21% Marketing materials at parks I9% �18% I5% 2% �6% 7% 2% From staff at Willama lane parks and/or�e% I a% 17% P.i 19% I4% 1% 17% facilities Marketing materials at recreation facilities 15% 16% 1% 13% I4% 10% 5% School emai?/newsletter 15% 2% 114% 1 7% 1— n=�234 37 45 37 36 so 25 RRC APPENDICES—CGiiiir,kc� c�i'1"sfvE O&rib A4-24 Exhibit A Appendix 4: Willamalane Park and Recreation District Comprehensive Plan Survey eport32a Financial Choices Support for Different Types of Funding Support Among Invite respondents,69%support/highly support a bond referendum for specific projects for potential funding sources for Willamalane,and over half(55%)support fees for new development.Taxes and user fees received less support. Q 19:Please indicate how strongly you support each of the following potential funding sources for Willarnalane: Financial Choices/Fees percent Respc:r iinq: Rating Category Sample Avg. n= 1&2 3 4&5 � Bond referendum for specific projects Invite 3.8 220 '7114% 17% 69% Open Link 4-1 882 _90% 1Wo 0 78% Invite 3.4 22S 2O3`o 259'a 55% Fees for new development Open Link 3-7 €381 iiiii 23% 61% Invite 2.7 242 :1=4S% 22% M 33% Increased p rope rtytax Open Link 3.1 90b =34% 20% M 459'a ■1 Deflnitelynotsupport Invite 3.2 243 JM29% 25% ® 45% User fees ,_probdWynotsopport Open Link 3.3 914 -'M26% 25% so% 3 Alcutral IL-prorl 4hry support 'R'atpng5 categories are Sorted in deswending order by the avenge rating a S Definitely support Snr rce;RRC Associai vs 50 6VMNRR A4-25 Willamalane Park and Recreation District Exhibit A Appendix 4: Willamalane Park and Recreation District Comprehensive Plan u�rvey Report Additional Comments/Suggestions Based on 595 additional comments and suggestions, survey respondents are supportive of the parks and recreation department. Common themes of comments made by respondents include additional amenities and programs with extended hours within the parks and recreation facilities as well as stricter safety guidelines. Reference the full comment document for more details and direct quotes from residents. "Avery good park district. Would like more info on Tltin�• F�grjJiJl' Feel happenings other than ��, internet" Blk(' People,.....„ Thank;,",'M ore Classe \\'al r Gnorl One "Please add more securityYt`Ir �/ Ncep1. o'"" Y�UI'I�Eccnt• tiuri Trall features... Additional COmmnnity I�" Dm, lighting and some visible HillOVe "PP""6'"'y j.F• g g I)pP.n SIfCI!� Rmd Ime L.i IIJ cameras might help." irii I'If�ii�i� Help L I, i j 1 Nee d i 'i, wHY Vert' vveu "Thank you for all you do! Se See +�,��I h1 A,[iv,, tipaec Hui ISuo++ Go What a wonderful pool N01 Up ��� community system we 1 1F+�'�'il' Swine ArFea have. Willamalane does a springli�.IrlWillamalane Area great job!!" RRC Demographics -ort ` JHJ �1� APPENDICES—COMPREHENSIVE PLAN A4-26 Exhibit A Pa Appendix 4: Willamalane Park and Recreation District Comprehensive Plan Survey�eport324 Gender & Age The Invite sample was weighted by age to better reflect the demographics of the community. What is your age? "rc Onen Link Overall Under34 31% 1�17% 'n20A% 35.44—16% 26+6% 249% 45-54—16% �i6% —16% 55-64-16% 16% —161% 65-74-13% 20% 18% 75 o r ove r_8% =6% M 7% Please indicate the gender with which you identify: invite Ooen Link Overall Female 50% 65% 62% Male 47% —27% —32% Prefer not to answer'2% ,5% ,4% Non-binary 11% 11% 11% Ot her gen d er i d e nt ity i0% 2% 12% n= 256 957 1,213 Sowr.u:.RRC Aswc,arnti 53 RRC Household Makeup How many people currently live in your household? ■ A total of 27%of the Under 12 Aged 12.17 Aged 18.50 Aged 50+ Invite sample report None—60% �42% -5896 having one child under 1�27% ■7% M14% M14% the age of 12 at home. y 2 E 10% 13% -.39% - 3]z% 11% 14% 13% The average number of 4ormore 1% 0% 11% 0% household members for AVERAGE 0.6 0.2 L1 0.7 the Invite sample is 2.6 n=24S 245 245 245 and for the Open link is None 64% 40% 48% 2.9 people. 1r19% �3194 14% 21% 2 M 13% ,5% 38% 30% 31'4% 11% 16% 11% e 4 or more 0% :2% 0% 0 AVERAGE 0.6 0.3 1.2 0.9 n=925 91S 915 915 Total household members Invite Open Link 1 26% —16% ? 33% 35�b a—23% 19% 5 4% i 8% G-4% ®3% 7 or i nore 1% ■2% AVERAGt 2.6 2.9 n-245 9is RRC A4-27 Willamalane Park and Recreation District Exhibit A Appendix 4: Willamalane Park and Recreation District Comprehensive Plan u9ry 12 ey eport Disabilities, Dog Ownership & Residence Ownership A total of 21% of the Invite sample and 23%of the Open link sample report that someone in their household has a disability. More than half of all respondents own a dog, and most (about 85%of both samples)of respondents own their residence. Doyou❑rsomeone in your household have a disability? �vicc ODen Link Overall No 79% 77% 77?b Yes-2146 "'23% 23% n= 2S1 94S 1,196 ❑o you or a member of your household have a dog? Invite Open Link Overall Yes 55% 5846 58% No 45% 4245 42% n= 250 949 1,199 Do you own or rent your residence? Invite ODenIink Overall Own 84% 85% 85% Rent_15% =14% _14% n= 253 950 1,203 S.0 q:IZRr.Asso-k- 55 ®RRC Ethnicity and Race & LGBTQ+ Community Invite responses were weighted by ethnicity to better reflect the community profile of Willamalane. What race or ethnicity do you consider yourself to be?(Select all that apply) Invite RDen Link Ovn•M White 89% 91% 91-A Hispanic or Latino■14% ,7% ■8% American Indian and Alaska Native 13% 14% 14% Some other race 13% 14% 14% Asian I J.% 13% 12% Black or African American 11% 11% 11% Native Hawaiian and Other Pacific Islander 1% 11% 11% n= 246 913 1AS9 Do you consider yourself a part of the LGBTQ+community? In. Onen Link Qvcrall Na 81% $146 81% Yes=13% -11% -12% Prefer not to answer.6% m e% ■8% n= 244 934 1,178 RRC APPENDICES—COMPREHENSIVE PLAN Exhibit A Appendix 4: Willamalane Park and Recreation District Comprehensive Plan Survey eport324 Income Most respondents have an annual household income between $50,000-$99,999 (38%). Levels of income are similar across sample types. Which of these categories best describes tha total gross annual income of your household(before taxes)? Invite Open Link Overall Under$25,000m 9% ■7% -8% $25,0W-49,999-24% -18% 19% $SO,OW-99,999 38% 38% 38% $100,000-199,999-26% 30% M $200,000 Or mare j 3% 7% ■6% n- 238 896 1,134 RRC V AM i RRCAssociates.com RRC Associates RRC 303-449-6558 4770 Baseline Road, Suite 355 Boulder, CO 80303 A S S O C I A T E S RRC A4-29 Willamalane Park and Recreation District Appendix 51.9 Relevant Trends in the Willamalane Park and Recreation District Exhibit A ,Appendix 5: Relevant Trends In the Willamalane Park and Recreation DIStrlc Page 195 of 324 Appendix S. Relevant 5.1 Estimated Recreation Participation Trends in the Willamalane This section showcases participation in fitness activities, outdoor recreation,and sports teams for adults 25 and Park and Recreation District older in the Springfield UGB,compared to the State of Oregon.Activity participation and consumer behavior This report details the trends and interests that were is based on a specific methodology and survey data to identified within the public engagement process-and makeup what Esri terms"Market Potential Index" references various sources from both regional and national research.The following sections summarize an In regard to fitness activities,walking for exercise was overview of participation within the Springfield Urban the most popular,with over 26.5%of Springfield adults Growth Boundary(UGB). participating.Swimming followed next,with almost 18% of adults participating. Finally,weightlifting was another popular activity with 12.3% participation. ADULT PARTICIPATION IN FITNESS ACTIVITIES 30 25% 20% 1S% 10% 5% 0 Ar Aerobics Pilates Swimming Walking for Weight Lifting Yoga Zumba Exercise Springfield UGB Oregon Source:Esri Business Analyst ADULT PARTICIPATION IN OUTDOOR RECREATION ACTIVITIES 16% 14% ° 9 12% 1 10% 9% 6.1 6% 41/, 3. ° 3. / 3 % / 3.7% ° ° 2% 0 Pto eta a`o, Springfield UGB Oregon Source:Esri Business Analyst A5-1 Willamalane Park and Recreation District Exhibit A Appendix 5: Relevant Trends in the Willamalane Park and Re----on strict The most popular outdoor recreation activity in —2023) reflected similar participation trends,as noted in 2021 was overnight camping,followed by hiking/ the figure below.Walking on local streets,sidewalks,and jogging,and freshwater fishing.The Oregon Statewide trails was the top activity. Following this was sightseeing, Comprehensive Outdoor Recreation Plan (SCORP) (2oi9 relaxing,beach activities,day hiking,and outdoor concerts. TOP TEN ACTIVITIES FOR OREGON RESIDENTS IN 2017 Walking on local streets and sidewalks 839/6 Walking on local trails and paths 7491- Sightseeing and driving or motorcycling for pleasure 59% Relaxing,hanging out,escaping heat and noise etc. 59% Beach activities-ocean 579/ Walking and day hiking on non-local trails/paths 55% Attending outdoor concerts,fairs,and festivals 50% Visiting historic sites and history themed parks 49% Picnicking 49% Beach activities-lakes,reservoirs,rivers 40% I 9 01/ 10% 20% 301/ 400/, so% 60% 70% 80% 901/ Percent of Population Participating Source:Oregon SCORP to facilities,and providing reasonable accommodations 5.2 ADA Compliance in regard to recreational programs through inclusive On July 26,199o,the federal government officially policies and procedures' recognized the needs of people with disabilities through the Americans with Disabilities Act (ADA).This civil right It is a Department of Justice (DOJ) requirement that law and the subsequent Zoii update expanded rights agencies develop an ADA Transition Plan,which details for activities and services offered by both state and how physical and structural barriers will be removed to local governmental entities (Title II) and non-profit/for- facilitate access to programs and services..The transition profit entities (Title III). Parks and Recreation agencies plan also acts as a planning tool for budgeting and are expected to comply by the legal mandate,which accountability. means eliminating physical barriers to provide access 1 "Changes Are Coming to ADA.-- New Regulation Standards Expected for Campgrounds, Parks& Beaches"Recmanagementcom,2012,recmanagementcom/feature_printphp?fid-2o12nfeo3_Accessed 3o Sept 2021 2 Parks and Recreation:The Leaders in Before and Afterschool Care,National Recreation and Parks Association.Accessed December 2019.https:// www_nrpa_org/publications-research/park-pulse/parks-and-recreation-the-leaders-In-before-and-after-school-care/ 3 201S Out-of-School Time Report,National Recreation and Parks Association ,accessed February 202o: https://www.nrpa.org/contelitassets/ c76ea3d5bcee4595a1 aac298a5f2b7a/out-of-school-time-survey-results-report-2o18_pelf APPENDICES—COMPREHENSIVE PLAN A5-2 Exhibit A Appendix 5: Relevant Trends in the Willamalane Park and Recreation District Page 197 of 324 5.3 Before and After-School • Free or affordable places for health and wellness Care Programs opportunities OVERVIEW OF NRPA PARK PULSE REPORT ON • Opportunities to network and socialize with others BEFORE-AND AFTER-SCHOOL CARE • Experience nature and outdoors NRPA r ,K PULSE • Educational support and learning opportunities PreferredParks and Recreation: Provider of '' 5.4 Community and Special Events 90% 0 Iadultsbelieveit's 4r Community-wide events and festivals often act as important for park and recreation agencies to essential place-making activities for residents,economic provide affordable before- drivers,and urban brand builders.Chad Kaydo describes and after-school cdre to l � children and young adults. the phenomenon in Governing Magazine:"Municipal officials and entrepreneurs see the power of cultural I I festivals, innovation-focused business conferences and the like as a way to spur short-term tourism while These services include tutoring and shaping an image of the host city as a cool,dynamic ' homework help,fitness and play location where companies and citizens in modern, Opportunities.and the availability of t' healthy snacks. creative industries can thrive."^According to the 2020 _ Event Trends Report by EventBrite,the following trends e are expected to impact event planners and community Regardless of income,age.education or having builders in the coming years:5 children in the household,people agree. providing affordable before-and after-school care for our nation's youth is important! . Focus on sustainability:Zero-waste events are quickly becoming an expectation.Some of the primary Vol ways of prioritizing environmental sustainability include e-tickets, reusable or biodegradable items, Asit nrpa.orglipark-pulse for more information. offering vegan/vegetarian options,encouraging public transport and carpooling,and working with venues Source-NRPA Park Pulse Report that recycle Many Park and recreation agencies offer before and • Diversity, Equity,and Inclusion (DEI): Ensuring that after-school care programs.These programs may include the venue is inclusive to not only all abilities by fitness/play opportunities, healthy snack,and tutoring/ offering ADA facilities, but also welcoming to all homework services.According to a National Recreation races,ethnicities,and backgrounds through signage, and Park Association (NRPA) poll,go percent of U.S. messaging,and the lineup of speakers.Ways to adults believe that before-and after-school programs incorporate a focus on inclusivity include planning for offered by local park and recreation agencies are diversity through speakers,talent,and subject matter, important.According to the NRPA's 2018 Out-of-School enacting a code of conduct that promotes equity,and Time Report,approximately 55 percent of local parks possibly providing scholarships to attendees and recreation agencies offer after-school programming. • Engaging Experiences: Being able to customize and Parks and recreation professionals consider the top five cater the facility to create immersive events that benefits of afterschool programs provided to youth al bring together culture,art, music,and elements of • Safe spaces to play outside of school a company's brand will be critical in creating a more authentic experience 4 Kaydo,Chad_"Cities Create Music,Cultural Festivals to Make Money"Governing,Governing,T8 Dec_2013,www_governing_com/archive/gov- citles-create-music-festivals_html_Accessed 3o Sept 2021 5"The 202o Event Trends Report- Eventbrite."Eventbrite US Blog,2020,wwvv.eventbrite.com/blog/academy/2o2o-event-trends-report/.,accessed 3o Sept 2021 6 Joe Bush,"Tour-Legged-Friendly Parks, Recreation Management, February 2,2M6. 7"State of the Industry Report,Trends In Parks and Recreation," Recreation Management,June 2021 A5-3 Willamalane Park and Recreation District Exhibit A Appendix 5: Relevant Trends in the Willamalane Park and Re----on strict 5.5 Dog Parks The best dog parks cater to people with design features Dog parks continue to see high popularity and have for their comfort and pleasure,but also with creative remained among the top planned addition to parks and programming. Amenities in an ideal dog park might recreational facilities over the past three years.They help include the following: build a sense of community and can draw potential new • Benches,shade and water-for dogs and people community members and tourists traveling with pets.' • At least one acre of space with adequate drainage Recreation Magazine suggests that dog parks can represent a relatively low-cost way to provide an often- • Double gated entry visited popular community amenity.'Dog parks can • Ample waste stations well-stocked with bags be as simple as a gated area,or more elaborate with "designed-for-dogs"amenities like water fountains,agility • Sandy beaches/sand bunker digging areas equipment,and pet wash stations,to name a few. Even "spraygrounds"are being designed just for dogs. Dog • Custom designed splash pads for large and small dogs parks are also places for people to meet new friends and . People-pleasing amenities such as walking trails, enjoy the outdoors. water fountains,restroom facilities, picnic tables, and dog wash stations . Born zoio-Present 5.6 Generational Changes • Born i997-2010 Activity participation varies based on age, but it also varies based on generational preferences.The Sports Born i98i -i996 and Fitness Industry Association (SFIA) issues a yearly report on generational activity. In the 2020 SFIA report, • Born i965-i98o millennials' had the highest percentage of those who were"active to a healthy level,"but a quarter also •• Born i946-i964 remained sedentary. Nearly 28 percent of Generation X Born i9z8-i945 were inactive,with Baby Boomers at 33 percent inactive. Baby Boomers prefer low impact fitness activities such as swimming,cycling aquatic exercise,and walking forfitness. A condensed list of generational trends which may impact recreational services are below: • Baby Boomers are staying in the workforce longer than generations before them9 • Almost a third of millennials are not affiliated with religion,and half of them describe themselves as political independents'° • Approximately i3 percent of teens (Generation Z) said they've had a major depressive episode in the last year" 8 Dawn Klingensmith"Gone to the Dogs_Design and Manage an Effective Off-Leash Area",Recreation Management, March 2014_(http_// recmanagement com/feature-print.php?fid=2o14o3feo2). 9 https//www_pewresearch_org/fact-tank/zoi9/o7/24/baby-boomers-us-labor-force/ io https_//www_pewresearch_org/fact-tank/zo14/o3/o7/6-new-findings-about-millennials/ n https://www.pewresearch.org/fact-tank/2019/07/12/a-growing-number-of-arnerican-teenagers-particularly-girls-are-facing-depression/ 12 https_//www_pewresearch_org/fact-tank/zo19/o6/is/americans-6o-and-alder-are-spending-mare-time-in-front-of-their-screens-than-a-decade-ago/ 13 https.//www.pewsocialtrends.org/2o]s/n/i5/early-benchmarks-show-post-millennials-on-track-to-be-most-diverse-best-educated-generation-yet 14 https_//www_pewresearch_org/fact-tank/zoi4/o3/o7/6-new-findings-about-millennials/ APPENDICES-COMPREHENSIVE PLAN A5-4 Exhibit A Appendix 5: Relevant Trends in the Willamalane Park and Recreation District Page 199 of 324 • Those 6o and older(Baby Boomers) spend more play with natural materials,such as plants,vines,shrubs, than of their leisure time (about 4 hours) a day in rocks,water, logs,and other elements. front of a screen's Richard Louv introduced the term,"Nature-Deficit • Generation Z is the most racially and ethnically Disorder" in 2005,which describes the effects of diverse generation,with only 52 percent identifying as urbanization,technological advances,and social non-Hispanic whites" changes. Scientific evidence suggests that this disorder contributes to emotional and physical illnesses, • Millennials have more financial hardships,such as including attention difficulties,obesity, nature illiteracy, student loan debt, poverty and unemployment, and an and of inactivity."" Environmental and lower levels of wealth, but are optimistic about education, provided by non-profits and parks and their future'4 recreation agencies,can help combat nature-deficit disorder by sparking curiosity in the outdoors either 5.7 Outdoor Fitness Trails through structured nature programming or through A popular trend in urban parks for health,wellness,and unstructured nature play. Nature Play is defined fitness activities is to install outdoor fitness equipment as"A designated, managed area in an existing or along trails and in parks.The intent of the outdoor modified outdoor environment where children of equipment is to provide an accessible form of exercise all ages and abilities play and learn by engaging with for all community members,focusing on strength, and manipulating diverse natural elements, materials, balance,flexibility,and cardio exercise.These fitness organisms,and habitats,through sensory,fine motor stations-also known as"outdoor gyms"--are generally and gross motor experiences." meant for adults but can be grouped together near a playground or kid-friendly amenity so that adults can Nature play spaces can provide valuable lessons for exercise and socialize while supervising their children. children, not only in regard to learning their natural The fitness equipment can also be dispersed along environment and appreciation for nature, but also a nature trail or walking path to provide a unique for personal development.These spaces,similar to experience to exercise in nature. Educational and safety playgrounds, provide safe spaces to take risks and signage should be placed next to equipment to guide the understand behavioral outcomes. One of the most user in understanding and utilizing the outdoor gyms. essential elements in planning nature play spaces is to conduct a risk assessment to reduce the unnecessary 5.8 Nature Programming & Nature- potential of injury. For instance, natural objects such as logs and boulders may be placed strategically for Deficit Disorder climbing but consider where the child might land if he Playing in nature is an educational opportunity that has or she were to fall or jump off.Similarly,trees can be numerous benefits,from increasing active and healthy used as natural climbing features,with consideration lifestyles,to developing a conservation mindset,to to removing shrubs and nearby smaller trees below. understanding the ecosystems and wildlife that depend Nature play can happen in forest-based schools, play on them'"According to the report,"Nature Play& zoos,gardens,and summer camps.The American Camp Learning Places:Creating and Managing Places where Association reported that there are approximately 5,000 Children Engage with Nature"there is a genuine need nature day camps that currently operate in the U.S" in today's society for learning spaces that spark creative i5 Moore,R (2014) Nature Play&Learning Places Creating and managing places where children engage with nature Raleigh,NC_ Natural Learning Initiative and Reston,VA: National Wildlife Federation 16 Children and Nature Network,"Nature Deficit Disorder"Accessed January zozo_https//www_childrenandnature_org/about/nature-deficit- disorder/ 17 Moore,R. (2014). Nature Play& Learning Places.Creating and managing places where children engage with nature. Raleigh,NC. Natural Learning Initiative and Reston,VA_National Wildlife Federation I8"2o21 outdoor Participation Trends Report."outdoor Industry Association,2021,outdoorindustry.org/resource/zo2l-outdoor-participation- trends-report/-Accessed 6 Oct 2021 A5-5 Willamalane Park and Recreation District Exhibit A Appendix 5: Relevant Trends in the Willamalane Park and Re----on strict 5.9 Outdoor Recreation The Outdoor Recreation economy in Oregon generates Outdoor recreation has become a thriving economic nearly: driver,even in the midst of a global pandemic. In 2020, . 88,00o direct jobs 53%of Americans over six years of age participated at least once in outdoor recreation -an increase of 7.1 0 $4.0 billion in wages and salaries million Americans over the previous year. However,a number of challenges continue to impact the industry, ' 7.z billion in total outdoor recreation value added including retention of new COVID participants,lack . 2.9%share of Oregon's Gross Domestic Product of diversity,fewer outings,and stagnant female (GDP) participation i8 TOP FIVE RATED ACTIONS TO INCREASE OUTDOOR RECREATION ENGAGEMENT IN COMMUNITIES BY AGE/DEMOGRAPHIC GROUP • CL 0. Ml - _J_ CL Providing more free-of-charge 1 2 3 1 3 1 1 recreation opportunities Ensuring clean and well-main 2 1 t 2 1 2 2 tained parks&facilities Developing walking/hiking trails 3 4 4 4 3 3 closer to home Making parks safer from crime 4 3 2 3 2 5 4 Developing parks closer to home 5 5 5 4 5 Expanding park facilities 5 4 Placing more benches&restroom 5 facilities along trails Source:Oregon SCORP Data provided by the Oregon Statewide Outdoor hiking trails closer to home.The top five priorities varied Recreation Plan (SCORP) indicates that the top ways based on age, income,and the presence of children -as to increase outdoor recreation engagement in local seen below. communities is primarily to provide more free-of- Note:Young Old represents 6o-74years of age,and charge recreation opportunities,ensure clean and Middle Old represents 75-84years of age well-maintained parks and facilities,and develop walking/ i9 Green, Daniel,August 2018_"ACE-Sponsored Research_Can Pickleball Help Middle-aged and Older Adults Get Fit?"American Council on Exercise.Accessed zoso. hops://www.acefitness.org/education-and-resources/professional/certified/august-2018/7053/ace-sponsored-research- can-pickleball-help-middle-aged-and-alder-adults-get-fit/ 20"SFI A Sports,Fitness and Leisure Activities Topline Participation Report" February 2020.Sports&Fitness Industry Association.Accessed 2020_ APPENDICES—COMPREHENSIVE PLAN A5-6 Exhibit A Appendix 5: Relevant Trends in the Willamalane Park and Recreation District Page 201 of 324 RACQUET SPORT PARTICIPATION FROM 2014-2019 20.000 18 000 N 0 16.000 14.000 12.000 10.000 0 a s.000 6.000 0 4.000 - ~ 2.000 0 - - 2014 2015 2016 2017 2018 2019 Year Pickleball —Badminton Cardio Tennis Racquetball —Tennis Source:2020 SFIA Topline Report 5.10 Pickleball Pickleball continues to be a fast-growing sport new pickleball courts versus utilizing existing tennis throughout America. Considered a mix between tennis, courts. Best practices regarding pickleball setup and ping pong,and badminton,the sport initially grew in programming can be found on usapa.com,the official popularity with older adults but is now expanding to website for the United States Pickleball Association. other age groups.According to the American Council on Exercise (ACE), regular participation in Pickleball According to the zo2o SFIA Topline Report,over the satisfied daily exercise intensity guidelines for cardio past five years,from 2014 to 2019,total participation in fitness for middle-aged and older adults'9 The sport can Pickleball increased 7.i percent on average each year. be temporarily played on existing indoor or outdoor From 2o18 to 2019,the sport grew 4.8 percent.Out of tennis courts with removable equipment and taped or the most common racquet sports, pickleball and cardio painted lining.This lining, if painted on tennis surfaces, tennis are the only sports that have seen positive growth may interfere with requirements for competitive tennis on average over the past five years.Tennis is still the programs or tournaments.Agencies will need to look most popular racquet sport by far,although participation at their community's tennis and pickleball participation growth has slowed over the past five years.° to determine the benefits and costs of constructing 21 https.//udsc.cam/disc-golf-growth-report/2oziIbid. 23 https_//www_wllddlscs_com/zoz1/o3/zo/playing-disc-golf-the-mental-and-physical-benefits/ A5-7 Willamalane Park and Recreation District Append *lx 61.9 Community Outreach Strategy APPENDICES-COMPREHENSIVE PLAN A6 Exhibit A Appendix 6: Community Outreach Strategy Page 203 of 324 Appendix 6. Community engagement,the Consultants will do a thorough analysis of all parks and facilities,management&operations,and Outreach Strategy finances to identify gaps, barriers and opportunities for Willamalane Park and Recreation District(Willamalane) Willamalane to prioritize moving forward.The final Plan recently initiated a project to update its 2012 Park and will include visions for the future,a capital improvement Recreation Comprehensive Plan (`Comprehensive Plan," plan,and a financial strategy along with metrics to assist "Plan").To incorporate Willamalane's updated Plan with implementation. as the Recreation Element of the overall Springfield The community engagement strategies incorporated Comprehensive Plan,the City Council and Lane County in this plan include some that will be facilitated by Board of Commissioners must co-adopt the Plan as a Consultants and some facilitated by Willamalane staff. legislative Plan Amendment—a process that involves The intention is to reach as many community members public hearings and adoption of an ordinance.The as possible and incorporate the values identified in process for developing the plan must comply with the recently adopted Willamalane Diversity, Equity,& Oregon's Statewide Planning Goals,including Goal 1 - Inclusion Strategic Action Plan. Citizen Involvement.This document provides the context, scope,and timing of the community engagement strategies that will be incorporated into the planning 6.2 Community Engagement Goals process for this Plan update. The community engagement strategies selected for his plan support the following goals in order to inform the 6.1 Project Background overall comprehensive planning process: Willamalane operates five recreation facilities and 46 parks and natural areas totaling nearly 1,600 acres. Highlights include io waterfront areas,29 miles of hiking i. Promote project awareness and biking trails,13 sports fields,and 27 playgrounds. throughout the planning process. A portion of the 29 miles of trails also serve the City's a.Promote project awareness throughout the transportation system in the form of paved paths. planning process. With these parks, natural areas,and recreation sites, Willamalane offers recreation programs to people of b.Find opportunities to engage early with all ages and abilities to serve their mission of delivering various groups in the community. "exceptional parks and recreation to enrich the lives of c.Provide as many opportunities for community everyone"they serve. members to engage as possible. Willamalane strategically plans to meet its service d.Follow up with those that engage: needs by exploring opportunities for future growth, improvements,and priorities for land. Updates to its Provide opportunities for patrons to see they Comprehensive Plan will provide a 20-year vision and were"heard"and how feedback was integrated. a prioritized project list to guide Willamalane's fiscal Promote ongoing involvement. planning and future work.Willamalane's administrative policies call for major updates to its Comprehensive Plan e.Build relationships with participants and every io years. provide information about programs,events& Willamalane has contracted with BerryDunn services Willamalane offers. (`Consultants", previously known as"Green Play"),to assist with the Plan update.The process for the update is heavily founded on public engagement. In addition to A6-1 Willamalane Park and Recreation District Exhibit A a e 204 of 24 Appendix 6: Community u reach trategy 2. Gain a Deeper Understanding of who 4. Understand the community's Willamalane Serves. priorities for park and recreation for the a.Who does Willamalane currently serve?Who coming future. is not being served? a.What does Willamalane do well?What can Willamalane do better? b.What are the demographics of users/non- users (age, race/ethnicity,families, renters/ b.What improvements or changes would homeowners,gender,socioeconomic status)? increase use of Willamalane parks,facilities,and c.What demographics use Willamalane's programs? facilities the most/least? c.What new park opportunities should be considered? d.What programs, parks,trails,activities,and events are accessed the most/least? d.What new recreation opportunities should be considered? e.How does the community learn about programs,events and services offered by e.What is Springfield lacking? Willamalane? f. How satisfied is the community with Willamalane's offerings? 5. Gain support of final plan g.What are common hardships that make recommendations. accessing park and recreation services challenging(physical/cognitive limitations, socioeconomic limitations, language barrier, schedule,feeling of safety or belonging,etc) 3. Learn about gaps, barriers, needs,and preferences within the park district. a.What does Willamalane do well?What can Willamalane do better? b.What improvements or changes would increase use of Willamalane parks,facilities,and programs? c.What new park opportunities should be considered? d.What new recreation opportunities should be considered? e.What is Springfield lacking? APPENDICES-COMPREHENSIVE PLAN A6-2 Exhibit A Appendix 6: Community Outreach Strategy Page 205 of 324 6.3 Target Audience INVOLVED PARTIES&OVERSIGHT Willamalane staff and the Consultants will work • General public-current users and non-users collaboratively to ensure maximum participation in the • Target user groups and demographics as stated in engagement process.The Consultants have worked on the Oregon's Statewide Comprehensive Outdoor over 600 comparable plans for other communities and Recreation Plan.These groups include:older adults their knowledge and expertise will be a critical asset to (and those with limited abilities),diverse populations, the planning process. During the engagement process youth,and those with low income. Willamalane would they will serve as a neutral third party to facilitate like to work with partners to engage Latinx and interviews,focus groups,and public meetings.They Indigenous residents living in the district. will also facilitate two rounds of surveys, including one statistically valid survey.Willamalane staff will provide • Community partners in Springfield.This includes the support for these and take leadership of engagement City of Springfield, Lane County,Springfield School strategies that amplify awareness of the project and District,Springfield Utility Board, local nonprofits promote participation.Willamalane will also implement that provide community services and many other strategies that support the inclusion of groups that agencies that contribute towards furthering may not otherwise participate through typical forms of Willamalane's mission. engagement or that Willamalane has a special interest in • Willamalane Staff hearing from. Willamalane's Community Engagement team will be taking a strong leadership role in reviewing final plans for engagement activities and any and all content prior to it 6.4 Process Overview and Timeline going public.The Planning and Development Department Understanding community priorities for park and at Willamalane will manage the overall project,the recreation programs and facilities forms the basis for any contract with the Consultants,and assist with the parks and recreation plan,and community collaboration implementation of the strategies included in this plan. and support is essential to the Plan's implementation. Community members and key stakeholders need to be Willamalane's staff will be actively engaged through intimately involved during the project in order to create the entire planning process.The overall project is a fully implementable Plan. Exhibit A shows the tasks being vetted through a Project Team that includes identified in the Consultant's contract for the overall management representation from all Divisions,and a project and how community engagement is embedded project Advisory Group that includes staff from various within the overall planning effort. departments across the agency.A Communication Plan diagram is included to showcase the meeting Willamalane intends to engage with the community early frequency for key players of the project.Staff not actively and often throughout the planning process through a engaged through these teams will have opportunities diverse set of strategies. Exhibit B showcases all of the to contribute through staff surveys and staff meetings engagement strategies and their associated timelines. facilitated by the Consultants.There will also be many There are two benchmarks in the engagement process opportunities for staff to assist with the implementation where efforts will be amplified.The first benchmark will of engagement strategies such as the Project Pitch and/ focus on goals 2,to better understand the community, or Pop Up Events (described in the next section). and 3,to understand gaps, barriers, needs,and preferences of the community.The second benchmark The following figure shows the cycle of communication will occur later in the process after results from the between Consultants and Willamalane to oversee the statistically valid survey have been analyzed.The focus of planning process and outcomes. this effort will be goals 4,to understand future priorities, and 5,to gauge support for the draft recommendations in the plan. A6-3 Willamalane Park and Recreation District Exhibit A a e 206 of 24 Appendix 6: Community u reach trategy �w COMMUNICATION STRATEGY WEEK c WEEK 3 WEEK 4 PM Meeting) +� 1380 Check In PM meets with CoS Superintendent Report Soard Update(Ouartedy) BID Agenda Outline Advisory Group Meeting Project Team Meeting BID:Berryl7unn.PraaecrCnnswiiani(aka Green Play) PROJECT MANAGER{PIN}; Krfsima Eqe IWPRt3},.Jeff MilkR!3(1a9) ces:City orSprinyrkeid.Monica Sather&Sandy Belson PROJECT TEAM`Eric,Adams.Michael Wargo,Kenny WeHlandt.Jaw Newton,Kristma Eon,SeryQunn Prgev Team AOVISDRY GROUP:Projecl Team+penow Sean.Simon paws,Tracy Kriyg.Brandon Lemcke,Fraser MacDana4d, Skylar Shane CITY INVOLVEMENT The Consultants,Willamalane,and City staff will ensure the update to Willamalane's 2012 Plan meets requirements for legislative land use decisions.The City, Willamalane,and Consultants will also work together to maximize areas of potential collaboration, including transportation,economic development,operations,and natural resources.Springfield's Planning Commission and City Council will play a key role in the process to adopt the Plan as a land use decision. There will be one or more Work Sessions with the Springfield Planning Commission and the Springfield City Council before the public hearings. APPENDICES—COMPREHENSIVE PLAN A6-4 Exhibit A Appendix 6: Community Outreach Strategy Page 207 of 324 6.5 Engagement Strategies Feedback from the community,along with additional research will strongly inform the recommendations 2. SURVEYS and priorities identified in the final Plan.The strategies Target Audience•General public presented below were proposed in a work plan approved by the City's Committee for Citizen Engagement and aim Lead Agency: RRC Associates (sub-consultant) to reach a diverse audience in as many ways as possible. in coordination with Consultants and Willamalane. Timeframe: (1) Mid-summer(both paper and i. ONLINE ENGAGEMENT: willamalane.org/ online) and (1) late fall-winter(online only) future Measures of Success:Success will be Target Audience:General public determined by achieving a 95%confidence for Lead Agency Willamalane the statistically valid survey. For online/non- statistically valid surveys there is a target of Timeframe: Ongoing 1,000 responses. Measure of Success:Willamalane will be Incentives: RRC Associates will provide able to monitor web page analytics to assess incentives for participating in the survey. activity and engagement levels.A goal of 4,000 page views to willamalane.org/future has been Summary:Two rounds of surveys will occur established.This is based on previous outreach during this project.The first survey will be a and engagement campaigns Willamalane has statistically valid survey that will launch early completed in the last 12 months. summer after the first round of engagement. Questions for this survey will be formed based Incentives: N/A on information learned through the first set Summary Willamalane will host a landing of focus groups,stakeholder interviews,the page (www.willamalane.org/future)for this public meeting,and staff survey/engagement. project.The page will include:a project It will be mailed to a random invitation sample description, project contacts,a timeline of of approximately 2,000 to 3,000 people living upcoming milestones and events, promotion within the district boundary.Appropriate of engagement strategies,an opportunity to outreach will be completed to target submit comments,an opportunity to sign up statistically valid results with a margin of error for future email updates,and potentially other +/-5 at a 95%confidence level. This will allow interactive tools for providing feedback(e.g., both district users and non-users to provide maps, polls,etc). input. Diversity, Equity&Inclusion Following closure of the random invitation Considerations:The landing page will be able survey,an open link version of the same survey to be translated into over ioo languages using will be published,and the remaining district Google Chrome's translation tool. residents will be encouraged to complete the survey online.Those participating in the open- link survey will be able to be differentiated from those participating in the statistically valid survey as to not skew or duplicate results. A6-5 Willamalane Park and Recreation District Exhibit A a e 208 of 24 Appendix 6: Community u reach trategy 2. SURVEYS 3. FOCUS GROUP Summary:A second online survey will be Summary:These small group discussions pushed out at the end of the second round of will be facilitated by Consultants in order engagement (late fall-winter)to validate what to build an initial assessment of park and was heard and gauge support of the draft recreation opportunities,challenges,existing recommendations being prepared for the plan. conditions, needs,trends,and goals. Lessons Willamalane plans for this to be an online survey, learned through this process will help inform however if deemed valuable as the project the questions used for the creation of the progresses this may transition to a second statistically valid survey that will launch directly statistically valid survey following the same after these efforts. process noted above. Based on best practices and recommendations Diversity, Equity&Inclusion from Consultants,the focus groups should be Considerations:The survey will be produced representative of the Springfield community. in both English and Spanish,the two most The groups should include both currently served common languages spoken in the Springfield and historically underrepresented community community. Reasonable accommodations will members.To facilitate this,Willamalane be made for residents who cannot complete developed a roster of demographics they will the survey as it is posted by contacting seek when recruiting for this project,some Willamalane's Inclusion Coordinator. examples include:older adults,teens,racial and ethnic diversity,those with limited abilities, current users of parks and facilities,special interest groups,etc. Willamalane will aim to include representation from at least 5 of these 3. FOCUS GROUP demographics in each meeting. Target Audience: Community partners and The focus groups will be hosted at a Willamalane representatives of target demographics facility with virtual/hybrid options for those who Lead Agency Consultants will facilitate, choose it. Food and snacks will be provided and Willamalane will recruit and host. participants will be reimbursed with a gift card for their time and participation.Willamalane Timeframe: (3-4) April 2022,(2-3) Fall 2002 staff will be available to answer questions about the district through this process;however,will Measures of Success: Minimum of 6 not participate in the conversations otherwise. participants in at least 5 Focus Group discussions including representation from each demographic Diversity, Equity&Inclusion identified by the district(see below). Considerations: Focus groups participants will receive a small stipend for their time Incentives:$5o gift card,snacks and drinks for and contributions.Through the registration those participating in person. process participants will be asked if they will Summary:Willamalane will invite project require translation or any other reasonable stakeholders such as community leaders, accommodations in order to participate so organizers, user group representatives,and/ Willamalane can make accommodations in or affiliates of local community groups to advance of the event. Participants will be participate in these focus groups. strongly encouraged to attend in person; however,virtual attendance will be available for those who request it. APPENDICES-COMPREHENSIVE PLAN A6-6 Exhibit A Appendix 6: Community Outreach Strategy Page 209 of 324 4. STAKEHOLDER INTERVIEWS 5. TOWN HALL MEETINGS Target Audience:Community leaders and Target Audience:General public decision makers Lead Agency:Consultants will facilitate, Lead Agency:Consultants will host these Willamalane will help coordinate conversations,Willamalane will schedule Timeframe: (i) April zozz,(i) Fall zozz, (i) Spring Timeframe: (3-4) in April zozz 2023 Measures of Success: Completion of 3-4 Measures of Success: Attendance of ioo interviews by the consultant team people from the community Incentives: N/A Incentives: N/A Summary:These interviews will cover similar Summary:These meetings are intended to topics as those addressed in the Focus Group share progress to date and ask community Discussion,however will be conversational in members to confirm that what the nature and will have the overall intention of consultants heard is correct and complete. providing the consultant team any additional context or information needed to understand �• Public Forum#i Information Gathering the needs of the district and the priorities of (present input received at initial those who influence it. Participants in each engagement) interview will hopefully include: 2. Public Forum#z Findings (Survey results, i. Willamalane Board members and demographics,trends,and Level of Service) Superintendent, 3. Public Forum#3 Draft Report 2. Representatives and decision makers from Diversity, Equity&Inclusion the City of Springfield, Considerations:A Spanish language and 3. Representatives and decision makers from ASL translator will be available during the the School District. presentations. Diversity, Equity&Inclusion Considerations: Reasonable accommodations will be made for accessibility,scheduling, language or any other considerations that may limit a stakeholder's ability to participate. A6-7 Willamalane Park and Recreation District Exhibit A a e 210 of 24 Appendix 6: Community u reach trategy 6. INTERNAL WILLAMALANE STAFF 7. POP-UP EVENTS ENGAGEMENT Target Audience:General public,target user Target Audience: Willamalane staff at all levels groups,community partners in all departments Lead Agency:Willamalane Lead Agency:Consultants Timeframe: Ongoing Timeframe: (1) April 2022, (2) Fall 2022 Measures of Success: 6 pop up events at Measures of Success:4o% response rate on locations outside of Willamalane events/facilities survey, meetings/interviews with staff from each +6 events within Willamalane events/facilities division. Incentives: Willamalane will provide small,fun Incentives: N/A giveaways at events Summary:Staff will be engaged via an online Summary:These events will occur at both survey and through in person meetings. Willamalane and non-Willamalane programs/ Meetings will occur during both rounds of sites and high traffic locations.The main engagement (Spring/Fall). Consultants will objective is to let people know about the use these to understand specifics about how project and encourage community members to Willamalane is operated and ways operations participate in the survey or other engagement could be more efficient. strategies.These events will include fun, Diversity, Equity&Inclusion interactive ways that people can provide Considerations:All staff will be able to attend feedback as well. during their paid work hours.Those who are Diversity, Equity&Inclusion not able to attend will be able to respond to the Considerations: By creating a mobile virtual survey during work hours. promotional event Willamalane can target groups that may not already be engaging with the agency. Willamalane will provide bilingual material (English/Spanish) and include a Spanish speaking staff member or partner to the extent possible. APPENDICES-COMPREHENSIVE PLAN A6-8 Exhibit A Appendix 6: Community Outreach Strategy Page 211 of324 S. PROJECT PITCH 9. EXTERNAL ADVISORY GROUPS/ Target Audience:Target demographics and LISTENING SESSIONS community partners Target Audience:Target demographics and community partners Lead Agency:Willamalane Lead Agency:Willamalane Timeframe: March-May 2022,or as needed Measures of Success' Complete a minimum Timeframe:At least (1) meeting in May,with the rest of the meetings occurring as possible Of 4 pitches to public groups throughout the project. Incentives: N/A Measures of Success: Minimum of 5 Summary' Willamalane staff will attend participants representing different perspectives community meetings and give a pitch about per meeting.The number and focus of overall the Comprehensive Plan project to spread groups/sessions will be determined based awareness and let stakeholders know how on feedback received in the first round of to engage throughout the process.Some engagement. possible groups may include:the Springfield Incentives:$50 gift card,snacks and drinks for Area Chamber of Commerce, Rotary Club of those participating in person. Springfield,Springfield Bike and Pedestrian Committee, Friends of the Springfield Library, Summary:These meetings will include groups Huerto de la Familia,Community Alliance of of people invited based on their professional Lane County,etc. or lived experiences in order to inform specific content in the plan.These exact topics and Diversity, Equity&Inclusion groups will become more apparent as the Considerations: Willamalane will work with planning process moves forward, however some groups prior to attending the meeting to key subject areas already being considered as determine whether Spanish speaking staff or focuses for these meetings include: natural translation services will be beneficial. resources,accessibility in parks/facilities, culturally responsive design for parks and programs,establishing relationships with native people,and understanding barriers for Latinx and other Black, Indigenous, People of Color (BI POC). Each group will meet at least one time during the planning process. Meetings will be facilitated by key Willamalane staff with support from Willamalane's DEI Committee and external partners and groups with expertise in the subject matter as appropriate.Settings and structure for these conversations will be informal and will occur in a neutral/non- threatening environment. Diversity, Equity&Inclusion Considerations: Willamalane will work with groups prior to attending the meeting to determine whether Spanish speaking staff or translation services will be beneficial. A6-9 Willamalane Park and Recreation District Exhibit A a e 212 of 24 Appendix 6: Community u reach trategy EXHIBIT A:OVERALL PROJECT SCOPE AND WORK PLAN (2023) �A. • • Visioning/Draft PROJECT INITIATION STRATEGIC KICK OFF PROJECT COORDINATION OO DEMOGRAPHICS ANALYSIS 2 )9. NEEDS ASSESSMENT FOCUS GROUP MEETINGS STAKEHOLDER INTERVIEWS PUBLIC COMMUNITY MEETINGS �J STATISTICALLY-VALID SURVEY C.PARKS AND FACILITIES ANALYSIS INVENTORY 0 0 ` LEVEL OF SERVICE ANALYSIS CONNECTIVITY AND EQUITY ASSESSMENT TRENDS ANALYSIS RECREATION ANALYSIS GAPS ANALYSIS MANAGEMENT ANALYSIS 3 ;D. RECOMMENDATIONS FOR THE FUTURE AND ESTIMA ED COSTS FINANCIAL ANALYSIS FINDINGS AND VISIONING VISIONING STRATEGIES E.PRIORITY NEEDS AND HOW THEY WILL BE FINANCED �\CAPHAL IMPROVEMENI LIST ( 4 F. DRAFT AND FINAL PLANS,PRESENTATIONS AND DELIVERABLES DRAFT PLAN FINAL PLAN .66 Meeting With District SKO Public Public Public Findings and Draft Plan Final Plan Project Team And/Or Meeting Meeting Meeting Visioning Presentation/ Delivered Boards/Committees Workshop Public Meeting EXHIBIT B:SEQUENCING AND LAYOUT OF PROPOSED COMMUNITY ENGAGEMENT STRATEGIES. Green Tasks will be led by Consultants and orange tasks will be led by Willamalane staff, however, both groups will be working collaboratively to support all aspects of public engagement. Within the timeline there are two consolidated engagement efforts: (1) in the spring to determine needs and (2) one in the fall to assess priorities for the district. APPENDICES—COMPREHENSIVE PLAN A6-10 Appendix 7.e Pop - Up Intercept Events and Digital Outreach Exhibit A Appendix 7: Pop-Up Intercept Events andr�`i9 ta�°�utreach Appendix 7• POP-UP Intercept Events & Digital Outreach 7.1 Pop-Up Intercept Events ■ Twenty-two community intercept events were held that created significant input to be used in the comprehensive plan. A key part of this campaign was the event activation and survey promotion.Willamalane created staffed pop-up a '' event tables and attended community events over the ` summer.Staff invited event attendees to play a voting game where each community member received five tokens and placed them in their choice of nine voting boxes (categories listed below).The voting game helped i people understand the types of projects Willamalane — is considering and collected feedback from various demographics about the community's broad priorities for park,facility,and recreation improvements. Willamalane staffed the pop-up event table at 22 events between June ii and Sept. 2i.Some events were hosted Those who voted for"Other"shared their ideas with a by Willamalane and others were hosted by partner staff member who recorded them.Some ideas that were organizations.The target audiences for these events shared multiple times included: included families with children,older adults,people with Latinx heritage, people with AAPI heritage,and people • Dog parks in the LGBTQ+ community. • Indoor or shaded playgrounds In total,i,766 people cast their votes at these events.The * Disc golf courses vote breakdown is as follows: • Outdoor Pool and/or Water Play:27.5% • Additional summer camp opportunities • Expand Trail System: 13.9% • Splash pads • Improve Existing Playgrounds:i3% • Video game programs • Childcare Opportunities: 11.3% • Therapeutic saltwater pool • Field/Court Options in Parks:7.5% 7.2 Digital Outreach • Outdoor Recreation Equipment Rentals:7.3% Digital outreach included communication and outreach to district residents through the Willamalane.org/future • Fitness Classes:7.1% website,email blasts and use of social media.The outreach • effort impacted the whole of the engagement process. Recreation Classes:7% • Other: % • 3,723 visited the Willamalane Project specific webpage 5 Willamalane.org/future • 23,493 people were reached on social media add campaigns • i,052 people were reached by email blasts • 2i3 people responded to advertised QR Codes APPENDICES-COMPREHENSIVE PLAN A7-1 Append *Ix 8: Level of Service Assessment AB Willamalane Park and Recreation District Exhibit A Appendix 8: Level of Service A6ssessment Appendix S. Level of A Brief History of Level of Service Analysis To help standardize parks and recreation planning, Service Assessment many parks&recreation professionals look for ways 8.1 Level of Service Assessment to benchmark and provide"national standards"These standards might include how many acres,how many What is Level of Service,and why do we use it? ballfields,pools,playgrounds a community should LOS measures how a system provides residents access have. In i906 the fledgling"Playground Association to parks,open spaces,trails,and facilities. It indicates of America"called for playground space equal to 30 the ability of people to connect with the outdoors and square feet per child. In the i970s and early i98os,the nature and pursue active lifestyles with implications for first detailed published works on these topics began health and wellness,the local economy,and quality of emerging(Gold,i973; Lancaster,i983). In time"rule of life. LOS for a park and recreation system tends to mirror thumb"ratios emerged with io acres of parkland per community values reflective of personal connections to thousand,becoming the most widely accepted norm. communities. It is also useful in benchmarking current Other normative guides also have been cited as traditional conditions and directing future planning efforts.The standards but have been less widely accepted. In i983, service offered by a park or a component is a function of Roger Lancaster compiled a book called"Recreation, two main variables: location and ease of access. Park and Open Space Standards and Guidelines," published by the National Park and Recreation Association What is GRASP®? (NRPA). In this publication,Mr. Lancaster centered on a GRASP® (Geo-referenced Amenities Standards Process) recommendation"that a park system,at minimum,be has been applied in many communities across the composed of a core system of parkland,with a total of country as a measure of LOS.With GRASP®,information 6.25 to i0.5 acres of developed open space per i,000 from the park and facilities inventory is combined with population (Lancaster,i983,p.56).The guidelines went GIs software produces analytic maps and data called further to recommend an appropriate mix of park types, Perspectives that show the distribution and quality of sizes,service areas,acreages,and standards regarding the these services. number of available recreational facilities per thousand population.While published by NRPA,the table became What do Perspectives do for us? widely known as"the NRPA standards,"but these were Perspectives can be maps or other analyses never formally adopted for use by NRPA. incorporating statistics,diagrams,tables,and charts that provide benchmarks or insights useful in determining Since that time,various publications have updated and community success in delivering services.The park and expanded upon possible"standards,"several of which have facility inventory provides details of what is available been published by NRPA. Many of these publications did at any given location,and GIS analysis measures user a benchmark and other normative research to determine access. People use various ways of reaching a recreation what an"average LOS"should be.Organizations such destination: on foot,on a bike,in a car,via public as NRPA and the American Academy for Park and transportation,or some combination.There are two Recreation Administration have focused on accreditation distinct types of service areas for examining the park standards for agencies.These standards have been less system to account for this variability: directed towards outcomes and performance and more on planning,organizational structure,and management 1) Walkable Access- uses a travel distance of one-half processes.The popularly referred to as"NRPA standards" mile,a suitable distance for a ten-minute walk. for LOS,as such,do not exist. z) Neighborhood Access- uses a travel distance of one mile to each component and gives a premium for areas within a ten-minute walk. It is intended to account for users traveling from home or elsewhere to a park or facility, most likely by bike, bus,or automobile. APPENDICES-COMPREHENSIVE PLAN A8-1 Exhibit A Appendix 8: Level of Service Assessment Page 217 of 324 It is critical to realize that the above standards can be Utilizing GRASP® Perspectives valuable when referenced as"norms"for capacity but not GRASP® perspectives evaluate the LOS throughout necessarily as the target standards for which a community an area.Their purpose is to reveal possible gaps in should strive. Each agency is different,and the criteria service; however,it is not necessarily beneficial for all above do not address many factors. For example: community parts to score equally in the analyses.The • Does"developed acreage"include golf courses"? desired LOS for a location should depend on the type of What about indoor and passive facilities? service,the site's characteristics,and other factors,such as community need, population growth forecasts,and • What are the standards for skateparks? Ice Arenas? land-use issues. For example,commercial, institutional, Public Art? Etc.? and industrial areas might reasonably have lower service levels for parks and recreation opportunities than • What if it's an urban land-locked community?What if residential areas.GRASP® perspectives focus attention it's a small town surrounded by open Federal lands? on gap areas for further scrutiny. Perspectives can • What about quality and condition?What if there are determine if current levels of service are appropriate if many ballfields,but they are not maintained? used in conjunction with other assessment tools,such as needs assessment surveys and a public input process. • And many other questions. Table 33 lists those components that although present and available in the arks stem scored a'i"suggesting 8.2 The GRASP® Process — a greater tool p system, gg g that they perform poorly and need to be upgraded, for completing level of service analysis repaired or replaced.These components directly impact Parks,trails,recreation,and open space are part of an the GRASP® scores and thus the overall level of service overall infrastructure for a community made up of various provided. components,such as playgrounds,multi-purpose fields, passive areas.A methodology for determining the LOS is A GRASP® Glossary appropriate to address these and other relevant questions. Buffer:see catchment area Composite-values methods are applied to measure better and portray the service provided by parks and recreation Catchment area:a circular map overlay that radiates systems.The trademarked name for the composite-values outward in all directions from a component and methodology process is called GRASP® (Geo-Referenced represents a reasonable travel distance from the edge of Amenities Standards Program). For this methodology, the circle to the asset. Used to indicate access to an asset capacity is only part of the LOS equation.Consider other in a level of service assessment factors,including quality,condition,location,comfort, Component:an amenity such as a playground, picnic convenience,and ambiance. shelter,basketball court,or athletic field that allows This methodology records each park component's people to exercise,socialize,and maintain a healthy geographic location,quantity,and capacity.Also, it uses physical, mental,and social wellbeing comfort,convenience,and ambiance as characteristics Geo-Referenced Amenities Standards Process® that are part of the context and setting of a component. (GRASP®)•a proprietary composite-values They are not characteristics of the element itself, but methodology that takes quality and functionality of they enhance the value when they exist.Combining and assets and amenities into account in a level of service analyzing each component's composite value makes it assessment possible to measure the service provided by a parks and recreation system from various perspectives and for GRASP® Level of service(LOS):the extent to which any given location.Typically,this begins with deciding on a recreation system provides community access to "relevant components,"collecting an accurate inventory recreational assets and amenities of those components,and analysis. Maps and tables represent the results of the GRASP®study. GRASP®-IT audit tool:an instrument developed for assessing the quality and other characteristics of parks, trails,and other public lands and facilities.The tested, reliable,and valid tool has been used nationwide in more than 125 park systems inventories. A8-2 Willamalane Park and Recreation District Exhibit A Appendix 8: Level of Service A8ssessment Low-score component:a component given a GRASP® GRASP®COMPONENTS AND DEFINITIONS score of"i"or"o"as it fails to meet expectations GRASP(,)Outdoor ■• nent List Low-service or Lower-service area:an area that Component Definition has some GRASP® LOS but falls below the minimum Adventure An area designated for activities standard threshold for the overall LOS Course such as ropes courses,zip-lines, Modifier:a basic site amenity that supports users during challenge courses.Type is specified a visit to a park or recreation site,to include elements in the comments. such as restrooms,shade, parking,drinking fountains, Amusement Ride Carousel,train,go-carts, bumper seating, BBQ grills,security lighting,and bicycle racks, cars,or other ride-upon features. among others The ride has an operator and controlled access. No-service area:an area with no GRASP® LOS Aquatics, An aquatic complex has at least one Perspective:a perspective is a map or data Complex immersion pool and other features quantification,such as a table or chart, produced using intended for aquatic recreation. the GRASP® methodology that helps illustrate how Aquatics, Lap A swimming pool intended for recreational assets serve a community Pool swimming laps. Aquatics, A swimming pool intended for Radius:see catchment area Leisure Pool leisure water activities. May include Recreational trail:a recreation trail can be a soft or zero-depth entry,slides, play and hard-surfaced off-street path that promotes active or spray features. passive movement through parkland or natural areas. Aquatics,Spray A play feature without immersion Recreational trails are typically planned and managed by Pad intended for interaction with parks and recreation professionals or departments. moving water. Service area:all or part of a catchment area ascribed a Aquatics, A temperature-controlled pool particular GRASP®score that reflects the LOS provided Therapy Pool intended for rehabilitation and by a specific recreational asset,a set of assets,or an therapy. entire recreation system Basketball Court A dedicated full-sized outdoor court with two goals. Target or Threshold:a minimum LOS standard Basketball, A basketball goal for half-court typically determined based on community expectations Practice play or practice,including goals in Trail:any off-street or on-street connection dedicated spaces associated with other uses to pedestrian, bicycle,or other non-motorized users like parking lots. Batting Cage A stand-alone facility with pitching Trail network:a trail network is a functional and machines and restricted entry. connected part of a trail system. Different networks are separated from other trail networks by missing trail Bike Complex A bike complex accommodates connections or barriers such as roadways, rivers,or various bike skills activities with railroad tracks. multiple features or skill areas. Bike Course A designated area for non- Trail system:all trails in a community that serve motorized bicycle use may be pedestrian, bicycle,and alternative transportation users constructed of concrete,wood, for purposes of both recreation and transportation or compacted earth. Includes Transportation trail:a hard-surface trail,such as pump tracks,velodrome,and skills a sidewalk,intended for traveling from one place to courses. another in a community or region.These trails typically Camping, Defined campsites may include run outside of parkland and are managed by Public Defined a variety of facilities such as Works or another City utility department. restrooms,picnic tables,water supply. Use the official agency count for quantity if available. APPENDICES-COMPREHENSIVE PLAN A8-3 Exhibit A Appendix 8: Level of Service Assessment Page 219 of 324 Component [Component Camping, Allows users to stay overnight Event Space A designated area or facility for Undefined outdoors in undefined sites and an outdoor class,performance, receives a quantity of one for each or special event,including an park or location. amphitheater, bandshell,stage. Climbing, A designated natural or human- Fitness Area Features intended for personal Designated made facility provided or managed fitness activities. Fitness areas by an agency for recreation are groupings of equipment in climbing but is not limited to play. immediate proximity. Climbing, Allows users to participate in a Fitness Course Features intended for personal General climbing activity. Use a quantity of fitness activities are typically one for each park or other location. located along a path or trail.A Concession A facility used for the selling, rental, course receives a quantity of one or other provision of food,drinks, for each complete grouping of goods,and services to the public. fitness equipment. Diamond Field Softball and baseball fields,suitable Game Court Outdoor court designed for a for organized diamond sports game other than tennis, basketball, games. Not specific to size or age- and volleyball distinguished appropriateness. from a multi-use pad, including Diamond Field, Many ballfields at a single location bocce,shuffleboard,and lawn Complex that are suitable for tournaments. bowling.The type specified in the Diamond Field, An open or grassy area is used comments. Quantity counted per court. Practice to practice diamond sports and is distinguished from a ballfield. Garden, A garden area that provides Does not lend itself to organized Community community members a place to diamond sports games and from have a personal vegetable or flower open turf by the presence of a garden. backstop. Garden, Display An area designed and maintained Disc Golf A designated area for disc golf. to provide a focal point or destination, including a rose Quantities:18 hole course=1;9 garden,fern garden, native plant hole course=.5 garden,wildlife/habitat garden,and Dog Park An area explicitly designated as an an arboretum. off-leash area for dogs and their Golf A course designed and intended guardians. for the sport of golf counted per 18 Educational Signs,structures,or features holes. Experience provide an educational,cultural, or historical experience.They Quantities:18 hole course=i;9 hole course=.5 are distinguished from public art by the presence of interpretive Golf, Miniature A course designed and intended as a multi-hole golf putting game. signs or other information. Assign a quantity of one for each Golf, Practice An area designated for golf practice contiguous site. or lessons,including driving ranges Equestrian An area designated for equestrian and putting greens. Facility use and typically applied to facilities Historic Feature A site designated to commemorate other than trails. an event, person,or place of local, statewide or national significance. AB-4 Willamalane Park and Recreation District Exhibit A Appendix 8: Level of Service�As sessment Component [Component Horseshoe A designated area for the game of Other An active or passive component Court horseshoes,including permanent that does not fall under another pits of regulation length. Quantity definition.Specified in comments. counted per court. Passive Node A place designed to create a pause Horseshoes Several regulation horseshoe or particular focus within a park Complex courts in a single location.They are includes seating areas, plazas, suitable for tournaments. overlooks,and not intended for Ice Hockey Regulation size outdoor rink programmed use. explicitly built for ice hockey games Pickleball Court A designated court designed and practice.General ice skating primarily for pickleball play. included in "Winter Sport." Picnic Ground A designated area with a grouping In-line Hockey Regulation size outdoor rink built of picnic tables suitable for specifically for in-line hockey games organized picnic activities. and practice. Account for individual picnic tables Loop Walk Opportunity to complete a circuit as Comfort and Convenience on foot or by non-motorized modifiers. travel mode.Suitable for use as an Playground, A destination playground attracts exercise circuit or leisure walking. Destination families from the entire community. Quantity of one for each park or Typically has restrooms and other location unless more than parking on-site. May include special one particular course is present. features like a climbing wall,spray Multi-Use Pad A painted area with games feature,or adventure play. such as hopscotch,four square, Playground, A local playground serves tetherball found in schoolyards.As Local the needs of the surrounding distinguished from"Games Court," neighborhood. Includes developed which is typically single-use. playgrounds and designated nature Natural Area Describes an area in a park that play areas.These parks generally contains plants and landforms do not have restrooms or on-site that are remnants of or replicate parking. undisturbed native regions of Public Art Any art installation on public the local ecology. It can include property.Art receives a quantity of grasslands,woodlands,and one for each contiguous site. wetlands. Rectangular Several rectangular fields in a single Open Turf A grassy area that is not suitable Field Complex location.A complex is suitable for for programmed field sports due tournament use. to size,slope, location,or physical obstructions. It may be used for games of catch,tag,or other informal play and uses that require an open grassy area. APPENDICES-COMPREHENSIVE PLAN A8-5 Exhibit A Appendix 8: Level of Service Assessment Page 221 of 324 Component [Component Rectangular Describes a specific field large Skate Feature A small or single feature Field, Large enough to host one adult primarily for wheel sports such rectangular field sports game such as skateboarding,in-line skating. as soccer,football, lacrosse, rugby, The component may or may not and field hockey.The approximate allow freestyle biking. Categorize field size is 18o'x 3oo'(6o x ioo dedicated bike facilities as Bike yards).The field may have goals Course. and lines specific to an individual Skate Park An area set aside primarily for sport that may change with the wheel sports such as skateboarding permitted use. and in-line skating.The park may Rectangular Describes an area large enough to allow freestyle biking. It may be Field, Multiple host one adult rectangular field specific to one user group or sports game and a minimum of allow for several user types and one other event/game,but with an accommodate various abilities. undetermined number of actual Typically has a variety of concrete fields.This category describes a or modular features. large open grassy area arranged Target Range A designated area for practice or in configurations for any number competitive target activities.The of rectangular field sports.Sports type specified,such as archery or may include but are not limited to: firearms,in comments. soccer,football, lacrosse, rugby, Tennis Complex Multiple regulation courts in a and field hockey.The field may single location with amenities have goals and lines specific to an suitable for tournament use. individual sport that may change with the permitted use. Tennis Court A court that is suitable for recreation or competitive play. Rectangular Describes a specific field too Quick-start or other non-standard Field,Small small to host a regulation adult types specified in comments. rectangular field sports game but accommodates at least one Tennis, Practice A wall intended for practicing youth field sports game.Sports Wall tennis. may include but are not limited to: Track,Athletic A multi-lane, regulation-sized soccer,football, lacrosse, rugby, running track appropriate for track and field hockey.A field may and field events. have goals and lines specific to a Trail Access A point of connection to a trail or particular sport that may change Point trail system,without amenities with a permitted use. Trail, Multi-Use A trail, paved or unpaved, is Shelter, Large A ramada,shade shelter,or pavilion separated from the road and large enough to accommodate a provides recreational opportunities group picnic or other event for a or connections to walkers, bikers, minimum of 16 seated.Address lack rollerbladers,and equestrian users. of seating in scoring. Paths that make a circuit within a Shelter,Small A ramada,shade shelter,or pavilion single site are Loop Walks. large enough to accommodate a Trail, Primitive An unpaved path is located within family picnic or other event for a park or natural area that provides approximately 4-16 persons with recreational opportunities or seating for a minimum of four. connections to users. Minimal Covered benches are included in surface improvements that may comfort and convenience scoring or may not meet accessibility and should not be included here. standards. A8-6 Willamalane Park and Recreation District Exhibit A Pa Appendix 8: Level of Serry ce 2Assessment Component8.3 Inventory Methods and Process Trail,Water A river,stream,canal,or other The planning team's detailed GIS inventory first prepared waterway trails for floating, a preliminary list of existing components using aerial paddling,or other watercraft. photography and GIS data. Components identified in Trailhead A designated staging area at a aerial photos were located and labeled. trail access point may include Next,the consulting team conducted field visits to restrooms,an information kiosk, confirm or revise preliminary component data, make parking,drinking water,trash notes regarding sites or assets,and understand the receptacles,and seating. system.The inventory for this study focused primarily on Volleyball Court One full-sized court. It may be components at public parks. Each element's evaluation a hard or soft surface, including ensures it serves its intended function,noting any parts grass and sand. May have needing refurbishment, replacement,or removal. permanent or portable posts and nets. Collection of the following information during site visits: Wall Ball Court Walled courts are associated with • Component type and geo-location handball and racquetball—the type specified in the comments. • Component functionality Water Access, A developed water access . Assessment scoring is based on the condition,size, Developed point includes docks, piers, site capacity,and overall quality.The inventory kayak courses,boat ramps, team used the following three-tier rating system to fishing facilities. It is specified in evaluate these: comments,including the quantity for each unique type. i = Below Expectations Water Access, Measures a user's general ability to 2= Meets Expectations General access the edge of open water. May include undeveloped shoreline. 3= Exceeds Expectations Typically receives a quantity of one Components were evaluated from two perspectives: for each contiguous site. first,the value of the component in serving the Water Feature This passive water-based amenity immediate neighborhood (N Score),and second, provides a visual focal point of its value to the greater community(C Score). fountains and waterfalls. The score is on a scale of 0-3,with zero meaning Water,Open A body of water such as a pond, non-functioning,one being below expectations, stream, river,wetland with open two meeting expectations,and three exceeding water, lake,or reservoir. expectations. Winter Sport An area designated for a winter Neighborhood Score: sport or activity. For example,a downhill ski area, nordic ski area, » Each component was evaluated from the sledding hill,tobacco run,and perspective of a resident that lives nearby. recreational ice.The type specified Hi in the comments. » gh scoring components are easily accessible to pedestrians in the neighborhood,are attractive for short and frequent visits,and are unobtrusive to the surrounding neighborhood. Low-scoring components may have limited access to residents such as locked gates, have nuisance features such as sports lighting,or draw large crowds for which parking is not provided. APPENDICES-COMPREHENSIVE PLAN A8-7 Exhibit A Appendix 8: Level of Service Assessment Page 223 of 324 • Community Score: 8.4 ,Asset Scoring Components were evaluated from residents' All components were scored based on condition,size, perspective in the greater community. site capacity,and overall quality, reflecting the user's expectations of recreational features. Beyond the quality High scoring components in this category may be and functionality of components, however,GRASP® unique components within the parks and recreation LOS analysis considers other essential aspects of a system, have a broad draw from throughout the park or recreation site. Not all parks are created equal, community, have the capacity and associated and their surroundings may determine the quality of facilities for community-wide events,or are in areas a user's experience. For example,the GRASP®system that are accessible only by car. acknowledges the essential differences between identical An example of low-scoring components may be playground structures as displayed in the following when a park's components are limited to only example figures: Homeowners'Association (HOA) residents GRASP®EXAMPLES • Site modifiers In addition to standard components,the inventory also evaluates features that provide comfort and convenience to the users. These are things that a user might not go to the parks specifically to use but are things that enhance the users'experience by making it a nicer place to In addition to scoring components,GRASP®-IT assesses be. each park site or indoor facility for comfort,convenience, and ambient qualities.These qualities include the Modifiers encourage people to stay longer and availability of restrooms,drinking water,shade,scenery. enjoy the components more fully. These modifier values then enhance or amplify The presence of features such as drinking water, component scores at any given location. shade,seating,and restrooms in proximity to a This inventory atlas consists of the Geographic component increases the component's value. Information System (GIS)data displayed by location on an aerial photograph.Compiled GIS information collected These features are scored as described above with during the site visit,including all GIS data and staff input. the o-3 system. An accompanying data sheet for each site lists modifier Scoring focuses on service to the user rather than and component scores and observations and comments. the quantity Analyzing the existing parks,open space,trails,and • Site design and ambiance recreation systems determines how they serve the public. LOS defines the capacity of various components • Site photos and facilities to meet the public's needs regarding the size • General comments or quantity of a given facility. DESIGN AND AMBIANCE-Simple observation proves that places that"feel" right attract people.A sense of safety and security, pleasant surroundings,attractive views,and a sense of place impact ambiance.A well- designed park is preferable to a poorly designed one, enhancing its components'degree of service. COMFORT AND CONVENIENCE-The service provided by a component,such as a playground,is increased by having amenities such as shade,seating,and a restroom nearby.Comfort enhances the experience of using a component.Convenience encourages people to use A8-8 Willamalane Park and Recreation District Exhibit A Appendix 8: Level of Service 2Assessment an element,which increases the amount of service 8.5 GRASP® Score that it offers. Easy access and the availability of trash Each park or recreation location and all on-site receptacles, bike racks,or nearby parking are examples components have been assigned a GRASP®Score.The of conveniences that enhance the service provided by a resulting scores reflect the overall value of that site.A component. basic algorithm calculates scoring totals,accounting LOCATION -To be served by something,you need for components and modifiers,every park and facility to be able to get to it.The typical park playground in the inventory.Scores for each inventory site and its is more service to people who live within easy reach components may be found in the GRASP® Inventory than someone living across town.Therefore,service is Atlas proved to the district as a staff document. dependent upon proximity and access. GRASP®SCORE CALCULATION QUALITY-The service provided by anything,whether a playground,soccer field,or swimming pool, is Component Assessment Score:1,2,or 3 determined in part by its quality.A playground with various features,such as climbers,slides,and swings, provides a higher degree of service than one with The sum of site modifiers determine a multiplier: nothing but an old teeter-totter and some"monkey- bars" CONDITION -The condition of a component within the park system also affects the service it provides.A Design playground in disrepair with unsafe equipment does not offer the same function as one in good condition. Similarly,a soccer field with a smooth surface of well- maintained grass certainly provides more service than Component GRASP Score:4.8 one full of weeds, ruts,and other hazards. APPENDICES-COMPREHENSIVE PLAN AB-9 Exhibit A Appendix 8: Level of Service Assessment Page 225 of 324 Catchment Areas DISTRICT COMPONENT SCORE BREAKDOWN VS Catchment areas also called buffers,or service areas, NATIONAL DATASET are drawn around each component.The GRASP®Score for that component is then applied to that buffer and overlapped with all other component catchment areas. This process yields the data used to create perspective E to maps and analytical charts. Perspectives �, �, �, �, Ln 4-1Ln 4-1Ln 4-1L Maps and data produced using the GRASP® o o 0 0 methodology are known as perspectives—each U) v �n a� �n �! I a a a a perspective models service across the study area.The system can be further analyzed to derive statistical 0 i% 0 0% 0 3% 0 3% information about service in various ways. Maps,tables, i ii% i ii% i i0% i ii% and charts provide benchmarks or insights a community 2 84% 2 85% 2 78% 2 77°/b may use to determine its success in delivering services. 3 4% 3 4°/b 3 8% 3 9% Mapping service areas for multiple components on a map produces a heat map representing the cumulative LOS PLAYGROUNDS EXAMPLE PHOTOS provided by that set of elements in a geographic area. On a map,darker orange shades result from the overlap of multiple service areas.They indicate areas served by - more or higher quality components. For any given spot, there is a GRASP®Value that reflects cumulative scoring for nearby assets.The figure below provides an example. 8.6 Component Scoring To assess quality of service within existing parks,each park improvement,or component,was given a score of i-3 based on condition,size,site capacity,and overall quality that impacts the experience provided to the user. i i = Below Expectations 2= Meets Expectations 3= Exceeds Expectations Typically,a rating of i suggests a need for improvement _ of replacement,2 suggests the component meets the need but is not ideal and 3 is newer and excellent. Willamalane components are more likely to be scored a"2" (over 80%of components),and less likely to be scored a"3" (less than 5%of components) when compared to averages from the national dataset.This could signify fewer signature or special improvements across the system.The table below illustrates district component scores compared to the national dataset. AB-10 Willamalane Park and Recreation District Exhibit A Appendix 8: Level of Service�As sessment An example of a scorecard is shown below as is an example of a component assessment (for playgrounds). EXAMPLES SCORECARD Quartz Park Address: 6001 Quartz Ave. Park Overview: Park Cumulative Scores: A Newer development with large play set. Portable GIS Acres 2.68 restroom. Next to trail but no trail access. 24 24 C Classification:Neighborhood Park GRASP' GRASP' Community Neighborhood Inventory Date:4/22/2022 Score Score Comfort and Convenience Scores: •_i16;�" -Design and Ambiance 0 -Trail Connection 2 -Dog Pick-Up Station 2 -Park Access 2 -Seating 0 -Seasonal Plantings 2 -Bike Parking 2 -Parking 2 -Picnic Tables 0 -Shade 2 -Drinking Fountains 1 -Restrooms 0 -BBQGrills 1 -Ornamental Plantings 2 -Security Lighting Components: MAP ID N Score CScore Qty Lights Observations Basketball Court C298 2 2 1 Loop Walk C296 2 2 1 p Open Turf C297 2 2 1 PARCEL 1_105 2 2 1 Playground, Local C299 2 2 1 N Score=Neighborhood Score/C Score=Community Score/Qty=Quantity APPENDICES—COMPREHENSIVE PLAN A8-11 Exhibit A Appendix 8: Level of Service Assessment Page 227 of 324 .. E E LA C38i Arrow Park Playground, Local i 2 2 C182 Bluebelle Park Playground, Local i 2 2 Ci87 Bob Artz Memorial Park Playground, Local i i i Minimal C204 Douglas Gardens Park Playground, Local i i i Minimal and older C2i2 Fort (William S) Memorial Park Playground, Local i 2 2 C218 Gamebird Park Playground, Local i i i Minimal C235 Island Park Playground, Local i 2 2 C244 Lively Park Playground, Destination i 2 2 C248 James Park Playground, Local i i i Minimal,old equipment C250 Jasper Meadows Park Playground, Local i 2 2 Newer climber C257 Jesse Maine Memorial Park Playground, Local i 2 2 C265 Les Schwab Sports Park Playground, Local i 2 2 Minimal set but with climbing structure C267 Marylhurst Park Playground, Local i 2 2 Minimal,but suits pocket park C270 Meadow Park Playground, Local i 2 2 Nicer than other sets C276 Menlo Park Playground, Local i 2 2 C284 Pacific Park Playground, Local i 2 2 C295 Pride Park Playground, Local i i i Older set C299 Quartz Park Playground, Local i 2 2 C3oi Rob Adams Park Playground, Local i 2 2 C3o6 Robin Park Playground, Local i 2 2 Small but suiting pocket park C310 Royal Delle Park Playground, Local i 2 2 C3i8 Thurston Park Playground, Local i 2 2 C32i Tyson Park Playground, Local i i i Old and battered C327 Volunteer Park Playground, Local i 2 2 C333 West D St Greenway Playground, Local i i i Small C346 Willamalane Park Playground, Local i 2 2 The table includes the park name,playground type,quantity,neighborhood score,community score,and site visit notes. AB-1-2 Willamalane Park and Recreation District Exhibit A Appendix 8: Level of Service�Asssessment 8.7 Park Scoring COMMUNITY PARK SCORES Park scoring measures how the parks and components serve residents and users.These scores often make the Neighborhood Community most sense when compared within the same classification, Score Score i.e.,when comparing one neighborhood ark to another Community Park P g g P Willamalane Park 58 82 neighborhood park. It may be reasonable that there are Lively(JackB.)Park 58 65 wide ranges of scores within a category. It may also be an Island Park 55 so opportunity to re-evaluate a park's particular classification based on the service to the community or neighborhood it serves. Park scores are made up of the collective Average Neighborhood Score:57 component scores from the assessment. Average Community Score:69 In addition to locating components,the assessment includes quality,function,condition,and modifiers. Cumulative scores most directly reflect the number and NEIGHBORHOOD PARK SCORES quality of improvements,or components,within a park. The availability of modifiers,such as restrooms,drinking Neighborhood Community fountains,seating, parking,and shade,also affects park Score Score scores. Higher scores reflect more and better recreation NeighborlKied Park opportunities than lower scores.There is no ultimate or Meadow Park W 46 79_ Fort(William S. Memorial Park 29 J8 perfect score. Arrow Park 34 JU:� 34 Thurston Park 24 Ut 29 To assist in prioritizing parks to improve level of service, Rob Adams Park JU 29 29 Jasper Meadows Park lk 29 29 each park has a neighborhood score and a community Volunteer Park IL 24 _ 24 score.The biggest difference in these two scores is Quartz Park If 24 24 that the neighborhood score is focused on the diversity Bluebells Park 22 24 g y Willamette Heights Park � zz 22 of experiences available at a park while community Royal Delle Park 22 22 Jesse Mane Memorial Park 22 22 score considers the quantity of each experience and GamebirdPark 9V 22 22 its ability to support a broader,community-wide use. Pacific Park IL 19 ; 19 An park example of this might be a k that has several Page Park 18 18 P g P Menlo Park 11118 18 different improvements including a playground,a picnic Pride Park C 14 C; 14 shelter,a basketball court,and four tennis courts.The Douglas Gardens Park ■ 12 f[ 12 Tyson Park 9 9 neighborhood score would reflect that users have access J arms Park U 6 6 to four different components.The community score recognizes the four unique component types but also factors in the fact that there are multiple courts available. In this case,the park would have a higher community Average Neighborhood Score:57 score than neighborhood score. Average Community Score:69 In Willamalane's park district,scores among the different classifications vary greatly(tables 21-26).This likely means POCKET PARK SCORES that some adjustments may need to be made to park categories (classifications)to closely match these park services and public expectations.The follow park scores Neighborhood Community are grouped by classification and listed from high to low Score Score for both neighborhood and community score. Pocket Park Robin Park 22 22 M arylhrrst Park 13 13 Average Neighborhood Score:18 Average Community Score:18 APPENDICES—COMPREHENSIVE PLAN A8-13 Exhibit A Appendix 8: Level of Service Assessment Page 229 of 324 SPORTS PARK SCORES SPECIAL USE FACILITY SCORES Neighborhood Community Neighborhood Community Score Score Score Score Sports Park Special-Use Park Les Schwab Sports Park _ 50 _ _82_ Dorris Ranch 72 11 72 Guy Lee Park W� 22 IL 29 ClearwaterPark 38 14 38 Bob Artz Memorial Park U_ 1 14 IE 41 Ruff(Wallace M.Jr.)Memorial Park _34 L 34 M III Kace P ark 31 31 Average Neighborhood Score:29 KeByButteOoerlook ! 15 i 15 Average Community Score:50 Average Neighborhood Score:38 Average Community Score:38 AB-14 Willamalane Park and Recreation District Exhibit A Appendix 8: Level of Service A°ssessment 8.8 Target Score Calculation The ability to show where LOS is adequate or inadequate is an advantage of GIS analysis. First,an appropriate LOS for District residents is determined.The target value would be comparable to a typical neighborhood park,such as Bluebelle Park,Quartz Park,Thurston Park,or Volunteer Park. Higher-scoring parks also exceed the target score as well.The diversity within these parks represents the critical finding that parks vary greatly yet score similarly in the GRASP®system and are presented in the table below. TARGET SCORE CALCULATION Park Service Current Proposed Examples of components Classification Area Radius Range average size for new parks Pocket Parks 1/4 to 1/2 0.3 to 0.8 less than 1 » Small playground mile acres acre Water fountain Plantings Monuments or art installations Sport court Limited seating Neighborhood 1/4 to 1/2 1 to 32 3 acres to » Children's play areas Parks mile acres zo acres Court sports facilities Picnic tables and benches Paths Lighting Drinking fountains Informal play areas Neighborhood gardens Portable restrooms,when needed Natural areas Recreational facilities intended for large groups Off-street parking Permanent rest rooms APPENDICES-COMPREHENSIVE PLAN A8-15 Exhibit A Appendix 8: Level of Service Assessment Page 231 of 324 Community 2 miles 16 to 31 15 to 30 » Children's play areas Parks acres acres » Competitive sports fields Community recreation facilities Court sports facilities Skateboarding facilities Off-street parking Rest rooms Public art/Fountains Single and group picnic areas Paths Lighting Natural areas Interpretive facilities Water access Amphitheaters Festival space Community garden Unprogrammed open space Natural Area 2 to 5 miles ii to 666 Varies » Trailhead amenities Parks acres » Multi-purpose paved trails Soft-surface trails Boardwalks Benches Overlooks Interpretive facilities Wildlife blinds Water access Should not include facilities that conflict with nature-and trail oriented recreation,or ornamental plants A8-16 Willamalane Park and Recreation District Exhibit A Appendix 8: Level of Service Assessment Linear Parks Varies Varies Varies » Multiple access points (Trails and Pathways) Benches Limited recreation facilities Soft-surface trails Water access Picnic facilities Special-Use Varies 0.4 to Varies » Water access Parks Soo acres » Arboretum Viewpoints Neighborhood park facilities Natural areas Picnic facilities Sports Parks z miles ii to 19 5 to 30 » Diamond ballfields acres acres or sufficient „ Rectangle ballfields to place » Lights rectangle and » Parking diamond » Restrooms fields on the site » Irrigated turf Playground Storage facility Pocket Parks 1/4 to 1/2 0.3 to 0.8 less than 1 » Small playground mile acres acre Water fountain Plantings Monuments or art installations Sport court Limited seating APPENDICES-COMPREHENSIVE PLAN AB-17 Exhibit A Appendix 8: Level of Service Assessment Page 233 of 324 Neighborhood 1/4 to 1/2 1 to 32 3 acres to » Children's play areas Parks mile acres 20 acres Court sports facilities Picnic tables and benches Paths Lighting Drinking fountains Informal play areas Neighborhood gardens Portable restrooms,when needed Natural areas Recreational facilities intended for large groups Off-street parking Permanent rest rooms Community 2 miles 16 to 31 15 to 30 » Children's play areas Parks acres acres » Competitive sports fields Community recreation facilities Court sports facilities Skateboarding facilities Off-street parking » Rest rooms Public art/Fountains Single and group picnic areas Paths Lighting Natural areas Interpretive facilities Water access Amphitheaters Festival space Community garden Unprogrammed open space A8-18 Willamalane Park and Recreation District Exhibit A Appendix 8: Level of Service Assessment Natural Area 2 to 5 miles ii to 666 Varies » Trailhead amenities Parks acres » Multi-purpose paved trails Soft-surface trails Boardwalks Benches Overlooks Interpretive facilities Wildlife blinds Water access Should not include facilities that conflict with nature-and trail oriented recreation,or ornamental plants Linear Parks Varies Varies Varies » Multi-purpose paved trails (Trails and » Multiple access points Pathways) Benches Limited recreation facilities Soft-surface trails Water access Picnic facilities Special-Use Varies .4 to 300 Varies » Interpretive facilities Parks acres » Water access Arboretum Viewpoints Neighborhood park facilities Natural areas Picnic facilities Sports Parks 2 miles ii to 19 15 to 30 » Diamond ballfields acres acres or sufficient „ Rectangle ballfields to place » Lights rectangle and » Parking diamond » Restrooms fields on the site » Irrigated turf Playground Storage facility APPENDICES-COMPREHENSIVE PLAN AB-19 Exhibit A Appendix 8: Level of Service Assessment Page 235 of 324 Presented here is additional comparative data from other communities of similar populations to the District across the United States.As every community is unique,there are no standards or"correct" numbers, but the analysis offers interesting comparisons. GRASP®COMPARATIVE DATA(SIMILAR-SIZE AGENCY) • - cu Year 2016 2020 2020 2022 2015 2021 2021 Population 61,518 66,138 66,764 70,337 72,465 74,198 75,281 67,444 Study Area Size (Acres of City or County Limits) 13,339 7,662 34,741 14,610 9,883 38,151 15,366 16,047 Population Density(Per Acre) 4.6 8.6 1.9 4.8 7-3 1.9 4.9 5 #Of Sites (Parks, Facilities, Etc) 63 15 53 48 57 52 85 47 Total Number of Components 439 110 312 249 348 302 366 292 Average#of Components per Site 7 7 6 5 6 6 4 6 Total GRASP®Value (Entire System) 1,931 624 1,824 1,511 2,078 1,609 1,766 1,594 GRASP® Index 31 9 27 21 29 22 23 19 Average Score/Site 31 42 34 31 36 31 21 35 %of Total Area w/LOS>0 97°/b 93°/b 90% 1 100% 71% 99% 96% Average LOS per Acre Served 252 110 163 148 353 101 241 205 Components per Capita 7 2 5 4 5 4 5 4 Average LOS/Population Density per 55 13 85 31 48 52 49 46 Acre %of Population with Walkable Target o Access 63o� 27o� 35 32o� 64o�a 23o� 790� 44� People per Park 976 4,409 1,260 1,465 1,271 1,427 886 1,876 Park per 1k People 1.0 0.2 0.8 0.7 0.8 0.7 1.1 0.7 Better Than The Average Below The Average Neutral Park Acreage Analysis Comparison of and projection for park acres and number of parks is also a traditional analysis.Table 31 shows the need for 36 acres of developed parkland and two new parks based on projected growth.The district currently exceeds the NRPA median for park acres per capita and has fewer people per park than other agencies. 8.9 Making Justifiable Decisions GRASP®stores all data generated from the evaluation in an electronic database available and owned by the agency for use in various ways.The database tracks facilities and programs and can schedule services, maintenance,and components' replacement. In addition to determining LOS, it can be used to project long-term capital and life-cycle costing needs. All portions of the information are in available standard software and can be produced in various ways for future planning or sharing with the public. A8-20 Willamalane Park and Recreation District Exhibit A Appendix 8: Level of Service As sessment The methods provide accurate LOS and facility Suppose the need for that type of element in its current inventory information and integrates with other tools location still exists. In that case,the feature should be to help agencies decide. It is relatively easy to maintain, repaired or replaced to match its original condition as updatable,and creates easily understood graphic much as possible. depictions of issues. Combined with a needs assessment, public and staff involvement, program,and financial a. If the need for that type of component has changed assessment,GRASP®allows an agency to defensibly to where the original one is no longer suitable, make recommendations on priorities for ongoing replace it with a new one that fits the current resource allocations along with capital and operational requirements. funding. b. If a component is poorly located or poorly designed to start with,consider relocating,redesigning,or 8.10 Addressing Low-scoring otherwise modifying it. Components a. Remove a component because of changing demands Components whose functionality ranks below unless it can be maintained in good condition expectations are identified and scored with a"one" Find without excessive expense or has historical or a list of these as extracted from the inventory dataset sentimental value. In-line hockey rinks may fall into below.When raising the score of a component through this category. If it has been allowed to deteriorate improvement or replacement,the LOS is increased.The because the community has no desire for in-line following is an outline strategy for addressing the repair/ hockey,repurpose it into some other use. refurbishment/replacement or repurposing of low- functioning components. Through ongoing public input and as needs and trends evolve,there may be the identification of new demands Determine why the component is functioning below for existing parks.Suppose there is no room in an expectations. existing location for unique needs. In that case,the a. Was it poorly conceived in the first place? decision may include removal or repurposing a current component,even if it is functional. b. Is it something that was not needed? a. As tennis's popularity declined and demand for c. Is it the wrong size,type,or configuration? courts dropped off in some communities over recent d. Is it poorly placed or located in a way that conflicts decades,functional courts became skate parks or with other activities or detracts from its use? in-line rinks. In most cases,this was an interim use, intended to satisfy a short-term need until a decision e. Have the needs changed so that the component is to either construct a permanent facility or let the fad now outdated,obsolete,or no longer needed? fade.The need for in-line rinks now seems to have diminished. In contrast,temporary skate parks on f. Has it been damaged? tennis courts have now had permanent locations of g. Has the component's maintenance been deferred or their own.They become more elaborate facilities as neglected to the point where it no longer functions skateboarding,and other wheel sports have grown in as intended? popularity and permanence. h. Does the component score low because it is b. One community repurposed a ball diamond into a not available to the public in a way that meets dog park.The diamond is well-suited because it is expectations? already fenced. Combining the skinned infield where the dogs enter and natural grass in the outfield Is the component old,outdated,or otherwise where traffic disperses. In time this facility either dysfunctional but has historical or sentimental value?An becomes a permanent facility or is constructed example would be an archaic structure in a park such as elsewhere. It could also turn out that dog parks a stone barbecue grill that is not restorable to its original fade in popularity and dog owners have other purpose but has historical significance. preferences. Meanwhile,the use of the diamond for Depending on the answers from the first step,select a this purpose is an excellent interim solution. strategy for addressing the low-functioning component: APPENDICES-COMPREHENSIVE PLAN AB-21 sanV %!(l!sJan!4 luauodwoo IMMEMMIMMEMI sluauodwoo Ielol ®E®®©®©E®M©© uado'jaleM IMEMENIMEMEN !eJauao'ssaaoVJaleM e..-....--.. pedolanap'ssa33V JaleM e-.--...--.. ljno711eQ)�allOA .M.-....-©.. pea41!eil .-.--...--.. an!1!w!Jd'I!eJl ...-....--.. lulod ssa33V IIeJl .-.--.e.--.. linoo s!uual ..M-®...M-.. Jed ale3S .-M--...--.. llews'jalms ...-....M-.. 06jel'jalla4s ®®.--...--.. a6jel'pIa!j jelnbuel3aN ...-.M..--.. xaldwo3'pla!jjelnbue13aH ...-.e..--.. l,V 3il9nd e-M--...--.. le3ol'punoj66eld e.m®.memmmme uo!leu!]sad'punoj6Reld .a.--...--.. ljno3lle9aPP!d ...-....--.. aPoN an!ssed .-.--...--.. }jnl uado eme-eeeemme. eajV IeJnleN EMMMMM..--.. AIeM dool emm-.mem-m.. Unoo ao4sasJoH ..®-....--.. ajnleaj 3lJols!H .-e--...--.. ainle!u!W'Jloo ...-....--.. lelds!0'UapJeg .-.--...--.. Rl!unwwo:)'uapjeE) .a.-....--M. linoo aweg ...-....--.. eaiv ssaul!j .-.--M..--.. a3edsluan3 EMMMMM..--.. 03uauadx3leuope3np3 e.a-....--.. Ted 604 .M.--...--.. 1100 3s!0 ...-....--.. 031j3eJd'Plat j puowe!4 .-.--®..--M. xaldwoo'pla!j puowel0 ...�....--.. pla!j puoweld ..�®®...--.e suo!ssa3uoo ...®....--.. asinoo al!8 .-.--.e.--.. a343eJd'lleQlaAse9 ...-...��-.e ljno3 IleQlaAse9 c p A � a J c 0 - U A � U sa��tl Rl!sJan!Q luauodwoo ®®®®®®®®®®■®®®®® sluauodwoo lelol ��®■■■■■■■■■■■®■ uadp'jaleM ■■■■■■■■■■.■■.■■ I eJaua9'ssaoat/JaleM ■■■■■■■■■■■■■■■■ padolanad'ssaaat/jaleM --.■■■■■..-■.-.■ l,no:)IIe4RalloA ■■■■■■■■■■■■■■■■ peayl!ejl ■■■■■■■■■■■■■■■■ lu!od ssaoOd I!eJl ■■■■■■■■■■■■■■■■ linoo s!uual ■■■■■■■■■■■■■■■■ lJed a1eS ■■■■■■■■■■■■■■■■ IlewS'jallays ■■■■■■■■■■■■■■■■ a6jel'jallay5 ■■■■■■■■■■■■■■■■ a6nl'Plaid jeln6ueloab ■■■■■■■■■■■■■■■■ xaldwoo'pla!j jeln6uehab ■■■■■■■■■■■■■■■■ leool'punW6field ■®■■■■■■■■■■■■■■ uopeupsad'punoj6leld --.■■■■■..-■.-.■ Uno3 IleQalAa!d ■■■■■■■■■■■■■■■■ apoN an!ssed ■■■■■■■■■■■■■■■■ jinl uadp ■®■e■e■e■■■■■■■■ eajd Iejn1eN ■■■■■■■■■■■■■■■■ ljnoZ)aoysasJoH ■■■■■■■■■■■■■■■■ ajnlead aPols!H ■■■■■■■■■■■■■■■■ ajnle!u!W'110q ■■■■■■■■■■■■■■■■ Relds!d'uapaeq ■■■■■■■■■■■■■■■■ (liunwwoZ)'uapnq ■■■■■■■■■■■■■■■■ easy ssaul!j ■■■■■■■■■■■■■■■■ weds luan3 ■■■■■■■■■■■■■■■■ aouauadx3leuo!leonp3 ■■■■■■■■■■■■■■■■ eo!loeJd'Pla!j puowe!4 ■■■■■■■■■■■■■■■■ xaldwoo'pla!j puowe!d --.■■■■■...■...■ pla!j puowe!4 ■■■■■■■■■■■■■■■■ asin000lig aapaeJd'Ile93ajseg ■®■■■■■■■■©■■■■■ ljno3 Ile93a)jseg ■■©■■■■■■■■■■■■■ c o a a J O U N f6 U saJatl Rl!sJan!(l luauodwoz) ®®®�®®®®■ sluauodwoo leyol lejauaq'ssa3oy JaleM pado!anad'ssaaoy JaleM linog Ile9Aallon ._--.---® Jed a1eS ._--.---5 a6jel'jalla4s �_--.---� xa!dwoo'p!a!jje!n6ueloab ._--.---5 l,tl oilQnd uopeupsad'punoj66e!d ._--.---5 linoo IleQahlold ._--.---© apoN an!ssed 1jn1 uad0 ��--.---® eajtl Iejn1eN AIeM dool linoo aoysasJoH ._--.---® ajnjeazjOIJOlslH ajnle!u!W'}lob ._--.---� yinoo aweg ._--.---� eajtl ssaul!j ._--.---5 coeds Luang ._--.---� aouauadx3 leuo!leonp3 Ted 604 ._--.---5 JI09 as!4 ._--.---5 aa!laeJd'plaid puowe!4 ._--.---5 xa!dwo3'p!a!j puowe!4 ._--.---5 Pla!j Puowe!4 ._--.---5 suo!ssaouoo ._--.---5 asinoo alig aopoeJd'lleQlaAse9 ._--.---® ljno3 Ile93aAseg ._--.---® c o a a J O U U Exhibit A Pa Appendix 8: Level of Serry ce 4A°ssessment INDOOR FACILITIES SUMMARY MATRIX ., ., • • • 0. ., • Bob Keefer Willamalane Center for 1 1 1 z 1 1 z 4 1 4 1 1 20 Sports and Recreation Splash! 1 1 1 1 1 1 1 1 1 9 Willamalane Adult Activity 2 1 1 1 1 3 1 5 1 1 17 Center Willamalane Park Swim 1 1 1 1 1 1 1 7 Center SYSTEM TOTALS 2 2 2 2 1 1 1 2 2 4 2 2 1 7 4 10 3 3 2 53 Includes indoor components only.For outdoor components see Les Schwab Sports Park in the Outdoor Summary Table. 8.11 LOS Improvements Addressing Lower and No-Service Areas One way of using GRASP® Perspectives is to prioritize gap areas. For example,the walkable access analysis identified several regions with low or no service. Future growth or subdivision development may significantly impact future gap areas. Further investigations of these areas can help prioritize improvements and opportunities. Willamalane District may consider multiple factors, including providing maximum impact to the highest number of residents.Social equity factors,such as average household income,could also influence priorities. Component Inventory and Assessment Maintaining and improving existing facilities typically ranks very high in public input. Existing features that fall short of expectations should be enhanced to address this concern. Elements have been assessed based on condition and functionality in the inventory phase of this plan. Identify and treat those with low scores,as explained below.The assessment should be updated regularly to assure the upgrade or improvements of components affected by wear and tear over time. Addressing Low-Scoring Components Low-scoring components are found in the following table: APPENDICES-COMPREHENSIVE PLAN AB-25 Exhibit A Appendix 8: Level of Service Assessment Page 241 of 324 LIST OF PARK COMPONENTS THAT WERE SCORED A • • C202 Douglas Gardens Park Basketball Court i i i Rough C219 Gamebird Park Basketball Court i i i Old C269 Meadow Park Basketball Court i i i Rough surface and graffiti C293 Pride Park Basketball Court i i i Older goals, rough surface, no access path C320 Tyson Park Basketball Court i i i Malfunctioning goals C358 James Park Basketball, Practice i i i Eroded surface, no net C365 Douglas Gardens Park Basketball, Practice i i i Behind tennis court, rough C226 Guy Lee Park Diamond Field 2 i i Deferred maintenance C249 James Park Diamond Field i i i C348 Willamalane Park Diamond Field i i i Less maintained C37o Tyson Park Diamond Field, Practice i i i Minimal C237 Island Park Event Space i i i Small stage area C343 Willamalane Park Horseshoe Court 3 i i Old deferred maintenance Ci87 Bob Artz Memorial Playground, Local i i i Minimal Park C204 Douglas Gardens Park Playground, Local i i i Minimal and older C218 Gamebird Park Playground, Local i i i Minimal C248 James Park Playground, Local i i i Minimal,old equipment C295 Pride Park Playground, Local i i i Older set C32i Tyson Park Playground, Local i i i Old and battered C333 West D St Greenway Playground, Local i i i Small C323 Tyson Park Shelter,Small i i i No tables or bbq,deferred maintenance C2o3 Douglas Gardens Park Tennis Court i i i Rough C227 Guy Lee Park Tennis Court 2 i i Rough surface Booster Components Another way to enhance service is by adding booster components at specific park sites or recreation facilities.These are most effective in low-service areas where parks exist that have space for additional features. High-Demand Components The statistically valid survey asks respondents to rank facilities by importance based on those they felt needed to add or improve. Many of these needs may be addressed by upgrading facilities, retrofitting lesser used assets,and adding components that could serve as future program opportunities.Consider these high-demand components when adding new elements to the system. • Trails and Paths • Outdoor Swimming Pool AB-26 Willamalane Park and Recreation District Exhibit A Appendix 8: Level of Service 4A2ssessment Splash Pad/Sprayground generate revenues. Providing spaces for these could Dog Park Trends in Parks and Recreation become a trend. Event spaces were identified at Island Park, Dorris Trends to consider when deciding what to do with low- Ranch,Willamalane Park,and Lively Park. functioning facilities,or improving existing parks to serve the needs of residents, include things like: . Spray grounds are growing in popularity,even in • colder climates.An extensive and growing selection Dog parks continue to grow in popularity and may of products raises the baron expectations and offers be related to an aging demographic in America. It is new possibilities for creative facilities. also a basic form of socializing for people who may have once socialized with other parents in their child's » The District does not currently offer an outdoor soccer league. Now that the kids are grown,they Sprayground. enjoy the company of other dog owners at the dog park.And for singles,a dog park is an excellent place • Pickleball,as a sport is growing in popularity. Many to meet people. agencies are facing demand for new courts or conversion of existing sport courts such as tennis Willamalane has a dog park at Lively Park. or basketball to pickleball courts.Often overlays of court lines and portable nets can add multi- • Skateboarding and other wheel sports continue functionality to these existing and underutilized to grow in popularity. Distributing skating features courts. In other cases, larger, multi-court facilities throughout the community provides greater access have been added to address demand. to this activity for younger people who cannot drive to a more extensive centralized skate park.Add skate » Meadow Park features eight pickleball courts. features to neighborhood parks in place of larger skate parks. • New playgrounds are emerging,including discovery, nature,adventure,and even inter-generational play. There is a skate park at Willamalane Park. Some of these rely upon movable parts,supervised • play areas,and other variations from the standard A desire for locally-grown food and concerns about fixed "post and platform"playgrounds found in the health,sustainability,and other issues leads to typical park across America.These types of nature- based opportunities gardens in parks and other public based opportunities help connect children and spaces. families to the outdoors. Community Gardens are located at Meadow Park, . Integrating nature into parks by creating natural areas Gamebird Park,and Lively Park. is a trend for many reasons.These include a desire to • Events in parks,from a neighborhood "movie in the make parks more sustainable and introduce people of park"to large festivals in regional parks,are growing all ages to the natural environment. in popularity to build a sense of community and APPENDICES-COMPREHENSIVE PLAN AS-27 Exhibit A Appendix 8: Level of Service Assessment Page 243 of 324 Capacity Analysis LIST OF PARK COMPONENTS THAT WERE SCORED A ComponentMap ID Park/Location Qty Neighborhood Community Comments/ ObservationsScore Score C202 Douglas Gardens Basketball i i i Rough Park Court C219 Gamebird Park and Basketball i i i Old Garden Court C269 Meadow Park Basketball i i i Rough surface and Court graffiti C293 Pride Park Basketball i i i Older goals, rough Court surface, no access path C320 Tyson Park Basketball i i i Malfunctioning goals Court C358 James Park Basketball, i i i Eroded surface, no net Practice C365 Douglas Gardens Basketball, i i i Behind tennis court, Park Practice rough C226 Guy Lee Park Diamond Field 2 i i Deferred maintenance C249 James Park Diamond Field i i i C348 Willamalane Park Diamond Field i i i Less maintained C370 Tyson Park Diamond Field, i i i Minimal Practice C237 Island Park Event Space i i i Small stage area C343 Willamalane Park Horseshoe 3 i i Old deferred Court maintenance Ci87 Bob Artz Memorial Playground, i i i Minimal Park Local C204 Douglas Gardens Playground, i i i Minimal and older Park Local C218 Gamebird Park and Playground, i i i Minimal Garden Local C248 James Park Playground, i i i Minimal,old equipment Local C295 Pride Park Playground, i i i Older set Local C321 Tyson Park Playground, i i i Old and battered Local C333 West D St Greenway Playground, i i i Small Local C203 Douglas Gardens Tennis Court i i i Rough Park C227 Guy Lee Park Tennis Court 2 i i Rough surface A8-28 Willamalane Park and Recreation District Exhibit A Appendix 8: Level of Service 4Assessment TARGET PARK CALCULATION • • • Bluebelle Park 1 1 1 1 4 100% 24 24 2.9 Quartz Park 1 1 1 1 4 100% 24 24 2.7 Thurston Park 2 1 1 1 5 8o% 24 29 5.6 Volunteer Park 1 1 1 1 4 100% 24 24 4.5 Gamebird Park 1 1 1 1 1 5 100% 22 22 2.9 Jesse Maine 1 1 1 1 4 100% 22 22 2.3 Memorial Park Robin Park 1 1 1 1 4 100% 22 22 0.8 Royal Delle 1 1 1 1 4 100% 22 22 2.6 Park Willamette 1 1 1 1 4 100% 22 22 4.2 Heights Park A review of the scores suggests that a reasonable target score for a park is four components and access to a trail (trailhead or trail access point) or five elements where trail access is more limited.Translating this score to an orange gradient on the map is equal to a value of 56. TARGET SCORE CALCULATION AmbianceDesign & Comfort& Diverse Parcel Average Trail Access Walkability . Components . .. Quality 2 1.2 4 1 2 4 2 2*(((2*(i.2*(2*(4+1)))))+4) =56 APPENDICES-COMPREHENSIVE PLAN AB-29 Q� !-N W ( lr i m N ea J U I_1 Ij n � i t ~ -�_- „r N y •� I _ O m L W O O � x -jz W lip' iJ 06 r )N i 00 4 M Go N d M x W 0 12 rr st N Q m t0 O v a c � rca ass I 1 1 v ca v rs`n yaw ' a ' ZI _� `E - .�'., x w � ' a QCL 1dy C -- ++ v Q� N d M xX wr v N m m m a _ i X. mm° E� 17_K: 'U ULL-IIIla 9 4� 3 e c V y m a z� y 5 rn ;i 3 z° I 43\ a Yaw` 1 V m y �i as -- Ir �- co ' CL w u O •L IL JGa >v s Qac GO 4 M M N d M xX W m V N Q m t0 O v a _ = c d e e � C�1 r - Z Cc saw E s aARM au. 9 s o _ c k ?z- pw P ' III / :i if F 6 •,wry r 1 'a/ '-1f L - A,z oc°o�e v ig 4r r. SS iYf t s� 5 ixs o y, eo r 4 9it g r ,E vo�8. e y °i Eo`op a� ' Y • "g�fev� c r gna O�� [ 8�®® � :;, - 9 * c a m v q ar",o E C O v 9 — �a� - - Q� N d M xX W rn V N N m f0 a S - < 1 L �• I I�! II 1 ,. , W Imo. a a 4+ N M N d M x W O N Q m t0 O v a c E P li 1 J Ian' Q ti;° a W �!� ,., \• � 0 '-�` 3ue c mo� aza_ rc3 m ,`oEya n E i E .per m c`i�w c _ Efi3E� f mi' • • � ty r �_I h w�3 �w W � 0 y Cn W III m ¢ � 1 5 / 0 6 - NIr 1` IL & E _ U ri Q� N d M X W N N m f0 a d ��]] ohm mgr °^ o IF ¢ a�c » ja j 01 54 JJ a„ e"e W O CL CL 28 t V7 , s oc o. - ow c ma gp JIIa�EG}� c z 3" Go 4 Exhibit A Appendix 8: Level of Service Assessment The figure shows the high-value area near Island Park.The red star indicates the highest scoring area in the district. Community members can access 41 components at seven parks,including the Willamalane Adult Activity Center,and a number of trails within the area defined by the dark red dashed-line. y Ir t f 1 _ I Menlo Park40 ` go Kell Butte + Iaw Over loo� Park° Willamalane Adult Activity Center # S�dngfield West D St 1- h School G ree nway • Eastgate W1ooft nds Islalnd�Park Academ of the t- Whila u atur I�Area Mill Race Park BO Trz 7 James Park W it la m ettE Pa rk A8-37 Appendoix 9e. Service Assessments A9 Willamalane Park and Recreation District Exhibit A Appendix 9: Service�A54 essments Appendix 9. Service of June 30,2022. Non-supervisory full-time department employees are represented by the American Federation Assessments of State,County,and Municipal Employees (AFSCME) under a collective bargaining agreement. 9.1 Organizational and Financial Analysis Willamalane staffing,as was the case across the United BerryDunn broadly assessed the organizational and States,was greatly impacted by the COVID-19 pandemic. management structure and staffing of Willamalane with Staffing in 2021 fell by 35 percent,fueled by reductions respect to effectiveness and efficiency. in recreation programs and facility operations. Parks, Under the guidance of the Willamalane Board of Planning and Development division staffing remained Directors,the Executive Director autonomously oversees stable (except for the elimination of all seasonal positions daily operations including the budget, personnel, policy due to budget cuts),although use of district parks was development, parks,facilities,special events,inter- very high during zozo and 2021 when residents sought governmental relationships,and recreation programs safe recreation spaces in parks,trails,and natural areas. and facilities.Supporting the Director is the management WILLAMALANE STAFFING FY 2018-2023 team including the Recreation Services Director,the Chief Financial Officer,the Community Engagement Director,the Parks, Planning and Facilities Director,the Information Technology Manager,the Human Resources zoo Director,and an Operations Analyst.A number of additional project managers and lead employees assist the Executive Director as part of a Leadership team. too - 9.2 Willamalane Staffing 50 Willamalane is organized into six functional areas that employ 82.92 full-time positions supported by an o additional 73.5 part-time/casual positions. In total,the 2018 2019 zozo 2021 2022 2023 tAdministration + district had 156.42 full-time equivalent (FTE) positions as Recreation Programs and Facilities --�Parks,Planning and Development tTotal WILLAMALANE FUNCTIONAL AREAS Administration Planning, Parks and Facilities Recreation Services Executive Director » Parks and Open Space » Enrichment and leisure Finance Management programs Trails Management » Special Events Natural Areas » Program Operations Park Rangers » Early Childhood and Youth Planning and Development Enrichment Capital Improvement Plan » Senior Services and Programs Facilities Operations and » Sports Maintenance » Aquatics COMMUNITY • • •N TECHNOLOGY HUMAN RESOURCES Community Engagement » Desktop Technology » Personnel Communication » Software » Risk and Safety Marketing » Network Performance » Benefits Resource Development » Information Security » Diversity, Equity and Inclusion Print and Social Media APPENDICES-COMPREHENSIVE PLAN A9-1 Exhibit A Appendix 9: Service Assessments Page 255 of 324 In 2022,Willamalane funded 156.42 FTE or 22.15 FTE per communities,one would expect one community lo,000 residents.Comparing the district to other similar center,one adult center,and one aquatic facility.The agencies in the 2022 NRPA Agency Performance Review, 2022 NRPA Agency Performance Review suggests that this is outside the range a typical agency might employ the median number of residents per aquatic facility is from 5.3(low)to 14.4(high) and above the median of 9.6 60,944.Willamalane's district population is 70,621 and FTE per lo,000 residents. currently provides a very high level of aquatic service, sufficient to support a population of over 120,000.This Population density can help explain the staffing levels. helps to explain the high level of recreation programs Agencies that serve communities with greater population and facilities staffing.This evaluation suggests that density typically have more FTEs per resident.Agencies operations and maintenance with only zl percent of serving communities with more that 2,500 people per district FTE (compared to a typical distribution of 45 square mile may have up to double the staffing compared percent) appear to be under-staffed for the number of to those agencies with only 500 people per square mile. parks,acres,trails,and particularly the amount of natural The Springfield Urban Growth Boundary(study area) has area acreage the district manages.As discussed in the a population density of 4,458 people per square mile. maintenance and operations assessment,the investment Another consideration is the distribution of positions. per acre of developed park space is$1,572 compared to Typically,operations and maintenance may have other parks and recreation agencies across the United 45 percent of positions compared to 31 percent in States ($9,642). Given the amount of natural areas and recreation,17 percent in administration,three percent in open space,a more accurate investment per acre (only capital development,and an additional four percent in developed parks) may be closer to$3,368. other categories.Willamalane supports recreation with 64 percent off staffing(primarily from part-time and Staffing Challenges seasonal positions) and 21 percent for maintenance and Several staffing challenges were identified during the operations. planning process that include the ability to recruit and retain staff,and the impact of COVID-19.At times, being Note: Budgeted positions included all full-time, part-time able to fill vacant positions,especially in maintenance and seasonal positions but not contracted individuals. and operations,and in aquatics has decreased service Administration includes the Executive Director's Office, levels and has even led to intermittent closures of the Community Engagement, Human Resources,and Splash facility.Other challenges include the growth of information Technology. Parks and Facilities Operation/ natural areas fueled by the Thurston Hills acquisition, Maintenance includes Parks, Planning and Facilities. with a minimal level of staffing,a need for greater park The number of recreation positions is directly related ranger coverage,and the lack of office and work space to the size of the program and, more particularly, for expansion of staff. the number of facilities.Again,comparing typical DISTRIBUTION OF WILLAMALANE BUDGETED STAFFING Willarnalane Functional Area Typical Staffing Distribution 2022 Willarrialane Budgeted Position Distribution » Parks and Facilities » 450/b " 21%(33-5) Operations/Maintenance » Recreation Programs/ » 32% » 64%(101.5) Facilities » Administration » 17% » 14%(22.5) » Capital development » 03% » 01% (2 FTE) » Other » 03% » 00% (o FTE) A9-2 Willamalane Park and Recreation District Z H � F zv m w am � o N Y Z _ Q ?- Q Z V O u � �w J � v O � o f � �N H wQ LL O o F � a O O> ❑ V V Z �m zQ aw U U w Q� Z Z O� o� w� H U a W W � a oo wQ a �o Q � a _ z a Z J QQ z" N a J a a z a Qw =w Q Exhibit A Appendix 9: Service Assessments Page 257 of 324 Future Staffing Considerations SOURCES OF REVENUE BUDGETED IN FY 2023 The project team recommends that Willamalane will General Fund Revenue need between five and seven additional positions $20,995,517 too operate and expand its system over the next 10 3'61'1 " p p y 3.6s%� _ 3 ;2 , years.These positions will be directly related to parkOther - maintenance and daily operation and specifically o 2 related to natural areas,and the park ranger program. The addition of these positions would addresses the needs of the growing parks and recreation agency and bring it closer to what typical agencies may employ. Beg Bal 23.85% 9.4 Financial Analysis Fee= Willamalane's financial investment,financial management r<ea6% and organizational structure is purposeful and well REVENUES FROM ALL FUNDS thought out. Financially,the district,along with it's many Revenue from All Funds partners ensure a high quality parks and recreation eC$26, 67,85_'°" $Z6,867,859 system is available to residents.Since 2018, prior to Grants Taxes 46.09% COVID-i9,the district has continued to increase it's 3.ss% investment and in 2023,is proposed to invest better than Other forty percent more to operate the district that it did in 0.57% 2018. Current Circumstances Willamalane adopts an annual budget that sets priorities, Fees guides staff,and provides the primary resources to meet Beg BaI 16.32% the parks and recreation needs of district residents. 33.a7% ll The General Fund is the primary operating fund that This chart illustrates funds in addition to the General Fund that also funds some capital expenditures. It is comprised include system development charges of property tax revenues,grants,and fees and charges generated by the district.The General Fund has development charges and other sources total over projected revenues of$20,995,517 in the 2023 adopted $26 million. budget,and revenues from all sources including system OPERATING BUDGET SUBSIDY TRENDS FY 2018-2023 Programs,Administration,HR,IT,DEII Planning, Recreation Fiscal Year Rental Properties,Risk Park Services,Facility Operations, Total (FY) Finance, . Community and Facilities 2018 $1,694,417 $3,643,707 $3,021,202 $8,359,326 2019 $1,534,602 $4,031,957 $2,535,282 $8,101,841 U Q 2020 $i,902,997 $4,710,643 $2,973,779 $9,587,409 2021 $2,538,782 $4,242,187 $2,743,469 $9,524,438 2022 $2,803,628 $5,045,831 $2,i92,564 $10,042,023 ao m 2023 $3,291,535 $6,050,835 $2,342,431 $11,684,801 Change from 2018 $1,597,188-94% $2,407,128- $678,771 -22% $3,325,475-405/b (Prior to Covid-19 66% pandemic) A9-4 Willamalane Park and Recreation District Exhibit A Appendix 9: Service�A58sessments Locally Generated Revenues sized communities. Over i,000 agencies across the U.S. Revenues from recreation programs and services,and provided data that is used to benchmark against in this facility rentals fees and charges were greatly impacted comprehensive plan in the sections that follow. by the Covid-19 pandemic and have yet to completely rebound.Assuming Willamalane continues to recover Revenue-to-Operating Expenditures: and implement its cost recovery policy, revenues are Cost Recovery projected to continue to recover to pre-COVID-19 levels. Willamalane adopted and carefully follows a resource allocation and cost recovery policy WILLAMALANE REVENUES FY 20-18-FY 2023 The district allocates resources,as possible through Willamalane Historical Recreation Revenues subsidies and fees based on the 20o8 resource allocation FY 2018-FY 2023 study, updated every five years,conducted by GreenPlay, $4.500,000 LLC, now BerryDunn. $4,000,000 $3,000,000 The philosophy of the cost recover model is based on $3,000,00o P P y y $2,500,000 the concept that while all parks and recreation facilities, $2,000,000 programs,and services are intended to improve the $1,500,000 $1,000,000 lives of community members, not all should necessarily $500,000 receive the same level of subsidy. In general,the more $0 a facility,program, service provides a community FY 18 FY 19 FY 20 FY 21 FY 22 FY23 P g �or P Y Budget Budget benefit,the greater the taxpayer subsidy. Programs that provide unique,individual benefits are funded more by user fees and may subsidize programs lower on the Measuring the Financial Health of the District pyramid. There are several ways to gauge Willamalane's financial health. Benchmarking against other similar Overall operating cost recovery is projected in the FY communities can assist with planning and leadership 2023 budget to be 20.2%.The 2022 NRPA Performance decisions. However, because communities are different, Review suggests that typical parks and recreation benchmarking is not intended to be a sole tool for agencies serving similar communities may have a cost making such decisions. NRPA's 2022 Agency Performance recovery of 26.6%.Given the district's stated goal of 65% Review offers opportunities to compare the district's direct cost recovery in the recreation area,the overall financial performance to other agencies serving similar- cost recovery goal appears reasonable to provide a high level of service to district residents. WILLAMALANE PYRAMID RESOURCE ALLOCATION METHODOLOGY t.v.t a_2mSe e,.t lu.ut�w -Caaxv-nwre.d�,•„ -slmllvvrlhr for lksnr -YM-IirgMx�al in F» -M1ivale/ccim- male lean tw Mostly •WMD P-1—n s- -- Individual -N.Waal.ltlut+a-Ihdri.t/GaanK•nal 8lne/il 2001ir 5 \ l.vrt 1-1 Vr1.Cc-!Recavav -IATtal ttn nl.IrKt1 •+!N+341111tvC P% Conslderabl 150% -14r.Qv.d(HxUhayl -Adult Team%r%vt eIndividual nllnllm -Tloniuml It�up-In 14wa M IrKkry f.Kilin.:Anna Inc Benefit 4 100% tevrl 3-]olrs:Cad R.rm•...r mtnlmu •CL.we(Al1AKa�1 •Tnlr5.(AllAItm) Balanced an •sr salty Evens -t4 Jiicvl(All Dayl •Y-th 5l¢re Usi" -9raiat 5vrvicm Comm unityllndividual •Day Crmin(Youth k 11eadKmll Benefit 6li�L • 3 m(nkirmn liyrl 2-&5%Cod Rrcovrry Sclx l AP-Can.I•rt gom. •Cnmmumry•fcente Considerable Community Benefit 0% minimum 2 -Rwn)t7im-Od A tivuw+ -lmlu►lon -5upport'a•rvicm — Mostly Community Benefit .\\4u1iaa•1 I'nwam j '\ •Non•Mmtored Ouid— Vark/Faihly Ladlrirs .A9-5 Exhibit A Appendix 9: Service Assessments Page 259 of 324 Operating Expenditures per Capita DISTRICT OPERATING 9r Another metric NRPA aggregates and reports on annually EXPENDITURES $162.01 in its Agency Performance Review is typical operating expenditures per capita. In 2021,the typical parks andPERCAPITA: IN FY 2021 recreation agency similar in size to Willamalane invested between $6i.i3 and $i80.29 per capita or a median of Source 2021 NRPA Agency Performance Review $iO4.38 per capita. In 2021,the district invested $162.01 per person.This was higher than the median but within both in excess of the$i90 per capita average for the the typical range. State of Oregon. Local Comparison of Investment in Parks and Data was taken from available budgets and population Recreation data found on-line and as such are intended to provide It may also be helpful to consider the operating(non- ageneral overview of spending by each agency. capital) investment per capita made by other parks and recreation agencies in Oregon.While benchmarking Managing Growth Through Impact Fees analysis provides another perspective,it is important System Development Charges to acknowledge that each agency has different goals, There are three basic options to pay for growth. Either: standards,and methods of accounting.The following (i) existing residents pay for new growth through taxes figure demonstrates that Willamalane's investment or fees;(2) provide parks and recreation services at a per capita in 202i and while higher than what is typical lower level of service by absorbing growth into existing nationally,it is lower than the average of the selected resources;or(3) developers and home builders pay for Oregon agencies of$i90 per capita. Looking at budgeted the impact of growth so that the growth pays its own way. data for FY 2022 and 2023,the district allocated $203.i2 Option i unfairly assigns responsibility for funding of per capita in FY 2022 and $232.36 per capita in FY 2023, growth.Option 2 creates a poor dynamic where the APPROXIMATE INVESTMENT PER CAPITA IN PARKS AND RECREATION IN SELECTED OREGON COMMUNITIES N Q O M N I I QOeJ�P QOeJ�P QOqJ�P QO�J�P QOqJ�P QOqJ�P QO�J�P QOqJ�P QO"J�P QOeJ�P Cb JAG \CO CD P�� O19 Q0 JP A9-6 Willamalane Park and Recreation District Exhibit A Appendix 9: Service�ASs60 essments TABLE 3:SUPPORT FOR CAPITAL PROJECT FUNDING Funding Category Average Rating from Probably or Definitely Support 4- Bond referendum for specific projects 3.8 69% Fees for new development 3.4 55°% User fees 3.2 45% Increased property tax 2.7 33% level of service, (often determined as a percentage of operating,and capital development funding typically developed acreage per 1,000 residents)will decrease over comes from conventional sources such as sales, use,and time,as new residential developments are added without property tax referendum voted upon by the community, contributing to the funding of new parks.This may lead along with developer exactions.Operating funds are to higher density of use or the need to travel further typically capped by legislation; may fluctuate based on distances to gain access to parks.Option 3 allows growth the economy, public spending,or assessed valuation; to pay its own way in an more equitable manner. Home and may not always keep up with inflationary factors. builders typically include park development in the price In the case of capital development,"borrowed funds" of the homes,as they would other infrastructure costs. sunset with the completion of loan repayment and are not available to carry over or re-invest without voter The methodology was last updated in 20o6 and is approval.Shown in Appendix i are the salient points of outdated given the changes to the district over the past many traditional and alternative funding sources and seventeen years.The district is budgeted to update the efficiencies available to Willamalane. Many of these System Development charge fee methodology in 2023. strategies may be currently in use to some extent District Community Members' Preferences for by the agency. Note that tax compression resulting Different Ways of Financing. from property tax relief measures adopted in Oregon The needs assessment survey asked respondents for may impact Willamalane's use of some of the funding preferences and support for future capital funding. opportunities. Support was measured on a scale of 1 (does not support) Funding categories considered include: to 5 (definitely support). For additional information see Table • Traditional tax and exactions-based funding resources 3� The needs assessment survey determined that,among • Development funding invitation survey respondents,only eighteen percent • Fees and charges confirmed the cost of programs or services impact their participation.Twenty-nine percent of respondents • Alternative operations and capital development that report a disability in their household may have funding sources participation impacted by fees and charges.Twenty-two percent of Latinx open-link respondents' participation is • Loan mechanisms impacted by fees and charges' • Alternative service delivery and funding structures Traditional Parks and Recreation Operations • Partnership opportunities and Capital Development Funding Sources 0 Community resources There are a variety of mechanisms that local governments can employ to provide services and • Grants to make public improvements. Parks and recreation i Open-link data was used In this comparison due to a small sample size for Latinx invitation respondents. APPENDICES—COMPREHENSIVE PLAN A9-7 Exhibit A Appendix 9: Service Assessments Page 261 of 324 • Philanthropy 7. A significant number of district residents may • Community services fees and assessments support bond measures for specific projects. • 8. Many alternative methods of financing,and Permits,licensing rights,and use of collateral assets efficiencies that reduce funding needs for parks and • Funding resources and other options recreation agencies are available to the district. • Cost-saving measures 9. The district's current system development charge methodology is out of date and an update study • Green trends and practices needs to be completed. During the planning process,sixty funding sources/ io.Organizational elements are not consistent.Some are strategies were identified that are currently not in use referred to as departments and some as divisions but could easily be used, possibly or definitely be used. Below are some funding options identified by district ii. The district's distribution of positions suggests that leadership that could be used by the district. the district is understaffed in park maintenance and has above average staffing in recreation delivery. Key Findings Observations and staff feedback were considered to 9.5 Recreation Program Analysis determine if the current organizational and management The analysis of the recreation program delivered by structure was satisfactory.The analysis included the Willamalane is intended to assess the effectiveness of observations and assessments from community input, the district's provision of community recreation facilities staff focus groups,and community satisfaction ratings. and programs.The general overview looked at district This analysis resulted in the following key findings: programs and services based on staff interviews,the needs assessment survey and Willamalane's recreation 1. A comparative pay-scale analysis may greatly assist program plan 2022-2024,that includes goals for each with recruitment and retention,especially in the functional area of the recreation department and is aquatics program. presented in Appendix 1.Community input was also 2. Internships may assist with entry level staffing received during the engagement process that helped shortfalls. to inform findings.To accurately assess the recreation program,data from 2o18/19 was used, prior to the 3. Partnering with certificate training programs, COVID-19 pandemic.Some data is more current where opportunities at Lane Community College or the the pandemic was less impactful.The analysis attempted University of Oregon may assist the district. to answer some basic questions about the program: 4. Current challenges include a lack of frontline staff • What are the core programs,and do they match and inability to recruit candidates resulting from community desires? the Covid-ig pandemic and causing intermittent facility closures. • Does the recreation program mix meet the needs of the community? 3. The district invests an appropriate amount of tax support in delivering parks and recreation services. • Are programs and services offered at times convenient for the community? 6. The district's cost recovery demonstrates a high functioning parks and recreation agency.The • What challenges exist that may act as barriers application of their resource allocation philosophy to Willamalane delivering high quality programs drives budget and programming decisions. and services? • Does Willamalane invest an appropriate amount of resources in recreation? A9-8 Willamalane Park and Recreation District Exhibit A . of 324 Appendix . ASsessments WillamStaffing Structure WILLAMALANE RECREATION STAFFING TRENDS organized into five FISCAL YEARS 2018-2023 functionaloverseen by program • FT PT Total the front-line positions are part/time or seasonal. FY 2018 29 116.5 145.5 FY 2019 28 128.5 156.5 FY2020 FY2022 ® ORGANIZATIONAL2023 RECREATION DIVISION Recreation Services APPENDICES-COMPREHENSIVE PLAN A9-9 Division Director Special Eventsand Recrpraticsn Early Childhood and Aquatics CommunitySenrices Programming Youth Programs Program Manager Program Manager Program Manager Recreation Supervisor Program Manager Eventsand Rentals Supervisor Youth and Family Youth Programs Aquatic Supervisor Coordinator Supervisor(2� {�� Rentalsand Events Coordinator(4} Adul#Recreation Coordinator Aquatic Coordinator Coordinator {�� Services Coordinator �1� Fitness Supervisor Exhibit A Appendix 9: Service Assessments Page 263 of 324 Investment in Recreation Program Delivery Financial Trends and Subsidy Willamalane does a good job staffing and funding it's Revenues from recreation programs are budgeted to recreation program.Although greatly impacted by the exceed four million dollars again in Fiscal Year(FY) 2023 COVID-19 pandemic,the district continues to recover. as they did pre-pandemic in 2018 and 2019. Expenses Programs are provided at the Bob Keefer Willamalane are budgeted significantly lower,which accounts for a Center for Sports and Recreation,Splash!,Willamalane budgeted subsidy in 2023 of over four-hundred and fifty Park Swim Center,Willamalane Adult Activity Center, thousand dollars less than 2018. Camp Putt,and at eleven public school sites. Individual subsidies per functional area are shown in the table and figure below by percentage of total General Fund subsidy. WILLAMALANE RECREATION REVENUE,EXPENSE,AND SUBSIDY TRENDS FY 20-18-FY 2023 WPRD Recreation Revenue, Expense, and Subsidy Trends $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 NO NON a�z 0, 0, •-@--Total Recreation Revenues Total Recreation Expenses Total General Fund Subsidy WILLAMALANE RECREATION STAFFING TRENDS FISCAL YEARS 2018-2023 Budget Aquatics $845,211 $806,453 $677,483 $648,222 $294,680 $440,922 Special Events and $631,970 $654,151 $648,907 $354,085 $133,431 $223,312 Community Services Recreation Programming $487,055 $536,881 $417,830 $849,040 $1,025,065 $923,019 Early Childhood and $248,322 $107,825 $378,585 $719,087 $484,506 $480,813 Youth Programs Recreation Administration $590,128 $218,368 $326,207 $173,035 $254,882 $274,365 Total General Fund $2,802,686 $2,323,678 $2,449,012 $2,743,469 $2,192,564 $2,342,431 Subsidy A9-10 Willamalane Park and Recreation District Exhibit A Appendix 9: Service�A64 essments PERCENTAGE OF RECREATION DIVISION GENERAL • City of Springfield FUND SUBSIDY BY FUNCTIONAL AREA • Springfield Public Schools • The Springfield Utility Board 12%41 25ao • Lane Transit District City of Eugene Parks and Recreation In addition to these key players Willamalane regularly collaborates with many Community Organizations (e.g., Rotary Club,Springfield Babe Ruth,AARP, Emerald Valley Pickleball Club,etc.) and local business to successfully implement its recreation programs and services. Aquatics The partnership with the Springfield School District allows Willamalane to offer daily recreation programming ■Recreation Programming at i5 after school locations (4 middle schools,ii =Recreation Administration elementary) and middle school sports (11 different ■Special Events and Community Services seasons). ■Early Childhood and Youth Programs Another very successful group of partnerships are Silver and Fit, Renew Active,Silver Sneakers,and Active and Fit Recreation Subsidy Fiscal Years 2018-2023 that provide insurance sponsored recreation passes for Note: Customer service/passes are included in areas older adults,attracting over 1500 members annually. in the table and thus,are not shown as a separate Core Recreation Program Service Areas functional area. Programs,events,and activities are offered primarily The investment in recreation in the FY 2023 budget is in five service areas.These differ slightly from those $2.3 million,or a subsidy of$33.i6 per capita. Per the described in the recreation program plan based on the NRPA 2022 Performance Review data,typical parks and needs assessment survey and public engagement results. recreation agencies allocate around 3i%of their general Descriptions of the program service areas and 2oi8/20i9 fund budget on recreation,and Willamalane is in-line participation rates are summarized below,with key at 33%. observations provided at the end of each section. Program Partnerships • Aquatics Programs Willamalane strives to cultivate strong partnerships to • Special Events and Community Services be more effective in providing recreational opportunities and services in the community.As a result of partnering • Recreation Programs with Springfield Public Schools,several programs and . Early Childhood and Youth Programs services have been provided within the community. This has recently included the iPass program in the • Customer Service and Memberships summer,two weeks of swimming lessons for all 4th grade students,and in 2022,summer camps for Springfield youth. Key community partners for the recreation division include: APPENDICES-COMPREHENSIVE PLAN A9-11 Exhibit A Appendix 9: Service Assessments Page 265 of 324 Program Program Type Examples ProgramProgram Type Examples Service Area Service Area Aquatic • Swim lessons Early • Childcare Programs (Preschool Programs Childhood all day, preschool part-time,Kids • Private swim lessons and Youth Club, no school day,early start) • Lap swimming Programs Camps (preschool,day camps, • Recreational swimming and specialty camps) • School swimming lessons • Sports (Middle School Sports, (4th grade-Springfield)2 Youth Leagues, E-Gaming) Special Events • Special Events (Haunted Customer • Rentals (indoor rentals, and Community Hayride, Kids nights out,Turkey Service and outdoor rentals) Services Stuffer Fun Run, Megga Hunt) Memberships Memberships (iPass, Fitness, • Community services (Tw050, Corporate,All Access,Silver) inclusion services, playground program,SRTS,WAAC Services) To accurately count participation in each of the program Recreation • Classes (Adaptive,dog service areas, both unique registrations and actual Programs obedience,training classes, participation were analyzed.Actual participation is multimedia,arts and culture, counted in Participant Contact Units (PCUs),which are language,cooking and the number of times the individual took part in the class nutrition,ECR) or activity. For instance,one child registering for a camp that meets five times would be one registration and five • Trips (Day Trips, Multi-Day Trips) PCUs. PCUs provide a much clearer picture of the effort required to provide a service than individual registrations. Sports (Adult Leagues, In 2018 and 2019,the district managed almost 22,000 E-Gaming) registrations and over310,000 individual PCU's.The table below shows that while early childhood and youth programs accounted for 3256 of unique registrations, WILLAMALANE 2018-2019 PROGRAM/ACTIVITY REGISTRATIONS AND PARTICIPANT CONTACT UNITS Program/ActivityProgram Service Area Participant Registrations Registration Contact Units Contact Units Aquatics Programs 5,139 23% 17,441 6% Special Events and 4,345 2O°Yo 5,247 2% Community Services Recreation Programs 5,422 25% 32,405 10% Early Childhood and 7,081 32% 255,507 82% Youth Programs Customer Service and Included in other N/A Included in other N/A Memberships service areas service areas TOTAL: 21,987 g00% 31o,600 g00% 2 This Is a community service but Is listed under aquatic programs due to the nature of the activity A9-12 Willamalane Park and Recreation District Exhibit A Appendix 9: Service�A6s6sessments those programs accounted for over 8o%of registered registered activities and not drop-in,self-directed participation.The inverse are aquatics programs,which participation. Drop-in,self-directed participation was accounted for 23%of registrations and only 6%of greater than loo,000 in 2018.3 Over 250,000 visits were actual participation. Note that this analysis only includes registered in 2018/19 resulting from membership sales. DROP-IN SELF-DIRECTED PARTICIPATION District Facility Drop-in Visits 100,000 75.000 50,000 25,000 0 - Mimi 2017 2018 2019 2020 J Adult Activity Center Bob Keefer Center Splash 0 Swim Center 0 Carnp Putt VISITS RESULTING FROM MEMBERSHIPS Total Membership Use 300,000 ca 200,000 c E a� 100,000 O 2017 2018 2019 2020 3 Drop-in participation at facilities was dramatically decreased due to the COVID-i9 pandemic. APPENDICES—COMPREHENSIVE PLAN Exhibit A Appendix 9: Service Assessments Page 267 of 324 Out-of-District Residents over 800 children.These children are potential district Thirty percent or 6,676 registrations were made in 2o18 participants. from out-of-district residents who pay an additional 15%fee. Latinx Population The Latinx population is expected to continue to increase District residents paid a property tax of$146.35 in 2022 in the future.This population made up 11.32 percent of for each adult and child in the district.4 It is unlikely that district residents in 2010,14.84 percent in 2021,and is the 15%rate will cover the full cost of the tax burden. It projected to reach i6.95 percent in 2026. In real numbers, would take a non-resident to sign up for 20 classes or there were approximately 1o,000 district residents of activities at$57.50 per registration ($50 per class-in- Latinx background and over 12,000 projected in 2026. district rate) in order to pay their own way and avoid a district resident subsidy. Older Adult Population The number of district residents 50 years of age and Recreation Program Market Segments older are overall increasing marginally. However,within The population in the district has changed since the Park that age group,those 65 and older are projected to and Recreation Comprehensive Plan was last updated increase from 17.6 to 20.2 percent of the population in 2012. In addition to increasing,the population has between 202i and 2026. become more diverse and is aging. Even so, primary markets to focus on may include youth,adults and Program Age Segmentation seniors and individuals of Latinx backgrounds,as further Comparing programs offered by age population can offer discussed below. insight into an appropriate mix of program opportunities. The percent of program opportunities were calculated Youth Population from programs currently offered (December 2022). The number of children in the district,while decreasing as a percentage of the total population, is still sizable and There is no right,or wrong percentage of programs requires additional services.School enrollment described offered in any given age group and those decisions are in the figure below shows that while middle school and driven by Willamalane's values and policies.With that high school aged youth have decreased since 2015 in total said,the data calls out similar concerns shown by numbers,elementary school enrollment has increased by community engagement findings and the needs assessment survey(shown in Appendix 4)that a potential SPRINGFIELD PUBLIC SCHOOL ENROLLMENT Springfield Public School Enrollment ,-l1fa 2011 2015 2019 2022 0 1-11911 School W Middle School S Elementary School ...44:•:prr!�r, i Lo+hidr=.! r:ei i= . S w wa j and SpringlIvIcil 4 Property tax divided by population A9-14 Willamalane Park and Recreation District Exhibit A Appendix 9: Service�A68sessments gap exists in programs and services for the adults and mature adult categories. 7% 27%of programs Comparing age population to program enrollment population offered can also offer insight into an appropriate mix of program opportunities. 7% 35%of programs population offered Actual enrollment in district programs follows the same pattern as programs offered and further demonstrates 8% i5%of programs the gap in participation for those ages i9-49 and those population offered 50+. Drop-in and self-directed activities illustrate the district's success in reaching the adult populations with 42% i6%of programs respect to special events. population offered The needs assessment survey also demonstrated that for 36% 7%of programs both the open link and invite samples,that adults ages population offered i8-5o and adults 5o+are both in the need of additional programs. 9.6 Program Access and Convenience - 7% i7%of program population enrollment Looking at times when Willamalane offers enrichment • • • programs and classes, (fitness,dog obedience,training classes, multimedia,arts and culture, language,cooking 7% 37%of program and nutrition,etc) can also add insight into best meeting population enrollment district resident's needs.Willamalane offers and activities at the following days and times: 8°� ii%of program population enrollment Weekday morningsz5% 42% i4%of program Weekday afternoons population enrollment Weekday evenings 36% 21%of program population enrollment Weekends COMMUNITY DESIRE FOR PROGRAMS BY AGE GROUP What age groups do you believe should have additional programs or services?(Select all that apply) JDaen Link Overall Youth 0-5 22%o aim 20% Youth 6.13 294b �2+.% 26% Teens 14-17 27% 2M 27% Adults 18-50 32% 32% 32% Adults 50+ 3S% 37% 37% Not sure 24% 24li 2496 None-5% 04% ■4% n= 250 1,143 1,393 APPENDICES—COMPREHENSIVE PLAN A9-15 Exhibit A Appendix 9: Service Assessments Page 269 of 324 While programming and instructional space is at a • Program and Facility Capacities. Full programs premium during the evening times,this data is consistent and overcrowded facilities,both real and perceived, with what was learned during the public engagement are viewed as an increasing barrier to participation. process and from the needs assessment survey.A greater Finding additional space to expand current offerings mix of weekday evening and weekend programs for will continue to be a challenge. adults,outside of work hours are needed while youth programming needs are currently being better met. • Staffing. Hiring and retaining quality staff,both front line and full time, has become increasingly difficult Financial Assistance in part due to the labor market and recovery from In order to help ensure community member access COVID-19. regardless of household income,the district offers a . Space for programming is at a premium in scholarship program that is generally funded between district facilities. Community members are often $60,00o and $70,00o per year not able to register for some programs and classes Meeting the Changing Needs of the due to limited space. Willamalane Community . Space for athletic activities. Due in part to the The Recreation Division faces many of the same rainy weather in the Willamette Valley,natural turf challenges as other parks and recreation agencies across fields can't be programmed year-round,and could be the country.The population is getting older and more better utilized if they were artificial turf.As well, in diverse;COVID-19 changed the way people view public late fall,winter and early spring,dusk begins near the events,and the district's prioritization on Diversity,Equity, time children are released from school.As a result, Inclusion and a sense of belonging require a purposeful there is substantial opportunity for lighted artificial and strategic approach to delivering recreation. turf fields. In the Recreation Program Plan 2022-24,the following 9.7 Community Needs, Desires for challenges were highlighted along with a few others. Staffing remains perhaps the most difficult challenge Recreation and Satisfaction as the district staffs two large aquatic facilities and one The needs assessment survey and a series of public large sports and recreation center. input opportunities informed the comprehensive plan, illustrating needs and desires for services. • Population Growth. Continued population growth, especially among older adults and people moving Program Importance and Satisfaction from outside the area,will create an increasing The needs assessment survey included an opportunity and potential shifting demand for many recreation to rate the importance of programs and facilities. programs. Environmental and outdoor programs,indoor swimming • Affordable Programs. Patrons currently utilizing opportunities, lap swimming,fitness programs,swimming our programs or facilities receive affordable rates lessons and special community events rated the highest. to participate. Having said that,a primary barrier The invitation survey showed that all of the programs of participation is the ability to make programs were important although less so for camps and after- affordable to all.And with limited resources,these school programs (Table 5).The survey also included program rates are likely to increase in the future. an opportunity to rate how well certain programs and services are currently meeting the needs of district • Cost of Service.The increased cost in providing residents.The iPass program, indoor swimming,wellness services is an ongoing challenge and has been programs and swimming lessons were rated the highest heightened due to the COVID-19 pandemic.Staffing in importance. costs and program expenditures will continue to increase regularly. A9-16 Willamalane Park and Recreation District Exhibit A Appendix 9: Service�ASs70 essments DISTRICT RESIDENTS RATING OF IMPORTANCE FROM THE NEEDS ASSESSMENT SURVEY 4 4 - 3 3 25 L 1.5 1 0.5 0 cc5 c°o' o o��a ° �cc� oq o°�a �e�� � oqa oq °q a�\ �A 5yi Q& Q< Qc Qc Qc Q& °� oJra°o� r°o� moo° .0 s'r \oaoo papa �.�c a`Gocc c�G�aa �Qy�� \e,�aa ���� aoJ` e`5° aaaa eaJcP �Ja�e ` a�a Sao P� +��a ems`\ 6N a �` �a ec \Q� ��• o0nKN 5z �o�aF Q 1j, DISTRICT RESIDENTS RATING OF SATISFACTION OF RECREATION ACTIVITIES 4 3.5 3 2.5 2 1.5 1 0.5 0 ca�S cc4�\� qa� �a� aya°colfOqqa� �\\\ iQ e�'� °1 � Jo C oac�° a�oa° a � \ °Jo oil e ` a° ° 5 o J ye \a o X , J �Q AP P�5- aka away 5aa� Q 5 Figure illustrates the importance ratings from the statistically valid portion of the needs assessment survey APPENDICES—COMPREHENSIVE PLAN A9-17 Exhibit A Appendix 9: Service Assessments Page 271 of 324 The district documented high satisfaction in both programs and facilities in the 2022-2024 Recreation Program Plan. SATISFACTION BY FACILITY 100.00% 75.00 50.❑0% 25.00'X5 0 00 �/ ' T F{� AduIt Activity Camp Putt Splashl At Lively Bob Keefer Willarrlalane Getter Adventure Golf Park Center Park swim Park Center ;Satisfied Somewhat Satisfied ■ Not Satisfied PROGRAM SURVEY RATINGS 5 4 a d, 3 +s h M 2 - e�a i u D 5 Years 6 - 12 13 - 18 19 - 49 SCE+ Years All Ages fears Years Years - orveyMonkey Accouill Data Recreation Program Demand: outdoor programs and childcare opportunities raise Needs and Desires to the top of repeated topics between the various The engagement process and the needs assessment engagement opportunities and the survey.The following survey identified a number of needs and desires for chart summarizes input related to additional desires programs and activities. Enrichment classes and special for programs and activities received from the public events,fitness classes,environmental education/ engagement comments, needs assessment survey,teen engagement and the pop-up intercept events. A9-18 Willamalane Park and Recreation District Exhibit A Appendix 9: Service�A�ssessments RECREATION PROGRAM DESIRES6 rpublic Engagement Comments Needs Assessment Survey • Activities for adults (Ages:zi-50) • Community farmers market • Disc golf events and classes • Inclusive programs for individuals with disabilities • Pickleball classes • More enrichment classes • Swim lessons • Food access programs • Environmental education/outdoor programs • Community special events • Family activities • Programming for adults • Volunteer programs • Additional youth sports opportunities • Enrichment classes • Additional kid's seasonal camps • Special events in parks (movies,concerts, • Childcare and cultural festivals) Culturally relevant events and programs • Outdoor fitness programs Opportunities[Teen Engagement Pop-up Intercept Public Input • Roller skating • Outdoor pool and/or water play • Badminton • Childcare opportunities • Spike ball • Field/court options in parks • Corn hole • Outdoor recreation equipment rentals • Movie nights • Fitness classes • Bowling • Recreation classes • Live music events • Cooking events Also identified as a priority are expanded athletic Key Findings programs (leagues) for adults. While a majority of i. The survey data demonstrate that the overall parks and recreation agencies across the United States community recreation needs of district residents are offer adult team sports (87%) and adult individual being met.A variety of additional recreation activities sports (76%),Willamalane does not.The current space were identified in the engagement process and needs limitations in Willamalane facilities would certainly be assessment survey. further exacerbated by the inclusion of additional adult sports programs. 2. The Latinx population continues to grow,and Willamalane may best meet their needs by continued purposeful outreach and continuing to implement the district's DEI Strategic Action Plan. 6 Programs and activities are listed In a random order APPENDICES—COMPREHENSIVE PLAN A9-19 Exhibit A Appendix 9: Service Assessments Page 273 of 324 3. A gap exists in adult (2o-54) and older adult(55-85+) Future Implementation: Program Evaluation programming.The adult population makes up 46 and Performance Measures percent of district residents and older adults make PROGRAM LIFECYCLE up 30 percent but combined,receive only 23%of Parks and recreation agencies must recognize that enrichment programs offered and make up 35%of certain programs and activities have a lifespan and registrations.As the district continues to age among must be evaluated on a continual basis. In the district district residents,additional programming to meet in 2o18 and 2019,16 percent of programs or activities the needs of older adults is anticipated.A majority (of the 20,184 activities offered) did not have sufficient of programs take place at the Adult Activity Center enrollment to hold the activity.This number of canceled which is already at capacity for programming space. programs is not unusual,and, in fact,is better than a An additional activity center to add programming general 2o%rule of thumb. Nevertheless,Willamalane capacity may be needed is encouraged to continue to audit programs each 4. Adult athletic events are in high demand and quarter,tracking those that did not go after two or three Willamalane does not currently offer this type of sessions,and consider discontinuing them. Currently, programming.An athletic field demand study could staff poll and survey participants to best understand help clarify the possible need for additional artificial areas of potential improvement. turf fields to support adult programming and other A service assessment matrix may also be useful to field use needs. determine if programs are best offered by the district, S. Hiring and retaining staff has become very partners,or not at all. When making program decisions,a challenging due to the job market. While Willamalane few simple questions should be asked by staff about each has done a very good job attempting to address program: this issue,staff shortages have nevertheless caused • Is participation increasing or decreasing? If temporary facility closures- largely due to fluctuating participation is increasing,then it could mean that availability and retention of lifeguards. Opportunities the program should be continued. If participation to partner with other local aquatic facilities may assist is decreasing,are there steps to take to increase with this challenge. interest through marketing efforts,changes to the 6. While Willamalane does a good job surveying time/day of the program,format,or instructor? If not, program participants,additional performance it may be time to discontinue the program. measures, reported quarterly, may help the • Is there information contained in the participation/ Recreation Division to become more flexible in staff feedback that can be used to improve the changing program opportunities as needed. program? 7. Staff carefully monitor cost recovery and program • Are cost recovery goals being met? If not,can lifecycles. program costs be reduced or can fees be realistically S. A majority of programs and activities are offered increased? during working and school hours versus evenings • Is there another provider of the program that is more and weekends.This comes in part as a result of high suitable to offer it? If yes,Willamalane could provide demand for facility space during the evening program referrals for its customers. times and the recovery from the pandemic. Willamalane can also use cancellation rates to help 9. Willamalane has many partnerships that add great make decisions regarding resource allocation and to value to the Springfield community. focus marketing efforts. io.A significant amount of program registration comes from out-of-district residents (3o%). A district"buy- in" membership may help ensure in-district residents are not subsidizing out-of-district residents. A9-20 Willamalane Park and Recreation District Exhibit A Appendix 9: Service�ASsessments PROGRAM PROVISION STRATEGY SUPPORTLOWER TAX * O. Where criteria f�IteseCt{Irl thAlternative Atternative Alternative Alternative purple daxrs} is the mast Providers a d o d Provider's c HIGH C LOW 5ewace Provlstlon Strale��r AFFIRM ADVANCE Farket P�SIt1011 Market Market Complementary , re �RQFI DevelopmentPosition Position GU[1D F! Market Pasit� iti DIVEST Collaborate� ur Divest a I:r Wif EAKor i DIVEST F'UI`1R a FIT Performance Metrics Successful recreation programs typically track and successful recreation program delivery.A few examples report on performance measures that help to describe are included for consideration. PurposePerformance Measure Outcome Assessment of program Maintain a fresh and novel Attract new and returning participants participation -if new programs are recreation program added,assess program participation #Of program cancellations Keep programming from Make efficient use of coordination time stagnating and marketing budget Participant satisfaction rates Maintain and attract advocates, Encourage high quality program strong,sustainable revenues,and delivery Survey at least seventy-five word of mouth marketing percent of program participants with a goal of 95%satisfaction Cost Recovery Assessment Help ensure program fees and Programs with appropriate subsidy as expenses are in line with cost directed by the board or directors recovery policy Program Enrollment Help ensure program minimums Efficient program and efficient use for enrollment are met of resources APPENDICES-COMPREHENSIVE PLAN A9-21 Exhibit A Appendix 9: Service Assessments Page 275 of 324 9.8 Maintenance and Investment in Park Maintenance Operations Analysis Willamalane annually invests approximately$2.5 million This assessment of parks maintenance and operation to operate and maintain the parks,trails,open spaces, practices is intended to assist Willamalane to provide and athletic facilities.While it is not uncommon for safe,clean,and green parks,trails,open space,and parks maintenance departments to be responsible for facilities.The evaluation,analysis and recommendations maintaining medians and ancillary areas,Willamalane are intended to identify efficiencies and opportunities maintains twenty-one acres of non-park assets,some to help Willamalane meet its maintenance and under an agreement with the City of Springfield.The operational objectives. district maintains 695.58 acres of developed parks,919.92 acres of natural areas,and 38 miles of trails and multi-use Willamalane maintenance and operations functions are paths.The district's investment in park operations was completed by four work units- Landscaping&Grounds, greatly impacted by the COVID-i9 pandemic,and in FY Structures,Facility Operations&Maintenance,and Natural 2021, maintenance budgets were reduced by 35%.The FY Resources.All work units have separate budgets,and,at 2022 natural areas management budget is$223,6o8 to present,operate from a central reporting location. maintain the natural areas. At times, maintenance is reactive,which is not unusual The National Recreation and Park Association,(NRPA) for many parks and recreation agencies.Staff expressed in the 2022 Agency Performance Review provides data priorities to include a more planned and proactive about typical community investment to maintain and park inspection schedule,technical skills improvement operate parks,trails,and open space.Several metrics are opportunities for staff,a fully integrated maintenance especially applicable to this analysis. management system that interacts with GIs and additional resources. OPERATING EXPENDITURES PER ACRE OF PARK AND NON-PARK SITES The Importance of Quality Park Maintenance The park metrics data suggests that a typical agency Proper maintenance of parkland can slow the serving a population between 50,0oo and 99,999 depreciation of parkland,enhance public perception of invests from $4,458 to$23,983 per acre or a median of district operations,and positively influence property $9,642 per acre. In FY 2022,Willamalane is budgeted to values surrounding parks. Poor park maintenance can invest$i,572 per acre which reflects the unusually high lead to increased crime,illicit activity,vandalism,and percentage (6i%) of park space made up of natural areas increased renovation costs.While safety and security (particularly Thurston Hills and Dorris Ranch parks). issues in Willamalane parks are primarily managed by its To add greater perspective, it may be helpful to look park ranger program in concert with Springfield public at natural areas maintenance per acre separate from safety officers, park safety can also be addressed by the developed parks and properties.The district invests frontline staff working in the parks and facilities,through $3,668 per acre for developed parks and a minimal LANDSCAPE&GROUNDS,STRUCTURES,AND NATURAL RESOURCES,HISTORICAL FINANCIAL PERFORMANCE Actuals Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Total Revenues $i64,327 $55,556 $i31,302 $189,323 $9,600 $8o,600 Total Expenses $2,324,24i $2,284,417 $2,5i6,764 $2,i7o,8i4 $2,48i,796 $2,820,010 Total General $2,159,914 $2,228,86i $2,385,462 $1,981,491 $2,472,196 $2,739,410 Fund Subsidy t the manner parks are maintained and operated. $233 per acre to maintain and operate natural areas. Willamalane's investment is below the lower quartile and less than one-half of the national median. A9-22 Willamalane Park and Recreation District Exhibit A Appendix 9: Service�ASs76 essments The Parks Management team also supports recreation programs in a variety of ways,including providing Willamalane's population is expected to grow by support for certain special events to include the only seven percent through zo4q and,assuming the Haunted Hayride, Megga Hunt spring event,Children's district maintains a similar level of service,increased Celebration,and Light of Liberty 4th of July event,etc. maintenance costs to provide additional acres of park space will be minimal. However,the cost to bring Staff provide an excellent level of service,seven days Willamalane to the national median may in excess of per week as demonstrated in the needs assessment $4,00o,0oo annually. survey. Park Maintenance was rating as highly meeting district resident's needs. Restrooms are generally cleaned RESIDENTS PER PARK two times per day and some remain open year-round. Park maintenance costs typically increase with the Although a bit reactive to changing work needs,staff density of use in public spaces.As such,the NRPA metric spend time on routes in district regions and collectively, suggests that a typical park system serving a similar dedicated to project work.The district employs population would provide between one park per 1,519 individuals with expertise in the trades- irrigation, people on the lower quartile and 4,582 people on the electricians, playgrounds inspectors, mechanics,etc. upper quartile.The district provides one park per i,563 However,staff report a desire to add arborists and people compared to a median of 2,5i6. Less people horticulturists to the team in the future. per park reduces the maintenance burden. Population growth in Springfield will increase density of park use It is important to acknowledge that although the primary which will impact the level of maintenance required into district maintenance facility is well located,the facility is used to capacity, leaving little room for additional the future. staff,vehicles,etc.Additional storage for equipment and STAFFING RESOURCES DEDICATED TO PARK supplies is needed. MAINTENANCE AND FACILITY OPERATIONS Park maintenance and operations, natural areas SEASONAL STAFF management and facilities and operations are In FY 2023,Willamalane supplemented full-time staffing with i6.26 part-time and seasonal positions. Prior to the LANDSCAPES AND GROUNDS, STRUCTURES, Covid-i9 pandemic,the landscaping and grounds team NATURAL RESOURCES,AND FACILITIES,OPERATIONS, funded five seasonal positions.Currently,the district AND FLEET FTES(FY 2023) has not restored three lost positions,two of which completed a bulk of athletic field maintenance. Even • so,seasonal positions continue to be difficult to attract seasonal candidates. Landscape and io z iz.o Grounds The AFSCME union contract gives priority to seasonals for full-time positions and priority for internal vacancies Structures 6 3-95 9-95 for existing represented employees.A pipeline to full- Natural 2 i 3.0 time employment may assist the district to fill part-time Resources and seasonal vacancies. Facilities, 8 4.4i 12.41 Compliance and Enforcement of Park Rules Operations and Challenges related to houselessness,vandalism,and Fleet inappropriate use of park space around the country TOTAL 26 16.26 42.26 continue to impact park use in larger, urban areas. However,for Willamalane,safety and security in the parks were not identified in the needs assessment survey as a limiting factor to park use.The parks maintenance accomplished by a team of 42.26 full-time equivalent team reported concerns with significant workloads (FTE) staff responsible for turf, horticulture, pathways, resulting from these issues. athletic fields,restrooms, park components,trails, natural areas, recreation facilities,structures and Willamalane employs two park rangers (2.o) which is recreation facilities,and the daily upkeep of parks. insufficient to provide seven days per week coverage. APPENDICES-COMPREHENSIVE PLAN A9-23 Exhibit A Appendix 9: Service Assessments Page 277 of 324 Park rangers typically address up to twenty illegal Use of District Parks camping sites per month.The district has a good The needs assessment survey identified community relationship with the Lane County Sheriff's Office and the needs and desires related to park use,facilities,and City of Springfield Police Department, both of which are amenities.The statistically valid, invite survey revealed generally responsive to the district's needs. that trails and paths are the most widely used facilities, Only 3%of needs assessment survey respondents followed by natural areas/open space and parks. suggested their participation was impacted by poor Overall,greater than 40%of invite respondents reported maintenance practices.The same sample also suggested use of trails/paths, natural areas/open space,or parks (14%to 3o%),depending on location where respondents and playgrounds at least once a week or more. lived,that improved park maintenance was their second The percentage of respondents who reported never highest future need. using park spaces was relatively small. Satisfaction with Park Maintenance FREQUENCY OF USE OF PARKS,AND PLAYGROUNDS, and Operations TRAILS,AND NATURAL AREAS FROM THE NEEDS ASSESSMENT SURVEY The survey demonstrated that the community is very satisfied with the quality of the parks,which reflects 24 Park &J on park maintenance practices. On a scale of i (not at all satisfied)to 5,(very satisfied), both the random, invite sample and much larger open-link sample results reported almost identical results. Parks and i0% 30% 27% i8% i5% Playgrounds Across the board,all park types and components received satisfaction scores greater than 3.The Trails/paths i9% z5% z6% i3% i6% satisfaction ratings for natural areas/open space, park Natural Areas/ i3% 29% 28% i4% i6% safety and maintenance,synthetic turf fields and trails in Open Space parks and/or trail systems are very high,demonstrating extreme satisfaction. NEEDS ASSESSMENT NATURAL AREASIOPEN SPACE SURVEY-SATISFACTION PARK SAFETY AND MAINTENANCE WITH WILLAMALANE PARK SYNTHETIC TURF FIELDS TYPE/COMPONENTS TRAILS IN PARKS AND/OR TRAIL SYSTEMS DISC GOLF COURSES TENNIS COURTS BBQ GRILLS IN PARKS OFF-LEASH AREAS IN PARKS FOR DOGS OUTDOOR FITNESS STATIONS IN PARKS PICKLEBALL COURTS RESTROOMS IN PARKS 0 1 2 3 Invite REASONS FOR NON-USE Lack of time 44% (INVITE SURVEY SAMPLE) Not aware of programs offered 40% Not aware of facilities available 27% Cost of programs and activities—21% Lack of desired amenities—14% Safety and security concerns-7% Transportation issues.6% Lack of available parking.4% Poor maintenance of facilities 13% n= 220 A9-24 Willamalane Park and Recreation District Exhibit A Appendix 9: Service�ASs78 essments Maintenance Challenges A focus group and listening session was held in input using cell phone technology,allowing the team November,2022,with a majority of the park maintenance to provide input and see the results in real time. Most staff to learn about their daily challenges and to confirm repeated comments are included in the table below study findings.A series of questions was used to prompt MAINTENANCE AND OPERATIONS STAFF INPUT STRENGTHS CHALLENGES DO YOU HAVE CAPACITY ISSUES • Teamwork • Vandalism/homeless issues IN PARKS(ARE THEY OVER USED)? • Yes 12 • Flexibility • Funding and sufficient • Ability to keep parks well operations space • No 13 maintained and safe • Short on staff at critical seasons • Greater use with more areas to cover DO YOU HAVE CAPACITY ISSUES DO YOU FEEL THE ATHLETIC WHAT AREAS WOULD YOU LIKE IN ATHLETIC FIELDS? FIELD PERMITTING PROCESS TO SPEND MORE TIME ON? • Yes 9 (comments-dogs MAXIMIZES USE OF DISTRICT • Preventive maintenance in parks issues,and trash ATHLETIC FIELDS? • Managing irrigation collection) • Yes 14 g g • No 12 • No 6 • Project work • Unsure 3 • Tree maintenance IS HOMELESSNESS AN ISSUE WHAT NEW EQUIPMENT DO HAS YOUR WORKLOAD FOR STAFF? YOU NEED? INCREASED IN THE PAST FEW • Yes 26 • Newer equipment across the YEARS? board • Yes-26 • No 0 • Transition to electric • No-o equipment • Excavator,skidsteer,forklift • Bucket truck • More vehicles COMMENTS: • More parks with no new staff • Nuisance behavior • Insufficient staffing • Limited access to seasonal staff • Staff turn-over • Unsustainable workload APPENDICES-COMPREHENSIVE PLAN A9-25 Exhibit A Appendix 9: Service Assessments Page 279 of 324 In addition to the input above, maintenance and Park Components and Playgrounds operations staff voiced the following future priorities and As needed,components are replaced with standardized focus areas: equipment which is especially important for efficient • Add additional dog parks to the system maintenance and because some of the playgrounds may soon be reaching the end of their useful life. • Remove sandboxes from the parks; Be mindful of Playgrounds are inspected regularly by a certified the maintenance requirement for sandboxes playground inspector.The population of youth who reside in the district make up -24%of the overall • Focus on a solution to the homeless issues and population and are expected to remain consistent in continual vandalism in the parks the future. Playground maintenance and replacement • Bring all parks and site amenities up to"standard" of those playgrounds that have reached their useful life remain a priority for the district. • Implement a better equipment replacement/asset management program Athletic Fields • Implement a playground replacement program and Maintenance of athletic fields includes field preparation budget funds each year completed by staff. Prior to the pandemic,the district provided three staff to support athletic field • Ensure operations and maintenance funding is in maintenance.Although sports fields are being used place at time of park project approval again,the district currently provides only one FTE staff resource. • Increased natural areas funding and staffing are needed for the amount of acreage maintained Volunteer Support for Parks,Trails, • Convert to low maintenance landscapes,drought and Natural Areas tolerant plants There is limited volunteer support although a friend's group at Ruff Park.The district has designated three • Increase coordination and communication between pesticide free parks that require successful volunteer planning and maintenance staff programs.The district employs a volunteer coordinator who is available to recruit and manage volunteers. In the • Plant ornamental beds a minimum of 5o feet from recent past,volunteers have played an important role is playgrounds to minimize maintenance conflicts natural area and trails management. • A larger shop with sufficient storage is needed Maintenance Performance and • Do not place fencing along pathways Operating Standards • The district maintains a comprehensive district Do not develop new parks and focus on maintaining maintenance manual with the following three objectives: existing spaces until additional resources and staff are available. i. To provide a consistent set of standards for parks • Replace use of portable restrooms with permanent district-wide • Choose playground components with longer lifespans z. To clearly define staff roles and level of expectations • Consider adding Park Ranger staffing for better 3. To be used as a training/learning tool coverage A9-26 Willamalane Park and Recreation District Exhibit A Appendix 9: Service 2ASs80 essments 9.9 Key Findings: This evaluation of maintenance and operations practices incrementally increasing funding and FTE closer to recognize many of the same topics identified in the the typical national median. public input process and needs assessment survey. The need for greater resources has been identified as • �/�/illamalane could create neighborhood-based a key priority area. friends groups for parks to assist with project work and to provide stewardship of the spaces. • Park maintenance is sufficient to meet community needs. Poor maintenance is not identified to impact ' A pipeline built into the AFSCME contract to participation. However,there is a public desire fora provide seasonal employees with opportunities higher level of standard and care. for full-time positions may assist the district to fill seasonal vacancies. • Space at the Park Service Center is limited and requires expansion of office space,storage,vehicle ` Additional park rangers may help to keep parking and staging areas. the parks safer, but also reduce maintenance and operations costs. • Willamalane recognizes the importance of an asset management program related to equipment • Willamalane's maintenance manual is an exceptional replacement.A full equipment risk assessment may resource,clearly defining standards for maintenance greatly assist the district to prioritize equipment of park components and amenities. replacement. • Parks Maintenance and operations are currently • The natural areas management budget is insufficient staffed at a lower FTE that other agencies reviewed. to adequately maintain and manage natural areas in a As a result, Park maintenance is reactive at times due long-term sustainable manner. in-part to staffing needs,both in approved positions and ability to recruit applicants. • Seasonal staffing related to athletic field maintenance was reduced during the COVID-i9 pandemic • There is increasing demand placed on park maintenance positions based on nuisance and not restored. behavior in the parks. • Willamalane's investment in park maintenance is below the national median for typical agencies • The park maintenance facility lacks space similar in size. Focus areas may include fully for expansion and will need to be addressed funding operations and maintenance for new park in order to accommodate hiring additional development when new parks are approved,and park maintenance employees. APPENDICES-COMPREHENSIVE PLAN A9-27 Appendoix 10: Willamalane Key Issues Matrix A1O Willamalane Park and Recreation District Exhibit A Appendix lo: WillamalanePr(eq ssueM' atrix Willamalane Park and Recreation District Qualitative Data Quantitative Data Key Findings - Rating Scale c a _ t o a-priority 5 a M _ c C ;a b-opportunity to improve c A a E y c-minor or future issue w L U N c 7 d 7 O LA O blank means the issue didn't come up or wasn't addressed in a � cn O i3l I< I U Sustaining High Performing Team The district has strong leadership and a very positive culture The district is well staffed with full-time positions within what a typical agency would employ Seasonal/casual staffing presents a challenge given difficulty attracting candidates for seasonal positions A position to support procurement is desired by employees Part-time seasonal wages may lag behind market making recruitment and retention challenging Some staff may be working out of scope a regular basis which requires a careful evaluation of job descriptions Delivering a Full and Diverse Range of Parks and Recreation Services A majority of community members favor both taking care of existing assets and expanding Encouraging Diversity, Equity,and Inclusion is of the utmost importance to the community The district is expected to experience modest population growth in the next 10 years The median age of district residents has increased from 34.6 in 2010 to 38.6 in 2026. The popular is growing older. The percent of adults 55+ is growing from 25%in 2010,anticipated to grow to 31%by 2026 Younger age groups(0-14)are trending downward but will be stable in the next five years The district is getting more diverse. Hispanic populations are trending upward from 11.3 in 2010 to-17%in 2026. Tribal cultural programming is desired by Springfield's Tribal community A greater relationship and connection is desired by the tribal communities. There are many opportunities to collaborate with Tribal 18%of district residents live below the poverty level The number of individuals with disabilities is larger that the state of Oregon and almost 1 in 5 district residents. Many playgrounds use engineered playground chips which meet ADA requirements but provide limited inclusive opportunities. District Priorities from intercept engagement: Outdoor Pool and/or Water Play: 27.5% Expanded Trail System: 13.9% Improvements to existing playgrounds: 13% Childcare opportunities: 11.3% Field/court options in parks: 7.5% Outdoor recreation equipment rentals: 7.3% Additional recreation and fitness classes: 7.0% Twenty-nine percent of district residents are obese Exhibit A Appendix lo: Willamalane Key Issues Matrix Page 283 of 324 Key Findings - Rating Scale _ c � 7 Q C y to H C 0 _ a prig, fl- s M c -J :9 b-opportunity to improve c - E a in � y 7 c-minor or future issue tC > U y 0 blank means the issue didn't come up or wasn't addressed a � cn O o ¢ I I v 78%of open link respondents support bond referendum for specific projects. 69%of statistically valid survey respondents may support a bond for specific projects Households with children desire trails and bike paths, better maintenance of existing parks and recreation facilities, and an outdoor Community Receation Programs and Facilities Recreation programs and services are adequately meeting community needs Priorities for recreation programs include community farmers market, inclusive programs,enrichment classes,food access programs,and Program gaps exist for programs for adults 18-50 and 50+which are very important to the community An outdoor swimming pool is desired and prioritized by district residents Walking and swimming are the two largest participatory fitness activities within the district and remain a priority of district residents The 1 Pass program is very popular and valuable to the community Accessibility to district recreation programs is a key priority for district residents. There is demand for bilingual(Spanish)classes and programs of all sorts, but especially relating to arts,culture,and fitness. There is demand for music and dancing events in the parks, (salsa, swing,and bachata). There is a desire for additional facility hours of operation. Expanded hours of operation might lead to increased participation(1/3 of the community) Teens desire similar recreation activities to adults—walking,swimming, hiking Senior programs are sometimes difficult to access. Very popular and parking is a barrier. Environmental and outdoor programs, indoor swimming opportunities and fitness programs,and swimming lessons are the most important recreation programs to district residents Level of Service Delivered by Parks A little less than have of survey respondents feel amenity needs are very well met The LOS can be greatly impacted by adding or improving additional components/amenities in parks-particularly restrooms,courts,shelters, shade,etc. People do not shy away from use of facilities due to safety and security concerns,transportation issues,parking,or poor maintenance of Natural areas are important to the community and there are many opportunities to develop additional natural areas System lacks a"signature park 36 acres will be needed to maintain current standard of LOS by 2030(2 parks) A1O-2 Willamalane Park and Recreation District Exhibit A Appendix lo: WillamalanePr(eq ssues�lVlatrix Key Findings - Rating Scale c E a-priority -5 a s m O c b-opportunity to improve c c-minor or future issue L s y @ 7 blank means the issue didn't come up or wasn't addressed N a � 7 V) O O Ln O ❑ 1¢ I I U 32%have walkable access within a 10-minute walk,45%have some access but not at target and 23%lack access(population) Many barriers may be limiting walkable access Household Income,diversity and crime indexes track the areas where better parks are Almost everyone lives within a one-mile drive to parks with outdoor recreation components Latinx residents rank outdoor splash pads and trails as top priorities The greater the walkable access,the less crime and diversity and household income Parks and Facility operations There has been significant growth in natural areas from 186 acres of natural area and no dedicated natural resource staff to well over a 800 acres of natural area and two full-time staff dedicated to planning and managing these areas. The district invests$1,932 per acres in park maintenance,far below the median of$9,642 that a typical agency may invest. This is primarily due to the amount of open space/natural areas the district manages. Homelessness&camping issues within the parks suggesting a need for an expanded park rangers program. There is increasing demand placed on park maintenance positions based on nuisance behavior in the parks The park maintenance facility lacks space for expansion and will need to be addressed in order to accommodate additional park maintenance Regional park maintenance plans,generated by the maintenance team may be very helpful Park maintenance is reactive at times due in-part to staffing needs, both in approved positions and ability to recruit applicant pools Trails and Natural Areas Soft surface trails and scenic areas are top trail desires,connection is second,following by paved walking paths Trail Systems,soft surface and paved paths are very popular and are the top priority among district residents. Connectively of bike paths and trails remains a very high priority. Exhibit A Appendix lo: Willamalane Key Issues Matrix Page 285 of 324 Key Findings - Rating Scale _ c � 3 r c c o b-opportunity to improve c a i j, a N m c- minor or future issue a) y blank means the issue didn't come up or wasn't addressed a cn O o° ¢ v Positive, Proactive Communication with the Community The 2022 accreditation should be a focus of branding efforts Communication is quite good with community A greater relationship and connection is desired by the tribal communities. The community desires additional survey engagement Annual Survey or bi-annual survey) The most common ways Latinx population receives information getting their information included newsletters, social media, radio,and direct Bilingual staff at the desks or over the phone can greatly reduce any communication barriers. There is room for improvement in communication and outreach to non- users Over half of Open Link survey Respondents are unaware of available programs as are 67%of the invite sample. 36%of Latinx are not aware of facilities, 57%are not aware of programs. This compares to 27%and 37%respectively. A large majority of district residents feel communication is good—only 27%of invite same respondents suggested communication was not A majority(86%)of district residents are familiar with parks,facilities, and services District residents receive information about the district parks and programs,etc. by direct mail (63%),followed by word of mouth,the Only 13%of district residents receive information by social media although 26%would like to receive information by social media Residents prefer direct mail(69%)and email (64%)as ways to receive information Residents are not interested in receiving information by school newsletter, posters at facilities,or word of mouth. 22%are interested in 45-54 year-olds primarily receive information via social media. People 55+ by direct mail. People under 35, by direct mail and word of mouth People 55 and older prefer direct mail and email. The older you get,the less likely you prefer to receive information by email People under 35 are least likely to want information distributed via schools. There is a need for more communication/outreach specifically for Native programming Residents desire additional bilingual information in parks and buildings The most common ways Latinx population receives information on parks and programs included newsletters,social media, radio, and direct There are communication barriers related to a lack of bilingual staff at the front desks or over the phone Teens do not wish to receive information via social media A1O-4 Willamalane Park and Recreation District Appendoix 11 .1m Project List and Phasing Plan APPENDICES-COMPREHENSIVE PLAN All Appendix 11: Project List and Phasing Plan This project list includes capital projects prioritized -- A. into short-term (1-5 years), t mid-term (6-10 years), and long-term (11+ years) project . '` phases. It also Identifies ongoing project priorities that will be implemented as _ opportunities arise. The map at the end of the section serves as a references to identify project locations. - a _-_�-. ►' �N ? se Time to Complete 1. Short-term 1 5 years 2. Mid-term 6-10 years T 3. Long-term 11+ years low, ! A11-1 Willamalane Park and Recreation District I I Exhibit A P1150e� ' `�f 324 J O Proactively Plan and DesignSHORT-TERM for Future Park Projects PROJECT S1 - Booth Kelly Trailhead to Middle PRIORITY .. Fork Path Connector mmm Work with partners and landowners to design an additional trail connector along Springfield Butte that connects the Middle Fork Path to the Booth Kelly Trailhead. Include consideration of a new 2.1 K H NO2 viewpoint along Springfield Butte if feasible. NO2 Estimated Project Cost:$225,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . S2 - Dorris Ranch MMM' Plan and design for master plan improvements including parking lot,use of the Allen property,and nature play areas. 2.1 K H West of Estimated Project Cost:$1oo,000 NO2 S3 - Guy Lee Park / Elementary MMMIIIIIIIIIIIIIIIIIII. Work with SPS to create a master plan for the park that maximizes recreation opportunities and public access on the combined properties. 2.1 K A L18 Estimated Project Cost:$22,500 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . S4 - Island Park Design Work with partners to update the master plan for Island Park. West of Estimated Project Cost:$62,500 2.1 K C N19 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . APPENDICES-COMPREHENSIVE PLAN A11-2 Exhibit A age 289 of 324 PKrq—�- "4w LOW Proactively Plan and DesignSHORT-TERM for Future Park Projects PROJECT S5 - Moe Mountain Natural Area mmm Multi-use Path Design Work with partners to design new multi-use path from northernmost point of Moe Mountain Natural Area,connecting to northernmost point 2.1 K B L05 of the Levee Path. (4.3a,43b) Estimated Project Cost:$192,500 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. S6 - Wallace M. Ruff Jr. Memorial Park mmm Update park master plan to incorporate acquired land since the last master planning effort. 2.1 K F East of N20 Estimated Project Cost:$20,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. S7 - West D St. Greenway Master Plan MMMW71 W Work with partners and the public to create a master plan for the waterfront area. (1.9,8.18) 2.1 K c South Estimated Project Cost:$75,000 of L40 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. NOTES:Numbers in parentheses shown at end of project descriptions(e.g.,1.14)are references to related actions from the 2012 Comprehensive Plan. A11-3 Willamalane Park and Recreation District Exhibit A Page 290 of 324 J O 0 Expand bevel of ServiceSHORT-TERM in Existing Parks PROJECT S8 - Gamebird Park and Garden PRIORITY Revisit design and conduct entire park upgrade. Look for opportunities to MEE ZONE expand service on adjacent Springfield Public Schools land. (1.4) Add path connection between Flamingo Ave.and N.Cloverleaf Loop. (4.7,8.1) 2.1 L A L16 Estimated Project Cost:$1,150,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . S9 - Georgia Pacific Natural Area mmm Implement Georgia Pacific Natural Area improvements per the park master plan. 2.1 L I L3S Estimated Project Cost:$1,700,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . S10 -James Park mmm Prepare master plan and redevelop park. (1.24,8.6) Estimated Project Cost:$1,225,000 2.1 L G L33 . < . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . S11 -Menlo Park mmm Update and add to components in this park to provide better level of service to the neighborhood. (8.5) 2.1 L c L17 Estimated Project Cost:$675,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . NOTES:Numbers in parentheses shown at end of project descriptions(e.g.,m4)are references to related actions from the 2012 Comprehensive Plan. APPENDICES—COMPREHENSIVE PLAN A11-4 Exhibit A -Page 291 of 324J O 0 Expand Level of Service • in Existing Parks PROJECT S12 - Tyson Park mm Prepare master plan and redevelop park. (8.7) Estimated Project Cost:$1,ioo,000 2.1 L E L15 S13 - Willamalane Park Complete master plan for this park and implement improvements. (8.16) + Based on the results of the feasibility study,expand the aquatic facility to incorporate outdoor pool and/or water play elements. 2.1 L D West of L19 Estimated Project Cost:$4,600,000* . . . . . . . . . . ® . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . S14 -Outdoor Water Play Feature mmOF Determine ideal location(s)for development and then develop an outdoor water feature within the district. (7.6) 2.1 N All All Estimated Project Cost:$712,500 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . *The outdoor pool at Willamalane Park(approximately$ig million) is not included in Phase One estimates. NOTES:Numbers in parentheses shown at end of project descriptions(e.g.,m4)are references to related actions from the 2012 Comprehensive Plan. Aii-5 Willamalane Park and Recreation District Exhibit A age 292 of b324 it ==EPhj4ar_ I,-- O O Conduct Minor Updates inSHORT-TERM Existing Parks PROJECT S15 - Bob Artz Memorial Park mmm Update playgrounds. 2.1 M F L08 Estimated Project Cost:$S50,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. S16 - Meadow Park mmm Upgrade courts at this park. West 2.1 M C of N19 Estimated Project Cost:$7oo,000 NOTES:Numbers in parentheses shown at end of project descriptions(e.g.,1.14)are references to related actions from the 2012 Comprehensive Plan. APPENDICES—COMPREHENSIVE PLAN A11-6 Exhibit A age 293 of 324J O Develop New Parks in Growing • and High Priority Areas PROJECT S17 - New Neighborhood Park mmm Develop a neighborhood park adjacent to new Woodland Ridge development in this region. (1.33) 2.2 L I Li Estimated Project Cost:$1,940,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. S18 - New Pocket Park mmm Plan,design,construct a new pocket park in region NOT (1.11) 2.2 L D N07 Estimated Project Cost:$1,000,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. NOTES:Numbers in parentheses shown at end of project descriptions(e.g.,1.14)are references to related actions from the 2012 Comprehensive Plan. A11-7 Witi-nalane Park and Recreation District Exhibit A age 294 00 of 324 WO New Acquisitions PROJECT S19 - New Neighborhood Park mmm Acquire land for a new neighborhood park adjacent to new development happening at Woodland Ridge. (1.33) 2.2 M I L10 Estimated Project Cost:$400,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. S20 - New Neighborhood Park mmm Seek opportunities for acquisition for future neighborhood or pocket park in this high priority area. (1.14) 2.2 M E N06 Estimated Project Cost:$270,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. S21 - New Pocket Park mmm Acquire land in this high priority area for a new pocket park. (1.3o,1.31) Estimated Project Cost:$135,000 2.2 M I N23 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. S22 - Bob Artz Memorial Park mmm Acquire adjacent land to expand ballfields. 2.2 N F L08 Estimated Project Cost:$270,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. S23 - Moe Mountain Natural Area mmm Acquire land south of Moe Mountain Natural Area (i.e.abandoned railroad)to promote connectivity between the south end of Moe Mountain to the Levee Path. 2.2 N B L05 Estimated Project Cost:$270,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. S24 - Thurston Hills Natural Area mmm Acquire land adjacent to park for improved access and an additional trailhead. 2.2 N J Various Estimated Project Cost:$5,070,000 NOTES:Numbers in parentheses shown at end of project descriptions(e.g.,1.14)are references to related actions from the 2012 Comprehensive Plan. APPENDICES—COMPREHENSIVE PLAN A11-8 Exhibit A O age 2910 5 of 324J PW-- --- Trail Projects PROJECT S25 - McKenzie River Multi-use Path mmm Design and construct a new multi-use path from the south end of the Levee Path,along McKenzie River(north of 126),connecting to High Banks Road at 52nd St. (4.11) 3.1 M B/F L23 Estimated Project Cost:$2,675,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. S26 -South Weyerhaeuser Haul Road mmm (Thurston Hills Path) Design and construct a multi-use path on existing Weyerhaeuser Haul L02 - Road. (4.12) 3.1 M L04 Estimated Project Cost:$2,350,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. S27 - Gary Walker Trail System at Dorris Ranch Build additional trails at Dorris Ranch per the master plan update. 3.1 N H West of NO2 Estimated Project Cost:$575,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. S28 - Thurston Hills Natural Area Trail mmm Expansion Develop trails to accommodate beginner mountain bike riders and trails that consider principles of universal design within the Thurston Hills 3.1 N J Various Natural Area. Estimated Project Cost:$275,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. S29 - Thurston Hills Natural Area South Trailhead New trailhead access to Thurston Hills Natural Area on the south side. 3.1 O 1 North of L04 Estimated Project Cost:$1,975,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. NOTES:Numbers in parentheses shown at end of project descriptions(e.g.,1.14)are references to related actions from the 2012 Comprehensive Plan. A11-9 Wlllamalane Park and Recreation District Exhibit A age 296 of 324 Plr.A-M..wr W O O �1 Building Facilities PROJECT S30 - District Space Study mmm Conduct a district-wide space assessment to address needs and maximize use of existing facilities to meet programmatic and staffing capacity needs for the district. 4.1 B All All Estimated Project Cost:$8o,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. S31 - Willamalane Park Swim Center mmm Feasibility Study Complete a seasonal outdoor pool feasibility study to assess opportunities to co-locate an outdoor swimming pool at the Willamalane 4.1 c All All Park Swim Center. Estimated Project Cost:$7o,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. S32 - Park Services Center Facility mmm Design and build Park Services Center facility improvements based on recommendations from the facility space study. 4.1 F E Li Estimated Project Cost:$652,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. S33 - Willamalane Adult Activity Center mmm Parking Lot Renovation Improve existing parking lot to minimize erosion and improve year round usability. Design expansion of parking lot and an accessible walkway from 4.1 G c West the adjacent parcel to the west. of N19 Estimated Project Cost:$437,500 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. S34 - Bob Keefer Center Expansion mmm Develop a master plan and construct an expansion to the Bob Keefer South Center to provide additional programming and recreation space. (7.3) 4.1 I of L15 Estimated Project Cost:$17,550,000 NOTES:Numbers in parentheses shown at end of project descriptions(e.g.,1.14)are references to related actions from the 2012 Comprehensive Plan. APPENDICES—COMPREHENSIVE PLAN A11-10 Exhibit A age 297 of 3240 O --- I, � •.,, Coordinate with Partners PROJECT S35 - Centennial Elementary mmm .. : . Work with SPS to improve playground and increase public access to this school to help meet the need for service in this neighborhood. 2.2 E C L17 Estimated Project Cost:$250,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. S36 - Maple Elementary mmm Work with SPS to improve playground and increase public access to this school to help meet the need for service in this neighborhood. Work with the City and Safe Routes to Schools to assure safe connections to this play 2.2 E D L19 area from adjacent underserved areas. Estimated Project Cost:$250,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. S37 - Riverbend Elementary MMMR=� Work with SPS to improve playground and increase public access to this school to help meet the need for service in this neighborhood. 2.2 E E NO3 Estimated Project Cost:$250,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. NOTES:Numbers in parentheses shown at end of project descriptions(e.g.,1.14)are references to related actions from the 2012 Comprehensive Plan. A11-11 Willamalane Park and Recreation District PHASE • O !l Proactively Plan and Design for Future Park Projects PROJECT M1 - McKenzie River Boat Access mmm Work with regional partners to design improvements at the Hayden Bridge Boat Ramp to be constructed in Phase 3. 2.1 O B L05 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. M2 - Jack B. Lively Memorial Park Design mmm Update the master plan to reflect existing improvements and re-assess current needs. (2.5,8.15) 2.1 O F N20 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. M3 - Rob Adams Park mmm Design park improvements to update existing features and increase level L02, of service to adjacent neighborhood. 2.1 O J South of L02 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. M4 - Weyerhaeuser McKenzie Natural Area mmm Work with partners to create a master plan, promoting improved public access/use of this natural area. (3.2) 2.1 O B L23 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. NOTES:Numbers in parentheses shown at end of project descriptions(e.g.,1.14)are references to related actions from the 2012 Comprehensive Plan. APPENDICES—COMPREHENSIVE PLAN A11-12 PHASE • O 0 7Ex, pand Level of Service �` Existing Parks PROJECT M5 - Bob Artz Memorial Park mmm Design and construct improvements to fields and areas surrounding fields. (8.22) 2.1 P F L08 . . . . . . . . . . . . . . > . . , . . . . > . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . M6 - By-Gully Pocket Park mmm Coordinate with landowners to add a small pocket park on west end of path. (1.6) 2.1 P C L17 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . M7 - Dorris Ranch mmmPW Build improvements per the park master plan including parking lot, phase 1 improvements of the Allen property and nature play areas. (5.5,8.21) 21 p H West of NO2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . M8 - Eastgate Woodlands of the mmm Whilamut Natural Area Coordinate with the Citizen Planning Committee (CPC) to improve undeveloped land per the master plan. Consider updates to the master 2.1 p C South plan upon full implementation. (8.25) of L40 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . M9 -Guy Lee Park mmm Coordinate with SPS and the City to develop a park master plan for park and implement improvements. Consider improved neighborhood access and a multi-use path along the SCS Channel (4.4,8.23). 2.1 P A L18 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . NOTES:Numbers in parentheses shown at end of project descriptions(e.g.,m4)are references to related actions from the 2012 Comprehensive Plan. A11-13 Willamalane Park and Recreation District PHASE • O 0 7Ex, pand Level of Service �` Existing Parks PROJECT M10 - Jesse Maine Memorial Park mmm Provide additional components at this park to increase service to adjacent neighborhood. 2.1 P J L03 rr M11 - Les Schwab Sports Park mmm Complete full implementation of the park master plan and replace turf surfacing on sport fields. (6.1) 2.1 P I South of L15 M12 - Mill Race Park mmm Work with partners and landowners to create a master plan and build improvements to park. (5.3,8.19) 21 p H NW of L31 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . •. M13 - Page Park mmm • Work with partners at SPS to create a master plan for this park and develop park accordingly. (8.3) 2.1 P B L06 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. M14 - Wallace M. Ruff Jr. Memorial Park Implement improvements per updated master plan. East of 2.1 P F N20 NOTES:Numbers in parentheses shown at end of project descriptions(e.g.,m4)are references to related actions from the 2012 Comprehensive Plan. APPENDICES—COMPREHENSIVE PLAN A11-14 PHASE • O Conduct Minor Updates 20 in Existing Parks PROJECT M15 - Douglas Gardens Park • Reconstruct tennis&basketball courts.Consider needs for playground replacement. (8.11) 2.1 Q I L30 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . M16 - Fort Park mmm Upgrade playground and surfacing. (8.8) 2.1 Q F L07 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .:: M17 - Heron Park mmm Update playground and surfacing. 2.1 Q C South of L40 M18 - Pride Park MMMEM Renovate play area and courts. (8.12) 2.1 Q I west of L39 NOTES:Numbers in parentheses shown at end of project descriptions(e.g.,m4)are references to related actions from the 2012 Comprehensive Plan. A11-15 Wlllamalane Park and Recreation District PHASE • O Conduct Minor Updates 20 in Existing Parks PROJECT M19 - Robin Park mmm Update playground and surfacing. 2.1 Q B L20 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . -1111 M20 - Royal Delle Park mmm .. M Upgrade the playground and surfacing at park. 2.1 Q B L22 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . M21 -Thurston Park STRATEGY ACTION Upgrade playground and repair basketball courts as needed. West 2.1 Q F of L08 NOTES:Numbers in parentheses shown at end of project descriptions(e.g.,m4)are references to related actions from the 2012 Comprehensive Plan. APPENDICES—COMPREHENSIVE PLAN A11-16 PHASE • O Develop New Parks in Growing 11 and High Priority Areas PROJECT M22 - New Neighborhood or Special Use Park MMM Work with the City to improve pedestrian access and provide a neighborhood or special use park in this redeveloping area. (1.26) 2.2 Q G N27 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. M23 - New Pocket Park mmm Develop a new pocket park to expand service in this high priority area. 2.2 Q I N23 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. NOTES:Numbers in parentheses shown at end of project descriptions(e.g.,1.14)are references to related actions from the 2012 Comprehensive Plan. A11-17 Willamalane Park and Recreation District PHASE • O 1New Acquisitions PROJECT M24 - Harvest Landing mmm�. Look for opportunities to acquire land adjacent to Harvest Landing to improve public access to that natural area. 2.2 F B L36 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. M25 - Area J / L04 mmm Acquire land for a new community recreation facility,community park, and wetland natural area park in this region. (2.4,3.7) 2.2 R J L04 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. M26 - Area J / L04 mmm Acquire land for a new neighborhood park in this redeveloping area. (1.19) 2.2 R J L04 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. NOTES:Numbers in parentheses shown at end of project descriptions(e.g.,1.14)are references to related actions from the 2012 Comprehensive Plan. APPENDICES—COMPREHENSIVE PLAN A11-18 PHASE • O !1Trail Projects PROJECT M27 - Booth Kelly Trailhead to Island Park Connector Work with partners and landowners to design,develop,and sign pedestrian/bike connection from Island Park to Booth Kelly Trailhead 3.1 A C, H Various utilizing both on-and off-street connections. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ® . . . . , . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . M28 - Booth Kelly Trailhead to Middle Fork • Path Connector Build a trail connector from the Booth Kelly Trailhead to the Middle Fork Path via the east side of Springfield Butte per previous design. (modified 3.1 A H NO2 from 4.25) M29 - By-Gully Path Extensions mmm Work with partners to design and construct connections from the By- Gully Path to Eastgate Woodlands and neighborhoods and schools to the east. (4.8,4.9,8.17) 3.1 A C, D Various . ® . . . ® . . . < < , . . . . . . < , . . . , . . . > . . . . . . . . . . . . . < , . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . M30 - Glenwood Riverfront Multi-use Path mmm Design -West Work with partners to plan for and design a riverfront linear park and multi use path from 1-5 to the Springfield Bridge,consistent with the 3.1 A G Various Glenwood Refinement Plan. (4.13) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . NOTES:Numbers in parentheses shown at end of project descriptions(e.g.,m4)are references to related actions from the 2012 Comprehensive Plan. A11-19 Willamalane Park and Recreation District PHASE • O !1Trail Projects PROJECT M31 - Moe Mountain Natural Area Multi-use mmm Path Construction Develop new multi-use path from northernmost point of Moe Mountain Natural Area south,connecting to northernmost point of the Levee Path 3.1 A B L05, per plans from previous design efforts.(4.3a,4.3b) L23 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . M32 - Bridge to Glenwood at Island Park Work with the city to explore the feasibility of a bicycle/pedestrian bridge from the riverfront path in Glenwood to Island Park, per the Downtown North District Urban Design Plan. (4.15) 3.1 B C, G of L31 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . IORITY M33 - Bridge to Howard Buford MM= ZONE Recreation Area Conduct feasibility with regional partners on the siting and design of a pedestrian bridge across the Willamette,providing access to Howard Buford Recreation Area. Include pedestrian, bike,and 3.1 B TBD TBD equestrian access as considerations in this process. M34 - Clearwater Park Trails mmm Build additional, remaining trails at Clearwater Park per master plan. 3.1 C I South of L25 M35 - Thurston Hills Natural Area mmm North Trailhead Design and construct expansion of existing parking lot to support L01, additional capacity at the north side of Thurston Hills Natural Area. 3.1 D i N12 NOTES:Numbers in parentheses shown at end of project descriptions(e.g.,m4)are references to related actions from the 2012 Comprehensive Plan. APPENDICES—COMPREHENSIVE PLAN All-20 PHASE • • • 117 xpand Level of Service •Existing Parks PROJECT L1 - Clearwater Park mmm Fully implement the park master plan. (5.4) South 2.1 R I of L25 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . L2 - Douglas Gardens Park MMMEN Upgrade playground,surfacing,and consider other park improvements in Coordinate with partners at SPS. (8.11) 2.1 R I L30 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . L3 - Island Park Implement the updated master plan,including playground renovations.(8.14) West 2.1 R C of N19 L4 - Jasper Meadows Park mmm Design and develop park improvements to increase level of service to adjacent neighborhood. 2.1 R I Li . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . R . L5 - Kelly Butte Overlook mmm Design and construct improvements to park so it provides a better level of service to neighbors and visitors. (8.20) 2.1 R C South of L17 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. L6 - Lively (Jack B) Park mmm Implement park improvements per the updated master plan,including plans for underutilized space and additional walking trails. 2.1 R F N20 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . NOTES:Numbers in parentheses shown at end of project descriptions(e.g.,m4)are references to related actions from the 2012 Comprehensive Plan. A11-21 Willamalane Park and Recreation District PHASE • • • 117 xpand Level of Service •Existing Parks PROJECT L7 - Marylhurst Park mmm Work with partners to increase recreation opportunities on adjacent City- owned land west of Marylhurst Park. 2.1 R D L19 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . L8 - Pacific Park MMME11111116v� Upgrade and expand recreation opportunities at this park. 2.1 R B L06 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . L9 - Rob Adams Park Develop park improvements per previous design efforts. L02 2.1 R J South of L02 L10 - Volunteer Park • Design and develop park improvements to increase level of service to adjacent neighborhood. 2.1 R I South of L15 . . . . . . . . . . . . . . . . . . . . . . . . . . . — . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . L11 - Weyerhaeuser McKenzie Natural Area mmm Construct improvements identified in the updated master plan. (3.2) 2.1 R B L23 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . L12 - Willamette Heights mmm Design a master plan for this park and implement improvements to increase level of service to adjacent neighborhood. (8.13) 2.1 R H South of L31 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . NOTES:Numbers in parentheses shown at end of project descriptions(e.g.,m4)are references to related actions from the 2012 Comprehensive Plan. APPENDICES—COMPREHENSIVE PLAN All-22 P ASE • • !1Trail Projects PROJECT L13 - Booth Kelly Road Multi-use Path mmm Work with the City to provide a multi-use path along the Booth-Kelly Road corridor from Mill Race Path to the Weyerhaeuser Haul Road. (4.22) 3.1 E I Various . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. L14 - EWEB Path Extension to Don St. Work with the City and EWEB to design and construct an extension of the EWEB Path to Don St. (4.2) 3.1 E A L18 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. L15 - EWEB Path Extension to Laura St. mmm Work with the City and EWEB to design and construct EWEB path extension,west to Laura Street.(4.1) 3.1 E A L18 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. L16 - Glenwood Riverfront Multi-use mmm Path South Work with partners to develop a riverfront linear park and multi-use path from the Springfield Bridge to Seavey Loop Road. (4.14) 3.1 E G N18 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. L17 - Glenwood Riverfront Multi-use mmm Path West Build a riverfront linear park and multi-use path per the design in Phase 2.(4.13) 3.1 E G Various . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. NOTES:Numbers in parentheses shown at end of project descriptions(e.g.,1.14)are references to related actions from the 2012 Comprehensive Plan. All-23 ftbi-nalane Park and Recreation District PHASE • • • !1Trail Projects PROJECT L18 - Bridge to Glenwood at Island Park Work with the City to construct a bicycle/pedestrian bridge from the riverfront path in Glenwood to Island Park, per North the design in Phase 2. (4.15) 3.1 F C, G of L31 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . L19 - Bridge to Howard Buford mmm Recreation Area Work with partners to develop a pedestrian bridge across the Willamette River per design in phase z, providing access to Howard Buford Recreation Area. Include pedestrian, bike,and equestrian access as a considerations in 3.1 F Various Various this process. (4.23) L20 - Bridge to Glenwood at Dorris Ranch mmm Conduct a feasibility study with regional partners on the siting and design of a pedestrian bridge across the Willamette River,connecting Dorris N18 - Ranch to future path systems along the south side of the river. (4.24) 3.1 G G, H East . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . NOTES:Numbers in parentheses shown at end of project descriptions(e.g.,m4)are references to related actions from the 2012 Comprehensive Plan. APPENDICES—COMPREHENSIVE PLAN All-24 PHASE • • • I Building Facilities PROJECT L21 - Splash! mmm Design and construct a building expansion to provide additional community space. (7.2) 4.1 M F N20 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . NOTES:Numbers in parentheses shown at end of project descriptions(e.g.,m4)are references to related actions from the 2012 Comprehensive Plan. A11-25 Willamalane Park and Recreation District ONGOING ONGOING ACTION !1Trail Projects PROJECT 01 - EWEB Path On-street Connection mmm Work with City partners to provide on-street connection from EWEB Path to Moe Mountain Natural Area Multi-use Path. (4.3a) 3.1 B B West of L05 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 02 - Middle Fork and Mill Race Path North mmm Extensions Explore opportunities for additional on-and off-street connections from the Middle Fork Path to the north,providing better connectivity to the 3.1 F H, I Various trail system from residential areas in Springfield. (4.20) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 03 - North Springfield Trail Connectivity mmm Work with regional partners to support a bike and pedestrian connection to the Coburg Loop Area and Armitage Park from north Springfield as opportunities exist. 3.1 H A N01 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 04 - Thurston Hills Natural Area Expansion mmm Coordinate with BLM to promote opportunities for expansion of trail network to adjacent property to the east. 3.1 H J N12 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. NOTES:Numbers in parentheses shown at end of project descriptions(e.g.,1.14)are references to related actions from the 2012 Comprehensive Plan. APPENDICES—COMPREHENSIVE PLAN All-26 ExhibitMP PIdN1G O 1 N G v. ACTION Trail Projects PROJECT 05 - Lyle Hatfield Path Extension Work with public and private partners to seek opportunities to expand the Lyle Hatfield multi-use path from RiverBend Hospital in either North direction along the McKenzie River, utilizing on-street neighborhood & connections when necessary. 3.1 I A, B South of L28 06 - Middle Fork Path East Extension mmm Explore opportunities for additional on-and off-street connections from the Middle Fork Path to the east,eventually connecting to Jasper Road.(4.21) 3.1 K I Various . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . NOTES:Numbers in parentheses shown at end of project descriptions(e.g.,m4)are references to related actions from the 2012 Comprehensive Plan. A11-27 Willamalane Park and Recreation District Exhibit PON1GO1NG v. ACTION �o New Acquisitions PROJECT 07 - Thurston Hills Natural Area mmm Seek opportunities for acquisition and expansion of the natural area to support increase capacity/use and improved access to neighbors and visitors. 2.2 F J Various . . . ® . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . 08 - Willamette Heights mmm Look for opportunities to acquire land to expand oak habitat and trails on south side of park. 2.2 F H South of L31 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 09 - Booth Kelly / Mill Pond Park • Work with the City to develop a natural area park at the Booth-Kelly/Mill Pond site.(3.4) L13, 2.2 G H L31 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 010 - Glenwood Riverfront mmm Acquire land to accommodate access to and along the river for a riverfront trail. 2.2 1 G N18 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . NOTES:Numbers in parentheses shown at end of project descriptions(e.g.,m4)are references to related actions from the 2012 Comprehensive Plan. APPENDICES—COMPREHENSIVE PLAN All-28 ONGOING ONGOING ACTION 1New Acquisitions PROJECT 011 - Jasper Meadows Wetland Park mmm Work with developer to acquire and develop natural area park south of Jasper Meadows Park. (3.6) 2.2 1 1 L11 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 012 - New Neighborhood Park mmm Acquire land for a new neighborhood park on east side of this region in advance of development.(1.22) 2.2 1 1 L02 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 013 - New Community Park mmm Collaborate with public and private partners to pursue acquisition and development of a community park south of Main Street in east Springfield. (2.4) 2.2 F J L04 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 014 - Glenwood Riverfront Parkland mmm Look for opportunities for a larger acquisition in this redeveloping area to support future growth and special uses.(1.25) 2.2 1 G L29/ N26 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. NOTES:Numbers in parentheses shown at end of project descriptions(e.g.,1.14)are references to related actions from the 2012 Comprehensive Plan. All-29 Willamalane Park and Recreation District Exhibit PageN1G O 1 N G v. ACTION �o New Acquisitions PROJECT 015 - New Pocket or Neighborhood Park mmm Seek opportunities for acquisition for future pocket or neighborhood park in this region. 2.2 1 E NO3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 016 - New Pocket or Neighborhood Park mmm Seek opportunities for acquisition or easements to expand recreational use and access to this underserved neighborhood. 2.2 1 D N07 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 017 - New Pocket or Neighborhood Park mmm Work with partners to look for opportunities for acquisition in this underserved area. 2.2 1 D N14 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 018 - South Jasper Natron Wetland Park mmm Collaborate with City and developers to pursue acquisition and development of a natural area park connecting to neighborhoods and other parks.(3.6) 2.2 1 J L04 . . . . . . . . . . a , . . . . . . a . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 019 - McKenzie Riverfront & Cedar Creek MMMEUQ& Look for opportunities to acquire land or develop easements that provide access to the McKenzie River and Cedar Creek. 3.1 J A, B, F Various NOTES:Numbers in parentheses shown at end of project descriptions(e.g.,m4)are references to related actions from the 2012 Comprehensive Plan. APPENDICES—COMPREHENSIVE PLAN All-30 MMLExhibit PdN1GO1NG ONGOING ACTION •,,, Coordinate with Partners PROJECT 020 - Safe Access to Willamalane Park mmm Work with City to assure bike/pedestrian safety is prioritized along main corridors providing access to Willamalane Park from adjacent underserved neighborhoods. 3.1 G D Various . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 021 - By-Gully Path Improvements mmm Look for opportunities to increase aesthetics and improve user experience through increased shade and seating along existing trail corridor. 3.2 H c L17 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 022 - Downtown Urban Park / Plaza mmm Coordinate with Team Springfield to explore feasibility of developing an urban plaza or park downtown per the City's Downtown District Urban Design Plan. (5.2,1.16) 2.2 H D TBD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .:. 023 - EWEB Path Improvements MM=kL Make improvements to enhance the user experience,such as benches, public art,and other amenities. (S.z) 3.2 H B Various 024 - Thurston Hills Natural Area • Mountain Bike Trails Continue to monitor,expand,and adapt the trail system to meet user needs and create a sustainable trail system. 3.2 1 J TBD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . NOTES:Numbers in parentheses shown at end of project descriptions(e.g.,m4)are references to related actions from the 2012 Comprehensive Plan. A11-31 Willamalane Park and Recreation District Q� !-N L O W w a ? ' a 3 A Q V a r Eg J x Erc m S zw a of H za u° w' 3 z Sf ii wm° �g U. a d d d r o i o d .6 z m 4 fa Sa Sin 'aa in 3)a" 3 z a w _ � 1000 l6 CL cn N �r X")I Svs"b Pk s I' - _�C/ y 0 z Z r- o � J Z J J J 7S 419Z Z J i 2_I_ W C 2 I2 1i Q J � a 2 W O 0 7 dl y o \ 2 Rf © { \ W c O O / peer P Z i��3 v O N !+ a a •1••� C C I J J - �e •L R sO � O R w I m •i R -a m m 4 M m a� r�d M X W o 2 m a m of n � � W LL v �'b a w a o w �O as s o o w �'a FEN ¢ O .3n � Z f W z y a n iM Y. o 4--jQ m a r �3 a — _ 3a _V C % _ ` o FA N 3' i a J c m � _ L � A a � w Q� N d M X O W O N M N _ O) o 3 a 3 `N •3a � - --- • usi a g g o_u°, __ o A a \ I ° \ r y \ i ---- -- 4 va , IN' t� Q =a` 71 IAa�` a p z y ice•,-- _ a , " � � ��'� �i ( a ott P l 0 T 0' i a m - 29 al: CL Appendoix 121.9 Performance Measures Al2 Willamalane Park and Recreation District Exhibit A Appendix 12: Performance Measures Page 322 of 324 PERFORMANCE MEASURES 3. Provide an easily accessed and connected system The performance measures are examples and serve as of paths and trails. a starting point for the district to consider in developing ways to evaluate progress on implementing the plan. Trails and trail connections rated very good or excellent (S) Performance measures can assist the district to evaluate plan implementation and are based on the plan goals Miles of trails per thousand residents described in Chapter g,which are printed below in bold. . Percentage of residents using a trail at least once Staff will periodically evaluate progress toward these goals per year(S) and periodically report progress to the district board. Baselines for each measure should be approved by the district Executive Director and be adjusted as appropriate. 4• Provide access to high-quality and affordable recreation facilities. Data collection for implementing the performance measures come from a combination of quantifiable 0 Percentage of residents who report that cost data from budgets,participation,etc.,while data for does not inhibit participation (S) many measures may come from a district survey that . Number of scholarships provided to district can be completed annually or every two years.Those residents are annotated below with an (S). It is important that the survey questions be consistent from year to year, . Number of free or low-cost events/programs allowing progress to be measured. provided i. Continue to operate the district at a nationally accredited (CAPRA)standard. Progress toward reaccreditation process 2. Provide a safe and equitable system of parks and natural areas. 1 • Number of residential areas with access to a neighborhood park within a ten-minute walk r „, s • Acres of parkland per thousand residents • Acres of accessible natural areas per thousand residents • Percentage of community members who rate Willamalane parks as very good or Excellent (S) ro f� Percentage of residents visiting a park or natural area at least once per year(S) a Al2-1 Exhibit A Appendix 12: Performance Measures Page 323 of 324 Number of family programs provided by Willamalane S.Strive for a high standard of care for the maintenance of parks,trails,and facilities across the . Participation rates in senior programs district. Participation rates in adaptive recreation • District investment in maintenance and programs operations of parks and facilities (per capita) Percentage of Willamalane employees who speak • Satisfaction with park and facility maintenance- a language in addition to English Very good to excellent (S) Number of Willamalane programs or events 6.Offer recreation programs and services that targeted to the Latinx population respond to district needs and encourage healthy lifestyles. • Percentage of respondents participating in a 7• Be a responsible steward of district resources and program or activity at least once per Year(S) partnerships. • Percentage of population familiar with 0 Percentage of park operations budget dedicated Willamalane facilities and programs (S) to natural resource restoration • Satisfaction with programs and services (S) 0 Percentage of park sites with natural resource management plans • Number of new programs and activities offered • Number of volunteer hours reported each quarter Willamalane Park and Recreation District APPENDICES-COMPREHENSIVE PLAN Al2-2 ..- . I r � L willamalane Park and Recreation District COMPREHENSIVE PLAN Appendices b BerryDunn Exhibit B, Page 1 of 2 Springfield's Comprehensive Plan [Add the following text to this section of the Preface and update "X"placeholders accordingly]: In 202X, the Parks and Recreation Facilities Element was updated to reflect adoption of the Willamalane Park and Recreation District Comprehensive Plan (adopted by Springfield Ord. XXXX and Lane County Ord. PA XXXX). v Exhibit B, Page 2 of 2 Among these agencies and districts, a wide variety of parks and recreation programs, encompassing those previously mentioned, are provided for the residents they serve. In addition,the park and recreation agencies and the metropolitan school districts have combined their resources and coordinated efforts to provide open space and parks and recreation facilities in conjunction with the schools. Also, in recent years,private recreational facilities, such as swimming pools and tennis and racquetball courts, have been developed. Several private golf courses have been in operation in the community for a number of years. Goal Provide a variety of parks and recreation facilities to serve the diverse needs of the community's citizens. Findings and Policies Findings?9 1. Increases in leisure time, income,transportation energy costs, and projected population growth indicate that there will continue to be a significant demand for a diversity of park and recreational opportunities in the metropolitan area. 2. Regardless of what standard is used, it is becoming increasingly difficult for local park agencies to meet the demands and needs of the community for parks and recreation facilities. The major problems include: a. Areas developing without parks and recreation facilities available for the residents. b. Competition for limited available financial resources between the need to purchase park land to meet future demands (before the land is no longer available) and the need to develop existing park land to meet current demand. C. Competition for limited financial resources to provide the diversity of parks and recreational programs demanded by the community's citizens. d. Land suitable and available for parks and recreation facilities often competes with other land use activities and needs in the metropolitan area. 29 willamalane Park and Recreation District's Park and Recreation Comprehensive Plan is the Recreation Element of the Springfield Comprehensive Plan.Refer to the Springfield Comprehensive Plan for the most recently adopted approach to parks and recreation system planning specific to the area within the Springfield urban growth boundary. III-H-2 Exhibit C Pagel of 44 STAFF REPORT & FINDINGS TYPE 4- LEGISLATIVE AMENDMENTS Project Name: Willamalane 2023 Park and Recreation Comprehensive Plan Willamalane's Planning("Study") Area: See maps on pages 15 and 16 showing applicability inside and outside Springfield's planning jurisdiction. Springfield's Jurisdiction: Land within the Springfield urban growth boundary(UGB), coterminous with the Eugene-Springfield Metropolitan Area General Plan boundary for the area east of Interstate 5. This area includes land within city limits and urbanizable land outside city limits. City of Springfield Case Number: 811-23-000285-TYP4 Lane County Case Number: 509-PA24-05048 (Lane County's staff report also addresses an amendment to the Lane Code—only applicable outside the Metro Plan boundary and Springfield UGB.) Joint Springfield and Lane County Planning Commissions Hearing: April 2, 2024 Lane County Board of County Commissioners 15Y Reading: May 14, 2024 Joint Springfield City Council and Lane County Board of Commissioners Hearing: June 10, 2024 I. NATURE OF THE PROPOSED AMENDMENTS Willamalane Park and Recreation District("Wil lama lane," "Applicant") requests that the City of Springfield and Lane County adopt the 2023 Park and Recreation Comprehensive Plan ("2023 Plan"). This Plan is an update to the previous 2012 Park and Recreation Comprehensive Plan ("2012 Plan").Adoption of the 2023 Plan entails adding it as the Recreation Element of the Springfield Comprehensive Plan, amending the Eugene-Springfield Metropolitan Area General Plan (Metro Plan)to repeal the 2012 Plan and to add clarifying text referencing the Recreation Element of the Springfield Comprehensive Plan, and an amendment to Lane Code Chapter 16.400 to reflect the 2023 Plan's adoption. Lane County's separate staff report addresses the amendment to the Lane Code.This staff report addresses the items that require co-adoption: (1) adopting the 2023 Plan as an element of the Springfield Comprehensive Plan; and (2), amending the Metro Plan. The 2023 Plan, upon co-adoption by the Springfield City Council and Lane County's Board of County Commissioners, will replace Willamalane's 2012 Plan and will become an element of the Springfield Comprehensive Plan that satisfies Oregon Statewide Land Use Planning Goal 8 Staff Report and Findings (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 1 of 44 Exhibit C Page 2 of 44 (Recreational Needs).This adoption structure differs from the approach taken in 2012, as Springfield has since adopted its own Comprehensive Plan.' II. BACKGROUND The 2023 Plan reflects Willamalane's updated approach to stewarding parks and recreation facilities since adoption of the 2012 Willamalane Park and Recreation Comprehensive Plan. The 2023 Plan provides a roadmap for Willamalane to operate over the next 20 years. Willamalane has made much progress since 2012 to implement its comprehensive planning program. Willamalane improved 16 parks and recreation facilities, constructed over 14 miles of trails and four new neighborhood parkS2, provided access to over 700 additional acres of natural area, and expanded recreation programming across its district. Several of its path projects have also accomplished mutually-identified needs, as projects such as the Mill Race and a portion of the Haul Road Paths are also on Springfield's 2035 Transportation System Plan project list. Willamalane and the community it serves have changed significantly since this last planning effort. Available park space within Willamalane's district has doubled with an increase in the overall inventory of all parks from 27 to 45,while its increasing population is growing older and is more racially diverse.The 2023 Plan responds to these changes with updates to the district-wide inventory of its park and recreation system and updated community profile while providing a strategic outline for the future of Springfield's parks, facilities, and recreation programs for the next 20 years. The 2023 Plan will serve the community by focusing on long-term sustainability, development, and enhancement of parks and recreation services going forward.This 20-year roadmap will guide Willamalane's decision-making, project prioritization, and fiscal planning processes along the way. Ultimately, the 2023 Plan aims to positively impact the community by creating engaging and inclusive spaces that promote residents' health,well-being, and quality of life. To center this work on meaningful action,the Plan responds to input from community members in various ways to align plans for facilities and programs with the needs and interests of those who live and work within Willamalane's district.The findings in response to Oregon Statewide Land Use Planning Goal 1 (Citizen Involvement) beginning on page 4 of this staff report and Willamalane's 2023 Plan (Section 4 and Appendices) describe how community input informed the 2023 Plan. Willamalane's, the City of Springfield's, and Lane County's communication while drafting the 2023 Plan allowed for coordinated perspectives of what it means to help serve the community. Willamalane met periodically with City and County staff,the Springfield City Counci13, Lane County's Board of County Commissioners4, the Lane County Planning Commissions, and the Springfield Planning Commission (also in its capacity as the Springfield Committee for Citizen Involvement)6 for input at key phases to guide next steps in preparing the 2023 Plan. 1 Springfield and Lane County adopted Willamalane's 2012 Comprehensive Plan as a refinement to the Metro Plan. z One type of park classification among others such as natural area parks, community parks, sports park,and more. 3 March 7,2022 and November 21,2022 4 November 29,2022 5 November 15,2022 6 April 5, 2022 and November 15,2022 Staff Report and Findings (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 2 of 44 Exhibit C Page 3 of 44 III. PROCEDURAL REQUIREMENTS Pursuant to Springfield Development Code (SDC) 5.14.110, SDC 5.14.115, and Lane Code 12.300, a Type 4 review procedure applies to the adoption of an element to the Springfield Comprehensive Plan and to text amendments of the Metro Plan. Metro Plan amendments are further classified into"types" in SDC 5.14.115 and in Lane Code 12.300.010. The proposed amendments are consistent with Metro Plan Policy IV.7.b and IV.12. In addition to Metro Plan requirements the City of Springfield must follow as the "home city," SDC 5.14.130(A) requires the City to provide notice of the proposed amendment to other relevant governing bodies. City staff notified and coordinated with Lane County and City of Eugene staff regarding SDC 5.14.115 and 5.14.130 during summer 2023—well before the 20-day notice period stated in the SDC. City of Eugene staff communicated the City of Eugene did not have an interest in or need to participate in the adoption process. Lane County is included because the proposed amendments apply to unincorporated land within the Springfield UGB. As such, and in accordance with Metro Plan Policy IV.8.a, this is a Type 2 (Type II in Metro Plan and Lane Code) amendment. The proposed amendments being considered in conjunction with amendments to Springfield's Comprehensive Plan thus require approval by Springfield and Lane County. Per SDC 5.1.625(B), and 5.14.130,the amendments require a review and recommendation by the Springfield and Lane County Planning Commissions prior to action being taken by the Springfield City Council and Lane County's Board of County Commissioners.The Springfield and Lane County Planning Commissions held a joint public hearing on April 2, 2024. The Springfield Planning Commission voted four in favor and one opposed (two absent) to forward a recommendation to the City Council to approve the amendments.The Lane County Planning Commission voted five in favor(four absent)to recommend approval to the Board of County Commissioners. State and local requirements apply to the scheduled date of first evidentiary hearing. Given the Applicant completed its submittal on January 27, 2024 following its initiation on January 9, 2024, the joint Springfield and Lane County Planning Commission hearing on April 2, 2024 met SDC 5.14.130(B), which requires a public hearing be set within 90 days of application acceptance. The Director must send notice of a proposed change to an acknowledged comprehensive plan or land use regulation to the Oregon Department of Land Conservation and Development(DLCD) at least 35 days before the first evidentiary hearing (OAR 660-18-0020). On February 27, 2024,the City submitted a joint City-County"DLCD Notice of Proposed Amendment" to DLCD in accordance with DLCD submission guidelines via DLCD's FTP website. Staff provided this notice 35 days in advance of the first evidentiary hearing as required by ORS 197.610(1) and OAR 660-018-0020. SDC 5.1.615 and Lane Code Section 14.060 require advertisement of legislative land use decisions in a newspaper of general circulation, providing information about the legislative action and the time, place, and location of the hearing. Notice of the first evidentiary hearing by the Planning Commissions on April 2, 2024 was published on Thursday, March 7, 2024 in The Chronicle and on Friday, March 8, 2024 in The Register Guard. Notice of the joint Springfield City Council and Lane County Board of County Commissioners public hearing was published in The Chronicle on May 16, 2024 as required by SDC 5.1.615, and in The Register Guard on May 16, 2024 as required by Lane Code 14.060 for legislative actions. The content of the notice complied with the requirements in SDC 5.1.615 and Lane Code 14.060 for legislative actions. Notice was also posted in accordance Staff Report and Findings (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 3 of 44 Exhibit C Page 4 of 44 with SDC 5.1.615(B) and was sent to Springfield's Development Review Committee in accordance with SDC 5.1.615(E). SDC 5.1.615(C) and (D) do not apply to the proposed amendments. IV. APPROVAL CRITERIA & FINDINGS The applicable criteria of approval for amending the Metro Plan and adding Willamalane's 2023 Plan as an element of the Springfield Comprehensive Plan are in Springfield Development Code (SDC) 5.14.135 (Comprehensive Plan Amendments), and Chapter 12.100.050 (Method of Adoption and Amendment)and 12.300.030 (Metro Plan Amendment Criteria) of the Lane Code (LC). Adopting Willamalane's 2023 Plan into the Springfield Comprehensive Plan as an element does not amend existing text but functionally adds new content. It is therefore appropriate to apply criteria of approval for plan amendments to both the Springfield Comprehensive Plan and the Metro Plan. Findings demonstrating that adopting the 2023 Plan and amending text of the Metro Plan meets the applicable criteria of approval appear in regular text format. Direct citations or summaries of criteria appear in bold italics and precede or are within the relevant findings. SDC 5.14.135 (Criteria) Comprehensive Plan amendments (the Metro Plan and/or Springfield Comprehensive Plan) may be approved only if the Springfield City Council and other applicable governing body or bodies find that the proposal conforms to the following criteria: (A) The amendment shall be consistent with applicable Statewide Planning Goals; and (8) Plan inconsistency. (1) In those cases where the Metro Plan applies, adoption of the amendment shall not make the Metro Plan internally inconsistent. (2) In cases where Springfield Comprehensive Plan applies, the amendment shall be consistent with the Springfield Comprehensive Plan. LC 12.300.030 (Metro Plan Amendment Criteria) The following criteria will be applied by the Board of Commissioners and other applicable governing body or bodies in approving or denying a Metro Plan amendment application: A. The proposed amendment is consistent with the relevant Statewide Planning Goals;and B. The proposed amendment does not make the Metro Plan internally inconsistent. Consistency with Applicable Statewide Planning Goals (SDC 5.14.135(A); LC 12.300.030.A) Statewide Land Use Planning Goal 1: Citizen Involvement Finding 1: On April 5, 2022, the Springfield Committee for Citizen Involvement approved a Community Engagement Plan for to inform the process of creating Willamalane's 2023 Plan. The Community Engagement Plan was prepared specifically for compliance with Goal 1. This Community Engagement Plan described Willamalane's approach to working with community Staff Report and Findings (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 4 of 44 Exhibit C Page 5 of 44 members within its district; users and non-users of parks, trails, programs, and facilities; and other stakeholders. Finding 2: The Applicant states the following goals for community engagement as integral to the 2023 Plan: • Promote project awareness throughout the planning process • Gain a deeper understanding of who Willamalane serves • Learn about gaps, barriers, needs, and preferences within the park district • Understand the community's priorities for parks and recreation for the coming future • Gain support for final plan recommendations Finding 3: Extensive and varied opportunities for promoting awareness and considering input subsequently occurred. Of particular note, specific engagement activities occurred from the outset of the project through completion of the final plan. Activities included town hall meetings, stakeholder interviews, focus groups, paper and electronic surveys, digital outreach (e.g., project webpage, social media), pop-up events, and meetings with agency staff and partners. Finding 4: Willamalane designed its community engagement approach to include a diverse audience as described in Section 4 and in the Appendices of the 2023 Plan (Exhibit A). The intent of Willamalane's activities was to provide a foundation for a plan that addresses the various needs and unique perspectives of people who are interested in the services Willamalane provides now and in the future. Finding 5: Participation in some of Willamalane's activities resulted in: • Over 32,000 district residents engaging with the project—some actively providing input and some staying informed by receiving project updates • 1,766 people providing input on the project while Willamalane staffed tables at other community events (22 events focused on families, children, older adults, Latinx heritage, Asian American/Pacific Islander heritage, and/or the LGBTQIA+community) • 1,598 people responding to a needs assessment survey(online and printed options) • 235 people participating at focus groups Finding 6: Page 32 of the 2023 Plan notes that many of the focus groups included typical users or non-users of Willamalane's programs and parks, representing a variety of backgrounds and interests.These focus groups were held to gain a general perspective of District strengths and weaknesses and help inform the creation of the survey tool. Willamalane heard from older adults through the survey and at many events. Willamalane held other focus groups to help ensure participation was inclusive of groups that may not participate through typical engagement opportunities. Of the 235 focus group participants, participation resulted in: • Teen focus groups: 111 participants • American Indians/Alaska Natives: 22 participants • Advocates for inclusion and for individuals with disabilities (in English and Spanish): 21 participants • Latinx specific focus group: 22 participants • Natural areas specific focus group: 12 participants • Trails specific focus group:6 participants • Other community stakeholders: 41 participants Staff Report and Findings (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 5 of 44 Exhibit C Page 6 of 44 As previously noted on page 3 of this staff report, staff provided adequate public notice for the proposed amendments in a timely manner. The adoption process includes a joint public hearing with the Springfield and Lane County Planning Commissions (April 2, 2024) and a joint public hearing with the Springfield City Council and Lane County's Board of County Commissioners (June 10, 2024). CONCLUSION:The process used to create the 2023 Plan, and therefore adopting the 2023 Plan as the Recreation Element of the Springfield Comprehensive Plan and amending text of the Metro Plan to reflect this adoption,together meet Statewide Land Use Planning Goal 1. Statewide Land Use Planning Goal 2:Land Use Planning Finding 7: Goal 2, in part, requires Springfield to have and follow a comprehensive land use plan and implementing regulations. The Metro Plan and Springfield Comprehensive Plan support this required planning framework. The Oregon Land Conservation and Development Commission previously acknowledged each of these components of Springfield's land use planning program as consistent with Oregon's Statewide Land Use Planning Goals. Finding 8: Willamalane's 2023 Plan updates its 2012 Plan. The 2012 Plan was adopted and acknowledged as a refinement to the Metro Plan. Springfield has since adopted elements of its own Comprehensive Plan through various ordinances with co-adoption by Lane County. The proposed addition of the 2023 Plan as an element of the Springfield Comprehensive Plan furthers the transition to a city-specific comprehensive plan. The proposed text amendments to the Metro Plan are for clarifying purposes but preserve the effectiveness of the existing Metro Plan and the goals and policies contained therein. Finding 9: Adopting the 2023 Plan as an element of the Springfield Comprehensive Plan does not trigger an amendment to the Springfield Comprehensive Plan Map, which replaced the Metro Plan Diagram in March 2024(Springfield Ordinance 6463).The projects shown in the 2023 Plan are conceptually shown at this time. Upon contemplation of site-specific development, they will be evaluated according to the applicable comprehensive land use diagram(s), zoning map, and codes as they occur over the 20-year planning period. Finding 10: The findings under Statewide Land Use Planning Goals 9 (Economic Development) and 10 (Housing),findings addressing SDC 5.14.135(B)/Lane Code 12.300.030.13, and the 1995 Intergovernmental Agreement regarding coordinated planning and urban services between Willamalane and the City of Springfield demonstrate coordination with related aspects of land use planning and demonstrate consistency with the applicable content of the Springfield Comprehensive Plan and Metro Plan.These findings are herein incorporated by reference in demonstration of compliance with Goal 2. Finding 11: As described in the Applicant's findings addressing Goal 2,the 2023 Plan is consistent with many of the Goal 2 Guidelines, including elements of the Plan (Goal 2, Part III, Sections A: Preparation of Plans and Implementation Measures, C: Plan Content, and F: Implementation Measures). The Applicant's findings are incorporated herein by reference. Summarized, the 2023 Plan identified recreational needs within Willamalane's district for 20 years based on an existing conditions assessment and a multi-method needs assessment, and the 2023 Plan provides a list of capital improvements over that same 20-year planning period. The Staff Report and Findings (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 6 of 44 Exhibit C Page 7 of 44 amendments do not elicit compliance with the remaining aspects of Goal 2, as they do not: (1) include taking an exception to Goal 2; or (2) involve changes to the Springfield Development Code or changes that create new regulations consistent with Goal 2, Part III, Sections F.1 and F.2 as demonstrated in the findings. CONCLUSION:Adopting the 2023 Plan as the Recreation Element of the Springfield Comprehensive Plan and adopting corresponding text amendments to the Metro Plan follows the required land use planning process and policy framework set out in Statewide Land Use Planning Goal 2. Statewide Land Use Planning Goals 3 & 4:Agricultural and Forest Lands Finding 12: These Goals apply to land outside of Springfield's coterminous UGB and Metro Plan boundary, and as such, do not apply to the Springfield Comprehensive Plan or Metro Plan. The Applicant provided a written statement in response to these Goals (Attachment 2), which Lane County addresses in its separate staff report for the portions of Willamalane's 2023 Plan outside the UGB and Metro Plan boundary. CONCLUSION:These Goals do not apply within the area subject to Springfield's approval criteria. Statewide Land Use Planning Goal 5: Natural Resources, Scenic and Historic Areas, and Open Spaces Finding 13: A 1995 Intergovernmental Agreement between Willamalane and the City of Springfield states that Willamalane: "shall be responsible for preparing, maintaining, and updating a comprehensive parks, recreation, and open space refinement plan for the area within its boundaries, including the City of Springfield and adjacent urbanizable area,for the purposes of meeting Statewide Planning Goal 8 requirements and ensuring long-range public parks, recreation, and open space facilities/services." The 2023 Plan identifies existing and planned parkland, some of which is considered natural area and/or open space. However, the amendments associated with adopting the 2023 Plan as the Recreation Element of the Springfield Comprehensive Plan do not include changes to the adopted and acknowledged Goal 5 inventories or their applicable protection programs. Finding 14: Springfield conducts inventories of Goal 5 resources and protects its locally significant resources through its own programs. Goal 5 requires local governments to inventory: natural resources (e.g., riparian corridors, wetlands, other water resources, wildlife habitat, minerals, and aggregate sources); energy resources; cultural resources; and natural areas. Goal 5 encourages, but does not require, inventories of: historic resources, open spaces, or scenic views and sites. Of the Goal 5 resources that are locally significant, local governments must develop programs to protect them. Finding 15: Specific maps depict Springfield's Goal 5 resources, which have since been adopted via ordinance and acknowledged by the Oregon Land Conservation and Development Commission. Springfield's adopted inventories are for wetlands, riparian corridors, and historic resources. The Springfield Natural Resources Study evaluates and describes programs for Springfield's locally significant wetland and riparian Goal 5 resources based on its most recently Staff Report and Findings (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 7 of 44 Exhibit C Page 8 of 44 acknowledged inventories(Springfield Ordinance 6265, Lane County Ordinance PA 1277), and the Springfield Development Code helps to implement applicable Goal 5 protections. Land managed or developed for Willamalane's projects develops consistent with these programs when occurring within Springfield's Goal 5 resources. Finding 16: Springfield does not have an inventory or protection program for Goal 5 open spaces. Additionally, OAR 660-023-0220(2) does not require local governments to amend acknowledged comprehensive plans to identify new Goal 5 open spaces.The 2023 Plan does not create such an inventory, nor do new regulations for protecting Goal 5-designated open spaces accompany the proposed amendments. Finding 17: The Applicant's written statement (Attachment 2, page 17) notes the 2023 Plan's discussion of the importance of natural area parks. The 2023 Plan identifies natural area parks as a specific type of park based on its classification system (Exhibit A, page 47).This specific typology applies to the level of services assessment component of planning for parks,which attempts to set benchmark standards for measuring whether a park system provides residents adequate access to parks, open spaces, trails, facilities, and more. A separate process applies to adopting inventories and protection programs for natural areas specific to Goal 5.As such,the natural areas component of Goal 5 does not apply to the proposed amendments. Finding 18: The Applicant notes that Goal 5 findings are not required according to OAR 660- 023-0250(3): OAR 660-023-0250 (3) Local governments are not required to apply Goal 5 in consideration of a PAPA unless the PAPA affects a Goal 5 resource. For purposes of this section, a PAPA would affect a Goal 5 resource only if: (a)The PAPA creates or amends a resource list or a portion of an acknowledged plan or land use regulation adopted in order to protect a significant Goal 5 resource or to address specific requirements of Goal 5; (b)The PAPA allows new uses that could be conflicting uses with a particular significant Goal 5 resource site on an acknowledged resource list; or (c)The PAPA amends an acknowledged UGB and factual information is submitted demonstrating that a resource site, or the impact areas of such a site, is included in the amended UGB area. Finding 19: The 2023 Plan does not elicit OAR 660-023-0250 subsections (a), (b), or(c). With regard to(b),the project sites shown and/or listed in the 2023 Plan are conceptual at this time. At the time any development is proposed, Springfield's existing and acknowledged protection programs for Goal 5 resources would apply, including those at Springfield Development Code 3.3.900(Historic Overlay District)for historic resources, 4.3.115 (Water Quality Protection) for locally significant riparian corridors that are also water quality limited watercourses, and 4.3.117 (Natural Resource Protection Areas)for locally significant riparian corridors and wetlands. Finding 20: The findings addressing the Environmental Resources and Historic Preservation Elements of the Metro Plan (beginning on pages 23 and 36 of this staff report, respectively) Staff Report and Findings (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 8 of 44 Exhibit C Page 9 of 44 further describe the consistency between Goal 5 and the 2023 Plan in their intent to protect resources.These findings are incorporated herein by reference. CONCLUSION: While the 2023 Plan emphasizes stewardship of natural resources, it does not directly affect Springfield's protected Statewide Land Use Planning Goal 5 resources because a site-specific development request does not accompany the amendments.At the time future development occurs to implement the 2023 Plan, Springfield will evaluate consistency with adopted Goal 5 protections under the Springfield Development Code. Accordingly, Springfield remains in compliance with Statewide Land Use Planning Goal 5. Statewide Land Use Planning Goal 6:Air, Water and Land Resources Quality Finding 21: The purview of Goal 6 is to encourage State agencies and local governments to consider aligning land use plans, policies, and programs with federal requirements directed at environmental quality programs such as those that address water and air pollution at a basin or water/airshed levels. Goal 6 does not directly apply to the adoption of the 2023 Plan and text amendments to the Metro Plan. Finding 22: The 2023 Plan does not alter the City's acknowledged land use programs regarding the control of pollution to protect the quality of Springfield's air, water, and land resources.The waterbodies shown in the 2023 Plan, some of which are Water Quality Limited Watercourses, are for illustrative purposes to geographically orient map users. Finding 23: The 2023 Plan identifies path and trail projects that encourage modes of travel and recreation other than driving (e.g., biking,walking, etc.), which are also consistent with the Springfield's Transportation System Plan.The 2023 Plan also emphasizes the need to provide park and recreation facilities that are a walkable distance for neighborhood residents within its service area.These aspects of the 2023 Plan help reduce greenhouse gas emissions from motor vehicles, which contribute to global warming. As noted by the Applicant, the 2023 Plan lists actions in alignment with Willamalane's strategy to improve and enhance its sustainability initiatives, which have potential to improve environmental quality: "`Action 2.3.a: Limit the [D]istrict's carbon footprint. Create an internal sustainability plan with measurable goals and action items' (2023 Plan, [page] 101). 'Action 2.3.f:Work with local partners to address green infrastructure needs throughout the park system (2023 Plan, [page] 101)."' CONCLUSION:Adopting the 2023 Plan as the Recreation Element of the Springfield Comprehensive Plan and adopting corresponding text amendments to the Metro Plan can help maintain and improve the quality of the air,water, and land resources in Springfield in conformance with Statewide Land Use Planning Goal 6. Statewide Land Use Planning Goal 7.Areas Subject to Natural Hazards Finding 24: Goal 7 focuses on planning for natural hazards such as floods, landslides, earthquakes,tsunamis, and wildfires.The City of Springfield protects people and property from Staff Report and Findings (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 9 of 44 Exhibit C Page 10 of 44 natural hazards through its various municipal, building, and land use codes and other programs. The 2023 Plan does not alter the City's acknowledged land use programs regarding potential landslide areas and flood management protections.The project locations in the 2023 Plan are conceptual at this time. Project sites will develop in accordance with the City's applicable codes at the time site planning occurs. CONCLUSION:The 2023 Plan itself does not trigger Statewide Land Use Planning Goal 7, but because Springfield remains in compliance with Goal 7, the associated Goal 7 protections will apply at the time site-specific development is proposed to implement the 2023 Plan. Statewide Land Use Planning Goal 8:Recreational Needs Finding 25: Goal 8 focuses on providing adequate recreational facilities and opportunities that meet the needs of current and future residents and visitors. Goal 8 addresses needs for residents in urban areas while balancing the need to protect natural resources and preserve non-urban areas to the extent possible. Guideline A.3 of Goal 8 states that: "Long range plans and action programs to meet recreational needs should be developed by each agency responsible for developing comprehensive plans" (OAR 660-015-0000(8)). Finding 26: A 1995 Intergovernmental Agreement between the City of Springfield and Willamalane is in place to ensure the agencies will coordinate to provide relevant information to allow each agency to deliver effective services. Specific to recreational needs,the Agreement states that Willamalane and the City: "collaborate in planning for the parks, recreation, and open space needs of the City of Springfield and adjacent urbanizable area." Further, the"City's and District's staffs shall cooperate with each other in achieving the best solutions to the community's public parks, recreation and statewide land use Goal 8 open space needs." Finding 27: The Agreement further specifies that Willamalane: "shall be responsible for preparing, maintaining, and updating a comprehensive parks, recreation, and open space refinement plan for the area within its boundaries, including the City of Springfield and adjacent urbanizable area, for the purposes of meeting Goal 8 requirements and ensuring long-range public parks, recreation, and open space facilities/services." Finding 28: Consistent with the Agreement, Willamalane is a special service taxing district with the authorization to purchase, develop, and maintain park facilities. Finding 29: The Metro Plan identifies Willamalane as the park and recreation service provider for Springfield and its urbanizable area. However, it is the City's role to coordinate the adoption process of Willamalane's Comprehensive Plan and to ensure Willamalane's Plan satisfies the City's overall planning requirements. Willamalane's 2023 Plan updates Willamalane's 2012 Plan as described in the previous findings under Statewide Land Use Planning Goal 2. Finding 30: Goal 8 recommends inventories to determine recreational needs in the planning area "based on adequate research and analysis of public wants and desires." Priority service areas, demographics, environmental, and fiscal responsibility are considerations accounted for when developing needs assessments, plans, and projects that respond to those needs. Guideline A.5 of Goal 8 states: Staff Report and Findings (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 10 of 44 Exhibit C Page 11 of 44 "The State Comprehensive Outdoor Recreation Plan could be used as a guide when planning, acquiring and developing recreation resources, areas and facilities." Finding 31: Pages 20 and 21 of the 2023 Plan note findings from the State Comprehensive Outdoor Recreation Plan and state that it informed Willamalane's process to create the 2023 Plan. Page 20: "Careful attention was paid to this document to ensure that trends and priorities from that effort are accounted for in the comprehensive plan." Finding 32: As demonstrated in the 2023 Plan,the findings under Statewide Land Use Planning Goal 1, and in the Applicant's written statement under Goal 8 (Attachment 2, pages 18 through 21), the 2023 Plan thoroughly addresses the various required and recommended aspects of Goal 8: Goal 8, Guideline 1 (previously noted) and Guideline 2: "An inventory of recreation needs in the planning area should be made based upon adequate research and analysis of public wants and desires." "An inventory of recreation opportunities should be made based upon adequate research and analysis of the resources in the planning area that are available to meet recreation needs." The projects in the 2023 Plan, some of which are shown on pages 15 and 16 of this staff report, reflect much evaluation of the: • community's expressed needs (as summarized in the findings under Statewide Land Use Planning Goal 1, incorporated herein by reference; as further detailed in the 2023 Plan: Section 4 and Appendices 1, 7, 9) • national, state, and local trends for parks and recreation services (2023 Plan, Section 3 and Appendices 2, 5) • opportunities and strengths of existing recreation programs(2023 Plan, Appendix 1) • types and qualities of existing parks, facilities, trails, and natural areas (2023 Plan, Sections 5, 6, 7 and Appendices 8, 9) • current and needed levels of service (2023 Plan,Section 6 and Appendices 8, 9) • funding (types and amount) needed to provide services through adequate operations and other administrative considerations (2023 Plan: Sections 8, 9 and Appendices 9, 11) Goal 8, Guideline 4: "The planning for lands and resources capable of accommodating multiple uses should include provision for appropriate recreation opportunities." Willamalane's comprehensive plan has served as the park and recreation component of land use planning for the Springfield area.The previous version of Willamalane's Park and Recreation Comprehensive Plan was adopted as a refinement to the regional Metro Plan. This 2023 Plan will become an adopted element of the Springfield Comprehensive Plan. Staff Report and Findings (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 11 of 44 Exhibit C Page 12 of 44 Springfield's plan designations and land use districts identify land specifically for parks, recreational facilities, and open space uses. Additional land use districts can allow park- based uses if the use meets certain criteria and development requirements in the Springfield Development Code.The 2023 Plan will operate under this land use planning framework in its implementation of strategies and actions for acquiring, developing, improving, and managing parks, natural areas,walking and biking trails, recreation facilities and program opportunities within the planning area over the next 20 years. Willamalane's Plan demonstrates that Willamalane plans for "appropriate recreation opportunities" not only with the type and amount of projects in the 2023 Plan but in the process used to inform the Plan and in how Willamalane Plans to administratively carry them out: Appendix 11 [of the 2023 Plan]: Project List and Phasing Plan, identifies 118 capital projects prioritized into short-term (1-5 years), mid-term (6-10 years), and long-term (11+years) phases, as well as ongoing project priorities to be implemented as opportunities arise. Higher priority actions include projects that address more pressing needs or provide a broader community benefit.The projects are organized in the following categories: • (11) Future park planning and design projects • (29) Existing park level of service expansion projects • (9) Existing park minor upgrade projects • (5) New parks development in high-priority growth area projects • (22)Acquisition projects • (28)Trail projects • (6) Building facility projects • (8) Coordination with partners projects Section 10 of the 2023 Plan: Implementing the Park and Recreation Comprehensive Plan, includes best practices for implementing the 2023 Plan given appropriate community engagement,transparent decision-making, and sufficient resources.These practices include: • Establishing internal task force groups specific to individual objectives and action items • Applying performance measures to assess District progress toward meeting the comprehensive plan goals • Annual progress reporting, quarterly implementation review, quarterly reporting on master plan status, and regular reporting to the public to feature accomplishments and project status The strategies and actions that are intrinsically tied to the projects in the 2023 Plan are derived from the following comprehensive plan goals (2023 Plan, [page] 95): • Goal 1: Continue to operate the district at a nationally accredited [Commission for Accreditation of Park and Recreation Agencies] standard • Goal 2: Provide a safe and equitable system of parks and natural areas • Goal 3: Provide an easily accessed and connected system of paths and trails Staff Report and Findings (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 12 of 44 Exhibit C Page 13 of 44 • Goal 4: Provide access to high-quality and affordable recreation facilities • Goal 5: Strive for a high standard of care for the maintenance of parks, trails, and facilities across the district • Goal 6: Offer recreation programs and services that respond to district needs and encourage healthy lifestyles • Goal 7: Be a responsible steward of district resources and partnerships Goal 8, Guideline 7: "Planning and provision for recreation facilities and opportunities should give priority to areas,facilities and uses that: (a) Meet recreational needs requirements for high density population centers, (b) Meet recreational needs of persons of limited mobility and finances, (c) Meet recreational needs requirements while providing the maximum conservation of energy both in the transportation of persons to the facility or area and in the recreational use itself, (d) Minimize environmental deterioration, (e) Are available to the public at nominal cost, and (f) Meet needs of visitors to the state." The findings for the Metro Plan's Transportation and Energy Elements address parts (c)and (d) and are incorporated herein by reference. Consistent with parts (a) and (b),the 2023 Plan identified gaps and opportunities in Willamalane's district service area based on the concentration of Springfield's population, based on areas that are severely lacking convenient and safe access or present significant barriers to getting to a park or recreation facility (2023 Plan, pages 61- 64), and based on socioeconomic analysis to understand who lives in these areas (2023 Plan Appendix 3: Demographic Profile, Appendix 6: Community Outreach Strategy,Appendix 8: Level of Service Assessment).The 2023 Plan's emphasis on defining high priority walkable access areas that are informed by where barriers to access exist (2023 Plan, pages 11, 12, 60-64) also helps to address part (b). Strategies in the 2023 Plan identify ways Willamalane can support people with limited finances- also in direct alignment with part (e), including: • Strategy 2.1.a: Prioritize investment to increase overall equity in planning and delivering park improvements (2023 Plan, page 98) • Strategy 2.1.b: Increase levels of service in high priority areas by infilling amenities and recreation components where opportunities exist(2023 Plan, page 98) • Strategy 2.1.o: Proactively work with the community and partners to plan and design for future park and trail projects: McKenzie River Boat Access,Jack B. Lively Memorial Park Design, Rob Adams Park, Weyerhaeuser-McKenzie Natural Area (2023 Plan, page 99) • Strategy 2.1.p: Update and expand existing parks in high priority areas to improve level of service, including: Bob Artz Memorial Park, By-Gully Pocket Park, Dorris Ranch, Eastgate Woodlands of the Whilamut Natural Area, Guy Lee Park,Jesse Maine Memorial Park, Les Schwab Sports Park, Mill Race Park, Page Park, Wallace M. Ruff Jr. Memorial Park (2023 Plan, page 99) Staff Report and Findings (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 13 of 44 Exhibit C Page 14 of 44 • Strategy 2.1.r: Update existing parks and add new recreational experiences within existing parks to improve level of service in high priority areas, including: Clearwater Park, Douglas Gardens Park, Island Park, Jasper Meadows Park, Kelly Butte Overlook, Lively (Jack B.) Park, Marylhurst Park, Pacific Park, Rob Adams Park, Volunteer Park, Weyerhaeuser-McKenzie Natural Area, Willamette Heights Park(2023 Plan, page 99) • Strategy 2.2.a:Add park space to help ensure all district residents live within a 10-minute or one-half mile walk of an adequate or high performing park (2023 Plan, page 100) • Strategy 2.2.b: Increase park acreage to meet adopted standards for pocket, neighborhood, community, sports and other parkland (2023 Plan, page 100) • Strategy 2.2.h: Work with TEAM Springfield partners to explore feasibility of developing an urban plaza downtown per the City's Downtown District Urban Design Plan (2023 Plan, page 100) • Strategy 3.1.c:Work with partners to improve on-street bike and pedestrian connections, especially when improving safe access to parks and riverfronts and formalizing on-street connections in the trail system (2023 Plan, page 102) • Strategy 3.1.g: Work with partners to design and provide additional safe crossings for pedestrians and bikes across significant barriers such as waterways, railroads, and busy roads. Specifically,to improve north/south access to rivers and existing trails, east/west access between Thurston and central Springfield, and to expand service to priority neighborhoods (2023 Plan, page 102) • Strategy 6.1.a: Expand programs and activities for individuals with visible and invisible disabilities in partnership with Inclusion Services (2023 Plan, page 107) • Strategy 6.1.b: Address inactivity and obesity rates among community members through low-cost programs and activities; consider offering free health and fitness programs in neighborhood during spring, summer, and fall. • Strategy 6.1.i: Expand scholarships and opportunities to meet the needs of lower-income community members. • Strategy 7.1.b: Prioritize marginalized communities, encouraging access to free and low-cost programs for [D]istrict families (2023 Plan, page 107) CONCLUSION:The 2023 Plan (if implemented as stated), and therefore adopting the 2023 Plan as the Recreation Element of the Springfield Comprehensive Plan and adopting corresponding text amendments to the Metro Plan, will together satisfy the recreational needs of residents and visitors as required by Statewide Land Use Planning Goal 8. Staff Report and Findings (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 14 of 44 U� t O V W O Ul ul m v � u a' 9 cc 4g p�p t J r Ca'q d C c E �� 2w y � 0 -� € a .. CL �s a to lu fix$ wig C? E ryry o a 1 m Eo E O N U C O E C — a U� t O V LU O Ul CUE O1 c-I m v - ro W. 9 e a o E$ O o a e � 5P — 9 EJ 7 0$ �E ER m ;E r`o a c E {�2s G G t P 8 3 d o 0 # �y as d� §f $ xx;E z e S� 9 aP -- t 1 €1 ffi 1 �LI �s 1 +I 1 to � ' 3 c l � .1 Fig f Ell ¢- O vx L IL E �€ 4 C d it E p E N U C O C C — a Exhibit C Page 17 of 44 Statewide Land Use Planning Goal 9:Economic Development Finding 33: Previous Springfield Comprehensive Plan amendments in 2016 (Springfield Ordinance 6361 and Lane County Ordinance PA 1304)expanded the Springfield UGB and Metro Plan boundary to include employment land and land intended for parks, recreation, and natural resources. Plan designations of each type were assigned on a property-specific basis. The Oregon Land Conservation and Development Commission approved the expansion and corresponding Plan amendments in March 2019 (Approval Order 19-UGB-001900), thereby acknowledging the amendments. Finding 34: The ordinances associated with adoption of the Springfield Comprehensive Plan resulted in adoption of the Commercial and Industrial Buildable Lands Inventory (CIBL) and Economic opportunities Analysis (EOA) as a Technical Supplement to Springfield's Comprehensive Plan. This UGB expansion intended to allow Springfield to meet its long-term needs for employment based on the findings of the CIBL and EOA. The CIBL and EOA identified specific types of land suitable for meeting Springfield's employment needs.The UGB and Metro Plan boundary, and the additional property designations within them, were established as such. Finding 35: The EOA is based on 2004 Metro Plan designations and includes lands with the following designations: Campus Industrial, Commercial Mixed Use, Heavy Industrial, High Density Residential Mixed Use, Light Medium Industrial, Light Medium Industrial Mixed Use, Major Retail Center, Medium Density Residential Mixed Use, Mixed Use, and Special Heavy Industrial. The EOA excluded the following designations: Government and Education, Parks and Open Space, Natural Resources, Agriculture, and Forest Land. Finding 36: Willamalane owns no land within the following plan designations in effect at the time of the CIBL/EOA': Campus Industrial, Commercial Mixed Use, Heavy Industrial, Light Medium Industrial Mixed Use, Major Retail Center, Medium Density Residential Mixed Use, Mixed Use, or Special Heavy Industrial. In addition to public- and open space-based land under Willamalane's ownership, Willamalane owns two parcels zoned Light Medium Industrial.These properties are used for Willamalane's Parks Services building and grounds. Accordingly, they were not factored into the inventory used in Willamalane's 2023 Plan to inform its level of service assessments and project list. Finding 37: The projects identified in the 2023 Plan do not limit Springfield's ability to meet additional employment needs.Their conceptual locations as compared to the sites identified as potentially redevelopable in the EOA do not conflict. Moreover,the UGB expanded specifically to accommodate the specific types of employment land of which Springfield was deficient.Those properties are designated Urban Holding Area-Employment. Land for parks was added under a separate plan designation of Public/Semi-Public, and the additional land designated Natural Resource may also accommodate limited recreational uses. 'As of March 1, 2024, Springfield now has its own Comprehensive Plan Map.This Map clarified the Metro Plan designations by assigning property-specific Plan designations. Some Plan designations were renamed for simplification but retained their intent and function. Planning Commission Staff Report (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 17 of 44 Exhibit C Page 18 of 44 CONCLUSION: Springfield remains in compliance with Statewide Land Use Planning Goal 9 to provide adequate opportunities for a variety of economic activities vital to the health, welfare, and prosperity of Springfield's residents. Statewide Land Use Planning Goal 10: Housing Finding 38: Similarto Goal 9, Goal 10 establishes a process for local governments to conduct land inventories and to accommodate needed development. Goal 10's focus is on ensuring communities provide enough needed housing units through supplying residential land and promoting housing of various types that that is readily available to a range of price points. Finding 39: In August 2011, the Oregon Land Conservation and Development Commission acknowledged the Springfield 2030 Refinement Plan Residential Land Use and Housing Element. This Element is part of the Springfield Comprehensive Plan.This Element also supplements and refines the Residential Land Use and Housing Element of the Metro Plan, which also applies to land use planning for housing in Springfield. The 2023 Plan and associated amendments do not change the goals and policies therein, nor do they propose to redesignate property and therefore do not affect the Buildable Lands Inventory. Finding 40: Springfield's Residential Land and Housing Needs Analysis (RLHNA), adopted along with the Springfield 2030 Residential Land Use and Housing Element by Springfield (Ordinance 6268)and Lane County(Ordinance PA 1274), address Goal 10.These are the officially adopted sources Springfield must use to determine Goal 10 compliance until Springfield updates the Housing Capacity Analysis.Adopting the 2023 Plan and associated amendments does not entail a change to property-specific plan designations. Accordingly, the 2023 Plan does not directly affect the inventory of residential lands. Finding 41: Willamalane's 2023 Plan uses 2020 data from the Population Research Center at Portland State University as basis for its population estimates and projected level of service needs.'The Population Research Center estimates the population within the Springfield UGB will grow to 75,159 residents by 2035. The analysis in the 2023 Plan should reflect a more accurate representation of the recreational needs for the population within Springfield's UGB as compared to that used for Springfield's RLHNA done in 2009 for the Springfield's 2030 Residential Land Use and Housing Element. In 2009,the coordinated population forecast for Lane County determined Springfield would be home to 81,608 residents by 2030. The population data used to inform Willamalane's recreational needs assessment do not exceed the needed capacity for residential land anticipated by Springfield's adopted RLHNA. CONCLUSION:Adopting the 2023 Plan as the Recreation Element of the Springfield Comprehensive Plan and amending the Metro Plan text to reflect this action allows Springfield to remain in compliance with Statewide Land Use Planning Goal 10 to provide for the housing needs of Oregon's citizens. $Springfield is now required to use the Population Research Center's data. Planning Commission Staff Report (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 18 of 44 Exhibit C Page 19 of 44 Statewide Land Use Planning Goal 11:Public Facilities and Services Finding 42: Goal 11 requires Springfield to plan and develop a timely, orderly, and efficient arrangement of public facilities and services to serve as a framework for urban development. Pursuant to OAR 660-011-0020(2), a public facility plan must identify significant public facility projects which are to support the land uses designated in the acknowledged comprehensive plan. The Eugene-Springfield Metropolitan Area Public Facilities and Services Plan (PSFP)and the Springfield 2035 Transportation System Plan are the City's acknowledged public facilities and transportation system plans that inform infrastructure investments (i.e.,water, stormwater, wastewater,transportation, and electricity) in Springfield. Parks and recreation facilities are not components of a PSFP required by Goal 11.The findings beginning on page 33 of this staff report address consistency with the Metro Plan to further address public facilities and services. The Goal 12 findings below further address transportation planning. CONCLUSION: Goal 11 does not apply to the 2023 Plan or associated amendments. Statewide Land Use Planning Goal 12: Transportation Finding 43: The Transportation Planning Rule(OAR 660-012-0060) implements Goal 12. OAR 660-012-0060 requires a local government to establish mitigation measures if an amendment to an acknowledged functional plan, comprehensive plan, or land use regulation would "significantly affect an existing or planned transportation facility." Subsections (1)(a)-(c) determine whether an amendment significantly affects a transportation facility. Finding 44: An amendment to an acknowledged comprehensive plan "significantly affects"a transportation facility under Subsection 1(a) if it: "Change[s]the functional classification of an existing or planned transportation facility(exclusive of correction of map errors in an adopted plan)." Adopting Willamalane's 2023 Plan as the Recreation Element of the Springfield Comprehensive Plan and amending the Metro Plan text to reflect this adoption do not change any functional classification under OAR 66-012-0060(1)(a) as demonstrated in the findings beginning on page 29 of this staff report that respond to consistency with the Metro Plan. Finding 45: An amendment to an acknowledged comprehensive plan "significantly affects" a transportation facility under Subsection 1(b) if it: "Change[s]standards implementing a functional classification system."The amendments do not change the City's standards for implementing its functional classification system under OAR 66-012-0060(1)(b) as demonstrated in the findings beginning on page 29 of this staff report that respond to consistency with the Metro Plan. Finding 46: Under Subsection (1)(c), an amendment to an acknowledged comprehensive plan "significantly affects" a transportation facility if it: (A)results in types or levels of travel or access inconsistent with the functional classification of a transportation facility; (8) degrades the performance of a transportation facility such that it would not meet performance standards identified in the TSP or comprehensive plan;or(C)degrades the performance of a transportation facility that is otherwise projected to not meet the performance standards in the TSP or comprehensive plan. To determine whether the amendments "significantly affect" a transportation facility within the meaning of(1)(c), a local government should compare the most traffic-generative use reasonably allowed under current land use requirements with the most Planning Commission Staff Report (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 19 of 44 Exhibit C Page 20 of 44 traffic-generative use reasonably allowed under the amendments. Adopting Willamalane's 2023 Plan and amending the Metro Plan to reflect its adoption does not change the uses that the Springfield Development Code allows outright, conditionally allows, or prohibits. The amendments do not change the most traffic-generative uses reasonably allowed. Accordingly, the amendments do not result in any of the effects described under(A)-(C). Finding 47: OAR Chapter 660, Division 12 includes provisions adopted under the "Climate Friendly and Equitable Communities" rules adopted and certified effective on August 17, 2022, as amended in November 2023. The provisions affecting Springfield's Transportation System Plan (TSP) are not yet operative for the City of Springfield under OAR 660-012-0012, either because they apply at a future date or only upon amendment to Springfield's TSP. Amendments to Springfield's TSP do not accompany the amendments that are part of the adoption package. For the projects outside the applicable areas of the TSP but within Springfield's UGB expansion areas, Springfield will update its TSP as part of required periodic review or under the OAR Chapter 660, Division 12 rules. Future TSP amendments may include pedestrian-oriented projects identified in Willamalane's 2023 Plan to the extent consistent with Goal 12 at that time. Accordingly, the remaining provisions of OAR Chapter 660, Division 12, are not applicable. CONCLUSION: Adopting the 2023 Plan as the Recreation Element of the Springfield Comprehensive Plan and adopting corresponding text amendments to the Metro Plan do not "significantly affect" an existing or planned transportation facility under OAR 660-012-0060(1)(a), (b), or(c). These actions thus comply with OAR 660-012-0060 and Goal 12 requirements to provide and encourage a safe, convenient, and economical transportation system. Statewide Land Use Planning Goal 13:Energy Conservation Finding 48: Goal 13 is directed at prioritizing land uses that maximize and conserve all forms of energy based on sound economic principles. Goal 13 provides guidelines for developing local energy and waste programs and policies and provides guidelines for using land efficiently through infill—particularly near major streets—while considering building and site designs that conserve energy and minimize the depletion of non-renewable sources of energy. Goal 13 does not establish specific requirements applicable to adoption of the 2023 Plan. Finding 49: Though park and recreation facilities are generally considered open space, these facilities complement and serve community members who are near them. The findings addressing the Transportation Element of the Metro Plan beginning on page 29 of this staff report are incorporated herein by reference, as they describe the 2023 Plan's emphasis on providing facilities that are safe, convenient, and comfortable to get to by ways other than driving. Finding 50: Willamalane's 2023 Plan includes a strategy to improve and enhance the District's sustainability initiatives. The strategy includes actions that support the intent of Goal 13. The findings on page 37 of this staff report that address consistency with the Metro Plan's Energy Element list these actions and are incorporated herein by reference. CONCLUSION: Adopting the 2023 Plan as the Recreation Element of the Springfield Comprehensive Plan and adopting corresponding text amendments to the Metro Plan are consistent with Statewide Land Use Planning Goal 13 to conserve energy. Planning Commission Staff Report (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 20 of 44 Exhibit C Page 21 of 44 Statewide Land Use Planning Goal 14: Urbanization Finding 51: The focus of Goal 14 is on establishing urban growth boundaries (UGBs) and on using land efficiently within them through orderly and logical growth patterns. The Oregon Land Conservation and Development Commission acknowledged Springfield's UGB expansion in 2019. Willamalane is the designated park and recreation service provider within Springfield's urbanizable area. The planning("study") area for the 2023 Plan encompasses the Springfield UGB and Willamalane's district boundary, which extends outside the UGB in certain areas as shown on pages 15 and 16 of this staff report. The portions outside the UGB must meet Lane County's requirements for rural land uses. The operation and development of Willamalane's facilities within Springfield's UGB must meet Springfield's land use requirements as prescribed in the Springfield Comprehensive Plan and as specified in the Springfield Development Code. Developed areas annexed by Springfield become automatically annexed into Willamalane's district. CONCLUSION:Accordingly,the City remains in compliance with Statewide Land Use Planning Goal 14 to provide for an orderly and efficient transition from rural to urban land,to accommodate urban population and urban employment inside Springfield's UGB, to ensure efficient use of land, and to provide for livable communities. Statewide Land Use Planning Goal 15: Willamette River Greenway Finding 52: Goal 15 aims to protect, conserve, enhance, and maintain the natural scenic, historical, agricultural, economic, and recreational qualities of lands along the Willamette River. The acknowledged Springfield Comprehensive Plan Map shows the Willamette River Greenway boundary as previously reflected in the Metro Plan Diagram. Finding 53: With regard to Goal 15's directive, particularly its Use Management Considerations and Requirements,the projects generally identified in the area of the Willamette River Greenway may be determined to be water-related, water-dependent, and/or propose to enhance and better-maintain vegetation along the Greenway to protect its scenic and natural values such as maintaining or improving water quality and preserving places for wildlife. While public access to the Willamette River is proposed to continue as part of the 2023 Plan, this access is also encouraged by Statewide Land Use Planning Goal 15 (part C.3.c). Finding 54: Willamalane has several current and proposed parks and properties within the Willamette River Greenway as detailed in the findings responding to the Metro Plan's Willamette River Greenway, River Corridors and Waterways Element beginning on page 26 of this staff report. The findings in response to the Metro Plan's Willamette River Greenway, River Corridors and Waterways Element partially address Statewide Land Use Planning Goal 15 and are incorporated herein by reference. Finding 55: Willamalane's properties and any future projects resulting from adoption of the 2023 Plan must conform to the requirements of the Springfield Development Code that are in place to protect land and other resources within the Willamette Greenway boundary(e.g., Discretionary Use review). At that time, project- and site-specific development, upon future implementation of the 2023 Plan, can further detail site-specific strategies. Planning Commission Staff Report (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 21 of 44 Exhibit C Page 22 of 44 CONCLUSION:Adopting the 2023 Plan as the Recreation Element of the Springfield Comprehensive Plan and adopting corresponding text amendments to the Metro Plan are actions consistent with Statewide Land Use Planning Goal 15.The City remains in compliance with Goal 15. Statewide Land Use Planning Goals 16-19:Estuarine Resources, Coastal Shorelands, Beaches and Dunes, Ocean Resources Finding 56: These Goals do not apply to the 2023 Plan or associated amendments. Land within the boundary of Willamalane's 2023 Plan is outside of Oregon's coastal areas to which Goals 16-19 apply. CONCLUSION:The 2023 Plan, adopting it as the Recreation Element of the Springfield Comprehensive Plan, and amending text of the Metro Plan to reflect this action, are actions consistent with the applicable Statewide Land Use Planning Goals based on the aforementioned findings and thus meet the criteria at SDC 5.14.135(A)and LC 12.300.030.A. Consistency with Plans (SDC 5.14.135(B); LC 12.300.030.B): vdW (1) in those cases where the Metro Plan applies, adoption of the amendment shall not make the Metro Plan internally inconsistent (SDC 5.14.135(B)(1)) (2) In those cases where the Springfield Comprehensive Plan applies, the amendment shall be consistent with the Springfield Comprehensive Plan (SD 5.14.135(b)(2)) Upon adoption of Willamalane's 2023 Plan, this Plan will serve as the Springfield Comprehensive Plan's Recreation Element. The Springfield Comprehensive Plan currently contains the following elements: • Economic Element(replaces the Metro Plan's Economic Element) • Residential Land Use and Housing Element (replaces the Findings of the Metro Plan's Metropolitan Residential Land Use and Housing Element but supplements, refines, and supports the Metro Plan's associated goals and policies) • Transportation Element(adopted as Springfield's local Transportation System Plan but does not replace regional transportation plans) • Urbanization Element(replaces Sub-Chapters II.C: Growth Management Goals, Findings and Policies, and ILE: Urban and Urbanizable Land, of the Metro Plan) (1) In those cases where the Metro Plan applies, adoption of the amendment shall not make the Metro Plan internally inconsistent Finding 57: Relevant policies of the Metro Plan's Metropolitan Residential Land Use and Housing Element are: Policy A.3:Provide an adequate supply of buildable residential land within the UGB for the 20-year planning period at the time of Periodic Review. Planning Commission Staff Report (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 22 of 44 Exhibit C Page 23 of 44 Policy A.12:Coordinate higher density residential development with the provision of adequate infrastructure and services, open space, and other urban amenities. PolicyA.35:Coordinate local residential land use and housing planning with other elements of this plan, including public facilities and services, and other local plans, to ensure consistency among policies. The findings under Statewide Land Use Planning Goal 10 are incorporated herein by reference that the amendments are consistent with Metro Plan Policy A.3, as these findings discuss the planning documents that address planning for residential land use and housing adopted as part of Springfield's most recent periodic review. Regarding Policies A.12 and A.35, planning for residential land uses, housing, and the uses and facilities that support them is coordinated among the Metro Plan, Springfield Comprehensive Plan, and other topic-specific and functional plans, including Willamalane's comprehensive planning efforts. The Metro Plan recognizes Willamalane as the park and recreation service provider for the Springfield area, and the text amendment to the Metro Plan further clarifies this distinction. These various aspects of land use planning and public services work together to ensure the Metro Plan is not internally inconsistent. The findings addressing Statewide Land Use Planning Goals 8 (Recreational Needs), 10 (Housing), and 12 (Transportation); the findings addressing the Public Facilities and Services Element of the Metro Plan; and the Transportation Elements of the Metro Plan and Springfield Comprehensive Plan demonstrate consistency with the Metro Plan Policies listed above. Finding 58: The Metro Plan's Environmental Resources Element addresses natural assets and natural hazards. This Element states: "The natural environment adds to the livability of the metropolitan area. Local awareness and appreciation for nature and the need to provide a physically and psychologically healthy urban environment are reasons for promoting a compatible mix of nature and city. Urban areas provide a diversity of economic,social, and cultural opportunities. It is equally important to provide diversity in the natural environment of the city. With proper planning, it is possible to allow intense urban development on suitable land and still retain valuable islands and corridors of open space. Open space may reflect a sensitive natural area,such as the floodway fringe, that is protected from development. Open space can also be a park, a golf course, a cemetery, a body of water, or an area left undeveloped within a private commercial or residential development. Agricultural and forested lands on the fringe of the urban area, in addition to their primary use,provide secondary scenic and open space values"(page III-C-1). The Applicant also discusses the natural environment as part of Goal 5 given that the 2023 Plan identifies natural area parks: Planning Commission Staff Report (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 23 of 44 Exhibit C Page 24 of 44 "The 2023 Plan defines a Natural Area Park as `managed for both recreational use and natural values.They provide opportunities for nature-based recreation, such as wildlife viewing, hiking,jogging, bicycling, and nature photography.These parks provide opportunities for experiencing nature close to home and protect valuable natural resources and wildlife. They are of sufficient size to protect resource[s] and accommodate passive recreation' (2023 Plan, [page] 49). Section 5 of the Plan includes two findings that address the significance and importance of natural areas: 'There has been significant growth in natural areas, from 186 acres of natural area and no dedicated natural resource staff in 2012 to well over 800 acres of natural areas and two full-time staff dedicated to planning and managing these areas' (2023 Plan, [page] 91). 'Natural areas are important to the community, and there are unique opportunities to acquire and preserve additional parkland for this purpose' (2023 Plan, [page] 91). Section 5 of the Plan includes two actions focused on natural areas: 'Action 2.1.f: Look for opportunities to expand habitat and provide natural area supporting amenities within developed parks.This could include, green infrastructure, expanding urban forest, short nature trails, nature play elements, and/or signage and interpretation' (2023 Plan, [page] 97). 'Action 2.2.f: Look for opportunities to acquire land to support improved capacity and access to existing natural areas including: Harvest Landing, Thurston Hills Natural Area, Willamette Heights, and Georgia Pacific Natural Area' (2023 Plan, [page] 99)." The Applicant notes a strong connection exists between Willamalane's 2023 Plan and the following Goals of the Environmental Resources Element: Goal 1:Protect valuable natural resources and encourage their wise management, use, and proper reuse. Goal2:Maintain a variety of open spaces within and on the fringe of the developing area. The Applicant further states that the following policies of the Element relate to the 2023 Plan, and goes on to cite strategies, actions, and projects in the 2023 Plan that are consistent with this Element: Policy C.5:Metropolitan goals relating to scenic quality, water quality, vegetation and wildlife, open space, and recreational potential shall be given a higher priority than timber harvest within the urban growth boundary. Planning Commission Staff Report (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 24 of 44 Exhibit C Page 25 of 44 Policy C.21: When planning for and regulating development, local governments shall consider the need for protection of open spaces, including those characterized by significant vegetation and wildlife. Means of protecting open space include but are not limited to outright acquisition, conservation easements, planned unit development ordinances, streamside protection ordinances, open space tax deferrals, donations to the public, and performance zoning. As stated by the Applicant: "Willamalane owns 1,630 acres of land and 45 facilities within the District boundary, including six parks classified as Natural Area Parks(2023 Plan, [page]47 Table 913; 2023 Plan, [page] 51,Table 949" "Plan Strategy 5.2 involves proactively managing existing natural areas and supports the goals and policies in the Environmental Resources Element of the Metro Plan (2023 Plan, [page] 106)." Associated actions are: • Action 5.2.a: Continue to collaborate with and foster positive relationships with community partners, local tribes, and American Indian and Alaska Native community members to manage and maintain Willamalane's natural areas (2023 Plan, [page] 106). • Action 5.2.b: Develop management plans for natural areas that [currently do not] have plans in place (2023 Plan, [page] 106) • Action 5.2.c: Develop annual work plans for effective management of natural areas (2023 Plan, [page] 106). • Action 5.2.d: Increase and sustain resources and staffing to account for prior and future natural area acquisitions, using comparable agencies as benchmarks (2023 Plan, [page] 106). • Action 5.2.e: Work with partners to enhance habitat and public access to non-Willamalane properties, including: Maple Island Slough, Cedar Creek, Bureau of Land Management property, Lane County property,TEAM Springfield property, McKenzie River and Willamette River (2023 Plan, [page] 106). • Action 5.2.f: Update Willamalane' s Natural Area Management Plan to incorporate natural areas acquired since the plan was created.This plan should identify priority habitats and opportunities for future expansion (2023 Plan, [page] 105)." "In addition, the 2023 Plan includes twenty-five projects specifically related to acquiring and developing Natural Area Parks, included below and in Appendix 11 of the 2023 Plan: • Project S2 Dorris Ranch (Master Plan) • Project S9 Georgia Pacific Natural Area (Improve) • Project S23 Moe Mountain Natural Area (Acquisition) • Project S24 Thurston Hills Natural Area (Acquisition) 9 Eastgate Woodlands of the Whilamut Natural Area, Georgia Pacific Natural Area, Harvest Landing, Moe Mountain Natural Area,Thurston Hills Natural Area,Weyerhaeuser-McKenzie Natural Area(2023 Plan, page 47). Planning Commission Staff Report (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 25 of 44 Exhibit C Page 26 of 44 • Project S25 McKenzie River Multi-use Path (Improve) • Project S27 Gary Walker Trail System at Dorris Ranch (Improve) • Project S28 Thurston Hills Natural Area (Improve) • Project S29 Thurston Hills Natural Area South Trailhead (Improve) • Project M4 Weyerhaeuser-McKenzie Natural Area (Master Plan) • Project M5 Bob Artz Memorial Park(Improve) • Project M8 Eastgate Woodlands of the Whilamut Natural Area (Expansion) • Project M24 Harvest Landing (Acquisition) • Project M25 New Park in Area J (Acquisition) • Project M30 Glenwood Riverfront Multi-use Path West (Improve) • Project M31 Moe Mountain Natural Area Multi-use Path Construction (Improve) • Project M33 Bridge to Howard Buford Recreation Area (Connect) • Project M35 Thurston Hills Natural Area North Trailhead (Improve) • Project L1 Clearwater Park(Improve) • Project L11 Weyerhaeuser-McKenzie Natural Area (Expansion) • Project L17 Glenwood Riverfront Multi-use Path South (Improve) • Project L18 Glenwood Riverfront Multi-use Path West (Improve) • Project 04 Thurston Hills Natural Area Expansion • Project 07 Thurston Hills Natural Area (Acquisition) • Project 08 Willamette Heights (Acquisition) • Project 09 Booth Kelly/Mill Pond Park(Improve) • Project 010 Glenwood Riverfront(Acquisition) • Project 011 Jasper Meadows Wetland Park [Acquisition] • Project 018 South Jasper Natron Wetland Park [Acquisition] • Project 019 McKenzie Riverfront& Cedar Creek [Acquisition]" The findings under Statewide Land Use Planning Goal 5: Open Spaces, Scenic and Historic Areas, and Natural Resources are incorporated herein by reference as further support for consistency with the Metro Plan's Environmental Resources Element. Lane County's staff report, prepared separately, addresses the Agricultural and Forest Lands components of Statewide Land Use Planning Goals 3 and 4, which apply outside the Springfield urban growth boundary and Metro Plan boundary. Based on these findings, adopting the 2023 Plan as the Recreation Element of the Springfield Comprehensive Plan and adopting corresponding text amendments to the Metro Plan are actions consistent with the Environmental Resources Element of the Metro Plan. Finding 59: The Metro Plan's Willamette River Greenway, River Corridors, and Waterway Element is in place to help protect, conserve, and enhance the natural, scenic, environmental, and economic qualities of river and waterway corridors. Policies relevant to adopting the 2023 Plan are: Planning Commission Staff Report (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 26 of 44 Exhibit C Page 27 of 44 Policy D.2:Land use regulations and acquisition programs along river corridors and waterways shall take into account all the concerns and needs of the community, including recreation... Policy D.3:Eugene, Springfield, and Lane County shall continue to cooperate in expanding water-related parks and other facilities, where appropriate, that allow access to and enjoyment of river and waterway corridors. Policy D.4:... Springfield's efforts to improve the scenic quality of its Millrace should be encouraged. Policy D.8: Within the framework of mandatory statewide planning goals, local Willamette River Greenway plans shall allow a variety of means for public enjoyment of the river, including public acquisition areas... Policy D.9:Local and state governments shall continue to provide adequate public access to the Willamette River Greenway. As stated by the Applicant: "Two rivers border [Springfield],thus river access and river corridor protection, conservation, and enhancement are key elements of the proposed 2023 Plan. Willamalane currently operates two parks along the main stem of the Willamette River.10 Three additional parks are located along the middle fork of the Willamette River.11 Two parks are located on the McKenzie River.12 In addition, Willamalane operates multi-use facilities paths along the Willamette River.13 The 2023 Plan includes twenty-four projects that support the Metro Plan Willamette River Greenway, River Corridor, and Waterway Element's goals and policies by improving and enhancing access to rivers and waterways through park, bridge, and multi-use path design, development, and acquisition (2023 Plan, Appendix 11): • Project S4 Island Park Design • Project S7 West D St. Greenway Master Plan • Project S9 Georgia Pacific Natural Area • Project S25 McKenzie River Multi-use Path • Project M1 McKenzie River Boat Access • Project M4 Weyerhaeuser-McKenzie Natural Area • Project M8 Eastgate Woodlands of the Whilamut Natural Area • Project M12 Mill Race Park • Project M24 Harvest Landing • Project M30 Glenwood Riverfront Multi-use Path West 10 Eastgate Woodlands of the Whilamut Natural Area and Island Park.2023 Plan, Figure 36. 11 Dorris Ranch,Georgia Pacific Natural Area,and Clearwater Park. 2023 Plan, Figure 36. 12 Harvest Landing and Weyerhaeuser-McKenzie Natural Area. 2023 Plan, Figure 36. 13 West D Street Greenway and Middle Fork Path.2023 Plan, Figure 37. Planning Commission Staff Report (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 27 of 44 Exhibit C Page 28 of 44 • Project M32 Bridge to Glenwood at Island Park • Project M33 Bridge to Howard Buford Recreation Area • Project M34 Clearwater Park Trails • Project L1 Clearwater Park • Project L3 Island Park • Project L11 Weyerhaeuser-McKenzie Natural Area • Project L17 Glenwood Riverfront Multi-use Path South • Project L18 Glenwood Riverfront Multi-use Path West • Project L19 Bridge to Glenwood at Island Park • Project L20 Bridge to Howard Buford Recreation Area • Project L21 Bridge to Glenwood at Dorris Ranch • Project 09 Booth Kelly/Mill Pond Park • Project 010 Glenwood Riverfront(Acquisition) • Project 019 McKenzie Riverfront& Cedar Creek (Acquisition)" The 2023 Plan identifies the importance of stewarding natural areas and habitat. The projects listed near the Greenway are natural areas, linear parks, and trails, and they relate to one or more of the following strategies: • Strategy 2.1.f: Enhance habitat and provide natural area supporting amenities within developed parks.This could include green infrastructure, expanding urban forest, short nature trails, nature play elements, and/or signage interpretation (2023 Plan, page 98) • Strategy 5.2.b: Develop management plans for natural areas that currently do not have plans in place (2023 Plan, page 106) • Strategy 5.2.c: Develop annual work plans for effective management of natural areas (2023 Plan, page 106) • Strategy 5.2.f: Update Willamalane's Natural Area Management Plan to incorporate natural areas acquired since the Plan was created,This Plan should identify priority habitats and opportunities for expansion (2023 Plan, page 106) • Strategy 5.3.a: Develop a management plan for repair and maintenance of existing soft-surface trails and multi-use paths (2023 Plan, page 106) These findings together with those addressing Statewide Land Use Planning Goals 5 and 15 and the Metro Plan's Environmental Resources Element, incorporated herein by reference, demonstrate that adopting the 2023 Plan as the Recreation Element of the Springfield Comprehensive Plan and the corresponding text amendments to the Metro Plan are actions consistent with the Willamette River Greenway, River Corridors, and Waterway Element of the Metro Plan. Finding 60: The Environmental Design Element of the Metro Plan sets broad goals and polices for the desired qualities of life in the Eugene-Springfield area. The goals of the Metro Plan's Environmental Design Element are to: 1. Secure a safe, clean, and comfortable environment which is satisfying to the mind and senses. Planning Commission Staff Report (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 28 of 44 Exhibit C Page 29 of 44 2. Encourage the development of the natural,social, and economic environment in a manner that is harmonious with our natural setting and maintains and enhances our quality of life. 3. Create and preserve desirable and distinctive qualities in local and neighborhood areas. Relevant Metro Plan policies include: Policy E.1:In order to promote the greatest possible degree of diversity, a broad variety of commercial, residential, and recreational land uses shall be encouraged when consistent with other planning policies. Policy E.4:Public and private facilities shall be designed and located in a manner that preserves and enhances desirable features of local and neighborhood areas and promotes their sense of identity. Policy E.5:Carefully develop sites that provide visual diversity to the urban area and optimize their visual and personal accessibility to residents. While specific project locations, design, and development of the projects have yet to occur based on Willamalane's 2023 Plan, several of its strategies are a framework for future projects in the proposed 2023 Plan. These strategies address environmental design considerations, including: accessibility, safety, connectivity, educational and interpretive elements, public art, and sustainability: • Strategy 2.1: Improve existing parks to enhance the district's current level of service (2023 Plan, page 98) • Strategy 2.2: Expand acreage and recreation offerings to accommodate population growth and provide parks and recreation opportunities in underserved areas (2023 Plan, page 100) • Strategy 2.3: Improve and enhance the district's sustainability initiatives (2023 Plan, page 101) • Strategy 3.1: Improve connectivity and access to existing paths and trails (2023 Plan, page 102) • Strategy 3.2: Provide a desirable experience for trail users (2023 Plan, page 103) • Strategy 4.1:Add or expand facilities to best meet user demand in the district (2023 Plan, page 104) • Strategy 5.1: Maintain a high standard of care for parks and open spaces (2023 Plan, page 105) Adopting the 2023 Plan as the Recreation Element of the Springfield Comprehensive Plan and the corresponding text amendments to the Metro Plan are actions consistent with the Metro Plan's Environmental Design Element. Finding 61: The Transportation Element of the Metro Plan "addresses surface and air transportation in the metropolitan area.The Eugene-Springfield Metropolitan Area Transportation Plan (TransPlan) provides the basis for the surface Planning Commission Staff Report (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 29 of 44 Exhibit C Page 30 of 44 transportation portions of this element."TransPlan and the Springfield 2035 Transportation System Plan (TSP)are the functional plans that inform transportation-specific infrastructure investments. The TransPlan (last updated in 2002) serves as a functional plan of the Metro Plan and remains applicable only to regional planning. Willamalane's 2023 Plan describes a transportation-related project that could extend outside Springfield's existing UGB (acknowledged in 2019),which corresponds to projects shown outside Springfield's UGB in the TransPlan.This project has potential to connect south Springfield to the Howard Buford Recreation Area (TransPlan project 960, 2023 Plan project L20). Finding 62: The Springfield TSP replaced TransPlan as Springfield's local's transportation system plan upon the TSP's initial adoption in 2014 and as amended in 2020. As such, the projects in the Springfield TSP reflect the most recently adopted transportation projects coordinated by the City of Springfield. Pages 15 and 16 of this staff report show maps of some of Willamalane's conceptually planned project locations, which depicts selected project numbers (a full list is in Appendix 11 of the 2023 Plan, Exhibit A). Willamalane's 2023 Plan contains pedestrian-oriented projects identified as Proposed or Planned Path projects and Proposed On-Street Connections. Several projects in the Springfield TSP align or coordinate with Willamalane's mapped projects within the TSP boundary. Page 32 of this staff report lists these consistencies with specific references to project numbers. Willamalane's 2023 plan also supports the Springfield TSP's multimodal approach to transportation planning.The 2023 Plan's level of service assessment (Section 6) explains that convenient and safe pedestrian access to parks and other facilities brings an equitable lens to the planning process and benefits communities in areas of public, environmental, and economic health.The level of service assessment(Appendix 8 as summarized in Section 6) identifies gaps needed to better-achieve healthy and equitable outcomes.As part of the level of service assessment, Willamalane evaluated: pedestrian barriers (Section 6, page 61), whether residents have walkable (half-mile/10-minute)access to parks, and more measures related to park access (Section 6 and Appendix 8).The 2023 Plan's assessment methodology and resulting list of planned projects is consistent with the following policies and actions of the Springfield TSP: Goal 1:Community Development:Provide an efficient, sustainable, diverse, and environmentally sound transportation system thatsupports and enhances Springfield's economy and land use patterns. • Policy 1.2:Consider environmental impacts of the overall transportation system and strive to mitigate negative effects and enhance positive features. - Action 1:Strive to reduce vehicle-related greenhouse gas emissions and congestion through more sustainable street, bike, Planning Commission Staff Report (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 30 of 44 Exhibit C Page 31 of 44 pedestrian, transit, and rail network design, location, and management. • Policy 1.3:Provide a multi-modal transportation system that supports mixed-use areas, major employment centers, recreation, commercial, residential, and public developments, to reduce reliance on single- occupancy vehicles (SOVs). • Policy 1.4:Strive to increase the percentage of bicycle and pedestrian system users by planning, designing, and managing systems to support the needs of diverse populations and types of users, including meeting Americans with Disabilities Act(ADA)needs. Goal 2:System Management:Preserve, maintain, and enhance Springfield's transportation system through safe, efficient, and cost- effective transportation system operations and maintenance techniques for all modes. • Policy 2.4:Maintain and preserve a safe and efficient bike and pedestrian system in Springfield. - Action 1:Coordinate with Willamalane Park and Recreation District to maintain and preserve the off-street path system. Goal 3:System Design:Enhance and expand Springfield's transportation system design to provide a complete range of transportation mode choices. • Policy IT Provide for a pedestrian environment that supports adjacent land uses and is designed to enhance the safety, comfort, and convenience of walking by providing direct routes and removing barriers when possible. • Policy 3.8: Coordinate the design of Springfield's transportation system with relevant local, regional, and state agencies. - Action 7:Coordinate with Lane County to ensure transition between rural and urban transportation facilities within the Springfield urban growth boundary(UGB). Planning Commission Staff Report (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 31 of 44 U� t O zT V W M O O N Or M m N a m n T O 16 L -0- S a o M. O° y a E u ° 3 m E o n a N = v w 'O N Am L s E(U 0 o Vte sO ° O 46 O N = v00 m O O c NTN n oC0 C 0 N > 0 C` Gu vuit aO+ N c 0° Q L tNU E O N o j 00 UO OC O O Cm O. W c " i E O E N C - '^ 'O.` Ul — .2 v E O w c c a` > E v v ° m o o o ° n -° ° o L o Z ° m Y v n, 0 o ar ti = a -° ° ° c v w m Y w +' o c moo E _ o a n a a z u = 'o o u, of ° ar ,. c `° n = Q c r� b N C J c0 'O w V L Y O Y c0 Y 2 E 0 ° c0 N Y °'S Ti O °' °'Q m N n t V O C Z d 6 N L Y N L L Y V L N O ] L m L 2 c N - O � I N a 3 -0 -0 �° 3aY" 3 o � N .3 .`. 0 `° > `° am cv O Y N C Oq N C m'O C N 3 v 'v im `o ar `o ar - s °v ° v ° °' v > v o 2i (7 .L, 2i E C7 m a 2i a > >i a o Eo m o m a` w m 0 v m w o m MEZ v a 3 p > o a� o z a w 0 _T o 0 0 $ °o o $ Y m 0 a V ° a > > N 0 -m o 0 O S y 1 N v T- N > U1 ry j N ° N O 3 O 0 Y Y N off �w mw t7'z c� z mHa 3 =�a m w E o - E E E `m E o E = O o >- 0 0 w v 0 - s s L s -0 m " c C O_0 o > o.a v 3 -00 a c c 3 0 m oIr ° 3 = 3 3 3 3 v 3 2 w a _° w w o m L o -0 v v w m ti 0 0 .. o $ o = o o s o •a o o o ° o v �- o o +� o H e w E Y one .. v :. a 0 0 u N a = m o c O J ti ° ti ti ti ti a ti m v v 0 0 o � 30 ,� ow k2 vL vm o -o a 3 ° - h0� f° Y v°, m - ° - v - Y a a c vT o E . 0 n °o m a ¢ E m E E o ° E g E w E o � c a 3 v o - >i m w 3 v v 3 m 3 �+ ow 3 0 3 Y 3 u c °1 o arm v G ? o ° o Y c m ?o ? ? o Ti v m o C ` v V a w n v - t o Y a W vYi n ti aL+s T T w C w, to vv C yL• 'O vYi m vYi v 'O o f yO m a+ ] O O O O -O O w O N O O Ln F- V .L. a n n C7 a s 0 vi V E 2i V .L. V �n a V x V 1 o c (U M Y N Q 3 v ar E m E m ° m o rn o y W a fl, m o a v L o o c T_ - - O w L a+ O t11 t0 m m T� m 3 o m 3 m v N m v a Z 3 c v v 'a'+ �^ a o a ar ID a w y vaf W (7 .L. '° " a l m a m .`0• > -O a o '_^ •O N 1 J �j -O O L L N Y c Q N N -O N 000 L Ga w m-° v o v 3 a E 3 a E (7 L v �^ m -° w w o m in o- p `p_ aL. o w � =° w � =° o o � m3 o m YY aL+ �t o f ti d C .+ ti ti .^-� .�-� N M m m m m m m co co co oo t: v a, a, c � -Oc N Y C ry o a = N E O O � U � C � C � c - a Exhibit C Page 33 of 44 Amendments to Springfield's TSP do not accompany the plan amendments associated with adoption of Willamalane's 2023 Plan. Springfield will update its TSP,which will include aligning the planning area with Springfield's urban growth boundary and will reflect the pedestrian-oriented projects identified in Willamalane's 2023 Plan. The preceding findings demonstrate that the 2023 Plan is consistent with the adopted plans applicable to transportation system planning in Springfield and the region, including the Metro Plan's Transportation Element by way of the TransPlan, and the Springfield TSP. Adopting the 2023 Plan as the Recreation Element of the Springfield Comprehensive Plan and corresponding text amendments to the Metro Plan are actions consistent with the Transportation Element of the Metro Plan. Finding 63: The Public Facilities and Services Element requires urban facilities and services systems to be planned in timely and efficient coordination with land uses within urban growth boundaries and other areas.This Element's introductory section briefly mentions parks and recreation services; however, they are addressed in detail in the Metro Plan's Parks and Recreation Facilities Element. One overlapping topic in the Public Facilities and Services Element relates to joint school/park use: Finding 33:Combining educational facilities with local park and recreation facilities provides financial benefits to the schools while enhancing benefits to the community. Policy G.21: The use of school facilities for non-school activities and appropriate reimbursement for this use. As stated by the Applicant: "The 2023 Plan is the product of extensive public participation and interagency collaboration. One of the 2023 Plan's community engagement focus areas is to `continue to grow partnerships with Springfield Public Schools' (2023 Plan, [page] 33). Specific to natural areas,the 2023 Plan notes that'there are also many opportunities to integrate green spaces throughout the urban core of Springfield with improvements such as green infrastructure, expansion of urban forests, and small nature trails within developed parks. Springfield Public Schools,the City of Springfield, and the Springfield Utility Board are all public agencies with large land holdings that,through further collaboration, could increase efficiencies and impact of Willamalane's natural resource efforts' (2023 Plan, [page] 52)." The 2023 Plan includes specific projects that involve interagency coordination and reinforce Willamalane's commitment to collaboration with the Springfield Public Planning Commission Staff Report (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 33 of 44 Exhibit C Page 34 of 44 Schools, Springfield Utility Board, City of Springfield, Eugene Water and Electric Board, Metropolitan Wastewater Management Commission, and other partners, including (2023 Plan, Appendix 11): • Project S1 Booth Kelly Trailhead to Middle Fork Path Connector • Project S3 Guy Lee Park/Elementary • Project S7 West D St. Greenway Master Plan • Project S8 Gamebird Park and Garden • Project S9 Georgia Pacific Natural Area • Project S13 Willamalane Park • Project S15 Bob Artz Memorial Park • Project S25 McKenzie River Multi-use Path • Project S29 Thurston Hills Natural Area South Trailhead • Project S35 Centennial Elementary • Project 36 Maple Elementary • Project 37 Riverbend Elementary • Project M1 McKenzie River Boat Access • Project M4 Weyerhaeuser-McKenzie Natural Area • Project M5 Bob Artz Memorial Park • Project M8 Eastgate Woodlands of the Whilamut Natural Area • Project M9 Guy Lee Park • Project M13 Page Park • Project M15 Douglas Gardens Park • Project M22 New Neighborhood or Special Use Park • Project M24 Harvest Landing • Project M27 Booth Kelly Trailhead to Island Park Connector • Project M28 Booth Kelly Trailhead to Middle Fork Path Connector Project M29 By-Gully Path Extension • Project M30 Glenwood Riverfront Multi-use Path West • Project M32 Bridge to Glenwood at Island Park • Project M33 Bridge to Howard Buford Recreation Area • Project L2 Douglas Gardens Park • Project L5 Kelly Butte Overlook • Project L11 Weyerhaeuser-McKenzie Natural Area • Project L14 Booth Kelly Road Multi-use Path • Project L15 EWEB Path Extension to Don St. • Project L16 EWEB Path Extension to Laura St. • Project L17 Glenwood Riverfront Multi-use Path South • Project L18 Glenwood Riverfront Multi-use Path West • Project L19 Bridge to Glenwood at Island Park • Project L20 Bridge to Howard Buford Recreation Area • Project L21 Bridge to Glenwood at Dorris Ranch • Project 01 EWEB Path On-Street Connection • Project 02 Middle Fork and Mill Race Path North Extensions • Project 09 Booth Kelly/Mill Pond Park • Project 010 Glenwood Riverfront Planning Commission Staff Report (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 34 of 44 Exhibit C Page 35 of 44 • Project 020 Safe Access to Willamalane Park • Project 021 By-Gully Path Improvements • Project 022 Downtown Urban Park/Plaza • Project 023 EWEB Path Improvements Adopting the 2023 Plan as the Recreation Element of the Springfield Comprehensive Plan and the corresponding text amendments to the Metro Plan do not modify the Public Facilities and Services Plan in place for Springfield. The Public Facilities and Services Plan does not include park and recreation facilities. As such,the actions associated with adopting Willamalane's 2023 Plan are consistent with the Public Facilities and Services Element of the Metro Plan. Finding 64: The request includes a proposed amendment to the Metro Plan's Parks and Recreation Facilities Element. The amendment to this Element is limited to a footnote citing adoption of Willamalane's Park and Recreation Comprehensive Plan as an element of the Springfield Comprehensive Plan as shown in Exhibit B. While minimal in content, it serves a significant clarifying purpose. The proposed amendment retains the applicability of this Metro Plan element to Willamalane and Springfield given its emphasis on regional coordination. As such, a relevant content of the Parks and Recreation Facilities Element includes: Goal: Provide a variety of parks and recreation facilities to serve the diverse needs of the community's citizens. Section 9 and Appendix 11 of the 2023 Plan show and describe an array of plans for park and facilities projects consistent with this goal. In addition to analyses for level of service, capacity, etc., a foundational piece for determining needs—and subsequently the proposed projects—was engaging the community throughout the entire process of development the plan. The findings under Statewide Land Use Planning Goal 1 demonstrate consistency with the above-cited goal. Policy H.2:Local parks and recreation plans and analyses shall be prepared by each jurisdiction and coordinated on a metropolitan level... Policy H.6:All metropolitan area parks and recreation programs and districts shall cooperate to the greatest possible extent in the acquisition of public and private funds to support their operations. Willamalane Park and Recreation District is a special-purpose district whose boundaries include all of Springfield's planning jurisdiction. Willamalane's district boundary includes some land outside the Springfield UGB.The City of Springfield has no park department. As previously noted, a 1995 Intergovernmental Agreement between Willamalane and the City of Springfield establishes Willamalane as the provider of park and recreation facilities in Springfield and as the agency responsible for developing a comprehensive plan specific to park and recreation facilities. Planning Commission Staff Report (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 35 of 44 Exhibit C Page 36 of 44 The 2023 Plan is proposed for adoption as an element of Springfield's Comprehensive Plan for park and recreational services in conformance with Statewide Land Use Planning Goal 8. Section 5, page 52; Section 7, page 77; and Appendix 1 of the 2023 Plan note Willamalane's collaboration with public, non- profit, and civic organizations in the region to develop the 2023 Plan and notes how it will coordinate services throughout its planning period. Part of this coordination involves strategies to fund its operations and capital investments. Sections 8 and 9 of the 2023 Plan identify how Willamalane currently and has potential to support these aspects of its services. These findings demonstrate the proposed 2023 Plan meets the purpose and direction of the Metro Plan's Parks and Recreation Facilities Element. Accordingly, adopting the 2023 Plan as the Recreation Element of the Springfield Comprehensive Plan and the corresponding text amendments to the Metro Plan are also consistent with this Metro Plan element. Finding 65: The goal of the Historic Preservation Element of the Metro Plan is to "preserve and restore reminders of our origin and historic development as links between past, present, and future generations." Of the policies in this Element of the Metro Plan, one is relevant: Policy 1.2:Institute and support projects and programs that increase citizen and visitor awareness of the area's history and encourage citizen participation in and support of programs designed to recognize and memorialize the area's history. Willamalane owns and operates Dorris Ranch, a 258-acre living history park on the National Register of Historic Places. Relevant projects in the 2023 Plan directed at preserving and restoring historic places include (2023 Plan, Appendix 11): • Project S2 Dorris Ranch (Master Plan) • Project S27 Gary Walker Trail System at Dorris Ranch (Expand) • Project M7 Dorris Ranch (Improvements) Several actions in Willamalane's 2023 Plan address the preservation and protection of historic and cultural resources: • Action 2.1.i: Work with community partners to actively preserve and protect historic and cultural resources in the district (2023 Plan, page 98). • Action 2.1.j: Continually update the Historic and Cultural Resources Management Plan to [integrate] best practices into the management of historic and cultural resources within the district (2023 Plan, page 98). • Action 5.1.o: Explore expansion of the Dorris Ranch Historic District to include the Briggs House during implementation of the Dorris Ranch Master Plan improvements (2023 Plan, page 105). • Action 5.4.b.: Assess and plan for opportunities to improve the function of existing facilities, including renovations to locker rooms, parking lots, entrance lobbies, historic and cultural resources, etc. (2023 Plan, page 106). Planning Commission Staff Report (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 36 of 44 Exhibit C Page 37 of 44 These findings demonstrate the proposed 2023 Plan is consistent with the Historic Preservation Element of the Metro Plan.Accordingly, adopting the 2023 Plan as the Recreation Element of the Springfield Comprehensive Plan and the corresponding text amendments to the Metro Plan are also consistent with this Metro Plan element. Finding 66: The first goal of the Metro Plan's Energy Element is to "maximize the conservation and efficient utilization of all types of energy."There is one policy relevant to the 2023 Plan: Policy J.8: Commercial, residential, and recreational land uses shall be integrated to the greatest extent possible, balanced with all planning policies to reduce travel distances, optimize reuse of waste heat, and optimize potential on-site energy generation. The findings under Statewide Land Use Planning Goal 12:Transportation (beginning on page 19 of this staff report) support PolicyJ.8 and are incorporated herein by reference. The 2023 Plan includes a strategy and corresponding actions directed at enhancing Willamalane's sustainability efforts, and additional actions will work toward energy efficiency, including energy conservation and sustainable development practices (2023 Plan, page 101): • Strategy 2.3: Improve and enhance the [D]istrict's Sustainability initiatives: • Action 2.3.a: Limit the [D]istrict's carbon footprint. Create an internal sustainability plan with measurable goals and action items. • Action 2.3.b: Consider design standards and horticultural practices that feature native and drought-resistant plants to conserve water. • Action 2.3.c: Help ensure all current and future park and facility lighting is as energy efficient as possible(e.g., LED). Consider dark sky compliant lighting where possible. • Action 2.3.d: Expand recycling program in [D]istrict parks and facilities. • Action 2.3.e: Work with local partners to identify and address green infrastructure needs throughout the park system. • Action 2.3.f: Prioritize environmentally [conscious] and energy[efficient] alternatives when replacing [D]istrict's gas-powered vehicle fleet and maintenance equipment. These findings demonstrate the proposed 2023 Plan is consistent with the Energy Element of the Metro Plan.Accordingly, adopting the 2023 Plan as the Recreation Element of the Springfield Comprehensive Plan and the corresponding text amendments to the Metro Plan are also consistent with this Metro Plan element. Finding 67: The Metro Plan's Citizen Involvement Element aims to "continue to develop, maintain, and refine programs and procedures that maximize the opportunity for meaningful, ongoing citizen involvement in the community's planning and Planning Commission Staff Report (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 37 of 44 Exhibit C Page 38 of 44 planning implementation processes consistent with mandatory statewide planning standards." Metro Plan Policy K.3 is relevant to the 2023 Plan: Policy K.3:Improve and maintain local mechanisms that provide the opportunity for residents and property owners in existing residential areas to participate in the implementation of policies in the Metro Plan that may affect the character of those areas. The findings in response to Statewide Land Use Planning Goal 1 are incorporated herein by reference. Accordingly, adopting the 2023 Plan as the Recreation Element of the Springfield Comprehensive Plan and the corresponding text amendments to the Metro Plan are also consistent with this Metro Plan element. (2) In those cases where the Springfield Comprehensive Plan applies, the amendment shall be consistent with the Springfield Comprehensive Plan Finding 68: No policies in the Residential Land Use&Housing Element of the Springfield Comprehensive Plan directly apply to Willamalane's 2023 Plan or to the associated amendments, as Willamalane's 2023 Plan does not propose housing and is not a neighborhood refinement plan. However, adopting Willamalane's 2023 Plan complements the following policies through the Plan's emphasis on the importance of providing recreation services and park spaces that are safe to get to by ways other than driving: Policy H.10: Through the updating and development of each neighborhood refinement plan, district plan or specific area plan, amend land use plans to increase development opportunities for quality affordable housing in locations served by existing and planned frequent transit service that provides access to employment centers,shopping, health care, civic, recreational and cultural services. Policy H.14:Continue to update existing neighborhood refinement plan policies and to prepare new plans that emphasize the enhancement of residential neighborhood identity, improved walkability and safety, and improved convenient access to neighborhood services, parks, schools and employment opportunities. The amount and general locations of the projects in Willamalane's 2023 Plan support Springfield's residential land needs as demonstrated in the findings under Statewide Land Use Planning Goal 10, incorporated herein by reference. Accordingly, adopting the 2023 Plan as the Recreation Element of the Springfield Comprehensive Plan and corresponding text amendments to the Metro Plan are actions consistent with the Residential Land Use & Housing Element of the Springfield Comprehensive Plan. Planning Commission Staff Report (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 38 of 44 Exhibit C Page 39 of 44 Finding 69: The Springfield Comprehensive Plan's Economic Element addresses adequate land supply for economic development and strategies for employment growth.The following policies are relevant to the request: Policy E.1:Designate an adequate supply of land that is planned and zoned to provide sites of varying locations, configurations,size and characteristics as identified and described in the Economic Opportunity Analysis to accommodate industrial and other employment over the planning period. These sites may include vacant undeveloped land,partially developed sites with potential for additional development through infill development,and sites with redevelopment potential. Policy E.29:Strengthen and grow community partnerships and initiatives that seek to optimize coordination of economic development planning with natural resource, open space and parks planning. The findings under Statewide Land Use Planning Goal 9, incorporated herein by reference, demonstrate the 2023 Plan and actions to implement the 2023 Plan do not affect the commercial or industrial buildable land inventories and do not conflict with needed employment sites. Adopting the 2023 Plan as the Recreation Element of the Springfield Comprehensive Plan ensures consistency with Policy E.29 given the general project locations as shown on pages 15 and 16 of this staff report and in the 2023 Plan,their descriptions in Appendix 11 of the 2023 Plan (Exhibit A), and in the strategies and actions identified on pages 96 through 108 of the 2023 Plan (Exhibit A). Accordingly, adopting the 2023 Plan as the Recreation Element of the Springfield Comprehensive Plan and corresponding text amendments to the Metro Plan are actions consistent with the Economic Element of the Springfield Comprehensive Plan. Finding 70: The Urbanization Element of the Springfield Comprehensive Plan guides future development in Springfield, describes how and where land will be developed, and how and where infrastructure will be provided to meet Springfield's long-term needs for growth while ensuring a high quality of life for its community. Relevant policies include: Policy U.26:As depicted in Ordinance No. 6361 Exhibit A-2, certain Willamalane Park and Recreation District lands, parks and facilities are included in the 2016 UGB expansion and are designated Public/Semi Public to accommodate community needs for open space and recreation and shall not be re-designated to allow for other urban uses. Policy U.31:For the purposes of land use planning and annexation approval, the Springfield Comprehensive Plan defines key urban facilities and services as: wastewater service;stormwater service;transportation,solid waste management;water service,fire and emergency medical services,police protection;citywide park and recreation programs,electric service;land use Planning Commission Staff Report (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 39 of 44 Exhibit C Page 40 of 44 controls,communication facilities,and public schools on a district-wide basis. Policy U.41:Protect, conserve, and enhance the natural,scenic, environmental, and economic qualities of the McKenzie and Willamette River and waterway corridors as Springfield grows and develops. Policy U.43: The City of Springfield and Willamalane shall continue to cooperate in expanding water-related parks and other facilities, where appropriate, that allow access to and enjoyment of river and waterway corridors. Policy U.45:Continue efforts to restore, enhance and manage the Springfield Mill Race to fulfill multiple community objectives. Partner with Willamalane and Springfield Utility Board to provide public access to the Mill Race where appropriate. Policy U.46:Continue efforts to provide increased opportunities for public access to the Willamette River Greenway and the McKenzie River through comprehensive planning, development standards, annexation agreements, the land use permitting process, and through partnerships with Willamalane, Springfield Utility Board and property owners. Springfield Ordinance 6361 expanded Springfield's UGB by adding 455 acres of publicly owned land, some of which was under the ownership, co-ownership, or management by Willamalane for parks, recreation, and open space.The 2023 Plan does not propose to redesignate any of these lands, and adoption of the 2023 Plan will help ensure that lands designated for parkland and recreation services will remain committed to those needs.These lands are existing parks to remain with proposed improvements (e.g., Ruff Park, Lively Park, Weyerhaeuser-McKenzie Natural Area, Georgia Pacific Natural Area, Clearwater Park) or are areas where the 2023 Plan identifies opportunities for collaboration with other property owners (e.g., projects M28, M31, 02, 03, 05, etc. detailed in Exhibit A). The Springfield Comprehensive Plan includes citywide park and recreation programs in the definition of key urban facilities and services. The 2023 Plan is proposed for adoption as the Recreation Element of the Springfield Comprehensive Plan to be acknowledged as in compliance with Statewide Land Use Planning Goal 8. Consistent with Policy U.45 of the Urbanization Element, the Mill Race Path project (M12) commits Willamalane to working with partners and landowners to create a master plan and build improvements to the park. Consistent with Policies U.41 and U.46 of the Urbanization Element, Willamalane's 2023 Plan includes 22 projects along the McKenzie and Willamette Rivers that contribute to protecting, conserving, and enhancing the natural, scenic, environmental, and economic qualities of the resources. Planning Commission Staff Report (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 40 of 44 Exhibit C Page 41 of 44 Several projects(2023 Plan, Appendix 11) involve master planning or development to improve public access to the rivers: • Project S4 Island Park Design • Project S9 Georgia Pacific Natural Area • Project S25 McKenzie River Multi-use Path • Project S27 Gary Walker Trail System at Dorris Ranch • Project M1 McKenzie River Boat Access • Project M8 Eastgate Woodlands of the Whilamut Natural Area • Project M24 Harvest Landing • Project M30 Glenwood Riverfront Multi-use Path West • Project M32 Bridge to Glenwood at Island Park • Project M33 Bridge to Howard Buford Recreation Area • Project M34 Clearwater Park Trails • Project L1 Clearwater Park • Project L3 Island Park • Project L17 Glenwood Riverfront Multi-use Path South • Project L18 Glenwood Riverfront Multi-use Path West • Project L19 Bridge to Glenwood at Island Park • Project L20 Bridge to Howard Buford Recreation Area • Project L21 Bridge to Glenwood at Dorris Ranch Project 02 Middle Fork and Mill Race Path North Extensions Project 06 Middle Fork Path East Extension • Project 010 Glenwood Riverfront Project 019 McKenzie Riverfront & Cedar Creek Accordingly, adopting the 2023 Plan as the Recreation Element of the Springfield Comprehensive Plan and corresponding text amendments to the Metro Plan are actions consistent with the Urbanization Element of the Springfield Comprehensive Plan. CONCLUSION: Based on the preceding findings, the 2023 Plan, adopting it as the Recreation Element of the Springfield Comprehensive Plan, and corresponding text amendments to the Metro Plan are actions consistent with the applicable portions of the Springfield Comprehensive Plan.The amendments to the Metro Plan clarify the distinction between the Metro Plan and Comprehensive Plan with regard to parks and recreation services in Springfield, ensuring consistency between the two plans and within the Metro Plan itself. The criteria at SDC 5.14.135(B) and LC 12.300.030.13 are met. V. RELATED STATE REGULATORY FRAMEWORK Oregon Administrative Rules Each of the Oregon Statewide Land Use Planning Goals addressed in the first criterion of approval of this staff report have their own, accompanying Administrative Rule. Beyond those, additional OARS provide a broader regulatory context for parks planning in Oregon and carry out requirements of Oregon Statewide Land Use Planning Goal 8.As stated by the Applicant: Planning Commission Staff Report (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 41 of 44 Exhibit C Page 42 of 44 "Applicable administrative rules are those establishing policies and procedures for the planning and zoning of state and local parks to address the recreational needs of the citizens of the state (OAR Chapter 660, Division 034, Section 0000), and secondarily, those implementing the requirements for agricultural land as defined by Goal 3 (OAR Chapter 660, Division 33, Section 0010), and those implementing the requirements for open space as defined by Goal 5 (OAR Chapter 660, Division 023, Section 0220). OAR 660-034-0040(1) refers to requirements for implementing 'local park master plans' as part of the local comprehensive plan. There is no definition for 'local park master plans' in Division 34. Sections (1)(a) and (1)(b)of 660-034-0040 apply to the adoption of a site- specific park master plan. Since the proposed [amendments relate to]the adoption of a comprehensive, system-wide plan for parks and recreation and not a site-specific park master plan,the [Rule] does not apply. Even if it were assumed that the proposed 2023 Plan was synonymous with the definition of a 'local park master plan' in Division 34, the 2023 Plan would be consistent with the Rule's intent. The relevant text is below: OAR 660-034-0040 (1) If a local government decides to adopt a local park plan as part of the local comprehensive plan, the adoption shall include: (a) A plan map designation, as necessary, to indicate the location and boundaries of the local park;and The City of Springfield has an adopted and acknowledged property-specific Comprehensive Plan Map... The Map clarifies the location of plan designations by interpreting the Metro Plan Diagram for each property within Springfield's [UGB]. The 2023 Plan includes a Map of Proposed Park System Improvements (2023 Plan, Figure 36, page 114) and a Path and Trail Project List and Recommendations Map (2023 Plan, Figure 37, [page] 115)that show the location of parks, indoor facilities, and multi-use paths and identifies short-term, mid-term, and long-term projects. The 2023 Plan replaces and supersedes all previously adopted [Willamalane] Park and Recreation Comprehensive Plans." The Comprehensive Plan Maps referenced by the Applicant shows properties designated Public Land and Open Space and other properties where existing Willamalane facilities operate as allowed by corresponding zoning. The maps of the 2023 Plan also show Willamalane's district boundary in relation to the surrounding area it studied to inform the 2023 Plan. Willamalane's planning area includes land under Springfield's planning jurisdiction and small portions of land under Lane County's planning jurisdiction outside the Metro Plan boundary and Springfield's UGB. Upon adoption for Springfield's purposes, the 2023 Plan will serve as the Recreation Element of the Springfield Comprehensive Plan to satisfy Statewide Land Use Planning Goal 8. (b) Appropriate zoning categories and map designations (a "local park"zone or overlay zone is recommended), including objective land use and siting review criteria, in order to authorize the existing and planned park uses described in the local park master plan. Planning Commission Staff Report (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 42 of 44 Exhibit C Page 43 of 44 The Applicant states: "Existing City of Springfield zoning categories are sufficient, as they relate to existing parks and facilities, not proposed projects. The Rule also provides that 'a local government is not required to adopt an exception to Statewide Planning Goals 3 or 4 for [these uses] on agricultural or forest land within a local park provided such uses, alone or in combination, meet all other statewide goals and are each use must be described and authorized in a local park master plan' that has been adopted as part of the local comprehensive plan (OAR 660- 034-0040(4)(a))." While there are existing land use districts within the Springfield Development Code that relate to parks and facilities that adequately ensure the siting of such uses is possible, clarification is needed to note that existing sites must conform to these requirements, and proposed projects to develop park and facility concepts must also conform to the requirements of the Springfield Development Code. Evaluation of the 2023 Plan's conformance to Goals 3 and 4 is under Lane County's purview. The Applicant further states: "Lastly, OAR 660-023-0220 defines 'open space' to include parks..." The Applicant cites subsection (3) of this Rule: (3) "Local governments may adopt a list of significant open space resource sites as an open space acquisition program. Local governments are not required to apply the requirements of OAR 660-023-0030 through 660-023-0050[Inventory Process]to such sites unless land use regulations are adopted to protect such sites prior to acquisition." The Applicant states: "A list of proposed parks is included in the proposed 2023 Plan. Some of those sites are not yet in public ownership. However, their location is generalized in nature, and there are no land use regulations being proposed to protect such sites before acquisition..." The 2023 Plan and its adoption as the Recreation Element of the Springfield Comprehensive Plan along with text amendments to the Metro Plan are outside the scope of subsection (3). While Springfield has an adopted inventory and protection program for certain Statewide Land Use Planning Goal 5 resources as described beginning on page 7 of this staff report, open spaces are not part of Springfield's Goal 5 program, and a proposed acquisition program does not accompany adoption of the 2023 Plan. OAR 660-023-0220(2) does not require local governments to amend acknowledged comprehensive plans to identify new Goal 5 open spaces. Oregon Revised Statutes Applicable Oregon Revised Statutes (ORSs)are those authorizing and implementing the state and local park planning Administrative Rule (OAR Chapter 660, Division 34).The statues allowing park uses in Exclusive Farm Use zones in ORS 215 as cited in the Applicant's written statement (Attachment 2, page 27) apply to Lane County's staff report addressing the portion of Planning Commission Staff Report (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 43 of 44 Exhibit C Page 44 of 44 Willamalane's planning area outside the Metro Plan boundary and Springfield UGB. Statutes authorizing OAR Chapter 660, Division 34, State and Local Park Planning, are ORS 195 and 197: • ORS Chapter 195 (Local Government Planning Coordination)14: o ORS 195.020 and 195.065:These statutes provide the basis for the 1995 Intergovernmental Agreement between the City and Willamalane regarding coordinated planning and urban services. • ORS Chapter 197 (Comprehensive Land Use Planning Coordination)15: o ORS 197.175 generally requires the City to exercise its planning and zoning responsibilities in accordance with ORS Chapters 195, 196 and 197 and the goals approved under ORS Chapters 195, 196 and 197 (see ORS 197.250). Compliance with Oregon's Statewide Land Use Planning Goals are discussed under the first criterion of approval beginning on page 4 of this staff report. o ORS 197.610(and OAR 660-018-0020) requires local jurisdictions to submit proposed comprehensive plan or land use regulation changes to DLCD.As noted in the Procedural Findings on page 3 of this staff report, notice of the proposed amendments was provided to DLCD within 35 days of the first evidentiary hearing concerning the amendments. VI. OVERALL CONCLUSION: The findings herein demonstrate that adopting Willamalane's 2023 Park and Recreation Comprehensive Plan as the Recreation Element of the Springfield Comprehensive Plan and amending the Metro Plan text to reflect adoption as such are actions that meet the criteria of approval at SDC 5.14.135 and LC 12.300.030.The consistency of these actions with the Springfield Comprehensive Plan, the Metro Plan, and the Statewide Land Use Planning Goals carry out the land use planning framework prescribed by Oregon's Administrative Rules and Revised Statutes. is The Applicant's written statement cites ORS 195.120(Rules and planning goal amendments for parks required; allowable uses;application of certain land use laws) and ORS 195.125 (Existing uses in state parks;approval by local governments).With the exception of ORS 195.120(2)(a), these sections apply to state parks. ORS 195.120(2)(a)concerns working in cooperation with the State Parks and Recreation Commission to adopt rules and Statewide Land Use Planning Goal amendments for allowable uses in state and local parks that have adopted master plans.The amendments presently considered by Springfield and Lane County are outside the scope of ORS 195.120(2)(a). is The Applicant's written statement cites various statutes: Section 040(Land Conservation and Development Commission-- Duties of Commission; rules);and section 225 (Goals Compliance—Preparation;adoption)through Section 245 (Commission amendment of initial goals;adoption of new goals).These apply directly to DLCD and to the Land Conservation and Development Commission when adopting or amending a Statewide Land Use Planning Goal but only indirectly to the proposed amendments by way of demonstrating that Springfield's comprehensive planning framework is consistent with the Statewide Land Use Planning Goals. Planning Commission Staff Report (811-23-000285-TYP4, 509-PA24-05048) Willamalane 2023 Park and Recreation Comprehensive Plan Page 44 of 44