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RECREATION AND PARKS MASTER PLAN- COMPLETE
City of Augusta, Georgia Recreation and Parks Master Plan August 18, 2016 City of Augusta, Georgia - Recreation and Parks Master Plan i Acknowledgements City of Augusta Glenn Parker – Director Ron Houck, CPRP – Planning & Development Manager Maurice McDowell, CPRP – Planning and Development Joanie Smith – Deputy Director-Recreation Gary Hegner, CPRP, CPO – Deputy Director-Parks Project Lead Consultants Cranston Engineering Group, P.C. Thomas H. Robertson, PE, AICP, RLS – President and Lead Planner Scott Williams, PE – Vice-President and Lead Engineer Wright Montgomery, RLA – GIS Consultant/Landscape Architect Project Sub-Consultants PROS Consulting Neelay Bhatt – Vice President and Principal Consultant Sarah Durham – Consultant ETC. Leisure Vision Ron Vine – President and Community Needs Analysis Lead Rachel Snider – Community Needs Analysis Assistant Wood + Partners Kyle Theodore, RLA – Principal and Landscape Architect Eric Walsnovich, RLA – Landscape Architect APD Urban Planning & Management Jesse Wiles – President and Community Engagement Lead Marvin Winkfield – Community Engagement Consultant City of Augusta, Georgia - Recreation and Parks Master Plan ii Table of Contents CHAPTER ONE - EXECUTIVE SUMMARY ...................................................................1 1.1 INTRODUCTION ................................................................................................................. 1 1.2 OUTCOMES .......................................................................................................................... 1 1.3 RECOMMENDED VISION .................................................................................................. 2 1.4 RECOMMENDED MISSION ............................................................................................... 2 1.5 GOALS & STRATEGIES ..................................................................................................... 2 1.6 PUBLIC OUTREACH / FORUMS / WORKSHOPS............................................................ 2 1.7 COMMUNITY PROFILE ..................................................................................................... 6 1.8 RECREATION AND PARKS ANALYSIS / ASSESSMENT.............................................. 7 1.9 OPERATIONAL & FINANCIAL PLAN ............................................................................ 11 1.10 SYSTEM-WIDE RECOMMENDATIONS ....................................................................... 12 1.11 CAPITAL IMPROVEMENT PLAN ................................................................................. 14 1.12 IMPLEMENTATION PLAN............................................................................................. 15 1.13 CONCLUSION .................................................................................................................. 16 CHAPTER TWO - PUBLIC OUTREACH / FORUMS / WORKSHOPS........................17 2.1 KEY LEADERSHIP / FOCUS GROUP INTERVIEWS .................................................... 17 2.2 CROWD-SOURCING WEBSITE ....................................................................................... 24 2.3 STATISTICALLY VALID NEEDS ANALYSIS SURVEY .............................................. 25 CHAPTER THREE - COMMUNITY PROFILE ..............................................................28 3.1 DEMOGRAPHIC ANALYSIS ............................................................................................ 28 3.2 TRENDS ANALYSIS ......................................................................................................... 35 CHAPTER FOUR – RECREATION, PARKS AND FACILITIES ANALYSIS / ASSESSMENT ............................................................................................................................................41 4.1 PARK & FACILITIES INVENTORY & ASSESSMENT .................................................. 41 4.2 RECREATION PROGRAM ASSESSMENT ..................................................................... 51 4.3 PARK CLASSIFICATIONS & LEVEL OF SERVICE STANDARDS ............................. 64 4.4 GEOGRAPHICAL ANALYSIS THROUGH MAPPING .................................................. 70 4.5 PRIORITIZATION OF DEMANDS & NEEDS ................................................................. 85 CHAPTER FIVE - OPERATIONAL & FINANCIAL PLAN ..........................................88 5.1 ORGANIZATIONAL CULTURE ASSESSMENT ............................................................ 88 5.2 SITUATIONAL ASSESSMENT ........................................................................................ 96 5.3 FINANCIAL PRINCIPLES ................................................................................................. 98 CHAPTER SIX – SYSTEM-WIDE RECOMMENDATIONS .......................................119 6.1 SYSTEM-WIDE OBSERVATIONS & RECOMMENDATIONS ................................... 119 6.2 SITE SPECIFIC MASTER PLANS .................................................................................. 122 6.3 NEW OR ADDITIONAL PARKS .................................................................................... 124 CHAPTER SEVEN – CAPITAL IMPROVEMENT PLAN ...........................................125 7.1 PROPOSED IMPROVEMENTS TO EXISTING PARKS / FACILITIES ....................... 125 7.2 LEVEL OF SERVICE CAPITAL IMPROVEMENTS ..................................................... 127 City of Augusta, Georgia - Recreation and Parks Master Plan iii 7.3 COMBINED CAPITAL COSTS ....................................................................................... 129 CHAPTER EIGHT – IMPLEMENTATION PLAN .......................................................132 8.1 CORE VALUES ................................................................................................................ 132 8.2 RECOMMENDED VISION .............................................................................................. 132 8.3 RECOMMENDED MISSION ........................................................................................... 132 8.4 ACTION ITEMS................................................................................................................ 132 CHAPTER NINE - CONCLUSION ................................................................................138 APPENDIX A – PUBLIC INPUT – COMPREHENSIVE LIST OF COMMENTS ......139 APPENDIX B – COMPREHENSIVE COMMUNITY NEEDS ASSESSMENT SURVEY (INCLUDING APPENDIX A BENCHMARKS) (SEPARATE DOCUMENT) ..............156 APPENDIX C – PARKS AND FACILITIES INVENTORY AND ASSESSMENT .....157 APPENDIX D – TRAILS DEVELOPMENT MASTER PLAN .....................................158 APPENDIX E – PARK AND FACILITY PROTOTYPE COST ANALYSES..............160 APPENDIX F – PARK IMPROVEMENTS/RENOVATIONS COST ANALYSIS ......161 City of Augusta, Georgia - Recreation and Parks Master Plan Chapter One - Executive Summary - 1 CHAPTER ONE - EXECUTIVE SUMMARY 1.1 INTRODUCTION Augusta Recreation and Parks Department (“Department”) operates public park and recreation facilities and programs, and maintains city-owned facilities throughout Augusta. Recently recognized as the Georgia Recreation and Parks Association District I Agency of the Year, it has a range of inter-related elements: park land, recreation and community facilities, recreation programs, and administrative/planning/development services. The Department maintains over 60 park sites and 1,500 acres of parkland that feature a wide variety of quality facilities with family oriented leisure activities for all ages and population groups. In early 2015, the City of Augusta engaged Cranston Engineering Group, P.C. to develop a master plan for the Recreation and Parks Department. Over an eighteen month period, Cranston Engineering Group, P.C., working with the multidisciplinary team of PROS Consulting, Wood + Partners, APD Urban Planning & Management, and ETC Leisure Vision, developed this master plan which will be used as a guiding document for park renovations, future new construction, and development for the Recreation and Parks Department. The plan also provides recommended operational guidelines for the agency in several areas, including programming, staffing, and marketing. The following core themes for the master plan were developed during the Visioning Session conducted with the Department and served as a guide for the planning team throughout the process. Core Themes: • Community health / wellness • Protecting the investment we have made in our park system (preserve, protect and enhance our facilities and properties) • Financial sustainability • Building community and relationships (creating community through people, parks and programs) • Youth engagement and senior mentoring • Organizational readiness 1.2 OUTCOMES The 10-year master plan is committed to regularly review resources and direction and to make sure that the local parks system continues to be a viable and effective community resource for all Augustans. This plan is expected to be the foundation for future funding requests and re-alignment of resources as needed. Over the course of the planning effort, Augusta residents have had an opportunity to participate in the development of a community-based recreation and parks master plan that will provide guidance and policy direction for the Department. There is a strong need for a master plan to determine the future of our leisure services and park system, and to ensure that these community assets are used wisely and efficiently. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter One - Executive Summary - 2 PlanAugustaParks.com Website 1.3 RECOMMENDED VISION The planning team and Department staff recognizes that the City is working on its Vision Statement and the Department’s vision statement will be tied into that. “To make Augusta a nationally recognized leader in Parks and Recreation experiences” 1.4 RECOMMENDED MISSION “To offer exceptional customer service through a culture of continuous improvement, innovation, and sustainability” 1.5 GOALS & STRATEGIES The following are the goals and strategies determined at the outset that shaped the planning process undertaken for this 10 year Master Plan: • Engage the local community leadership and stakeholder groups in meaningful public input opportunities in order to identify the vision and needs of the Master Plan. • Research and analyze current parks and lands conditions in Augusta, Georgia, including a review of complementary sites and services in both the public and private sectors. • Identify reliable opportunities to enhance and leverage the financial resources of Augusta in providing park and recreation facilities and services. • Identify the opportunities to position the City as a leader in both financial and environmental sustainability in the provision of public services and facilities. • Coordinate the development of recommendations from multiple areas of research and analysis, community input and priorities, industry best practices, level of service standards, and sustainability principles. • Preserve and enhance the value of being a resident, business owner, and/or visitor to Augusta, Georgia. 1.6 PUBLIC OUTREACH / FORUMS / WORKSHOPS The planning process has included extensive public input and participation in formulating this comprehensive master plan. The consulting team conducted multiple meetings, eight (8) subject matter focus groups, three (3) forums with the public at large, and multiple interviews with key leaders and stakeholders. This interaction played an important part in establishing priorities for the future improvement and direction of the Department. In addition, the planning process included a specially designed crowd-sourcing website to maximize advocacy and community engagement and to provide a means for conveying consistent project updates to the citizenry (www.planaugustaparks.com). The site included the consulting team, key Department staff, the planning process, schedule, meeting dates and times, and opportunities for feedback gathering, including social media integration. The detailed input from the community input process is provided in Chapter 2. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter One - Executive Summary - 3 STATISTICALLY VALID NEEDS ANALYSIS SURVEY 1.6.1 1.6.1.1 OVERVIEW AND METHODOLOGY ETC Institute conducted a Community Needs Analysis Survey for the City of Augusta during the summer of 2015 to help establish priorities for the future improvement of parks, recreation facilities, and programs within the community. The survey was mailed to a random sample of 4,000 households. A total of 606 households completed the survey. The results for the sample of 606 households have a 95% level of confidence with a precision rate of at least +/- 4%. This implies that if the survey process were repeated, there is a high degree of confidence (95%) that the results obtained will be in a margin of error of +/- 4% of the results obtained currently. That ensures the statistical validity of the process and distinguishes it from other subjective community input media. 1.6.1.2 MAJOR FINDINGS Given below is the summary of key findings from the survey results which are detailed in charts provided later in Section 2.3. PARKS AND FACILITIES Facility Types Households Have Used 55% Augusta River Walk 51% Walking, hiking & biking trails 36% Large regional parks 35% Indoor community centers 29% Indoor fitness centers Quality of Parks and Recreation Facilities 55% “Good” 33% “Fair” 10% “Excellent” 3% “Poor” Usage of Major Facilities 74% Augusta River Walk / Augusta Common 64% Lake Olmstead Park / Julian Smith Casino 47% Diamond Lakes Regional Park Most Important Major Facilities 48% Augusta River Walk / Augusta Common 34% Lake Olmstead Park / Julian Smith Casino 34% Diamond Lakes Regional Park City of Augusta, Georgia - Recreation and Parks Master Plan Chapter One - Executive Summary - 4 Facilities Households Have a Need For 72% Walking, hiking and biking trails 63% Small neighborhood parks 63% Picnic areas and shelters 60% Large community parks PROGRAMS AND ACTIVITIES Program Participation 36% Have participated in a program by Department over past 12 months 64% Have not participated in a program by Department over past 12 months Quality of City Programs Participated In, for Those That Have Participated 58% “Good” overall quality rating 22% “Excellent” overall quality rating 19% “Fair” overall quality rating 1% “Poor” overall quality rating Organizational Usage for Programs and Activities over Past 12 Months 43% Churches 40% Augusta Recreation and Parks Department 32% YMCA 28% Georgia State Parks Programs Households Have a Need For 55% Adult fitness and wellness programs 41% Senior adult programs 39% Water fitness programs 38% Special events 35% Nature events Most Participated in Programs 16% Adult fitness and wellness programs 14% Special events 12% Senior adult programs 9% Youth sports programs Most Important Facilities 43% Walking, hiking and biking trails 26% Small neighborhood parks 20% Large community parks 18% Boating and fishing areas Ways Households Learn about Program and Activities 60% Friends and neighbors 49% Newspaper articles 38% Radio Most Important Programs 31% Adult fitness and wellness programs 24% Senior adult programs 15% Water fitness programs 15% Special events Overall Satisfaction with Value Received from Augusta Recreation and Parks Dept. 34% Somewhat satisfied 34% Neutral 12% Very satisfied 12% Somewhat dissatisfied 9% Very dissatisfied City of Augusta, Georgia - Recreation and Parks Master Plan Chapter One - Executive Summary - 5 DEPARTMENT FUNDING AND DIRECTION Program Funding (Majority by Taxes)* 71% Special populations 56% Low income residents 41% Youth sports programs * Respondent households indicating that these programs should be funded by either 100% taxes/ 0% fees or 75% taxes / 25% fees Program Funding (Majority by Fees)* 51% Adult sports programs 50% Adult classes 42% Special events and festivals * Respondent households indicating that these programs should be funded by either 100% fees/ 0% taxes or 75% fees / 25% taxes Community Agreement about Augusta Recreation and Parks Department* 88% Makes Augusta a more desirable place to live 86% Improves physical health and fitness 83% Improves mental health and reduces stress 76% Helps attract new residents and businesses * Represents the number of respondent households that indicated “strongly agree” or “agree” to these statements. Deterrents from Using Recreation and Parks Facilities and Programs More Often 35% Not knowing what is being offered 33% Security is insufficient 32% Facilities are not well maintained 27% Too busy Allocation of Funds for Department (out of a hypothetical $100) $24 Maintain and improve existing parks $17 Maintain and develop walking and biking trails $16 Expand Augusta River Walk $11 Maintain and develop indoor community centers and facilities $9 Develop new or expand existing parks to regional parks Most Important Benefit of the Department to the Community 45% Makes Augusta a more desirable place to live 43% Helps reduce crime 37% Improves physical health and fitness 23% Helps attract new residents and businesses Additional Tax Revenue Willingness to Pay 30% Would pay nothing in additional tax revenue to improve and build facilities 29% Would pay $3 - $4 per month … 22% Would pay $5- $6 per month … 12% Would pay $9+ per month … 8% Would pay $7-8 per month … City of Augusta, Georgia - Recreation and Parks Master Plan Chapter One - Executive Summary - 6 1.7 COMMUNITY PROFILE DEMOGRAPHIC AND TRENDS ANALYSIS 1.7.1 The Demographic Analysis provides an understanding of the population within the City of Augusta, Georgia. This analysis is reflective of the total population, and its key characteristics such as age segments, income levels, race, and ethnicity. It is important to note that future projections are all based on historical patterns and unforeseen circumstances during or after the time of the projections could have a significant bearing on the validity of the final projections. DEMOGRAPHIC OVERVIEW 1.7.2 The total population of the target area had a minimal increase from 195,844 in 2010 to 198,287 in 2014. The current estimated population is projected to reach 200,945 in 2019, and total 206,650 by 2029. According to the U.S. Census reports, the total number of households in the service area has increased from 75,208 in 2010 to 76,257 in 2014. The total number of households is expected to grow to 78,221 by 2019 and reach 81,614 by 2029. The city’s median household income ($36,315) and per capita income ($19,899) are both well below state and national averages. Based on the 2010 Census, the population of the Augusta is younger (33.2 years) than the median age of the U.S. (37.2 years). Projections show that the target area will undergo a slight aging trend, with the 55+ group growing to represent over 31% of the total population by 2029. The population is skewed towards a majority Black Alone (54.73 %) and White Alone (39.10%), with no other race segment accounting for more than 4%. Future projections through 2029 expect the Black Alone to increase to 57.27%, while the White Alone slowly decreases to 34.26%. Detailed information on Demographics and Trends is provided in Chapter 3. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter One - Executive Summary - 7 1.8 RECREATION AND PARKS ANALYSIS / ASSESSMENT PARKS & FACILITIES INVENTORY & ASSESSMENT 1.8.1 Site Inventory and Assessment In late spring of 2015, the site assessment team conducted a facility inventory and assessment, visiting all Augusta parks and facilities over a two day time period. The assessment included parks and recreation facilities under the purview of the Recreation Department and included in a park inventory list provided by the City of Augusta. Detailed building evaluations including interiors were not within the scope of the assessment. During these visits conducted with Staff, sites were inventoried, photographed, and categorized as good, fair or poor and as high use, moderate use or low use. Collectively, the team visited twelve (12) mini parks, eighteen (18) neighborhood parks, nine (9) community parks, three (3) regional parks, fifteen (15) special purpose facilities and three (3) natural resource/ linear park/greenways comprising 1,076.95 acres owned or operated by the Department. Of those facilities, twenty-six (26) were rated as good; twenty-five (25) were rated as fair and nine (9) were rated as poor. Overall, parks and facilities appeared to be maintained and in acceptable condition for public use. However, many parks and facilities appear to suffer from deferred maintenance. In addition, many parks/facilities warrant improved aesthetic treatment including the introduction of shade, improved signage, supplemental landscaping and new/improved irrigation. Real Estate Utilization Assessment The scope of the master plan has included a real estate utilization assessment, intended to identify possible park facility expansion sites and opportunities for accommodating additional service or functions, along with potential consolidations and repurposing. Expansion sites were considered based on proximity to service needs, size, capacity to accommodate the needed facilities, adjacency to existing parks, and availability for potential acquisition at strategic locations. For complete details and findings of both the Site Inventory and Assessment, and the Real Estate Utilization Assessment, see Section 4.1. RECREATION PROGRAM ASSESSMENT 1.8.2 As part of the planning process, the consulting team performed an assessment of the programs and services offered by the Department. The assessment offers an in-depth perspective of program and service offerings and helps identify strengths, weaknesses, and opportunities regarding programming for residents in parks and recreation facilities. The program assessment also assists in identifying what are considered core programs, program gaps within the community, key system-wide program issues, and areas for improvement and in determining future programs and services for residents. The Consulting Team based these program findings and comments from a review of information provided by the City including program descriptions, participation statistics, financial data, website content, focus groups, stakeholder interviews, and discussions with staff. The assessment identified key issues and presents recommendations for these issues, summarized in Chapter 4. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter One - Executive Summary - 8 EXISTING CORE PROGRAM AREAS 1.8.3 The core program areas for the Department are listed in the Sections below. 1.8.3.1 AFTER SCHOOL After School Program (Loud Crowd) is for school children 4-12 years of age. Loud Crowd provides a safe and supervised setting for kids after school, with an emphasis on enhancing health and wellness. • Goal - To help enhance a child's social and educational skills, while improving overall health and wellness. 1.8.3.2 SUMMER DAY CAMP Summer Day Camps are provided for children ages 4-12 during the hours of 9:00 a.m. - 3:00 p.m. with morning and afternoon programs to supplement and provide assistance to parents. Day Camp can help fill the gap between the summer school break by helping children learn new skills, make friends, exercise, and have an adventure. • Goal - To help enhance a child's social and physical skills while providing them with a fun and safe atmosphere to grow. 1.8.3.3 YOUTH ATHLETICS Youth Athletics provides recreational leagues for youth to participate in a recreational setting to enhance exercising skills, basic understanding of fundamentals and competitiveness, as well as enhancing social skills. Youth athletic programs benefit kids by giving them the ability to gain exercise and develop skills in a safe environment, while also learning about competition. • Goal - To provide the best possible athletic leagues and settings for the citizens we serve, in terms of participation levels, customer satisfaction, and attainment of targeted goals; while continuing to reach as many youths as possible in the community for the benefits of exercise, skill development, competition, and enhancement of social skills. 1.8.3.4 ADULT ATHLETICS Adult Athletics provides recreational leagues for adults to participate in a recreational setting to enhance exercising skills and competitiveness, as well as enhancing social skills. Adult athletic programs benefit adults by giving them the ability to gain exercise in a safe environment while also engaging in competition. • Goal - To provide the best possible athletic leagues and settings for the citizens we serve, in terms of participation levels, customer satisfaction, and attainment of targeted goals; while continuing to reach as many adults as possible in the community for the benefits of exercise, competition, and enhancing social skills. 1.8.3.5 SENIOR SERVICES Senior Services (senior centers and nutrition sites) were established to provide nutritional services to senior adults (typically 55+ years of age) in our service area of Augusta/Richmond County. The mission of the program is to provide hot nutritionally balanced meals to eligible senior participants on a daily basis; five days a week (as long as they meet the state qualifications for the program). City of Augusta, Georgia - Recreation and Parks Master Plan Chapter One - Executive Summary - 9 • Goal - To maintain and/or exceed the state mandated number of attendees (21 individuals) for each program site. All of this, while also offering programming that attracts senior adults to our senior centers and provides them with programs and activities that offer health, recreation, nutrition, and wellness benefits. 1.8.3.6 AQUATICS Aquatics has a wide range of programs, all of which exists to service an array of different purposes such as learning how to swim, getting in shape, or swimming at a competitive level. • Goal – To make the Aquatic Center home to a wide range of aquatic programs as well as local, state, regional, and national competitions. 1.8.3.7 SPECIAL EVENTS Special Events provide a clean, safe, and friendly environment for all ages; while bringing the community together to enjoy the many benefits of parks and recreation. • Goal – To improve the quality of life, provide a place to go for fun/entertainment, and get citizens engaged in their community. 1.8.3.8 NEWMAN TENNIS Newman Tennis offers all ages of the public a clean and safe place to play tennis on a recreational, league, and tournament level. • Goal – To help grow tennis players from beginners to intermediate players by offering instructional programs, leagues, and other social tennis opportunities. 1.8.3.9 RENTAL FACILITIES Rental Facilities help provide safe and economically affordable venues for citizens to hold events. • Goal – To provide a source of revenue for the general fund, while providing facilities and recreational settings that contribute to overall community pride and sense of place. 1.8.3.10 INSTRUCTIONAL Instructional Programs provide physical activities that promote health and well-being in a safe environment. • Goal – To provide the best possible instructional programs for the community that we serve for the benefits of exercise and social skills. PARK CLASSIFICATIONS & LEVEL OF SERVICE STANDARDS 1.8.4 Upon completion of park/facility inventory and analysis site visits, a customized series of park categories were developed that are unique to Augusta. These categories were developed based on observations of existing parks and the types of uses that could be commonly found within them. 1.8.4.1 PARK CATEGORY GUIDELINES This park category system includes six park types, which are Mini Park, Neighborhood Park, Community Park, Regional Park, Linear Park/Greenway and Special Purpose Facility or Park. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter One - Executive Summary - 10 Additional information by park types including their optimum size, potential locations and type of facilities most commonly found within them can be found in Section 4.3. This park category system should be considered a guideline for future park development. LEVEL OF SERVICE STANDARDS 1.8.5 Level of Service Standards are guidelines that define geographic service areas based on population that support investment decisions related to parks, facilities and amenities. Level of Service Standards can and will change over time as the program lifecycles change and demographics of a community change. Park facility standards were analyzed using a combination of resources. These resources included: National Recreation and Park Association (NRPA) guidelines, recreation activity participation rates reported by the Sports & Fitness Industry Association’s (SFIA) 2014 Study of Sports, Fitness, community and stakeholder input, findings from the prioritized needs assessment report and general observations. This information allowed standards to be customized to the Augusta Recreation and Parks system. Based on the levels of service and recommended guidelines herein, the following are the facility / amenity types that are underserved: ● Neighborhood Parks ● Community Parks ● Off leash Dog Parks ● Skate Parks ● Trails (Miles Paved) See Section 4.3 for the level of sevice matrix with future needs for the system. GEOGRAPHICAL ANALYSIS THROUGH MAPPING 1.8.6 Service area maps (equity maps) and standards assist staff and key leadership in assessing where services are offered, how equitable the service distribution and delivery is throughout the City and how effective the service is as it compares to the demographic densities. In addition, looking at guidelines with reference to population enables the Department to assess gaps in services, where there are gaps or overlaps with respect to a specific facility or amenity. This allows the Department to make appropriate capital improvement/development decisions based upon need for a system as a whole and the consequences that may have on a specific geographic area. Service area maps were developed for each of the following major assets: ● Ball Fields ● Basketball Courts ● Community Parks ● Off Leash Dog Parks ● Mini Parks ● Multipurpose Fields ● Neighborhood Parks ● Outdoor Pools ● Playgrounds ● Recreation / Aquatic Centers ● Regional Parks ● Shelters ● Tennis Courts ● Trails To view all the Equity Maps developed, see Section 4.4. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter One - Executive Summary - 11 PRIORITIZATION OF DEMANDS & NEEDS 1.8.7 The purpose of the Facility and Program Priority Rankings is to provide a prioritized list of facility/ amenity needs and recreation program needs for the community served by the City of Augusta Recreation and Parks Department. This rankings model evaluated both quantitative and qualitative data. Quantitative data includes the statistically valid Community Survey, which asked residents to list unmet needs and rank their importance. Qualitative data includes resident feedback obtained in community input and demographics and trends. As seen below, Walking, hiking and biking trails, Small Neighborhood parks, Indoor running/walking track, Indoor swimming pools/leisure pool and Outdoor swimming pools/water parks are the top five highest facility/amenity priorities; while Adult fitness and wellness programs, Senior adult programs, Water fitness programs, Fishing programs and Special events are the top five highest program priorities. For the complete lists, see Section 4.5. 1.9 OPERATIONAL & FINANCIAL PLAN ORGANIZATIONAL CULTURE ASSESSMENT 1.9.1 This assessment was based on the Baldrige Criteria for Performance Excellence using the Sterling Model titled “Are We Making Progress?”. Organizations have utilized this tool for over 25 years to help accomplish their mission, improve results, and enhance competitiveness. The method employs a questionnaire which is conveniently organized into seven Criteria Categories to evaluate employee sentiment Department-wide. The seven Criteria Categories reviewed include: ● Leadership ● Strategic Planning ● Customer and Market Focus ● Measurement, Analysis & Knowledge Management ● Workforce Focus ● Process Management ● Cultural Results Evaluating the organizational culture allows for better understanding of how well an organization functions. By understanding the culture of the organization, it is easier to build, maintain, and/or implement change within the organization. A strong knowledge of employees’ needs and concerns will aid in the professional development of individual staff and improve the overall resiliency and agility of the organization. The results for each category above are provided in Section 5.1. Overall Ranking Walking, hiking & biking trails 1 Small neighborhood parks 2 Indoor running/walking track 3 Indoor swimming pools/leisure pool 4 Outdoor swimming pools/water parks 5 Facility/Amenity Priorities Overall Ranking Adult fitness & wellness programs 1 Senior adult programs 2 Water fitness programs 3 Fishing programs 4 Special events 5 Program Priorities City of Augusta, Georgia - Recreation and Parks Master Plan Chapter One - Executive Summary - 12 FUNDING AND REVENUE STRATEGIES 1.9.2 Park and Recreation systems across the United States today have learned to develop a clear understanding of how to manage revenue options to support parks and recreation services in a municipality based system on the limited availability of tax dollars. Park and Recreation systems no longer rely on taxes as their sole revenue option but have developed new sources of revenue options to help support capital and operational needs. A growing number of municipalities have developed policies on pricing of services, cost recovery rates and partnership agreements for programs and facilities provided to the community. They also have developed strong partnerships that are fair and equitable in the delivery of services based on whom receives the service, for what purpose, for what benefit and for what costs. In addition, agencies have learned to use parks and recreation facilities, amenities, programs and events to create economic development as it applies to keeping property values high around parks and along trails through increased maintenance, adding sports facilities and events to drive tournaments into the region that create hotel room nights and increase expenditures in restaurants and retail areas. They have learned to recognize that people will drive into their community for good recreation facilities such as sports complexes, pools, and for special events, if presented correctly and well managed. For a detailed listing of Financial Principles and Funding and Revenue Strategies, please see Chapter 5. 1.10 SYSTEM-WIDE RECOMMENDATIONS Based on team site visits, a set of common, system-wide observations/recommendations have been included. These recommendations can be applied to each park/facility, in varying degrees and are based on team assessment at the time of the site visit. Recommendations include budgeting for regular maintenance and park improvements, an accessibility audit, improved place-making, enhanced landscaping and irrigation, comprehensive sign upgrades and improved park linkages. Most of the recommendations provided herein involve improvements to already existing facilities. This is a particularly important opportunity for Augusta not only to better the existing quality of life features for the current citizens, but also to enhance the City’s recruiting of prospective businesses and citizens related to the Fort Gordon Cyber Command expansion currently underway. MAINTENANCE & PARK IMPROVEMENTS 1.10.1 Park appearance and ongoing maintenance play an important role in the public’s perception of a park system. These items were highlighted as areas of concern by citizens in public forums, in the community survey and in key leadership and focus group interviews. This assessment was also reinforced by the evaluation team’s observations during site visits and staff input throughout. Supporting these observations, when given the opportunity to allocate $100 to various spending categories in the public opinion survey, $24 (the largest amount indicated) was allocated to maintain and improve existing parks. ACCESSIBILITY AUDIT 1.10.2 Perform a comprehensive accessibility audit for all outdoor and indoor parks and facilities. The audit should focus on all aspects of the built environment, providing recommendations and estimated costs for improving access for those with disabilities. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter One - Executive Summary - 13 IMPROVED PLACE-MAKING 1.10.3 Address aesthetics with emphasis on the creation of a safe and memorable park experience. This should include organization of outdoor spaces through improved walks and gathering spaces; introduction of additional shade; improved lighting and reinforcement of design elements that are unique to individual parks or neighborhoods. Overall, there should be a uniform quality of site work and site structures (i.e. shelters, restrooms, etc.) that is commensurate with the expected quality of all Augusta public spaces and buildings. ENHANCED LANDSCAPING AND IRRIGATION 1.10.4 Augusta parks should reflect a similar quality of design as found throughout the City. Known as “the Garden City of the South”, Augusta’s nickname was chosen because of the city’s many large private gardens. Accordingly, attention should be paid to strengthening the aesthetics of parks and facilities through enhanced landscaping and irrigation. COMPREHENSIVE SIGN UPGRADES 1.10.5 Improve Augusta’s park, facility and program recognition through consistent signage and branding. Utilize consistent materials and sign design themes including the Department’s logo at all parks, buildings and facilities. Continue this theming in park rules signs, wayfinding and other signage. IMPROVE PARK LINKAGES 1.10.6 Cooperate with other local and regional organizations to improve trail network linkages to heavily used parks and facilities. Utilize existing (and planned) greenways/trails, roadways with separate trails and trails which share the roadway (bike lanes or “shareways”), filling voids to provide continuous paths of travel. Initial efforts should focus on the priority areas highlighted in the Priority Trails Master Plan. See Appendix D for detailed maps and additional information. SITE SPECIFIC MASTER PLANS 1.10.7 The master plans of some of the individual parks should be reviewed in further detail, in the light of the overall recommendations of this plan. New and/or updated site-specific master plans should be developed for targeted sites, where applicable. Together, the Augusta River Walk/Augusta Common complex comprise the most important facilities for Augusta households, both those who would be willing to pay additional taxes to improve the system and those who would not. Lake Olmstead Park/Julian Smith Casino and Diamond Lakes Regional Park follows closely behind and round out the top three facilities in the City. Each of these complexes would benefit from an updating of their site specific master plans, as would several other targeted parks in the system. It is recommended that updated master plans be accomplished for several parks, beginning with Augusta Common and Augusta River Walk. For additional details and a complete listing of the recommended site specific master plans, see Section 6.1. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter One - Executive Summary - 14 NEW OR ADDITIONAL PARKS 1.10.8 While the master plan has concentrated primarily on upgrading and taking care of the existing park properties, there are salient opportunities to add facilities to the Recreation and Parks system as listed below. For additional details on these opportunities, see Section 6.3. ● New Flowing Wells / Rae’s Creek Park ● Springfield Village Park ● Neighborhood Parks 1.11 CAPITAL IMPROVEMENT PLAN This capital improvement plan reflects community needs identified in the staff, stakeholder, and elected commission meetings, the public input process, household survey, demographics, prioritized facility and program needs analysis, and physical analysis. The capital improvements plan focuses on two specific types of capital costs: renovation or improvements to existing parks and facilities; and new parks and recreation facilities needed to satisfy recommended Levels of Service. A summary of the total capital costs is shown below in Table 1.1. Total Capital Costs Existing Parks/Facilities Improvements $58.7M Level of Service Improvements $16.3M Total $75.0M In addition to providing information associated with the budgetary capital costs, this plan also provides priorities based on the statistically valid community survey results and from consultant evaluation using demographics and trend data, community focus groups, and public meetings. This information is presented along with recommendations for current and future capital funds allocations. For detailed breakdown of the Capital Improvement Plan, please see Chapter 7. CAPITAL FUNDING PRIORITIZATIONS 1.11.1 • SPLOST VII: An initial prioritization / interim capital funding strategy was developed in conjunction with the Department in July of 2015. This strategy was used for establishing the basis for the Recreation and Parks Department portion of the Quality of Life category of the SPLOST VII sales tax program. SPLOST VII will provide capital funding for the Department over the period of 2016-2020. The approved list by category is shown in Section 7.3. Other Sources: The prioritization of other sources of future capital should be similar to that used for SPLOST VII. These priorities have been categorized and summarized in Table 1.3. Table 1.1 City of Augusta, Georgia - Recreation and Parks Master Plan Chapter One - Executive Summary - 15 Category % of Total Improvements to Existing Parks & Facilities - Maintain/Improve What You Have - Site Specific Master Plans - ADA Assessments and Improvements 62.5% Hiking/Biking Trails - Connectivity Improvements - Greenway Additions 25% System Expansions - River Walk/Augusta Common Expansion - Outdoor Amenity Additions - New Neighborhood and Community Parks 12.5% 100% 1.12 IMPLEMENTATION PLAN The implementation plan is meant to be a guideline for the key areas of operations: 1. Land and Facilities 2. Recreation Programs 3. Marketing and Communications 4. Financial and Operations Key strategies for each of those areas are summarized below while specific tactics to help achieve those strategies over time can be found in Chapter 8. These have all been developed in conjunction with the Department staff and must be undertaken on an on-going, short-term and mid to long- term basis to ensure accountabilty and adherence to the plan’s goals and outcomes. LAND AND FACILITIES 1.12.1 • Develop financial strategy for capital improvement plan • Upgrade what you have – Focus on efficiently maintaining and upgrading existing parks, facilities and amenities • Enhance connectivity and ADA accessibility in the system • Create a visually appealing parks system that encourages use and limits the perception of poor quality or unsafe spaces in Augusta • Update park offerings to eliminate overlaps and increase levels of service in underserved areas • Expand facilities based on new trends and multi-purpose uses RECREATION PROGRAMS 1.12.2 • Update program offerings to reflect community need and new trends • Continue to increase variety and diversity of program offerings • Enhance the quality of the recreation program experience Table 1.3 – Prioritization of Other Sources of Future Capital City of Augusta, Georgia - Recreation and Parks Master Plan Chapter One - Executive Summary - 16 MARKETING AND COMMUNICATIONS 1.12.3 • Develop a Department-wide Marketing and Branding Plan • Increase outreach and promotions to users and non-users • Build a stand-alone user friendly website and app • Utilize new age technology to market revenue generating offerings (facilities, rentals and programs) • Increase resource allocation and seek staff / community support for increased marketing FINANCIAL AND OPERATIONS 1.12.4 • Attain national accreditation / GRPA recognition • Create a culture focused on staff development • Create a functional organizational structure to ensure successful implementation • Develop new and dedicated funding and revenue strategies • Develop a financial sustainability plan • Develop a dedicated volunteer program PLAN UPDATES 1.12.5 • Update plan in five years (2021) 1.13 CONCLUSION The Augusta Recreation and Parks Master Plan is a community-values based document that serves as a roadmap for the Department’s future. It is reflective of the demographics of Augusta-Richmond County, local and national trends, and the vision and unmet needs of the community. This plan is meant to be a dynamic document that can and will change over time based on community values, market conditions and financial realities. In addition, as the Department strives to become a nationally accredited agency through the Council for Accreditation of Park and Recreation Agencies (CAPRA), this document will help fulfill a number of nationally required guidelines. By focusing on providing exceptional customer service and building a culture of innovation and continuous improvement, the Department will fulfill its vision of being a nationally recognized leader in parks and recreation experiences and serve the Augusta community in a financially sustainable way. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Two - Public Outreach / Forums / Workshops - 17 CHAPTER TWO - PUBLIC OUTREACH / FORUMS / WORKSHOPS 2.1 KEY LEADERSHIP / FOCUS GROUP INTERVIEWS INPUT OPPORTUNITIES 2.1.1 The planning process has included extensive public input and participation in formulating this comprehensive master plan. The consulting team conducted multiple meetings, eight (8) subject matter focus groups, three (3) forums with the public at large, and multiple interviews with key leaders and stakeholders. This interaction played an important part in establishing priorities for the future improvement and direction of the Department. In addition, the planning process included a specially designed crowd-sourcing website to maximize advocacy and community engagement and to provide a means for conveying consistent project updates to the citizenry (www.planaugustaparks.com). The site included the consulting team, key Department staff, the planning process, schedule, meeting dates and times, and opportunities for feedback gathering, including social media integration. The project website also included an online survey using www.surveymonkey.com methodology with 170 respondents taking the survey. OVERVIEW OF PROCESS 2.1.2 The consulting team and the Department drafted a public outreach agenda to maximize community engagement and input into the master plan. The process included input from eight focus groups, three open public forums, and individual interviews with key leaders and stakeholders in the City. During these interviews and focus groups the consulting team gained an understanding of the community values as well as the priority for recreation facilities and programming and park needs for the Department. This information helped identify key questions to be utilized in the statistically- valid community needs assessment survey. Invited participants in the process for interviews and focus groups included the following: • Elected officials • City Administration • Key business leaders • Key partner/philanthropic/complementary organizations • Users of the recreation and park system • Department staff • Stakeholders Elected officials and key partners were invited for separate individual briefings on the master planning process and for the purpose of receiving their specific input. PUBLIC INPUT FROM FOCUS GROUPS AND OPEN FORUMS 2.1.3 Public forums were held to present information and gather feedback from citizens at large. Public Meetings 1 and 2 were identical meetings held at different locations within Augusta on back-to-back evenings. The first session was held at Julian Smith Casino on March 30, 2015, while the second City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Two - Public Outreach / Forums / Workshops - 18 assembly occurred at Diamond Lakes Community Center on March 31, 2015. An additional public forum was held at Minnick Park on August 18, 2015. 2.1.3.1 NOTIFICATION METHODS Notification for the Public Forum Meetings utilized television, radio announcements and postings on the City website and the Augusta Recreation and Parks’ Facebook page. Television news crews and reporters covered portions of the March 30th meeting and broadcasted information about the upcoming March 31st public forum meeting on the evening and morning news programs. On the same two days the consulting team conducted seven focus groups of residents and City staff. On March 30, 2015 four identical focus groups assembled at Julian Smith Casino. Participants were comprised of system users, community leaders, designers, educators, partners, promoters, stakeholders, etc. invited by the Department. Three additional focus groups met on March 31; including groups of key City staff members and stakeholders, City department heads and representatives, stakeholders and key program users, and recreation program staff. 2.1.3.2 MEETING FORMAT Each meeting began with the Interim Director of the Augusta Recreation and Parks Department presenting the objectives of the Master Plan, the meeting purpose and the Master Plan project team members. The project team presented, via PowerPoint, the project schedule with key milestone dates and the National Recreation and Park Association pillar issues (Conservation, Health and Wellness, Social Equity) that will also be addressed in the plan. The consulting team then highlighted key tasks and the project progression for developing the plan. The team presented and discussed future demographics projections for Augusta and their implications and consideration in developing the Master Plan. The planning team introduced the new website www.planaugustaparks.com, as an important vehicle for community interaction and on-going project updates to ensure continued community participation. Finally, the meeting attendees were asked specifically: • What are the current “Strengths” of the Augusta Recreation and Parks system? (What do you want to keep?) • What “Opportunities” you believe will improve the Augusta Recreation and Parks system? (What do you want to change?) • What is the “Single Biggest Priority” you would like to see as an outcome of the Augusta Recreation and Parks Master Plan? (What do you want to create?) For each meeting, notes were captured via flip charts of the Public Forum meeting participants’ responses and feedback and were transcribed for reference. Also, the first two meetings were videoed/sound taped for a digital record. INPUT FROM KEY LEADERSHIP AND STAKEHOLDER INTERVIEWS 2.1.4 Seven Commissioners and the City administrator were interviewed on April 15-17 and July 1, 2015, to gain their vision, input and understanding of the needs and wants of their constituencies regarding the Augusta Recreation and Parks system. Importantly, the interview also provided insight into the external and internal political context of the Augusta Recreation and Parks system and the Master Plan process. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Two - Public Outreach / Forums / Workshops - 19 Similarly, ten additional key stakeholders and partners of the parks system were interviewed individually during October through December 2015 to gain their observations from the perspectives of their organizations who work closely with but outside of the Augusta Recreation and Parks system. 2.1.4.1 INTERVIEW FORMAT Each interview began with a review of the Augusta Recreation and Parks Master Plan process and key tasks presented by a member of the Master Plan project team. Additionally, the planning team provided a map, which indicated locations of all Augusta Recreation and Parks community centers and parks within each Commission District boundary. The interviewees were each asked the same specific questions as in the Public Forums: regarding Strengths, Opportunities, and Single Biggest Priority. For each interview, notes were captured and transcribed for reference and the April sessions were videoed/sound recorded for a digital record. 2.1.4.2 COMMENT ORGANIZATION A complete transcription of all comments received from the public focus groups, key leaders, and stakeholders is included in Appendix A. The input comments received have been loosely classified in four categories for the ease of use and analysis by the consulting team. These categories include the following: • Facilities • Programs • Operations • Other A summary of representative comments is presented in the following section. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Two - Public Outreach / Forums / Workshops - 20 SUMMARY OF PUBLIC FORUM, KEY LEADERSHIP AND STAKEHOLDER 2.1.5 COMMENTS STRENGTHS FACILITIES PROGRAMS OPERATIONS OTHER • The parks offer a variety of facilities and are strategically located and distributed near the population. The system has water, walking paths and shelters. • Diamond Lakes Regional Park is an asset with its many amenities and activities. • Pendleton King Park with its gardens, playground and disc golf • Dyess Park’s swimming pool • Augusta River Walk • Augusta Common • Aquatics Center • Lake Olmstead • The abundance of park facilities with various amenities, i.e. lake and ponds that are dispersed throughout the City provide easy access for citizen use. • Diamond Lakes Regional Park is a great park with many amenities and showcases a partnership with the library and its location on the Park grounds. • The parks are free and rental facilities are affordable. • After school and summer programs for youth provide positive activities. • Good senior oriented programs and participation • Neighborhood/Com-munity park programs • Programs for youth sports, i.e. softball, basketball and football along with good programs for seniors that include field trips, and card games at selected facilities (Henry Brigham Park, Sand Hills Park and Carrie Mays Park). • Community partnerships for joint use of facilities and bundling of financial resources like the Library at Diamond Lakes. • The Recreation and Parks staff is a good partner and involved in the community. • Department does well with what they are given • Parks help unite the community and can be a positive factor in neighborhood revitalization. • Active volunteers • Good non-profit partners • Community neighborhood organizations’ willingness to volunteer and provide support for parks and community centers. • The riverfront is a strength for the City and the park system. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Two - Public Outreach / Forums / Workshops - 21 OPPORTUNITIES FACILITIES PROGRAMS OPERATIONS OTHER • Expand and upgrade facilities where warranted and include infrastructure enhancements for better ingress and egress and also access for people who don’t drive. • Improve fishing lakes, importantly, stocking lakes with fish and more access to the river at Lock and Dam Park. • Add more green space to encourage passive and active recreation like walking, hiking, and biking; Augusta is known as the “Garden City” but where are the gardens in the parks? • More bike trails for families and outdoor fitness workout courses in the parks. • More facilities for small children (lack of swings). At Diamond Lakes add facilities for small children and families including better access to shelters with electricity and restrooms, also add swimming pool and exercise equipment for Community Center. • Consolidate parks/ repurpose excess sites • Add additional regional parks like Diamond Lakes that can also positively impact economic development for the City. • Lake Olmstead is very well positioned for conversion into a regional park, with amenities like Diamond Lakes including paddleboats, canoes and kayaks for rent. Dyess Park could also be converted into a regional park. • At smaller parks, partner with community organizations to provide more programmed offerings. • Have age appropriate programing and facilities especially for ages 5-17. • Identify opportunities for youth skill development in recreational programing. • Use seniors to help mentor youth • Expand program offerings, to include more diverse sports including, dance, soccer, baseball, tennis, golf, bowling and competitive volleyball. • Increase program offerings that integrate education/academics as part of sports and athletics to leverage teaching and learning opportunities for youth while reinforcing positive values and morals. • Need more program offerings for the “in between” youth and senior age segment. • Provide mentoring programs that can meet in community centers and enhance the lives of youth. • Partnership with Board of Education for after school programs and keep gyms open for weekend programming, also more summer camp opportunities for youth that’s safe, affordable and enriching. • Offer and promote programs and tournaments that bring in revenue. • Establish and implement maintenance standards for improved upkeep of facilities. • Improve safety and security at parks. Empower park rangers and employees to issue warnings and citations to enforce rules; need more staff. • Seek new funding sources for operations and maintenance of facilities including revenue generators like music, entertainment, and water parks and attract more national and regional tournaments and events. • Encourage recycling in parks and facilities. • Need to manage forward vision for recreation and parks versus reactively planning. • Better organization and alignment within the Recreation and Parks Department for proper staffing to support and maintain the parks and community centers at a high standard. The parks and centers must be made safe and attractive. • Augusta Recreation and Parks should be separated from their “Facilities” responsibilities to allow the organization to focus on just Recreation and Parks. • Partner with community group organizations to provide volunteers. Many neighborhood community groups are willing but need training and support. Recreation and Parks could provide part-time staff coordinators to assist volunteer organizations in running small parks and • Transportation is an obstacle for some youth to take advantage of some of Recreation and Parks key signature offerings. Transportation could be provided to take youth to specialty program venues including the aquatic center, tennis center, golf course, etc. • Encourage people and organizations (i.e., Augusta Tech, Jessye Norman School of the Arts, Scouting, etc.) that offer needed programs to spread from their current locations into the Recreation and Parks’ community based facilities. Collaborate and partner with others like the Boys Clubs, YMCA, and Salvation Army so not to duplicate services. • Generate funding for Recreation and Parks through hosting regional tournaments and events. • Seek companies and foundations to donate items for parks and centers and also conduct fundraising campaigns to help provide needed funds. • Parks and centers must be environmentally friendly. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Two - Public Outreach / Forums / Workshops - 22 OPPORTUNITIES FACILITIES PROGRAMS OPERATIONS OTHER • Need major enhancement of River Walk and Boathouse. • Must review and “right-fit” parks and centers so they will align with the needs of the neighborhood and community. • Expand Augusta Common, North and South, connected to River Walk. • Refurbish Augusta River Walk. • Expand River Walk and connect to trails. • Public Art • Incorporate Springfield Village Park into the Parks system. Connect to Laney Walker Bethlehem Heritage Traces. centers, however would need clear understanding and MOU’s for neighborhood organization partnerships. • Make the parks beautiful. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Two - Public Outreach / Forums / Workshops - 23 MOST IMPORTANT FACILITIES PROGRAMS OPERATIONS OTHER • Provide more regional parks dispersed equitably around the City. • Provide fewer small parks that are very well maintained. • Enhancements to Diamond Lakes Regional Park, i.e. bike trail, walking track, soccer field, disc golf course, driving range, indoor playground, batting cages • More regional parks to align and support population distribution of City. • Integrate more education into recreational programming. • Positive community- outreach, especially youth, and provide a safe alternative and outlet for youth. • Parks should be well used, relevant and inclusive with more multi-generational programming for seniors, youth and small children. • Prioritize offerings and consolidate where needed • A partnership with the sheriff/police department like the Police Athletic Leagues in other cities to build relationship with youth and community. • Programs to encourage participation at an early age, a holistic approach that could include transportation to key parks and recreation venues • More efficient with staff, financially stable and focus on internal and external customer service. • Better public transportation access to parks • Safety and lighting. Parks should feel safe and be safe. • Better maintenance, appearance, and perceived safety of park and centers. • Part-time staff on site to help and train volunteers. • A more equitable plan and implementation that would foster a sense of community pride throughout the City. • A plan that works and that is benchmarked against national standards that the community and City leadership support. • Plan would help encourage park usage and give people more opportunities to participate in recreation. • Provide better park connectivity and accessibility to bus lines, trails, greenways and sidewalks. • Develop partnerships with schools and community organizations to address underserved needs. • Articulation of a new brand image and identity for Recreation and Parks Department that aligns with vision of new master plan. • Partnerships with community neighborhood organizations to run/operate small parks and centers along with more part-time Recreation and Parks staff to support and train volunteers. • Create a positive perception of Augusta Recreation and Parks and become an economic development tool that will attract people to move to or visit Augusta. • River Walk and riverfront economic development and connectivity of the two sides of river with a pedestrian bridge. • Make parks user-friendlier with no hassle so people can enjoy themselves. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Two - Public Outreach / Forums / Workshops - 24 2.1.5.1 USE OF COMMENTS RECEIVED The information received from the outreach phase of the Master Plan produced thoughtful ideas from key leaders, interested stakeholders, and the public at large that have been used as input to the planning process. These ideas are considered subjective in nature, because their contents are dependent upon who came to the meeting, interview, or focus group. The consulting team used this input to help formulate the questions on the statistically valid survey from which objective conclusions are drawn. These are covered in a separate section of the Plan. 2.2 CROWD-SOURCING WEBSITE For the purposes of maintaining open communication and ongoing public input, a new website (planaugustaparks.com) was established for this Master Plan. The site includes background information on the Department; a master planning process outline and timeline; links to technical reports, an online (SurveyMonkey) survey, and Facebook and Twitter; a listing of key events and announcements; and a contact link. Following completion of the master plan, this website can be continued with periodic updates and maintenance by the Department. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Two - Public Outreach / Forums / Workshops - 25 2.3 STATISTICALLY VALID NEEDS ANALYSIS SURVEY OVERVIEW AND METHODOLOGY 2.3.1 ETC Institute conducted a Community Needs Analysis Survey for the City of Augusta during the summer of 2015 to help establish priorities for the future improvement of parks, recreation facilities, and programs within the community. The survey was mailed to a random sample of 4,000 households in the City of Augusta. An option to complete the survey in Spanish was also available to residents who had that preference. A total of 606 households completed the survey. The results for the sample of 606 households have a 95% level of confidence with a precision rate of at least +/- 4%. This implies that if the survey process were repeated, there is a high degree of confidence (95%) that the results obtained will be in a margin of error of +/- 4% of the results obtained currently. That ensures the statistical validity of the process and distinguishes it from other subjective community input media. MAJOR FINDINGS 2.3.2 Given below is the summary of key findings from the survey results which are detailed in charts provided later in the section. 2.3.2.1 PARKS AND FACILITIES • Facility Types Households Have Used: Based on the percentage of respondents, 55% indicated that they have used or visited Augusta River Walk in the past 12 months. Other facilities visited include: walking, hiking & biking trails (51%), large regional parks (36%), indoor community centers (35%), and indoor fitness centers (29%). • Quality of Parks and Recreation Facilities: Based on the percentage of respondents who have visited parks operated by the Augusta Recreation and Parks Department, 55% rated the physical condition of all parks, trails and recreation facilities as “good”. Other ratings of the recreation, parks and facilities visited are: excellent (10%), fair (33%) and poor (3%). • Usage of Major Facilities: Seventy-four percent (74%) of respondents have indicated they have used Augusta River Walk/Augusta Common at least 1 time during the past 12 months. Other major facilities with similar levels of usage include: Lake Olmstead Park/Julian Smith Casino (64%) and Diamond Lakes Regional Park (47%).. • Most Important Major Facilities: Based on the percentage of respondents’ top three most important facilities, 48% indicated that Augusta River Walk/Augusta Common is most important to their household. Other most important statements include: Lake Olmstead Park/Julian Smith Casino (34%) and Diamond Lakes Regional Park (34%). • Facilities Households Have a Need For: Based on the percentage of respondents, 72% of households indicated that they have a need for walking, hiking, and biking trails. Other facilities respondents have a need for include: small neighborhood parks (63% households), picnic areas and shelters (63% households), and large community parks (60% households). • Most Important Facilities: Based on the percentage of respondents’ top four most important facilities, 43% indicated that walking, hiking, and biking trails are most important City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Two - Public Outreach / Forums / Workshops - 26 to their household. Other most important facilities include: small neighborhood parks (26%), large community parks (20%) and boating and fishing areas (18%). 2.3.2.2 PROGRAMS AND ACTIVITIES • Program Participation: Based on the percentage of respondents, 36% indicated they have participated in a program offered by the Augusta Recreation and Parks Department over the past 12 months. While sixty-four percent (64%) indicated they had not participated in a program. • Quality of Programs Participated In: Based on the percentage of respondents who have participated in a program offered by the City, 58% rated the overall quality as “good”. Other ratings of the programs participated in are: excellent (22%), fair (19%) and poor (1%). • Organizational Usage for Programs and Activities: Forty-three percent (43%) of respondents indicated they have used churches during the past 12 months for programs and activities. Other organizations that respondents have used during the past 12 months include: Augusta Recreation and Parks Department (40%), YMCA (32%), and Georgia State Parks (28%). • Ways Households Learn About Programs and Activities: Sixty percent (60%) of respondents indicated they learned about programs and activities from friends and neighbors. Other ways respondents learned about programs and activities include: newspaper articles (49%) and radio (38%). • Programs Households Have a Need For: Based on the percentage of respondents, 55% of households indicated that they have a need for adult fitness and wellness programs. Other programs respondents have a need for include: senior adult programs (41%), water fitness programs (39% households), special events (38% households), and nature programs (35% households). • Most Important Programs: Based on the percentage of respondents’ top four most important programs, 31% indicated that adult fitness and wellness programs are most important to their household. Other most important programs include: senior adult programs (24%), water fitness programs (15%) and special events (15%). • Most Participated in Programs: Based on the percentage of respondents top four programs participated in most often, 16% indicated they participate in adult fitness and wellness programs most often. Other programs participated in most often: special events (14%), senior adult programs (12%) and youth sports programs (9%). • Overall Satisfaction with Value Received: Based on the percentage of respondents, 34% indicated they were somewhat satisfied with the overall value they receive from the Augusta Recreation and Parks Department. Other ratings of satisfaction are: neutral (34%), very satisfied (12%), somewhat dissatisfied (12%) and very dissatisfied (9%). City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Two - Public Outreach / Forums / Workshops - 27 2.3.2.3 DEPARTMENT FUNDING AND DIRECTION • Program Funding (Majority by Taxes): Based on the percent of respondent households, 71% indicated programs for special populations should be funded by either “100% taxes/0% fees” or “75% taxes/25% fees”. Other programs with similar levels of funding include: programs for low income residents (56%) and youth sports programs (41%) • Program Funding (Majority by fees): Based on the percent of respondent households, 51% indicated adult sports programs should be funded by either “0% taxes/100% fees” or “25% taxes/75% fees”. Other programs with similar levels of funding include: adult classes (50%) and special events and festivals (42%) o Based on the respondent households’ level of agreement, eighty-eight percent (88%) indicated they either “strongly agree” or “agree” Augusta Recreation and Parks Department makes Augusta a more desirable place to live. Other benefits with similar levels of agreement are: improves physical health and fitness (86%), improves mental health and reduces stress (83%), and helps attract new residents and businesses (76%). • Most Important to Households: Based on the percentage of respondents’ top three most important benefits, 45% indicated makes Augusta a more desirable place to live is most important to the future of the Augusta Community. Other most important benefits include: helps reduce crime (43%), improves physical health and fitness (37%) and helps attract new residents and businesses (23%). o Based on the percentage of respondents, 35% indicated that not knowing what is being offered deterred households from using Recreation and Parks facilities and programs more often. Other reasons that deter households include: security is insufficient (33%); facilities are not well maintained (32%), and too busy (27%). • Allocation of Funds: When residents were given the opportunity to allocate $100 to various categories, $24 was allocated to maintain and improve existing parks. Other allocations of funds were: maintain and develop walking and biking trails ($17), expand Augusta River Walk ($16), maintain and develop indoor community centers and facilities ($11) and develop new or expand existing parks to regional parks ($9). • Additional Tax Revenue Willingness to Pay: Thirty percent (30%) indicated they would be willing to pay nothing in additional tax revenue to improve and build facilities. Other amounts respondents are willing to pay are: $3-$4 per month (29%), $5-$6 per month (22%), $9+ per month (12%) and $7-$8 per month (8%). City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Three - Community Profile - 28 CHAPTER THREE - COMMUNITY PROFILE 3.1 DEMOGRAPHIC ANALYSIS The Demographic Analysis provides an understanding of the population within the City of Augusta, Georgia. This analysis is reflective of the total population, and its key characteristics such as age segments, income levels, race, and ethnicity. It is important to note that future projections are all based on historical patterns and unforeseen circumstances during or after the time of the projections could have a significant bearing on the validity of the final projections. DEMOGRAPHIC OVERVIEW 3.1.1 The total population of the target area had a minimal increase from 195,844 in 2010 to 198,287 in 2014. The current estimated population is projected to reach 200,945 in 2019, and total 206,650 by 2029. According to the U.S. Census reports, the total number of households in the service area has increased from 75,208 in 2010 to 76,257 in 2014. The total number of households is expected to grow to 78,221 by 2019 and reach 81,614 by 2029. The city’s median household income ($36,315) and per capita income ($19,899) are both well below state and national averages. Based on the 2010 Census, the population of the Augusta is younger (33.2 years) than the median age of the U.S. (37.2 years). Projections show that the target area will undergo a slight aging trend, with the 55+ group growing to represent over 31% of the total population by 2029. The population is skewed towards a majority Black Alone (54.73 %) and White Alone (39.10%), with no other race segment accounting for more than 4%. Future projections through 2029 expect the Black Alone to increase to 57.27%, while the White Alone slowly decreases to 34.26%. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Three - Community Profile - 29 METHODOLOGY 3.1.2 Demographic data used for the analysis was obtained from U.S. Census Bureau and from Environmental Systems Research Institute, Inc. (ESRI), the largest research and development organization dedicated to Geographical Information Systems (GIS) and specializing in population projections and market trends. All data was acquired in July 2014 and reflects actual numbers as reported in the 2010 Censuses, and estimates for 2014 and 2019 as obtained by ESRI. Straight line linear regression was utilized for projected 2024 and 2029 demographics. The geographic boundary of the City of Augusta was utilized as the demographic analysis boundary shown in Figure 1. Figure 1-Target Area Boundaries City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Three - Community Profile - 30 3.1.2.1 RACE AND ETHNICITY DEFINITIONS The minimum categories for data on race and ethnicity for Federal statistics, program administrative reporting, and civil rights compliance reporting are defined as below. The Census 2010 data on race are not directly comparable with data from the 2000 Census and earlier censuses; caution must be used when interpreting changes in the racial composition of the US population over time. The latest (Census 2010) definitions and nomenclature are used within this analysis. • American Indian – This includes a person having origins in any of the original peoples of North and South America (including Central America), and who maintains tribal affiliation or community attachment • Asian – This includes a person having origins in any of the original peoples of the Far East, Southeast Asia, or the Indian subcontinent including, for example, Cambodia, China, India, Japan, Korea, Malaysia, Pakistan, the Philippine Islands, Thailand, and Vietnam • Black – This includes a person having origins in any of the black racial groups of Africa • Native Hawaiian or Other Pacific Islander – This includes a person having origins in any of the original peoples of Hawaii, Guam, Samoa, or other Pacific Islands • White – This includes a person having origins in any of the original peoples of Europe, the Middle East, or North Africa • Hispanic or Latino – This is an ethnic distinction, a subset of a race as defined by the Federal Government; this includes a person of Mexican, Puerto Rican, Cuban, South or Central American, or other Spanish culture or origin, regardless of race City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Three - Community Profile - 31 AUGUSTA POPULACE 3.1.3 3.1.3.1 POPULATION The City of Augusta has witnessed gradual growth in recent years. From 2010 to 2014, the city’s total population experienced an increase from 195,844 to 198,287. Projecting ahead, the total population of the target area is expected to continue growing marginally over the next 15 years. Based on predictions through 2029, the local population is expected to have approximately 206,650 residents living within 81,614 households. See Figure 2. Figure 2-Total Population 0 50,000 100,000 150,000 200,000 250,000 2010 Census 2014 Estimate 2019 Projection 2024 Projection 2029 Projection 195,844 198,287 200,945 203,824 206,650 POPULATION City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Three - Community Profile - 32 3.1.3.2 AGE SEGMENT Evaluating the distribution by age segments, the city is very balanced in its population splits with the over 35 and the under 35 populations comprising 48.4% and 51.6% respectively in 2014. Over time, the overall composition of the population is projected to undergo an aging trend. Based on the 2029 estimate, the 55+ population continues to distance itself as the largest age group, constituting 31.2% of the population. This is consistent with general national trends where the 55+ age group has been growing as a result of increased life expectancies and the baby boomer population entering that age group. See Figure 3. Figure 3-Population Age by Segments City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Three - Community Profile - 33 3.1.3.3 RACE AND ETHNICITY In analyzing race and ethnicity, the population is heavily concentrated in the two largest race segments. The 2014 estimate shows that over 55% of the population falls into the Black Alone category, and 38% are White Alone. Predictions for 2029 expect the population to remain consistent, as the Black Alone increases slightly to 57% and White Alone decreases to 34%, while all remaining minorities combine to represent approximately 8% of the total population. See Figure 4. Figure 4- Population by Race City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Three - Community Profile - 34 3.1.3.4 HOUSEHOLDS AND INCOME The City of Augusta’s projected income characteristics, as seen in Figure 5, the city’s median household income ($36,315) is well below the state ($49,179) and national ($53,006) averages. Per capita income ($19,899) also falls well below both state ($25,182) and national ($28,051) numbers. The median household income represents the earnings of all persons age 16 years or older living together in a housing unit. Figure 5- Comparative Income Characteristics City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Three - Community Profile - 35 3.2 TRENDS ANALYSIS The following tables summarize the findings from the Sports & Fitness Industry Association’s (SFIA) 2014 Sports, Fitness and Leisure Activities Topline Participation Report. Note: The latest data for 2015 will not be available till after July 2016 hence this is the latest available data at the time of the plan’s development. Summary of National Participatory Trends Analysis 1. Number of “inactives” decreased slightly, those ‘active to a healthy level’ on the rise a. “Inactives” down 0.4% in 2013, from 80.4 million to 80.2 million b. Approximately one-third of Americans (ages 6+) are active to a healthy level 2. Most popular sport and recreational activities a. Fitness Walking (117 million) b. Running/Jogging (54 million) c. Treadmill (48 million) 3. Most participated in team sports a. Basketball (23.7 million) b. Tennis (17.7 million) c. Baseball (13.3 million) 4. Activities most rapidly growing over last five years a. Adventure Racing – up 159% b. Non-traditional/Off-road Triathlon – up 156% c. Traditional/Road Triathlon – up 140% d. Squash – up 115% e. Rugby – up 81% 5. Activities most rapidly declining over last five years a. Wrestling – down 45% b. In-line Roller Skating – down 40% c. Touch Football – down 32% d. Horseback Riding – down 29% e. Slow-pitch Softball – down 29% Information released by Sports & Fitness Industry Association’s (SFIA) 2014 Study of Sports, Fitness, and Leisure Participation reveals that the most popular sport and recreational activities include fitness walking, treadmill, running/jogging, free weights and bicycling. Most of these activities appeal to both young and old alike, can be done in most environments, are enjoyed regardless of level of skill, and have minimal economic barriers to entry. These popular activities also have appeal because of the social aspect. For example, although fitness activities are mainly self- directed, people enjoy walking and biking with other individuals because it can offer a degree of camaraderie. Figure 6- National Participatory Trends Analysis City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Three - Community Profile - 36 Fitness walking has remained the most popular activity of the past decade by a large margin. Walking participation during the latest year data was available (2013), reported over 117 million Americans had walked for fitness at least once. From a traditional team sport standpoint, basketball ranks highest among all sports, with nearly 24 million people reportedly participating in 2013. Team sports that have experienced significant growth in participation are rugby, lacrosse, field hockey, ice hockey, gymnastics, beach volleyball, and ultimate Frisbee– all of which have experienced double digit growth over the last five years. Most recently, rugby, field hockey, and lacrosse underwent the most rapid growth among team sports from 2012 to 2013. In the past year, there has been a slight 0.4% decrease of “inactives” in America, from 80.4 million in 2012 to 80.2 million in 2013. According to the Physical Activity Council, an “inactive” is defined as an individual that doesn’t take part in any “active” sport. Even more encouraging is that an estimated 33.9% of Americans above the age of 6 are active to a healthy level, taking part in a high calorie burning activity three or more times per week. The Sports & Fitness Industry Association (SFIA) Sports, Fitness & Recreational Activities Topline Participation Report 2014 was utilized to evaluate national sport and fitness participatory trends. SFIA is the number one source for sport and fitness research. The study is based on online interviews carried out in January and February of 2014 from more than 19,000 individuals and households. Note: In 2012, the Sports & Fitness Industry Association (SFIA) came into existence after a two-year strategic review and planning process with a refined mission statement-- “To Promote Sports and Fitness Participation and Industry Vitality”. The SFIA was formerly known as the Sporting Goods Manufacturers Association (SGMA). City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Three - Community Profile - 37 2008 2009 2010 2011 2012 2013 12-13 11-13 10-13 09-13 08-13 Baseball 15,539 14,429 14,198 13,561 12,976 13,284 2.4%-2.0%-6.4%-7.9%-14.5% Basketball 26,108 25,131 25,156 24,790 23,708 23,669 -0.2%-4.5%-5.9%-5.8%-9.3% Cheerleading 3,192 3,070 3,134 3,049 3,244 3,235 -0.3%6.1%3.2%5.4%1.3% Field Hockey 1,122 1,092 1,182 1,147 1,237 1,474 19.2%28.5%24.7%35.0%31.4% Football, Flag 7,310 6,932 6,660 6,325 5,865 5,610 -4.3%-11.3%-15.8%-19.1%-23.3% Football, Tackle 7,816 7,243 6,850 6,448 6,220 6,165 -0.9%-4.4%-10.0%-14.9%-21.1% Football, Touch 10,493 9,726 8,663 7,684 7,295 7,140 -2.1%-7.1%-17.6%-26.6%-32.0% Gymnastics 3,975 3,952 4,418 4,824 5,115 4,972 -2.8%3.1%12.5%25.8%25.1% Ice Hockey 1,871 2,018 2,140 2,131 2,363 2,393 1.3%12.3%11.8%18.6%27.9% Lacrosse 1,092 1,162 1,423 1,501 1,607 1,813 12.8%20.8%27.4%56.0%66.0% Racquetball 4,611 4,784 4,603 4,357 4,070 3,824 -6.0%-12.2%-16.9%-20.1%-17.1% Roller Hockey 1,569 1,427 1,374 1,237 1,367 1,298 -5.0%4.9%-5.5%-9.0%-17.3% Rugby 654 720 940 850 887 1,183 33.4%39.2%25.9%64.3%80.9% Soccer (Indoor)4,487 4,825 4,920 4,631 4,617 4,803 4.0%3.7%-2.4%-0.5%7.0% Soccer (Outdoor)13,996 13,957 13,883 13,667 12,944 12,726 -1.7%-6.9%-8.3%-8.8%-9.1% Softball (Fast Pitch)2,331 2,476 2,513 2,400 2,624 2,498 -4.8%4.1%-0.6%0.9%7.2% Softball (Slow Pitch)9,660 9,180 8,477 7,809 7,411 6,868 -7.3%-12.1%-19.0%-25.2%-28.9% Squash 659 796 1,031 1,112 1,290 1,414 9.6%27.2%37.1%77.6%114.6% Tennis 17,749 18,546 18,719 17,772 17,020 17,678 3.9%-0.5%-5.6%-4.7%-0.4% Track and Field 4,604 4,480 4,383 4,341 4,257 4,071 -4.4%-6.2%-7.1%-9.1%-11.6% Ultimate Frisbee 4,459 4,636 4,571 4,868 5,131 5,077 -1.1%4.3%11.1%9.5%13.9% Volleyball (Court)7,588 7,737 7,315 6,662 6,384 6,433 0.8%-3.4%-12.1%-16.9%-15.2% Volleyball (Sand/Beach)4,025 4,324 4,752 4,451 4,505 4,769 5.9%7.1%0.4%10.3%18.5% Wrestling 3,335 3,170 2,536 1,971 1,922 1,829 -4.8%-7.2%-27.9%-42.3%-45.2% Legend:Large Increase (greater than 25%) Moderate Increase (0% to 25%) Moderate Decrease (0% to -25%) Large Decrease (less than -25%) National Participatory Trends - General Sports NOTE: Participation figures are in 000's for the US population ages 6 and over Participation Levels % ChangeActivity NATIONAL TRENDS IN GENERAL SPORTS 3.2.1 Basketball, a game originating in the U.S., is actually the most participated in sport among the traditional “bat and ball” sports with almost 24 million estimated participants. This popularity can be attributed to the ability to compete with relatively small number of participants, the limited amount of equipment needed to participate, and the limited space requirements necessary – the last of which make basketball the only traditional sport that can be played at the majority of American dwellings as a drive-way pickup game. As seen in Figure 7, since 2008, squash and other niche sports like lacrosse and rugby have seen strong growth. Squash has emerged as the overall fastest growing sport, as it has seen participation levels rise by nearly 115% over the last five years. Based on survey findings from 2008-2013, rugby and lacrosse have also experienced significant growth, increasing by 80.9% and 66% respectively. Other sports with notable growth in participation over the last five years were field hockey (31.4%), ice hockey (27.9%), gymnastics (25.1%), and beach volleyball (18.5%). From 2012 to 2013, the fastest growing sports were rugby (33.4%), field hockey (19.2%), lacrosse (12.8%), and squash (9.6%). During the last five years, the sports that are most rapidly declining include wrestling (45.2% decrease), touch football (down 32%), and slow pitch softball (28.9% decrease). In terms of total participants, the most popular activities in the general sports category in 2013 include basketball (23.7 million), tennis (17.7 million), baseball (13.3 million), outdoor soccer (12.7 million), and slow pitch softball (6.9 million). Although three out of five of these sports have been declining, the sheer number of participants demands the continued support of these activities. Figure 7-General Sports Participatory Trends City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Three - Community Profile - 38 2008 2009 2010 2011 2012 2013 12-13 11-13 10-13 09-13 08-13 Aquatic Exercise 9,512 8,965 8,947 9,042 9,177 8,483 -7.6%-6.2%-5.2%-5.4%-10.8% Swimming (Competition)N/A N/A N/A 2,363 2,502 2,638 5.4%11.6%N/A N/A N/A Swimming (Fitness)N/A N/A N/A 21,517 23,216 26,354 13.5%22.5%N/A N/A N/A Legend:Large Increase (greater than 25%) Moderate Increase (0% to 25%) Moderate Decrease (0% to -25%) Large Decrease (less than -25%) National Participatory Trends - Aquatics Activity Participation Levels % Change NOTE: Participation figures are in 000's for the US population ages 6 and over NATIONAL TRENDS IN AQUATIC ACTIVITY 3.2.2 Swimming is unquestionably a lifetime sport. Swimming activities have remained very popular among Americans, and both competition and fitness swimming have witnessed an increase in participation recently. Fitness swimming is the absolute leader in multigenerational appeal with over 26 million reported participants in 2013, a 13.5% increase from the previous year (Figure 8). NOTE: In 2011, recreational swimming was broken into competition and fitness categories in order to better identify key trends. Aquatic Exercise has a strong participation base, but has recently experienced a downward trend. Aquatic exercise has paved the way for a less stressful form of physical activity, allowing similar gains and benefits to land based exercise, including aerobic fitness, resistance training, flexibility, and better balance. Doctors have begun recommending aquatic exercise for injury rehabilitation, mature patients, and patients with bone or joint problems due to the significant reduction of stress placed on weight-bearing joints, bones, muscles, and also the affect that the pressure of the water assists in reducing swelling of injuries. Figure 8- Aquatic Participatory Trends City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Three - Community Profile - 39 2008 2009 2010 2011 2012 2013 12-13 11-13 10-13 09-13 08-13 Aerobics (High Impact)11,780 12,771 14,567 15,755 16,178 17,323 7.1%10.0%18.9%35.6%47.1% Aerobics (Low Impact)23,283 24,927 26,431 25,950 25,707 25,033 -2.6%-3.5%-5.3%0.4%7.5% Aerobics (Step)9,423 10,551 11,034 10,273 9,577 8,961 -6.4%-12.8%-18.8%-15.1%-4.9% Boxing for Fitness N/A N/A 4,788 4,631 4,831 5,251 8.7%13.4%9.7%N/A N/A Calisthenics 8,888 9,127 9,097 8,787 9,356 9,356 0.0%6.5%2.8%2.5%5.3% Cross-Training N/A N/A N/A 7,706 7,496 6,911 -7.8%-10.3%N/A N/A N/A Cardio Kickboxing 4,905 5,500 6,287 6,488 6,725 6,311 -6.2%-2.7%0.4%14.7%28.7% Elliptical Motion Trainer 24,435 25,903 27,319 29,734 28,560 27,119 -5.0%-8.8%-0.7%4.7%11.0% Fitness Walking 110,204 110,882 112,082 112,715 114,029 117,351 2.9%4.1%4.7%5.8%6.5% Free Weights (Barbells)25,821 26,595 27,194 27,056 26,688 25,641 -3.9%-5.2%-5.7%-3.6%-0.7% Free Weights (Dumbells)N/A N/A N/A N/A N/A 32,309 N/A N/A N/A N/A N/A Free Weights (Hand Weights)N/A N/A N/A N/A N/A 43,164 N/A N/A N/A N/A N/A Martial Arts 6,818 6,643 6,002 5,037 5,075 5,314 4.7%5.5%-11.5%-20.0%-22.1% Pilates Training 9,039 8,770 8,404 8,507 8,519 8,069 -5.3%-5.1%-4.0%-8.0%-10.7% Running/Jogging 41,097 42,511 46,650 50,061 51,450 54,188 5.3%8.2%16.2%27.5%31.9% Stair Climbing Machine 13,863 13,653 13,269 13,409 12,979 12,642 -2.6%-5.7%-4.7%-7.4%-8.8% Stationary Cycling (Group)6,504 6,762 7,854 8,738 8,477 8,309 -2.0%-4.9%5.8%22.9%27.8% Stationary Cycling (Recumbent)11,104 11,299 11,459 11,933 11,649 11,159 -4.2%-6.5%-2.6%-1.2%0.5% Stationary Cycling (Upright)24,918 24,916 24,578 24,409 24,338 24,088 -1.0%-1.3%-2.0%-3.3%-3.3% Stretching 36,235 36,299 35,720 34,687 35,873 36,202 0.9%4.4%1.3%-0.3%-0.1% Tai Chi 3,424 3,315 3,193 2,975 3,203 3,469 8.3%16.6%8.6%4.6%1.3% Treadmill 49,722 50,395 52,275 53,260 50,839 48,166 -5.3%-9.6%-7.9%-4.4%-3.1% Weight/Resistant Machines 38,844 39,075 39,185 39,548 38,999 36,267 -7.0%-8.3%-7.4%-7.2%-6.6% Yoga 17,758 18,934 20,998 22,107 23,253 24,310 4.5%10.0%15.8%28.4%36.9% National Participatory Trends - General Fitness Activity Participation Levels % Change NOTE: Participation figures are in 000's for the US population ages 6 and over Legend:Large Increase (greater than 25%) Moderate Increase (0% to 25%) Moderate Decrease (0% to -25%) Large Decrease (less than -25%) NATIONAL TRENDS IN GENERAL FITNESS 3.2.3 National participatory trends in general fitness have experienced some strong growth in recent years. Many of these activities have become popular due to an increased interest among people to improve their health by engaging in an active lifestyle. These activities also have very few barriers to entry, which provides a variety of activities that are relatively inexpensive to participate in and can be performed by nearly anyone with no time restrictions. The most popular fitness activity by far is fitness walking, which had over 117 million participants in 2013, which was a 2.9% increase from the previous year. Other leading fitness activities based on number of participants include running/jogging (over 54 million), treadmill (48.1 million), and hand free weights (43.2 million), and weight/resistant machines (36.3 million). Over the last five years, the activities that are growing most rapidly are high impact aerobics (up 47.1%), yoga (up 36.9%), running/jogging (up 31.9%), cardio kickboxing (28.7% increase), and group stationary cycling (up 27.8%). Most recently, from 2012-2013, the largest gains in participation were in boxing for fitness (8.7% increase), Tai Chi (up 8.3%), and high impact aerobics (up 7.1%). See Figure 9. Figure 9- General Fitness National Participatory Trends City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Three - Community Profile - 40 2008 2009 2010 2011 2012 2013 12-13 11-13 10-13 09-13 08-13 Adventure Racing 809 1,005 1,214 1,202 1,618 2,095 29.5%74.3%72.6%108.5%159.0% Archery 6,180 6,368 6,323 6,471 7,173 7,647 6.6%18.2%20.9%20.1%23.7% Bicycling (Mountain)7,242 7,367 7,152 6,989 7,265 8,542 17.6%22.2%19.4%15.9%18.0% Bicycling (Road)38,527 39,127 39,730 39,834 39,790 40,888 2.8%2.6%2.9%4.5%6.1% Bicycling (BMX) 1,896 1,858 2,090 1,958 1,861 2,168 16.5%10.7%3.7%16.7%14.3% Camping (Recreational Vehicle)16,343 16,977 16,651 16,282 15,903 14,556 -8.5%-10.6%-12.6%-14.3%-10.9% Camping (Within 1/4 Mile of Vehicle/Home)32,531 34,012 32,667 31,961 31,454 29,269 -6.9%-8.4%-10.4%-13.9%-10.0% Climbing (Sport/Indoor/Boulder)4,642 4,541 4,542 4,445 4,355 4,745 9.0%6.7%4.5%4.5%2.2% Climbing (Traditional/Ice/Mountaineering)2,175 2,062 2,017 1,904 2,189 2,319 5.9%21.8%15.0%12.5%6.6% Fishing (Fly)5,849 5,755 5,523 5,581 5,848 5,878 0.5%5.3%6.4%2.1%0.5% Fishing (Freshwater)42,095 40,646 39,911 38,864 39,002 37,796 -3.1%-2.7%-5.3%-7.0%-10.2% Fishing (Saltwater)14,121 13,054 12,056 11,896 12,000 11,790 -1.8%-0.9%-2.2%-9.7%-16.5% Golf 28,571 27,103 26,122 25,682 25,280 24,720 -2.2%-3.7%-5.4%-8.8%-13.5% Hiking (Day) 31,238 32,542 32,534 33,494 34,519 34,378 -0.4%2.6%5.7%5.6%10.1% Horseback Riding 11,457 10,286 9,782 9,335 8,423 8,089 -4.0%-13.3%-17.3%-21.4%-29.4% Hunting (Bow)3,770 3,974 4,067 4,271 4,354 4,079 -6.3%-4.5%0.3%2.6%8.2% Hunting (Handgun)2,734 2,575 2,493 2,690 3,112 3,198 2.8%18.9%28.3%24.2%17.0% Hunting (Rifle)10,490 10,729 10,632 10,479 10,485 9,792 -6.6%-6.6%-7.9%-8.7%-6.7% Hunting (Shotgun)8,638 8,611 8,276 8,370 8,426 7,894 -6.3%-5.7%-4.6%-8.3%-8.6% Roller Skating, In-Line 10,211 8,942 8,128 7,451 6,647 6,129 -7.8%-17.7%-24.6%-31.5%-40.0% Shooting (Sport Clays)4,199 4,232 4,291 4,296 4,544 4,479 -1.4%4.3%4.4%5.8%6.7% Shooting (Trap/Skeet)3,523 3,519 3,489 3,453 3,591 3,784 5.4%9.6%8.5%7.5%7.4% Skateboarding 8,118 7,580 7,080 6,318 6,227 6,350 2.0%0.5%-10.3%-16.2%-21.8% Target Shooting (Handgun)12,551 12,919 12,485 13,638 15,418 14,370 -6.8%5.4%15.1%11.2%14.5% Target Shooting (Rifle)12,769 12,916 12,637 13,032 13,853 13,023 -6.0%-0.1%3.1%0.8%2.0% Trail Running 4,537 4,845 4,985 5,373 5,806 6,792 17.0%26.4%36.2%40.2%49.7% Triathlon (Non-Traditional/Off Road)543 634 798 819 1,075 1,390 29.3%69.7%74.2%119.2%156.0% Triathlon (Traditional/Road)943 1,148 1,593 1,686 1,789 2,262 26.4%34.2%42.0%97.0%139.9% Legend:Large Increase (greater than 25%) Moderate Increase (0% to 25%) Moderate Decrease (0% to -25%) Large Decrease (less than -25%) National Participatory Trends - General Recreation Activity Participation Levels % Change NOTE: Participation figures are in 000's for the US population ages 6 and over NATIONAL TRENDS IN GENERAL RECREATION 3.2.4 Results from the SFIA’s Topline Participation Report demonstrate increased popularity among Americans in numerous general recreation activities. Much like the general fitness activities, these activities encourage an active lifestyle, can be performed individually or with a group, and are not limited by time restraints. In 2013, the most popular activities in the general recreation category include road bicycling (over 40 million participants), freshwater fishing (nearly 38 million participants), and day hiking (over 34 million participants). From 2008-2013, general recreation activities that have undergone very rapid growth are adventure racing (up 159%), non-traditional/off-road triathlons (up 156%), traditional/road triathlons (up 139.9%), and trail running (up 49.7%). In-line roller skating, horseback riding, and skateboarding have all seen a substantial drop in participation, decreasing by 40%, 29.4%, and 21.8% respectively over the last five years. See Figure 10. Figure 10- General Recreation National Participatory Trends City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 41 CHAPTER FOUR – RECREATION, PARKS AND FACILITIES ANALYSIS / ASSESSMENT 4.1 PARK & FACILITIES INVENTORY & ASSESSMENT SITE INVENTORY AND ASSESSMENT 4.1.1 In late spring of 2015, the site assessment team conducted a facility inventory and assessment, visiting all Augusta parks and facilities over a two day time period. The assessment included parks and recreation facilities under the purview of the Recreation Department and included in a park inventory list provided by the City of Augusta. Detailed building evaluations including interiors were not within the scope of the assessment. During these visits conducted with Staff, sites were inventoried, photographed, and categorized as good, fair or poor and as high use, moderate use or low use. Ratings were based on an assessment of staff input combined with existing conditions and have been defined as follows: Good = the site/asset visually presented itself well to the public, was in acceptable condition for public use and was well maintained; Fair = those sites or assets in acceptable condition for public use and adequately maintained; Poor = those assets and sites that did not visually present well to the public, were not in acceptable condition and/or were not well maintained. Assessments were conducted for individual elements of each park and an overall rating was assigned to the park. Park use was also assessed and has been defined as follows: High Use = accommodates a large number of users evidenced by Staff input and greater than average wear and tear to buildings, facilities and infrastructure; Medium Use = accommodates a moderate number of users evidenced by Staff input and moderate/expected wear and tear to buildings, facilities and infrastructure; and Low Use = accommodates fewer users than intended as evidenced by Staff input and minimal wear and tear to buildings, facilities and infrastructure. In addition to these assessments, other general observations and recommendations were documented as well. Collectively, the team visited twelve (12) mini parks, eighteen (18) neighborhood parks, nine (9) community parks, three (3) regional parks, fifteen (15) special purpose facilities and three (3) natural resource/ linear park/greenways comprising 1,076.95 acres owned or operated by the Department. Of those facilities, twenty-six (26) were rated as good; twenty-five (25) were rated as fair and nine (9) were rated as poor. Overall, parks and facilities appeared to be maintained and in acceptable condition for public use. However, many parks and facilities appear to suffer from deferred maintenance. In addition, many parks/facilities warrant improved aesthetic treatment including the introduction of shade, improved signage, supplemental landscaping and new/improved irrigation. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 42 Inventory and assessment forms were created for each individual park/facility including a listing of all assets and their ratings, a representative photo of the site, facility location, park type, park acreage, facility strengths, facility weaknesses and a listing of possible improvements. See Appendix C for detailed inventory and assessment information by park/facility. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 43 REAL ESTATE UTILIZATION ASSESSMENT 4.1.2 4.1.2.1 GENERAL The scope of the master plan has included a real estate utilization assessment, intended to identify possible park facility expansion sites and opportunities for accommodating additional service or functions, along with potential consolidations and repurposing. Expansion sites were considered based on proximity to service needs, size, capacity to accommodate the needed facilities, adjacency to existing parks, and availability for potential acquisition at strategic locations. 4.1.2.2 RATIONALE AND CRITERIA FOR REPURPOSING EXISTING PARKS The planning team has conducted an analysis of underperforming existing park sites and their effectiveness to their service areas and contribution to the park system as a whole. Given that the system needs considerable rehabilitation work to existing facilities and maintenance budgets are already strained, an analysis has been made to determine whether some facilities are candidates for consolidation, closure or repurposing. The following factors have been used in the evaluation process to determine if a particular park is such a candidate: PERFORMANCE CRITERIA a. Degree of usage – high, medium, low1 b. Overall condition – good, fair, poor2 c. Degree of fulfillment of its function, as defined in park models d. Contribution to the park system geographic coverage and equity of services, as measured by service gaps and overlaps with park zones of influence and/or nearby parks with redundant services e. Proximity to primary populations served f. Adequacy of overall system for providing service needs without the particular park g. Potential for repurposing and/or changing function to other supportive use within the park system h. Possibility of partnership(s) available for operations, programs, or leasing; existing or potential 1 High Use = The site accommodates a large number of users, as evidenced by Recreation Staff input, and greater than average wear and tear to buildings, facilities and infrastructure. Medium Use = The site accommodates a moderate number of users, as evidenced by Recreation Staff input, and moderate/expected wear and tear to buildings, facilities and infrastructure. Low Use = The site accommodates fewer users than intended, as evidenced by Recreation Staff input, and minimal wear and tear to buildings, facilities and infrastructure. 2 Good rating = the site/asset visually presented itself well to the public, was in acceptable condition for public use and was well maintained; Fair rating = those sites or assets in acceptable condition for public use and adequately maintained; Poor rating = assigned to those assets and sites that did not visually present well to the public, were not in acceptable condition and/or were not well maintained. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 44 4.1.2.3 PARKS IN LOW USAGE AND FAIR OR POOR CONDITION IDENTIFIED FOR REPURPOSING STUDY During the facility assessment field visits, several under-performing parks were identified as possible candidates for repurposing, closure, or cooperative management by neighborhood associations or other organizations. The list below includes all of those sites in the system that both exhibit low usage and are in fair or poor physical condition. • Alexander Barrett Park (formerly Royal Street Park) • Bayvale Park • Bedford Heights Park • Blount Park (not in service) • Boykin Road Park • Central Park (Merry Street) • Doughty Park • Heard Avenue Park • Hillside Park • Hyde Park • Jones Pool • Meadowbrook Park • Radford Park • Sue Reynolds Park • Tanglewood Park • Valley Park * • Wood Street Park *Removed from final list due to improvements underway in 2016. 4.1.2.4 REPURPOSING ANALYSIS The list of low-usage parks was systematically analyzed by assigning a rating in each of the eight individual performance criteria outlined above, and then averaging the ratings to produce an overall rating of the park as a whole. The following scoring key outlined in the table below was established for use in the repurposing analysis. Each criterion is evenly weighted, but some factors are complementary to each other. Perhaps the most important measure of performance is whether or not the overall system service is adequate to meet accepted national level of service standards without the particular park in question. The Department management should use sound judgement along with this analysis to reach conclusions whether or not to decommission a park. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 45 Table 4.1 - Scoring Key for Repurposing Analysis 5 4 3 2 1 a. Usage High --- Medium --- Low b. Overall Condition Good --- Fair --- Poor c. Adequacy of Functional Fulfillment High Somewhat Neutral Somewhat Not Not d. Gaps / Overlaps Coverage Primary Gap Filler Secondary Gap Filler Neutral Primary Redundant Service Secondary Redundant Service e. Proximity to Population Served Close Somewhat Close Neutral Somewhat Far Very Far f. Adequacy of System Service w/o Park Not Somewhat Not Neutral Somewhat Highly g. Possibility for Partnerships High Somewhat Neutral Somewhat Not Not h. Possibility for Repurposing within System High Somewhat Neutral Somewhat Not Not City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 46 Table 4.2 - Parks with Low Usage and in Fair or Poor Condition Park / Criterion a. Usage b. Overall Condition c. Adequacy of Functional Fulfillment d. Gaps / Overlaps Coverage* e. Proximity to Population Served f. Adequacy of System Service w/o Park g. Possibility for Partnerships h. Possibility for Repurposing within System Composite Score Alexander Barrett Park 2629 Royal Street 1 3 2 1 4 1 3 1 2.000 Mini Park - Facilities*: Playground. Notes: Site could be repurposed or mothballed as green area. Bayvale Park 3470 Milledgeville Road 1 1 3 - 3 - 4 1 2.167 Special Purpose Facility or Park - Facilities*: Remote control vehicle track. Notes: Site could be leased or sold to current special purpose users. Bedford Heights Park 1016 Camellia Drive 1 3 3 5 5 4 3 1 3.125 Mini Park - Facilities*: Playground, Shelter. Note: Is this site a candidate for partnership management? Blount Park 2510 Allen Street 1 1 1 4 5 1 2 1 2.000 Neighborhood Park - Facilities*: Ball fields, basketball courts, Community Center, tennis court. Note: Covers gap in basketball; could add basketball at Sand Hills. Note: The Sand Hills Neighborhood Association now owns the northern half of the site, including the building and courts, while the Department retains the southern portion including the ball fields. Both of these parts could be repurposed as part of neighborhood revitalization and/or redevelopment initiatives. Boykin Road Park 2345 Boykin Road 1 1 3 1 5 1 3 1 2.000 Neighborhood Park - Facilities*: Ball fields, basketball courts. Note: Possible candidate for transfer to church next door or partnership management. Central Park 1130 Merry Street 1 1 2 4 5 2 3 1 2.375 Neighborhood Park - Facilities*: ball fields, slab for former basketball courts. Note: The Merry Street Art Center is an outside special program operated on this site. Doughty Park 1200 Nellieville Road 2 1 4 2 5 4 3 1 2.500 Neighborhood Park - Facilities*: Ball fields [2], basketball courts, Community Center, playground [2], tennis court. Heard Avenue Park Heard Avenue 1 2 3 - 5 1 2 1 2.143 Mini Park, Passive Note: Has no facilities to rate in Column d. Note: Site could be repurposed or kept mothballed as green area. Hillside Park 2101 Telfair Street 1 3 3 5 5 4 3 1 3.125 Mini Park, Active - Facilities*: Picnic, playgrounds [5], tennis courts. Note: Could move playground to Lake Olmstead, but “Proximity to Population” would suffer. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 47 Park / Criterion a. Usage b. Overall Condition c. Adequacy of Functional Fulfillment d. Gaps / Overlaps Coverage* e. Proximity to Population Served f. Adequacy of System Service w/o Park g. Possibility for Partnerships h. Possibility for Repurposing within System Composite Score Hyde Park 2020 Leona Street 1 1 2 2 1 2 1 1 1.375 Neighborhood Park - Facilities*: Ball field, picnic, playground [3], shelter [2], basketball courts [1]. Note: Entire neighborhood population is being relocated for environmental issues and regional storm water detention basin development, and will soon be absent from the area. Jones Pool Holley Street 1 1 2 2 4 1 2 1 1.750 Special Purpose Facility - Outdoor pool Note: The site could be closed and consolidated with nearby Dyess Park, or could be repurposed as a splash pad venue. Meadowbrook Park 3638 Meadowlark Road 1 1 2 5 5 4 3 1 2.750 Neighborhood Park - Facilities*: Ball field [5], picnic, playground [assumed 5], trail [5]. Note: Site could be a trailhead for the future Butler Creek greenway trail system. Radford Park/Lake Olmstead Stadium - Rating for Radford only 3 Milledge Road 1 3 4 2 3 2 4 4 2.875 Neighborhood Park, Active / Special Purpose Stadium - Facilities*: Ball field. Note: Possible consolidation with stadium into Lake Olmstead regional park. Sue Reynolds Park 1345 Community Park Road 1 3 3 1 1 1 4 1 1.875 Special Purpose Facility - Note: Could consider more permanent lease/sale to Arsenal Gunners Soccer, the current lessee. Tanglewood Park 3300 Tanglewood Drive 1 2 4 5 5 4 3 1 3.125 Mini Park, Active - Facilities*: Playgrounds [5], picnic Note: This site could be a candidate for partnership management. Valley Park 1805 East Valley Park 1 1 2 1 5 3 3 1 2.125 Mini Park, Active - Facilities*: Tennis [1], picnic Note: Ratings do not consider improvements to be constructed in 2016. Consequently, this park should be eliminated from consideration in the real estate analysis. Wood Street Park 200 Wood Street 1 1 4 - - 3 4 4 2.833 Special Purpose Facility - Facilities*: Rugby field, BMX track. Note: This site could be leased to the current special purpose users, could be incorporated into an expanded Lake Olmstead regional park, or redeveloped as an expansion area of the adjacent City cemetery across the street. * Numbers in Column d. are composite ratings for the park as a whole. Bracketed numbers refer to gaps/overlaps for the particular facility within a park. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 48 4.1.2.5 PARKS IDENTIFIED AS CANDIDATES FOR DECOMMISSIONING The analysis shows that several parks with low composite ratings are prime candidates for repurposing, closure, or transfer to another entity for operation and maintenance. If, for example all parks with composite ratings of 2.0 or lower were selected for decommissioning, six sites would be involved, including Alexander Barrett Park, Blount Park remainder, Boykin Road Park, Hyde Park, Jones Pool, and Sue Reynolds Park. In this example, the overall park system service, functionally and geographically, would not be significantly impaired, as shown by the ratings given under the Column f. Adequacy of System Service w/o Park. A second tier of underperforming parks, scoring say between say 2.0 and 2.2, includes Bayvale Park and Heard Avenue Park. Valley Park is under redevelopment and is eliminated from consideration for decommissioning. There may be factors other than those considered above which might bear on whether a particular site should be decommissioned or not, and all such considerations should be weighed before reaching a conclusion. One argument holds that park lands should not be disposed of at all, even if they are functionally under-performing, because they are hard to come by in the first place. Another consideration is what would be possible future uses of the land, if it were to be declared excess and either kept or disposed of, such as those listed below: POTENTIAL FUTURE USES OF LAND, IF DECLARED EXCESS • Land-banking – hold for future redevelopment or reuse. Possibly transfer ownership to another agency, such as the City of Augusta Land Bank Authority, if land is suitable for another purpose specific to the particular agency. • Moth-balling – provide minimal maintenance for use as passive area without park facilities. • Repurposing – reallocate within the City government or allied governmental entities. • Partnership Operations – develop cooperative agreement or lease with neighborhood or non-profit group. • Sale or lease – transfer to third parties. 4.1.2.6 NEW OR ADDITIONAL PARKS While the master plan has concentrated primarily on upgrading and taking care of the existing park properties, there are two salient opportunities to add facilities to the Recreation and Parks system: • New Flowing Wells/Rae’s Creek Park – as a new community park, with trails, and greenway. This site is mostly in public ownership already and will fill a gap in the coverage for the Community Park category in the Wrightsboro/Belair Road area. It would include and surround the existing Rae’s Creek Regional Storm Water Detention Basin, a so-called “green-pond” area off Wrightsboro Road west of Bobby Jones Expressway, along with the possible cooperative use of excess wooded portions of the adjacent Sue Reynolds Elementary School property. The large size of the property and its topography would support the added opportunity of a network of new multi-purpose trails and boardwalks. If considered along with cooperative use of School Board property and possibly other adjoining lands, the park would cover about 100 acres. • Springfield Village Park – as a special purpose facility or mini-park focusing on African American history. This existing park is located in downtown Augusta on Twelfth Street at the corners of Reynolds and Jones Streets, and marks the oldest African American historic City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 49 site in Augusta. The site was developed by Springfield Village Park Foundation, Inc. and will contain major interpretations of important events in black history when the final phase of SPLOST-funded development is completed. The park is currently administered by Augusta Tomorrow, Inc. A black history interpretive trails project has been proposed by the Augusta Housing and Community Development Department, which includes Springfield Village Park as a major beginning anchor point. • Neighborhood Parks – in addition to the two specific opportunities listed above, the Level of Services Analysis in Section 4.3.2 indicates additional shortages for Neighborhood Parks. Potential additions and associated costs for these parks is covered in more detail in Chapter 7. 4.1.2.7 REAL ESTATE ADDITIONS TO EXISTING PARKS The following is a list of parks that might be expanded by land acquisition, as identified by need and opportunity: • Augusta Common – Expand the park north of Reynolds Street toward the Savannah River with connections to Augusta River Walk and potentially south of Broad Street to connect to Ellis Street. This concept would fulfill the park plan that was originally conceived in 1999, complemented by a major downtown market creation project in The Westobou Vision in 2009. • Minnick Park – Annex 1.05 acres on south side. The added land would enable development of a walking track in the park and additional parking. • Eisenhower Park – Explore obtaining cooperative agreement or easement on land on west side of Eisenhower Drive, if available, for use as walking track and/or overflow parking. Use underutilized part or all of the former West Augusta Little League fields on the east side of the park to support baseball/softball programs. This area is also used as an entrance to the contiguous Augusta Canal National Heritage Area trail system. • Lake Olmstead Park – Consider addition of Lake Olmstead Stadium and Radford Park, plus possibly Wood Street Park located a block away, which was originally designated as an area of expansion for the adjoining City cemetery, as a multiuse regional park. • Diamond Lakes Regional Park – Annex approximately 150 acres south of the former race track along Spirit Creek and toward Willis Foreman Road for use as primitive camping and trails development. • Jamestown Community Center – A one acre addition to the north side of this site was purchased by the City in January, 2016. 4.1.2.8 RENEWED PARTNERSHIP ARRANGEMENTS The following parks are currently managed by the Department through cooperative agreements or leases. These arrangements should be reviewed and renewed, if possible, or extended in-kind or through some equivalent form of cooperative agreement or purchase. • Pendleton King Park – The property is leased from the King Estate through 2017 and is operated by the Department in cooperation with the Pendleton King Park Foundation. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 50 • Hickman Park – The 99-year lease on this park expired in June, 2015. The lease should be renewed from new board of trustees that will need to be established through actions in the courts system. • New Savannah Bluff Lock and Dam Park – This riverfront park is owned by the United States through the U. S. Army Corps of Engineers, Savannah District and operated by the Department through a cooperative arrangement. The Corps is studying alternative futures of the Lock and Dam, including possible decommissioning, so that the ultimate status of the park is uncertain at this time. The site is an important river-front venue and a possible trailhead station on the future trail system. This property should be retained as part of the park system. 4.1.2.9 REAL ESTATE DECISION PROCESS RECOMMENDATIONS The analyses and discussions presented above provide a framework for decision making about real estate matters for the parks system. Final decisions on real estate dispositions and acquisitions should be made following the completion of this master plan, and should be considered as major elements of the early implementation phases. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 51 4.2 RECREATION PROGRAM ASSESSMENT INTRODUCTION 4.2.1 As part of the planning process, the consulting team performed an assessment of the programs and services offered by the Department. The assessment offers an in-depth perspective of program and service offerings and helps identify strengths, weaknesses, and opportunities regarding programming for residents in parks and recreation facilities. The program assessment also assists in identifying what are considered core programs, program gaps within the community, key system-wide program issues, and areas for improvement and in determining future programs and services for residents. The Consulting Team based these program findings and comments from a review of information provided by the City including program descriptions, participation statistics, financial data, website content, focus groups, stakeholder interviews, and discussions with staff. The assessment identified key issues and presents recommendations for these issues, summarized at the end of this section. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 52 EXISTING CORE PROGRAM AREAS 4.2.2 The core program areas for the Department are listed in the Sections below. 4.2.2.1 AFTER SCHOOL After School Program (Loud Crowd) is for school children 4-12 years of age. Loud Crowd provides a safe and supervised setting for kids after school, with an emphasis on enhancing health and wellness. A variety of fun and active programs, including sports, playground games, homework help, and other activities throughout the school year keep children busy until parents get off from work. • Goal - To help enhance a child's social and educational skills, while improving overall health and wellness. 4.2.2.2 SUMMER DAY CAMP Summer Day Camps are provided for children ages 4-12 during the hours of 9:00 a.m. - 3:00 p.m. with morning and afternoon programs to supplement and provide assistance to parents. Day Camp can help fill the gap between the summer school break by helping children learn new skills, make friends, exercise, and have an adventure. Summer Day Camp is a playful atmosphere where kids make friends, build social skills, and learn lots of fun activities such as games, sports, arts, crafts, and so much more. • Goal - To help enhance a child's social and physical skills while providing them with a fun and safe atmosphere to grow. 4.2.2.3 YOUTH ATHLETICS Youth Athletics provides recreational leagues for youth to participate in a recreational setting to enhance exercising skills, basic understanding of fundamentals and competitiveness, as well as enhancing social skills. Youth athletic programs benefit kids by giving them the ability to gain exercise and develop skills in a safe environment, while also learning about competition. Meeting other youths and having the opportunity to enhance social skills with peers is a large part of youth athletics as well. • Goal - To provide the best possible athletic leagues and settings for the citizens we serve, in terms of participation levels, customer satisfaction, and attainment of targeted goals; while continuing to reach as many youths as possible in the community for the benefits of exercise, skill development, competition, and enhancement of social skills. 4.2.2.4 ADULT ATHLETICS Adult Athletics provides recreational leagues for adults to participate in a recreational setting to enhance exercising skills and competitiveness, as well as enhancing social skills. Adult athletic programs benefit adults by giving them the ability to gain exercise in a safe environment while also engaging in competition. Meeting other adults and the opportunity to enhance social skills with peers is a large part of adult athletics as well. • Goal - To provide the best possible athletic leagues and settings for the citizens we serve, in terms of participation levels, customer satisfaction, and attainment of targeted goals; while continuing to reach as many adults as possible in the community for the benefits of exercise, competition, and enhancing social skills. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 53 4.2.2.5 SENIOR SERVICES Senior Services (senior centers and nutrition sites) were established to provide nutritional services to senior adults (typically 55+ years of age) in our service area of Augusta/Richmond County. The mission of the program is to provide hot nutritionally balanced meals to eligible senior participants on a daily basis; five days a week (as long as they meet the state qualifications for the program). We also would like to continue to provide nutrition education as well as wellness activities and recreation to all of our clients registered in the program. • Goal - To maintain and/or exceed the state mandated number of attendees (21 individuals) for each program site. All of this, while also offering programming that attracts senior adults to our senior centers and provides them with programs and activities that offer health, recreation, nutrition, and wellness benefits. 4.2.2.6 AQUATICS Aquatics has a wide range of programs, all of which exists to service an array of different purposes such as learning how to swim, getting in shape, or swimming at a competitive level. Augusta’s Aquatic Center offers a good mix of aquatic instruction, fitness, and fun. • Goal – To make the Aquatic Center home to a wide range of aquatic programs as well as local, state, regional, and national competitions. 4.2.2.7 SPECIAL EVENTS Special Events provide a clean, safe, and friendly environment for all ages; while bringing the community together to enjoy the many benefits of parks and recreation. • Goal – To improve the quality of life, provide a place to go for fun/entertainment, and get citizens engaged in their community. Moving forward, the Department would like to transition from simply being a facility provider into a developer of special events for the community. 4.2.2.8 NEWMAN TENNIS Newman Tennis offers all ages of the public a clean and safe place to play tennis on a recreational, league, and tournament level. Newman Tennis also offers instructional programs for all ages. • Goal – To help grow tennis players from beginners to intermediate players by offering instructional programs, leagues, and other social tennis opportunities. 4.2.2.9 RENTAL FACILITIES Rental Facilities help provide safe and economically affordable venues for citizens to hold events. This program area ensures the community has a wide variety of facilities to rent for special occasions and events. • Goal – To provide a source of revenue for the general fund, while providing facilities and recreational settings that contribute to overall community pride and sense of place. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 54 4.2.2.10 INSTRUCTIONAL Instructional Programs provide physical activities that promote health and well-being in a safe environment. Meeting space is provided for youth and adults on a weekly basis with a skilled instructor or trained staff member. (e.g. Dance Classes, Karate, Beastmode Fitness, Little Friends Gym, etc.) • Goal – To provide the best possible instructional programs for the community that we serve for the benefits of exercise and social skills. 4.2.2.11 RECOMMENDATIONS REPOSITIONED PROGRAM AREA With an increased focus on wellness and healthy living, it may be beneficial to expand some of the nutrition education classes and health and wellness activities to more than just the senior population. Expanding these program offerings to Augusta’s youth and adult population could be beneficial to the whole community. Additionally, the Department is doing a relatively good job with managing and promoting existing programs; and the PROS team urges the staff to continue maintaining that level moving forward. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 55 LIFECYCLE ANALYSIS 4.2.3 The program assessment included a lifecycle analysis completed by staff members. The listing of programs is included in the chart on the following page. This assessment was not based on quantitative data, but based on staff’s knowledge of their program areas. In the future, the Department should look to introduce innovative practices to standardize the lifecycle analysis of programs to develop measurable outcomes that can be utilized in providing a more objective approach to defining where individual programs fall within the lifecycle. The Department has recently started implementing new software that should enable a more objective approach to evaluating lifecycle stages of programs. These lifecycles can, and often do, change from year to year or over time depending on how the programs fare. The following table shows the percentage distribution of the various lifecycle categories of the Department’s 119 recreation programs as listed by the staff: Table 4.3 - Program Lifecycle Distribution Lifecycle Stage Description Actual Program Distribution PROS’ Recommended Distribution Introduction New program; modest participation 18% 77% total 60%+ total Take-Off Rapid participation growth 28% Growth Moderate, but consistent population growth 31% Mature Slow participation growth 14% 14% 30% Saturation Minimal to no participation growth; extreme competition 8% 10% total 0-10% total Decline Declining participation 2% These percentages were obtained by comparing the number of programs listed in each individual stage with the total number of programs listed in the program worksheets (Note: percentages above sum to 101% due to rounding). The PROS team recognizes that while there is no statistically sound method for obtaining the percentage breakout of all programs by lifecycle stages, the overall patterns are apparent in the Program Lifecycle table. The lifecycles depict an inclining trend. Roughly 75% of all programs are either in the Introduction, Take-Off, or Growth stage. This could be a challenge if the higher number of programs in the Introduction Stage (18%) are not successful or popular with the users. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 56 Introduction Take-Off Growth Mature Saturated Decline Kickball (adult)CJ Mays Bball Camp Diamond Lake ASP Warren Road ASP Warren Rd SDC McBean SDC Volleyball (adult)Flag Football (youth)Blythe ASP McBean ASP Diamond Lakes SDC State Level 4 & 5 Tourny Sr. Wellness Day/GRU Congregate Meals Blythe SDC Garrett ASP Sw im Meets Senior Tennis Home Bound Delivery Soccer (youth)Basketball (youth)Memorial Day Concert Senior Golf Nutrition Education Flag Football (adult)Baseball (youth)Veteran's Day Celebration Senior Choir Fitness Rooms Senior Swimming Softball (youth)Sectional Level 3 Youth Tournaments Metro Spring Fling Senior Social Nights Bingo Coed T-Ball (youth)JS Casino Major Rager Concert Rapid Participation Quilting Cheerleading (youth)JS BBQ Pit Seersucker Fashion Show Sr.Thanksgiving Luncheon Arts and Crafts Tackle Football (youth)The Boathouse Riverwalk Revival Concert Sr. MLK Celebration Senior Oktoberfest Softball (adult) Teen Palooza Sr. Valentine Dance Interntl Women's Day Basketball (adult) Proud Fatherhood Rally Sr. Christmas Party Field Trips Swim Lessons Food for Hunger Drive Dinner Dance Series Senior Fish Fry Water Fitness Garden City Gospel Fest Candlelight Jazz Series Ageless Artists Summer Concert Series Beast Mode August Music Fest Competitive Swim League Children's Week Festival Capoeira Augusta Pride Senior Swim St Adult League Championship Tourny Pickleball March for Jesus St. Patricks Day Celeb Old Government H. Cardio Tennis Saturday Market Easter Sunrise Service Hot Yoga Arts in the Heart Festival Mayor's Masters Reception Yoga Ironman Triathlon 5K Walks/Runs - 8 Walking Challenge Westobou Festival Movies on the Common Hispanic Festival Night of Fire Miracle Mile Walk First Friday Concert & Car Show Independence Day Celebration WRDW Family Fair Christmas Light Up Spectacular 911 Remembrance Celebration Home School Youth Instruction Beginner Youth Instruction Gracewood CC Adult & Junior Leagues Minnick Park Social Events Pendleton King Pav Lock & Dam Pav. D. Lakes Pavilion Karate Line Dancing Mud Puppies Open Play Basketball Little Friends Gym Zumba Hip Hop Dance Aerobics Creative Ballet Belly Dance Soul Sliders 18%28%31%14%8%2% 21 33 37 17 9 2 119 119 119 119 119 119 New program; modest participation Rapid participation growth Moderate, but consistent participation growth Slow participation growth Minimal to no participation growth; extreme competition Declining participation Stage in Program Lifecycle Source: Client 4.2.3.1 RECOMMENDATIONS The PROS team recommends that the staff track program lifecycles on an annual basis to ensure there is a decreasing number of programs in the Saturated to Decline stage while ensuring an increased number of programs in the Introduction stage. It is recommended that programs from Saturated to Decline should comprise no more than 10% of the total program mix. Additionally, the bottom 5% of all poorly performing programs must be eliminated or repositioned to ensure the cycle of program innovation continues. It would also be helpful to establish performance metric to ensure a set percentage of programs only should be in the Decline stage and any programs staying in that stage for two years should be repositioned or eliminated in favor of new programs. Table 4.4 - Stage in Program Lifecycle City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 57 AGE SEGMENT DISTRIBUTION 4.2.4 In addition to the lifecycle analysis, staff also assessed age segment distribution of programs. Despite the fact that the adult and senior population represent over 50% of the local population (median age 33.9 years), the age segment distribution for programs is skewed towards youth. Based on the program list provided by the staff, 56% of all programming is geared towards ages 24 and below. It is typical nation-wide for agencies to focus heavily on youth and families. Only 10% of programs cater to the 65+ population. The 55+ population is expected to grow to 31% of total population by 2029. It would be appropriate for the staff to view the age segment distributions on an annual basis to ensure continued rebalancing among skewed categories. Also, if possible, given the differences in how the active adults (55+) participate in recreation programs, the trend is moving toward having at least two different segments of older adults. The Department could evaluate further splitting program offerings into 55–74 and 75 plus program segments. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 58 SPONSORS / PARTNERS AND VOLUNTEERS 4.2.5 4.2.5.1 SPONSORS / PARTNERS Currently, the Department has several local partners such as the Augusta Sports Council, Boys & Girls Club, Augusta Arsenal Soccer Club, Sand Hills Community Association, etc. Most of the partners have formal agreements with the Department that help cover event costs, provide their services and/or spaces for programs and events, lend volunteers, etc. In order to truly sell the potential benefits of partnering with the system, there is a need to develop a focused sponsorship campaign and a proposal for tiered sponsorship levels. Under the general information tab on the Augusta Recreation and Parks website, there is a link to a community partnerships page. These include The Boys and Girls Club of the CSRA, East Augusta Neighborhood Association, Sand Hills Community Association, MACH Academy etc. It would be good to highlight this on the main page of the website along with the benefits of partnerships and ways to support Augusta Recreation and Parks. Currently the website showcases only a Youth Athletic Sponsorship on the sponsorship page. The sponsorship brochure showcases the advertising benefits with visitation numbers and the sponsor benefits. However, the brochure is dated 2014 and needs to be updated. Additionally, to garner sponsorship dollars it would be helpful for the Department to provide details listing of each event, the participation numbers, and user demographics which would help potential sponsors to identify how well the Augusta park system’s participants align with the sponsor’s target market and choose the right fit for them. These metrics will also help the Department evaluate its return on investment (ROI) for sponsorships / partnerships for various events. Some other recommendations would be to publish these metrics on the website and promote them aggressively. The current iDashboards on the website is a great example of using metrics to ‘tell the story’. Cross-promoting other youth offerings e.g. aquatics with youth sports would be a recommended option. Also, tying in some signature special events with some of the smaller events would ensure that the staff up-sells events that may not be sold otherwise, while the partners receive more bang for their buck. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 59 4.2.5.2 VOLUNTEERS PROGRAM VOLUNTEERS The Department has a wide variety of volunteers to help with their core programs. PROS encourages the Department to foster a system-wide approach to volunteer recruitment and management. Ensuring streamlined procedures and standardized guidelines for volunteer management are critical to making volunteers an effective complement to paid personnel and a valuable asset in reducing operational costs. When managed with respect and used strategically, volunteers can also serve as the primary advocates for the Department and its offerings. A key part of maintaining the desirability of voluntarism in the Department is developing a good reward and recognition system. Currently, the Department has a certificate recognition system in place. This is a good way to help encourage and motivate citizens to volunteer. Additionally, the consultant team recommends using tactics similar to those found in frequent flyer programs, wherein volunteers can use their volunteer hours to obtain early registration at programs, or discounted pricing at certain programs, rentals, events, or any other Department functions. Other best practices that the Department should be aware of in managing volunteers include: • Identify volunteer opportunities system-wide, develop job descriptions and acceptance conditions for volunteers (such as background checks). • Develop a tracking system to quantify the number of volunteer hours according to program area and specific function and document cost savings in more detailed ways. • Develop documented volunteer recruitment, retention, and recognition systems. • Involve volunteers in cross-training to expose them to various departmental functions and increase their skill. This can also increase their utility, allowing for more flexibility in making work assignments, and can increase their appreciation and understanding of the Department. • Add steps to formally document resignation or termination of volunteers. Also, include ways to monitor and track reasons for resignation/termination. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 60 MARKETING AND WEBSITE 4.2.6 4.2.6.1 MARKETING This section reviews the Department’s marketing and promotions as gleaned from the program worksheets. As stated in the program assessment worksheets provided by staff, most programs are promoted via the Print and Online Program Guides, the Department Website, Flyers/Brochures, QR Codes, and Word of Mouth. There are also some instances of social media usage, even some radio and TV advertisements. Areas of opportunity mentioned most frequently include building an App and using Email Blasts and Direct Mailing more frequently. Given the limited marketing dollars available, it would be helpful for the Department to undertake a marketing return on investment (ROI) assessment to evaluate the effectiveness of the marketing mediums undertaken and tailor future marketing spending to focus on the most effective mediums. This could be done by ensuring every registrant and as many on-site users as possible are asked “How did you hear about us?” Tying the participant responses to marketing mediums would allow for a better understanding of marketing spending and enable greater effectiveness of existing ones while eliminating non-effective mediums. This info could also be added to the iDashboard that is currently on the website and is a great tool to document key data ranging from league and program participation to economic impact by category. Cross promoting at Special Events is also highly recommended. An important opportunity is that the Department takes advantage of the presence of high numbers of relatively captive audience in the special event environment to promote its other offerings, programs, facilities and rentals. Similar cross-promoting programs targeted towards the same age group audiences, too, should be highly encouraged. An example would be cross-promoting the Loud Crowd (after school program) at all of your Back-2-School events and vice versa. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 61 4.2.6.2 WEBSITE The current website is user-friendly and drop-down menus make it very easy to access any information desired by a user. The updating calendar section is an excellent practice which directly drives user attention to upcoming events, activities, and program registration dates that they might not have been aware of. The use of Web 2.0 technology should be increased beyond what is currently used: Facebook to other mediums such as Twitter, YouTube, Instagram and Pinterest as well. The key to successful implementation of a social network is to move the participants from awareness to action and creating greater user engagement. This could be done by: • Ensuring a responsive design web presence along with an app will be helpful to ensure increased utilization by staff • Allowing controlled “user generated content” by encouraging users to send in their pictures from the Department’s special events or programs • Introducing Facebook-only promotions to drive greater visitation to Facebook • Leverage the website to obtain customer feedback for programs, parks and facilities, and customer service • Expand opportunities for Crowd-sourcing including continuing to promote and link with the project specific crowdsourcing platform – www.planaugustaparks.com o Some off the shelf resources include www.mindmixer and www.peakdemocracy.com City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 62 JULY 2012 JULY 2013 148,028,000 163,589,000 PC/COMPUTER BROWSERS 120,396,000 87,797,000 SMARTPHONE APP 102,097,000 81,120,000 SMARTPHONE WEB BROWSERS +26% +37% -10% UNIQUE AUDIENCE OF SOCIAL MEDIA WEBSITES AND APPS BY PLATFORM • Provide opportunities for Donations or Crowd-funding through the website o www.kickstarter.org / www.indiegogo.com / www.razoo.com for Crowd funding options including printing program guides or developing marketing material • Maximize the website’s revenue generating capabilities • Conduct annual website strategy workshop with the staff to identify ways and means that the website can support the Department 4.2.6.3 SOCIAL MEDIA TRENDS From the February 2014 Nielsen, The Digital Consumer report, the following chart shows unique audience of social media websites and apps by platform. The chart illustrates that individuals are reaching for their smartphone versus a traditional computer to access social media platforms. The report also indicated that while Facebook remains the largest social network in both web and mobile, consumers are taking on other social media platforms such as Pinterest (triple unique users on smartphone apps), and Instagram (nearly double the number of unique users in 2013). City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 63 CUSTOMER SERVICE AND FEEDBACK 4.2.7 Customer service is at the root of the success of any organization. A true community-service organization prides itself on identifying its customers’ preferences and acting in accordance to help fulfill their needs. In order to do this, an ongoing and system-wide feedback mechanism is of vital importance and the Department’s willingness to undertake an extensive customer service training initiative for its staff is a big step in the right direction. Currently, there is not a system wide approach to customer feedback but more through individual programs offered by the Department. Best practice systems such as Carmel- Clay Parks and Recreation, Indiana are starting to utilize real-time customer feedback reporting apps to gather location-based feedback at all programs, parks or facilities throughout the city. Check out www.keephappifeet.com for more details on the app. This app would be of critical help from a public safety standpoint, too, within Augusta-Richmond County through the system including on the Augusta River Walk. Through the app, users could share any feedback or concerns through pictures or videos in real time with the Department staff and enable staff to reduce response time as well as promote greater opportunities for safety and security. In addition, the app provides dashboards to measure the extent and type of feedback by any park or facility, specific day(s) or even over a period of time (e.g. over a year). City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 64 4.3 PARK CLASSIFICATIONS & LEVEL OF SERVICE STANDARDS AUGUSTA PARK MODELS 4.3.1 Upon completion of park/facility inventory and analysis site visits, a customized series of park categories were developed that are unique to Augusta. These categories were developed based on observations of existing parks and the types of uses that could be commonly found within them. 4.3.1.1 PARK CATEGORY GUIDELINES This park category system includes six park types, which are Mini Park, Neighborhood Park, Community Park, Regional Park, Linear Park/Greenway and Special Purpose Facility or Park. The following section lists these park types including their optimum size, potential locations and type of facilities most commonly found within them. This park category system should be considered a guideline for future park development. It is not uncommon for adjustments to be made to park guidelines based on recommended levels of service. The actual number of park acres recommended for Augusta in the levels of service section has been adjusted based on a number of factors. When made, these adjustments may include alterations to optimum size, acreage range, location and facilities included in the park. 4.3.1.2 PARK CATEGORIES MINI PARK Mini Parks serve a concentrated or limited population area. • Optimum Size: 1 Acre • Acreage Range: ½ Acre to 2 ½ Acres • Level of Service: 0.1 acres per 1,000 people • Location: Should have adjacency to other neighborhood pedestrian networks or park system components, most notably Linear Parks or Greenways/trail systems. May be located within a walkable or bikeable distance to an elementary school or other site convenient to the population served. • Facilities and Use: Should service a recreational need or take advantage of a unique opportunity. Not intended for programmed activities. May include a picnic shelter, playground, benches, walks/trails and open space. • Primary Facilities: 1 Playground (optional) with shade and/or trees, Picnic Area, Benches. NEIGHBORHOOD PARK Neighborhood Parks provide relief from the built environment for residents and serve as a social and recreational focal point for the immediate neighborhood in which it is located. • Optimum Size: 5 Acres City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 65 • Acreage Range: 2 ½ to 12 Acres • Level of Service: 1 acre per 1,000 people • Location: Should be easily accessible to neighborhood population and geographically centered within safe walking and biking distance. May be accessible by public transit providing easy access for children and senior adults. May be located at an elementary or middle school. • Facilities and Use: Should have balance of active and passive activities geared toward those living within the service area. Should provide activities for all ages such as play equipment, internal trails, landscaped areas, limited lighting and paved parking. Should include a ballfield other athletic field or open space for pickup or practice games. A neighborhood garden where appropriate and desired may be added. May include a game court (i.e. basketball, pickle ball, volleyball, etc.) where appropriate and specific to the neighborhood. • Primary Facilities: 1 Playground with shade and trees, 1 Ballfield/Athletic Field/Open Space, 1 Game Court (Basketball Court, Pickle ball Court, Volleyball Court, etc.), Picnic Areas. COMMUNITY PARK Serves broader geography than Neighborhood Parks. Focuses on meeting community based recreation and social/ gathering needs. • Optimum Size: 15 Acres • Acreage Range: 10 to 35 Acres • Level of Service: 1.5 acres per 1,000 people • Location: Serves two or more neighborhoods and is geographically centered to serve them. Located adjoining or immediately adjacent to collector street providing community wide access. Connected with Linear Park/ Greenways, if possible. Adjoining or adjacent to schools, if possible. • Facilities and Use: Blends active and passive use facilities with emphasis on community based recreation and community gathering. Should also include supporting passive use areas for activities such as walking; sitting and picnicking; a playground with adequate shade/ landscaping; and nearby/convenient paved parking. Also includes a Community Center with Gymnasium and Senior Center and pool/splash pad where appropriate. • Primary Facilities: 1 Playground with shade and trees, 1 - 2 Athletic Fields, Game Courts, Picnic Areas with Shelters Benches, ¼ Mile (min.) to 1 Mile of Leisure Trails, Community Center with Gymnasium and Senior Center Swimming Pool/Splash Pad (Optional). City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 66 REGIONAL PARK Regional Parks emphasize a blending of passive and active facilities, drawing users from outside the community. Due to their unique mix of features, these parks can become destinations for both locals and out-of-towners. • Optimum Size: 50+ Acres • Acreage Range: 50 to 100+ Acres • Level of Service: 4 acres per 1,000 people • Location: Should be accessible from major thoroughfares. Well connected/serviced by arterial or collector roads and strategically located. Should draw from natural resources and emphasize connection to community-wide greenways. • Facilities and Use: Facilities should emphasize activities such as walking, sitting and picnicking blended with active components such as athletic fields. Public gathering spaces including concert pavilions, wedding venues, and libraries may be contributing elements. If provided, playgrounds are ancillary facilities (with adequate shade/landscaping). Convenient paved parking should support the facilities. May also include a dog park, RV park and/or swimming facility where appropriate. • Primary Facilities: Picnic Areas with Shelters, Benches, 5 Miles of Leisure Trails, 4 - 8 Athletic Fields, Multiple Game Courts covering a variety of activities, Playgrounds with shade/trees, Aquatic or Water Element. LINEAR PARK / GREENWAY / NATURAL RESOURCE PARK A passive use park, corridor or trail that preserves unique natural or environmentally sensitive sites for public use. • Optimum Size: Site & Resource Driven • Acreage Range: Site & Resource Driven • Level of Service: N/A • Location: Should have connectivity to other park system components. • Facilities and Use: Should focus on unique natural components not commonly found such as gardens, water access, lakes/ponds, wetlands or unusual open spaces. May function as a mechanism to protect irreplaceable natural resources. Predominantly passive use in nature, but may include limited active facilities such as bike trails, informal spaces for play, and canoe/kayak or boat ramps. Should contain leisure/nature trails, picnic areas, boardwalks and interpretive signs. • Primary Facilities: Picnic Areas with Shelter(s), Leisure/Nature Trails. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 67 SPECIAL PURPOSE FACILITY OR PARK Facilities that do not fall into one of the above-mentioned categories and primarily provide a single purpose; or a specialized facility that could provide a positive economic impact to the Department/community. Possible examples include sports complexes, golf courses, aquatic facilities, tennis centers, stand-alone boat ramps, amphitheaters, etc. • Optimum Size: N/A • Acreage Range: Site & Resource Driven LEVEL OF SERVICE STANDARDS 4.3.2 Level of Service Standards are guidelines that define geographic service areas based on population that support investment decisions related to parks, facilities and amenities. Level of Service Standards can and will change over time as the program lifecycles change and demographics of a community change. Park facility standards were analyzed using a combination of resources. These resources included: National Recreation and Park Association (NRPA) guidelines, recreation activity participation rates reported by the Sports & Fitness Industry Association’s (SFIA) 2014 Study of Sports, Fitness, community and stakeholder input, findings from the prioritized needs assessment report and general observations. This information allowed standards to be customized to the Augusta Recreation and Parks system. These standards should be viewed as a guide. The standards are to be coupled with conventional wisdom and judgment related to the particular situation and needs of the community. By applying these facility standards to the population of Augusta, gaps and surpluses in park and facility/amenity types are revealed. Currently, there are needs to be met in Augusta now and in the future. The standards outlined are not aggressive, but are conservative. Based on the levels of service and recommended guidelines below, the following are the facility / amenity types that are underserved based on population numbers and recommended levels of service: • Neighborhood Parks • Community Parks • Off leash Dog Parks • Skate Parks • Trails (Miles Paved) However, it is important to note that some of the other amenity types that are currently served may become an underserved amenity if the older ones are eliminated or repositioned. Note: Other amenities such as Disc Golf do exist in the system but there are currently no established national levels of service for them, hence they have not been included in the matrix or in the Equity Mapping. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 69 Notes: The YMCA community park acres inventory are found at the Wilson YMCA Branch The YMCA's of Greater Augusta have 186,200 sq. ft. of indoor recreation/aquatic space. The KROC Center has 87,000 sq. ft. of indoor recreation/aquatic space. Augusta Canal National Heritage Area also has an additional 3.95 miles of unpaved trails. Other inventory includes Butler Creek, Phinizy Swamp & Nature Park and other natural resource areas within the area. Phinizy Swamp & Nature Park also has an additional 14.00 miles of unpaved trails. Table 4.5 City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 70 4.4 GEOGRAPHICAL ANALYSIS THROUGH MAPPING Service area maps (equity maps) and standards assist staff and key leadership in assessing where services are offered, how equitable the service distribution and delivery is throughout the City and how effective the service is as it compares to the demographic densities. In addition, looking at guidelines with reference to population enables the Department to assess gaps in services, where there are gaps or overlaps with respect to a specific facility or amenity. This allows the Department to make appropriate capital improvement/development decisions based upon need for a system as a whole and the consequences that may have on a specific geographic area. Service area maps were developed for each of the following major assets: • Ball Fields • Basketball Courts • Community Parks • Off Leash Dog Parks • Mini Parks • Multipurpose Fields • Neighborhood Parks • Outdoor Pools • Playgrounds • Recreation / Aquatic Centers • Regional Parks • Shelters • Tennis Courts • Trails The source for the population used for standard development is the 2015 estimated population and projected 2020 population as reported by Environmental Systems Research Institute, Inc. (ESRI). The estimated population for 2015 is 198,287; the 2020 population is projected at 200,945. The shaded areas in the equity maps indicate the service level (i.e. the population being served by that park type/amenity) as outlined in the facility/amenity levels of service matrix. Thus, the central point inside the ring indicates the location of the facility or amenity, while the ring extends out to however far it takes to capture the population the amenity serves, based on the number of amenities at that location, the levels of service standards established, and the density of population within the ring. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 71 BALLFIELDS 4.4.1 City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 72 BASKETBALL COURTS 4.4.2 City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 73 COMMUNITY PARKS 4.4.3 City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 74 OFF LEASH DOG PARKS 4.4.4 City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 75 MINI PARKS 4.4.5 City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 76 MULTI-PURPOSE FIELDS 4.4.6 City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 77 NEIGHBORHOOD PARKS 4.4.7 City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 78 OUTDOOR POOLS 4.4.8 City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 79 PLAYGROUNDS 4.4.9 City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 80 RECREATION / AQUATIC CENTERS 4.4.10 City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 81 REGIONAL PARKS 4.4.11 City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 82 SHELTERS 4.4.12 City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 83 TENNIS COURTS 4.4.13 City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 84 TRAILS 4.4.14 City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 85 4.5 PRIORITIZATION OF DEMANDS & NEEDS The purpose of the Facility and Program Priority Rankings is to provide a prioritized list of facility/ amenity needs and recreation program needs for the community served by the City of Augusta Recreation and Parks Department. This rankings model evaluated both quantitative and qualitative data. Quantitative data includes the statistically valid Community Survey, which asked residents to list unmet needs and rank their importance. Qualitative data includes resident feedback obtained in community input and demographics and trends. A weighted scoring system was used to determine the priorities for parks and recreation facilities/ amenities and recreation programs. For instance as noted below, a weighted value of 3 for the Unmet Desires means that out of a total of 100%, unmet needs make up 30% of the total score. Similarly, importance-ranking also makes up 30%, while Consultant Evaluation makes up 40% of the total score, thus totaling 100%. This scoring system considers the following: • Community Survey o Unmet needs for facilities and recreation programs (30%) – This is used as a factor from the total number of households mentioning whether they have a need for a facility/ program and the extent to which their need for facilities and recreation programs has been met. Survey participants were asked to identify this for 26 different facilities/ amenities and 20 recreation programs. o Importance ranking for facilities (30%) – This is used as a factor from the importance allocated to a facility or program by the community. Each respondent was asked to identify the top four most important facilities and recreation programs. • Consultant Evaluation (40%) o Factor derived from the consultant’s evaluation of program and facility priority based on survey results, demographics, trends and overall community input. These weighted scores were then summed to provide an overall score and priority ranking for the system as a whole. The results of the priority ranking were tabulated into three categories: High Priority (top third), Medium Priority (middle third) and Low Priority (bottom third). The combined total of the weighted scores for Community Unmet Needs, Community Importance, and Consultant Evaluation is the total score based on which the Facility/Amenity and Program Priority is determined. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 86 Overall Ranking Walking, hiking & biking trails 1 Small neighborhood parks 2 Indoor running/walking track 3 Indoor swimming pools/leisure pool 4 Outdoor swimming pools/water parks 5 Large community parks 6 Natural areas & wildlife habitats 7 Indoor fitness & exercise facilities 8 Boating & fishing areas 9 Picnic areas & shelters 10 Playground equipment 11 Indoor senior centers 12 Multigenerational community/recreation center 13 Off-leash dog park 14 Indoor basketball/volleyball courts 15 Outdoor basketball courts 16 Youth baseball & softball fields 17 Youth soccer fields 18 Skate parks 19 Outdoor tennis courts 20 Indoor tennis centers 21 Indoor sports fields (baseball, soccer, etc.)22 Youth football fields 23 Outdoor sand volleyball courts 24 Adult softball fields 25 Adult soccer fields 26 As seen below, Walking, hiking and biking trails, Small Neighborhood parks, Indoor running/walking track, Indoor swimming pools/leisure pool and Outdoor swimming pools/water parks are the top five highest facility/amenity priorities in Augusta. Facility/Amenity Priorities Table 4.6 City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Four – Recreation, Parks and Facilities Analysis / Assessment - 87 Overall Ranking Adult fitness & wellness programs 1 Senior adult programs 2 Water fitness programs 3 Fishing programs 4 Special events 5 Nature programs 6 Youth Learn to Swim programs 7 Programs for disabled 8 Youth summer camp programs 9 Before & after school programs 10 Adult arts & crafts programs 11 Youth sports programs 12 Pre-school programs 13 Youth fitness & wellness programs 14 Adult drama/performing arts programs 15 Martial arts programs 16 Youth arts & crafts programs 17 Youth drama/performing arts programs 18 Youth gymnastics & cheerleading 19 Tennis lessons & leagues 20 As seen below, Adult fitness and wellness programs, Senior adult programs, Water fitness programs, Fishing programs and Special events are the top five highest program priorities in Augusta. Program Priorities Table 4.7 City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Five - Operational & Financial Plan - 88 CHAPTER FIVE - OPERATIONAL & FINANCIAL PLAN 5.1 ORGANIZATIONAL CULTURE ASSESSMENT This assessment was based on the Baldrige Criteria for Performance Excellence using the Sterling Model titled “Are We Making Progress?”. Organizations have utilized this tool for over 25 years to help accomplish their mission, improve results, and enhance competitiveness. The method employs a questionnaire which is conveniently organized into seven Criteria Categories to evaluate employee sentiment Department-wide. One hundred and four (104) staff members participated in this survey, which provides a snapshot of current employee opinion regarding the organizational culture at a point in time. These surveys were conducted from July through September of 2015. The seven Criteria Categories reviewed include: • Leadership • Strategic Planning • Customer and Market Focus • Measurement, Analysis and Knowledge Management • Workforce Focus • Process Management • Cultural Results The results for each category are provided in the following pages. These are the key findings from each one of the key areas and do not list every single question asked of the respondents. • The summarized findings are color-coded based on the following: o 33% or less of responses Agree or Strongly Agree – Red o 34% - 66% of responses Agree or Strongly Agree – Yellow o 67% or higher of responses Agree or Strongly Agree – Green Evaluating the organizational culture allows for better understanding of how well an organization functions. By understanding the culture of the organization, it is easier to build, maintain, and/or implement change within the organization. A strong knowledge of employees’ needs and concerns will aid in the professional development of individual staff and improve the overall resiliency and agility of the organization. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Five - Operational & Financial Plan - 89 Full Time Part Time Seasonal 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 79.81% 18.27% 1.92% My senior (top) leaders use our organization’s values to guide us. (44%) I know my organization's vision -where it is trying to go in the future. (65%) My senior leaders create a work environment that helps me do my job. (51%) My organization asks what I think. (29%) Leadership STAFF SURVEY RESULTS 5.1.1 5.1.1.1 EMPLOYMENT STATUS OF RESPONDENTS Nearly 80% of those surveyed were full-time staff, along with 18% represented as part-time and less than 2% as seasonal employees of the Department. 5.1.1.2 LEADERSHIP Employees indicated a low level of confidence in their senior leadership. The ability and willingness of the leadership to create a positive work environment and to ensure alignment with the organizational vision, mission, and values are critical stepping stones in the successful implementation of any planning process. Those surveyed indicated a strong opportunity for improvement in asking employees what they think. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Five - Operational & Financial Plan - 90 My organization encourages totally new ideas – innovation. (37%) As it plans for the future, my organization asks for my ideas. (30%) My organization is flexible and can make changes quickly when needed. (61%) I know how to tell if we are making progress on my work group's part of the plan. (56%) Strategic Planning CONSULTANT RECOMMENDATIONS Proactive communication with the staff and greater staff involvement on a consistent basis will be important to strengthen confidence in the leadership team. This could be in the form of a weekly blog from the Director, a Department newsletter, quarterly staff meetings, etc. Also, reinforcement and training on the mission, vision, and values throughout the Department, as well as reevaluating the organizational culture on an annual basis will be critical to the future success of the Department. Evaluating the work culture can help management understand how employees feel about certain actions/processes and will enable the Department to effectively take action toward improving the culture within the organization. 5.1.1.3 STRATEGIC PLANNING The results below point to a weak confidence level from employees concerning strategic planning. According to survey responses, the organization scores particularly low in encouraging innovative thinking and involving employees in decision-making, which is consistent with previous results pertaining to leadership. CONSULTANT RECOMMENDATIONS Fortifying recommendations from the leadership area, proactive information sharing and building a culture of innovation that allows employees to try new ideas and new initiatives would be useful in addressing these concerns. It is recommended that the Department encourage staff to develop work plans as a part of their day-to-day operations. These work plans could be tied to performance metrics that should be developed so that staff is better able to identify and report progress. Additionally, conducting the Sterling Model assessments on an annual basis would be helpful for leadership to be able to gauge trends and exploit areas of improvements over time. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Five - Operational & Financial Plan - 91 I know who my most important customers are. (98%) I regularly ask my customers what they need and want. (93%) I ask if my customers are satisfied or dissatisfied with my work. (78%) I am allowed to make decisions to solve problems for my customers. (76%) Customer and Market Focus 5.1.1.4 CUSTOMER AND MARKET FOCUS As seen below, this is an area that the Department is performing at a high level. Too often agencies are focused on providing services they want to offer versus those that their customers may actually need. Based on staff responses, individual staff members have a high awareness of who their most important customers are (98%) and regularly ask them what they need and want (93%). It is also very encouraging that the majority of staff feel they are able to solve problems for customers and that they are comfortable with asking customers their level of satisfaction. This speaks positively to a culture of empowerment as it applies to customer relations. Employee empowerment is a key component to building an organziational culture that prides itself on teamwork and a sense of ownership. CONSULTANT RECOMMENDATIONS Continue to empower front-line staff to make decisions based on the customers’ needs and interests, and encourage them to share those decisions with the entire organization. Develop intercept surveys and distribute at various programs and events to ask how the organization is doing and how to improve the customer experience, then utilize the results to continually improve satisfaction levels and enhance the overall value provided by the Department. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Five - Operational & Financial Plan - 92 I know how to measure the quality of my work. (96%) I can use this information to make changes that will improve my work. (78%) I get all the important information I need to do my work. (52%) I know how my organization as a whole is doing. (38%) Measurement, Analysis, & Knowledge Management 5.1.1.5 MEASUREMENT, ANALYSIS, & KNOWLEDGE MANAGEMENT Staff responses for measurement, analysis and knowledge management produced mixed results. These results indicate a lack of communication from the top down. In general, staff felt they knew what was happening in their own work area, but not for the organization as a whole. CONSULTANT RECOMMENDATIONS The Department must shift towards a system-wide communication process to ensure that information is flowing across all levels of the agency. It would be helpful to incorporate performance measures ranging from monthly information dashboards sharing effectiveness of marketing mediums, website analytics, participation or revenue increases or efficiencies in tasks over time. Track and reporting on a quarterly basis will help staff understand, manage, and improve their role in the organization. Lastly, with new department leadership in place in Augusta, it is important to recognize and reward individuals and groups who exceed expectations, and illustrate how the efforts of top performers affect the entire organization and establish a culture of excellence. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Five - Operational & Financial Plan - 93 I am committed to my organization's success. (94%) The people I work with cooperate and work as a team. (60%) I am recognized for my work. (38%) My bosses encourage me to develop my job skills so I can advance in my career. (59%) Workforce Focus 5.1.1.6 WORKFORCE FOCUS Workforce focus presents an area for improvement within the Department. Staff surveyed maintain a strong level of commitment to the organization, but most feel they are not recognized for their work. Results also indicate a need for better cooperation and teamwork among coworkers, as well as more opportunities for professional development. CONSULTANT RECOMMENDATIONS The Department should find more ways to recognize and celebrate employees and publicize the accomplishments of champion staff members through a variety of channels such as on the website, through program guides, preferred parking spot for a month and also displays at various facilities and at the administrative offices as well as monthly or quarterly staff gatherings to recognize and celebrate successes. Develop various awards that promote teamwork, innovation, customer service, problem solving, etc. Create recognition programs for staff that encourage new ideas, enhance productivity, improve financial sustainability, and enrich the overall user experience. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Five - Operational & Financial Plan - 94 We are prepared to handle an emergency. (73%) I can get everything I need to do my job. (54%) We have good processes for doing our work. (68%) I have control over my work processes. (63%) Process Management 5.1.1.7 PROCESS MANAGEMENT The feedback for Process Management presents another area for improvement. For the most part, employees feel they have good processes in place for carrying out their work, and the organization is well prepared to handle an emergency. Results indicate a lack of accessibility to the tools needed for the job, as well as a need for better control over work processes among staff members. CONSULTANT RECOMMENDATIONS If and when processes become too bureaucratic and cumbersome, the Department should evaluate if the process is core essential, important, or value added. They should also clearly identify which division is the lead function in the process and which division(s) is a support function. This helps to reduce, or eliminate, bureaucracy within the organization. The Department would also greatly benefit from improving communication to bridge the gaps in hierarchal command and empower employees to have some degree of control over their everyday processes. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Five - Operational & Financial Plan - 95 My organization is a good place to work. (62%) I know how well my organization is doing financially. (28%) My organization has the right people and skills to do its work. (30%) My organization removes things that get in the way of progress. (34%) Cultural Results 5.1.1.8 CULTURAL RESULTS Among the seven criteria categories, this section received the lowest scores for staff feedback. Although a slight majority agrees that the organization is a good place to work, there is a lack of confidence in the competency of the agency and a general unawareness of fiscal health among departmental staff. CONSULTANT RECOMMENDATIONS The Director or finance director should provide periodic updates to all staff on how the Department is performing financially to improve the transparency of the organizations fiscal endeavors. Key metrics should be posted that describe how well the organization is doing financially and highlight key revenue producing facilities and programs. This will help everyone to understand how they can impact the outcome each day in their work. This is consistent with the overlying sentiment that there is a strong need to improve communication within the organization from top to bottom. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Five - Operational & Financial Plan - 96 5.2 SITUATIONAL ASSESSMENT SERVICE CLASSIFICATION 5.2.1 Finding ways to enhance revenue year-on-year and improve service pricing strategies are a priority for the Department. To that end, the consulting team conducted a review of program cost recovery strategies based upon information provided by Department’s staff. COST RECOVERY STRATEGIES 5.2.2 Currently, cost recovery performance is not tracked at a program level. PROS recommends using core programs areas as a basis for categorization. Cost recovery targets should be identified for each program area, at least, and for specific programs or events if necessary. The previously identified core programs would serve as an effective breakdown for tracking cost recovery metrics, which would theoretically group programs with similar cost recovery and subsidy goals. Targets should reflect the degree to which the program area provides a public versus private good. Programs providing public benefits should be subsidized more; programs providing private benefits should seek to recover costs and/or generate revenue for other services. Generally, non-core programs, which are less critical to the organizational mission, should aim to yield a higher cost recovery rate to sustain them, leaving the limited tax-based appropriations to fund core programs. To assist plan and implement cost recovery policies, PROS has developed the following definitions presented in the table below to help classify specific programs within program areas. Table 5.1 - Cost Recovery and Subsidy Program Categories Category Description Cost Recovery Subsidy Core-Essential • Part of the organizational mission • Serves a majority of the community • “We must offer this program.” None to moderate (0% - 20%) High to complete (80% - 100%) Important • Important to the community • Serves large portions of the community • “We should offer this program.” Moderate (20% - 80%) Moderate (20% - 80%) Value-Added • Enhanced community offerings • Serves niche groups • “It would be nice to offer this program.” High to complete (80% - 100%+) Little to none (0% - 20%) Programs falling into the Important or Value-Added classifications generally represent programs that receive lower priority for tax subsidization. Important programs contribute to the organizational mission but are not essential to it; therefore, cost recovery for these programs should be high (i.e., at least 80% overall). Value-added programs are not critical to the mission and should be prevented from drawing upon limited public funding, so overall cost recovery for these programs should be near to or in excess of 100%. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Five - Operational & Financial Plan - 97 The following table represents where the Department’s staff portrays each program: Table 5.2 RECOMMENDATIONS 5.2.3 To develop specific cost recovery targets, full cost of accounting should be created on each class or program that accurately calculates direct and indirect costs. Cost recovery goals are established once these numbers are in place, and the Department’s program staff should be trained on this process. Essential Important Value-Added Warren Road ASP Diamond Lakes ASP Kickball (youth) Garrett ASP Blythe ASP Kickball (adult) McBean ASP MCBean SDC Volleyball Warren Road SDC Blythe SDC International Women's Day Diamond Lakes SDC Brigham Cooperative SDC Dinner Dance Series Carrie J. Mays Basketball Camp Softball (Winter)Field Trips Flag Football-Fall Ages 6-8 Flag Football (Spring and Fall)Senior Fish Fry Soccer-Fall Ages 4-13 Senior Swimming Ageless Artists Cheerleading-Fall Ages 6-12 Bingo Senior Choir Tackle Football-Fall Ages 9-12 Quilting Lifeguard Classes Basketball-Winter Ages 6-17 Arts and Crafts Competitive Swimming Fast Pitch Softball-Spring Ages 7-14 Senior Social Nights Diving Instruction & Competition Baseball-Spring Ages 7-15 Spring Prom St. Patrick's Day Celebration Coed T-Ball-Spring Ages 5-6 Senior Oktoberfest Metro Spring Fling Celebration Softball (Spring, Summer and Fall)Senior Thanksgiving Luncheon Easter Sunrise Service Basketball (Winter)Senior MLK Celebration Mayor's Masters Reception Senior Adult Congregate Meal Senior Valentine Dance Major Rager Concert Senior Adult home delivered meals Senior Christmas Party Seersucker Fashion Show Nutrition Education Classes Senior Wellness Day with GRU Candlelight Jazz Series Fitness Rooms Senior Tennis Lessons Augusta Music Fest Lap Swim \25YD or 50 Meter Senior Golf 5K Walks/Runs (8 events) Recreational Swim Swim Lesson Instruction 3yrs-Adult Riverwalk Revival Concert Independence Day Celebration Aqua Fitness Classes Augusta Pride Festival Christmas Light Up Spectacular Youth Birthday Parties Movies on the Common Instruction First Friday Concert & Car Show Memorial Day Concert Open Play Saturday Market Teen Palooza Open Play - NTC (Court Fees)911 Remembrance Ceremony Proud Fatherhood Rally League Arts In the Heart Festival Summer Concert Series Tournaments Ironman Triathlon Social Events Pro Shop Westobou Festival Karate City wide rental venues Hispanic Festival Creative Ballet indoor community buildings Miracle Mile Walk Belly Dance Julian Smith Casino Children's Week Festival Copoeira Boathouse Community Center Veteran's Day Celebration Little Friends Gym Old Government House 6 clay courts at NTC Mud Puppies Julian Smith BBQ Pit Dining Hall Stringing Gracewood Community Center Pendleton King Park Pavilion Minnick Park Lock & Dam Pavilion Lake Olmstead Gazebo Beastmode Zumba Aerobics Hip Hop Soul Sliders Line Dancing Adult Open Play Basketball Part of the Mission / Serves majority of the Community / Highest Level of Subsidy offered Important to the community / Serves the broad community / Some level of subsidy offered Enhanced Community Offering / Serves niche groups / Limited to no subsidy MUST OFFER THIS SHOULD OFFER THIS WOULD BE NICE TO OFFER THIS Program Area Classification City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Five - Operational & Financial Plan - 98 5.3 FINANCIAL PRINCIPLES BEST PRACTICES OF FINANCIAL SUSTAINABILITY 5.3.1 In order to professionally manage the business elements of a park and recreation agency, either public or private, there are areas of emphasis in which the park and recreation leader must be proficient. These areas include the following: • Fundraising • Partnering • Government Finance • Cost Recovery • Enterprise Management • Operational Management This is a series of best practice suggestions and also recommendations for the City of Augusta Department of Recreation and Parks. No two park and recreation agencies are alike. Their differences stem from how they are governed to how they are funded and operated. The purpose is to assist Department staff to identify the things that they will need to address to insure financial sustainability for their agency. If an agency clearly is familiar with how they resolve these important issues, the future sustainably of their agency will be successful. 5.3.1.1 FUNDRAISING • Establish a Friends Group for a specific park and a system-wide entity e.g. Augusta Park Foundation, to help raise money for the system and for specific parks, similar to Pendleton King Park Foundation. Once established, become a member of the National Association of Park Foundations (http://www.the-napf.org/) • Find philanthropists in your community that will support users that do not have the ability to pay for services and have them invest in these users through a park foundation or friends group established for this purpose. • Continue to establish and partner with Friends Groups, Conservancies and Park Foundations to act as your advocates. Placement of the right types of people on these boards is a very important process that needs to be taught and put into practice. These types of boards can meet the level of fundraising desired by the agency if the right people are on the board. Management agreements with each fundraising group need to be completed each year with goals, dollars to be raised for what purpose and benefit to the agency. 5.3.1.2 PARTNERING • Partnering consists of working with an outside agency or organization to provide a service or program for the community. Such current examples include Imagination Station, Merry Street Art Program, and Arsenal Soccer Club. • Never allow the private or a not-for-profit group to make money from your facilities without your receiving a share of the gross revenue. Make sure your split covers your true City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Five - Operational & Financial Plan - 99 costs and then the revenue desired based on an operating pro-forma from the event they are creating in your park or recreation facility. • Privatize services where you do not have the capital dollars to operate and maintain the facility, park or service that you own to a competitive level. • Have working, signed agreements with all types of partners to include (public/private, public/not for profit and public/public partners). This requires separate operational policies on each type of partnership that is established. • Do not partner with any single group unless you have your own direct and indirect costs determined. Understand the equitable investment the partner or partners are putting into the relationship. • All partnerships must have working agreements with measureable outcomes. They are to be reviewed at least every two years as one means to hold each other accountable. • Ask the private sector to develop team building days in your parks and facilities by creating cleanup and fix up days. This builds community support and it will overnight enhance your park or facility to a much higher level and it gives the corporate partner a selling point to their value in the community. • Determine sponsorship opportunities and levels of sponsorships for your parks system every five years. Use a private sponsorship contractor who knows the value of sponsorships for a percentage of the total amount raised instead of doing it yourself. • Typical existing partnerships include Pendleton King Estate, PK Foundation, Augusta Canal Authority, Phinizy Swamp, User Groups, Neighborhood Associations, Hickman Park Trustees, and U.S. Army Corps of Engineers. 5.3.1.3 GOVERNMENT FINANCE • Know the value of your park system less land value for what your assets are worth and where those assets are in their life cycle. This will allow you to determine where capital improvements need to be made and the cost benefit of those improvements to the system. • Continue to leverage the SPLOST (Special Purpose Local Option Sales Tax) as a dedicated funding source to garner public support for funding capital improvements when asset lifecycle of your system falls below 50% of useful life. • Develop a Business Development division within the Department to pursue grants, establish effective partnerships, create earned income, and develop business plans with staff managing revenue producing facilities to maximize your earned income capability. • Develop a cost benefit analysis on all capital improvement projects prior to developing these parks or facility sites to determine if they are financially feasible. • Develop an annual revenue plan for your agency with a goal to recovery at least 40% of the overall operating budget through revenue generation tactics. • Reviewing your current financing options sometimes create big savings. Agencies need to have access to cheap capital and refinance if necessary to free up needed debt service capabilities. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Five - Operational & Financial Plan - 100 • Understand the real details of “Capital.” What are the carrying costs of land, facilities, and equipment? Do not burden an agency with capital projects that cost the agency more to own than the land is worth. This philosophy could also apply to smaller pocket parks or spaces that are unused or significantly underutilized in Augusta. 5.3.1.4 COST RECOVERY • Budget 3-5% of your annual total operating budget to support and maintain existing capital improvements and assets. • Replace revenue-producing equipment every 5 years to keep the user experience relevant and competitive. • Include your senior management staff on all design decisions. Ensure that design professionals such as landscape designers and facility architects outline the maintenance costs on all parks and facilities they design to ensure their design is aligned with your maintenance operating budget. • Acquire additional land along trails to setup land leases for concession operations to help support operational costs of the trail. • Know your true costs (direct, indirect and overhead costs) to deliver program services, maintain parks, trails and facilities, both direct and indirect costs, so that you can determine your true costs of services on a unit cost basis. • Develop business plans on any program service or facility that you operate that costs more to operate than $100,000 a year with a goal to deliver a cost recovery goal. E.g. Lake Olmstead Park, Diamond Lakes, Newman Tennis Center, or Fleming Tennis Center. • Continue to update the service classifications developed as a part of the Master Plan to ensure accurate classification of all services based on (a) core essential, (b) important and (c) value added classifications, and then price services based on those cost recovery ranges. 5.3.1.5 ENTERPRISE MANAGEMENT • Set up business enterprise systems for revenue producing facilities and programs. These could be established for signature facilties or programs such as Diamond Lakes, Lake Olmstead Park, Newman Tennis Center, or Fleming Tennis Center. As recommended in the previous section, developing business plans for these facilities would be critical to meeting this enterprise goal. • Design parks and recreation facilities for efficiency, productivity and to produce revenue that will offset operational costs at a predetermined cost recovery goal. • Develop a financial policy that allows the agency to keep all earned income revenue in your operating budget without lowering tax dollars received. The agency should not be penalized for generating revenue to keep the Department well positioned for the future. • Every three years bid out services where your costs are higher than the private sector to keep your costs competitive in the market place. • When you build a park or trail system, require an agreement from your public officials that you will receive the appropriate amount of operational funding to ensure that you can City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Five - Operational & Financial Plan - 101 maintain these facilities once developed, so you do not put undue pressure on the agency budget. This requires that the staff develop an operational impact cost for each capital improvement developed for the system. • Budget for marketing and branding of revenue producing facilities at 3-5% of total costs. • Price your services to the 80% of users who can pay, versus the 20% who are unable to pay. • Do not give any group in your community a larger than necessary discount because of their age, their occupation, their military service etc. All citizens are valuable and should be treated the same. Understand the size of the market for core programs and facilities and how much of the market your agency controls. Is there opportunity to penetrate the market further? • Study and understand market strategies that will make a measurable difference and improve the economic positioning of the program or facility you are targeting. • Inform users and partners of what your costs are, so they appreciate the value you place into the facility or service. This strategy will help to reduce entitlement. • Continue to track user visitation and participation data to understand who and how often the system is being used by patrons. • Understand concession management, what it takes to make it worth the time and investment for you to provide the service versus an outside contractor. Do not allow special interest groups to have exclusive rights to concession operations without paying the agency some level of gross revenue. 5.3.1.6 OPERATIONAL MANAGEMENT • Based on all facets of community input, including the statistically-valid survey, the key focus in Augusta is to maintain what exists at a high level. In order to allocate resources appropriately, it is important to prioritize maintenance based on use and avoid maintaining amenities that no one uses. • Manage by facility and park maintenance standards and track costs to implement each type of standard as established in the report. • Train staff regularly on business principles, cost recovery, cost of service and customer service as well as diversity training given the wide variety of user base that make up Augusta-Richmond County. • Understand the size of the market for core programs and facilities and how much of the market the Recreation and Parks Department controls, e.g. Tennis programs in Augusta. • Augusta-Richmond County is a very diverse community and knowing dempgraphic preferences would be important to determine their needs and capability of supporting program and capital costs. • Agencies need to know how to properly “right size.” We need to shed excess or unnecessary labor. Using contractors is not a bad thing. Have a flexible as possible workforce so that there is little or no carrying costs with the peak seasons are over. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Five - Operational & Financial Plan - 102 • Track employee costs of similar sized park systems using benchmark analysis every year or two years using the benchmark information provided in the statiscally-valid survey in this report or through PRORAGIS provided by the National Recreation and Park Association. The goal should be no more than 60-65% of total operational costs tied to employee cost which includes both direct and indirect costs. • Improve employee morale by rewarding employees for efficiency and productivity and develop annual revenue and efficiency work sessions with staff. • Hold employees accountable to productivity standards and cost recovery levels and give them measurable outcomes to manage to and report out quarterly or every six months. • Develop a cost benefit analysis on all capital improvement prior to development to determine if it is worth the financial and operational commitment to the agency. FUNDING AND REVENUE STRATEGIES 5.3.2 Park and Recreation systems across the United States today have learned to develop a clear understanding of how to manage revenue options to support parks and recreation services in a municipality based system on the limited availability of tax dollars. Park and Recreation systems no longer rely on taxes as their sole revenue option but have developed new sources of revenue options to help support capital and operational needs. A growing number of municipalities have developed policies on pricing of services, cost recovery rates and partnership agreements for programs and facilities provided to the community. They also have developed strong partnerships that are fair and equitable in the delivery of services based on whom receives the service, for what purpose, for what benefit and for what costs. In addition, agencies have learned to use parks and recreation facilities, amenities, programs and events to create economic development as it applies to keeping property values high around parks and along trails through increased maintenance, adding sports facilities and events to drive tournaments into the region that create hotel room nights and increase expenditures in restaurants and retail areas. They have learned to recognize that people will drive into their community for good recreation facilities such as sports complexes, pools, and for special events, if presented correctly and well managed. Some of these policies and management practices are not in place in some systems, and should be considered for the future as well as new revenue sources. PROS has outlined several options for Augusta Recreation and Parks to consider. Some if not all of these sources should be considered as options to support the capital and operational needs of Augusta Recreation and Parks as outlined in the Master Plan. Augusta Recreation and Parks should consider establishing a grants, advertising, partnerships and sponsorships office to go after grants, alliances, partnerships and sponsorship including earned income opportunities. This office should also help write business plans for recreation centers, aquatic centers and core program areas. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Five - Operational & Financial Plan - 103 5.3.2.1 FUNDING SOURCES FOR CAPITAL IMPROVEMENT DOLLARS AND OPERATING COSTS The following financial options outline opportunities for Augusta Recreation and parks to consider in funding the recommended system upgrades and the capital improvements outlined in the Master Plan, as well as operational costs associated with managing the system for the future. Many of these funding sources may not be allowed now by the City or have never been used, but should be pursued through legislative means should Augusta Recreation and Parks see the value in pursuing these funding sources, in addition to the Special Purpose Local Option Sales Tax (SPLOST) currently being used for capital improvements and the Transportation Investment Act (TIA) being used for pedestrian connectivity improvements. GENERAL OBLIGATION BOND A general obligation bond is a municipal bond secured by a taxing authority to improve public assets that benefits the municipal agency involved that oversee some of the parks and recreation facilities in Augusta. General Obligation Bonds should be considered for the park and recreation facility projects; such as an update to Neighborhood, Community and Regional Parks, trails, recreation centers, aquatic centers, or sports complexes. Improvements to parks should also be covered by these funding sources because there are very little operational revenues associated with these parks to draw from and some of the parks improvements are in need of upgrades and renovations limiting the uses of other revenue sources. Updating these parks will benefit the community as a whole and stabilize neighborhoods and other areas throughout Augusta. FEDERAL GOVERNMENTAL FUNDING PROGRAMS A variety of funding sources are available from federal and state government for park-related projects. For example, the Land and Water Conservation Fund funding program has been reinstated for 2016 levels at $150 million and can provide capital funds to state and local governments to acquire, develop, and improve outdoor recreation areas. Federal Community Development Block Grant (CDBG) funds are used to support open space related improvements including redevelopment and new development of parks and recreation facilities. Transportation Enhancement Funds available through SAFETELU, the current approved federal transportation bill, Highway and Transportation Funding Act of 2015, can be used for trail and related green space development, AmeriCorps Grants can be used to fund support for park maintenance. These examples are outlined below: LAND AND WATER CONSERVATION FUND (LWCF) GRANTS This Federal funding source was established in 1965 to provide “close-to-home” park and recreation opportunities to residents throughout the United States. Money for the fund comes from the sale or lease of nonrenewable resources, primarily federal offshore oil and gas leases and surplus federal land sales. LWCF grants can be used by communities to build a variety of parks and recreation facilities, including trails and greenways. LWCF funds are distributed by the National Park Service to the states annually. Communities must match LWCF grants with 50-percent of the local project costs through in-kind services or cash. All City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Five - Operational & Financial Plan - 104 projects funded by LWCF grants must be used exclusively for recreation purposes, in perpetuity. In Georgia, the grants are administered by the Georgia Department of Natural Resources. RECREATIONAL TRAILS PROGRAM (RTP) GRANTS The RTP provides federal funds to the States to develop and maintain recreational trails and trail- related facilities for both nonmotorized and motorized recreational trail uses. The RTP is an assistance program of the Department of Transportation’s Federal Highway Administration (FHWA). Federal transportation funds benefit recreation including hiking, bicycling, in-line skating, equestrian use, off-road motorcycling, all-terrain vehicle riding, four-wheel driving, or other off-road motorized vehicles. The RTP funds come from the Federal Highway Trust Fund, and represent a portion of the motor fuel excise tax collected from non-highway recreational fuel use: fuel used for off-highway recreation by snowmobiles, all-terrain vehicles, off-highway motorcycles, and off-highway light trucks. In Georgia, the funds/grants are administered by the Georgia Department of Natural Resources. SAFE-ROUTES TO SCHOOLS PROGRAM The federal government provides safe-routes to school funding for greenways to promote youth walking to school. Grants are 100% federally funded. The Transportation Equity Act for the 21st Century (TEA-21) created the program which is the basis for the primary source of federal funding for greenways and pedestrian improvements associated with school connectivity. There are many sections of the Act that support the development of bicycle and pedestrian transportation corridors. CDBG (COMMUNITY DEVELOPMENT BLOCK GRANTS) The U.S. Department of Housing and Urban Development (HUD) offers financial grants to communities for neighborhood revitalization, economic development and improvements to community facilities and services, especially in low and moderate-income areas. Several communities have used HUD funds to develop greenways. AMERICORPS GRANTS AmeriCorps Grants should be pursued to support park maintenance and cleanup of drainage areas where trails are located and small neighborhood parks in Augusta. FEDERAL HOUSING GRANTS Federal Housing Grants can also help support parks near federal housing areas and should be pursued if appropriate. CONSERVATION RESERVE PROGRAM The U. S. Department of Agriculture (USDA), through its Agricultural Stabilization and Conservation Service, provides payments to farm owners and operators to place highly erodible or environmentally sensitive landscapes into a 10-15 year conservation contract. The participant, in return for annual payments during this period, agrees to implement a conservation plan approved by the local conservation district for converting sensitive lands to less intensive uses. Individuals, associations, corporations, estates, trusts, cities, counties and other entities are eligible for this City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Five - Operational & Financial Plan - 105 program. Funds from this program can be used to fund the maintenance of open space and non- public-use greenways along bodies of water and ridgelines. WETLANDS RESERVE PROGRAM The U.S. Department of Agriculture provides direct payments to private landowners who agree to place sensitive wetlands under permanent easements. This program can be used to fund the protection of open space and greenways within riparian corridors. WATERSHED PROTECTION AND FLOOD PREVENTION (SMALL WATERSHEDS) GRANTS The USDA Natural Resource Conservation Service (NRCS) provides funding to state and local agencies or nonprofit organizations authorized to carry out, maintain, and operate watershed improvements involving less than 250,000 acres. The NRCS provides financial and technical assistance to eligible projects to improve watershed protection, flood prevention, sedimentation control, public water-based fish and wildlife enhancements, and recreation planning. The NRCS requires a 50-percent local match for public recreation, and fish and wildlife projects. URBAN AND COMMUNITY FORESTRY ASSISTANCE PROGRAM The USDA provides small grants of up to $10,000 to communities for the purchase of trees to plant along streets and for greenways and parks. To qualify for this program, a community must pledge to develop a street-tree inventory, a municipal tree ordinance, a tree commission, committee or department, and an urban forestry-management plan. SMALL BUSINESS TREE-PLANTING PROGRAM The Small Business Administration provides small grants of up to $10,000 to purchase trees for planting along streets and within parks or greenways. Grants are used to develop contracts with local businesses for the plantings. ECONOMIC DEVELOPMENT GRANTS FOR PUBLIC WORKS AND DEVELOPMENT OF FACILITIES The U. S. Department of Commerce, Economic Development Administration (EDA), provides grants to states, counties, and cities designated as redevelopment areas by EDA for public works projects that can include developing trails and greenway facilities. There is a 30-percent local match required, except in severely distressed areas where federal contribution can reach 80 percent. NATIONAL RECREATIONAL TRAILS PROGRAM These grants are available to government and nonprofit agencies, for amounts ranging from $5,000 to $50,000, for the building of a trail or piece of a trail. It is a reimbursement grant program (sponsor must fund 100% of the project up front) and requires a 20% local match. This is an annual program with an application deadline at the end of January. The available funds are split such that 30% goes toward motorized trails, 30% to non-motorized trails, and 40% is discretionary for trail construction. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Five - Operational & Financial Plan - 106 DESIGN ARTS PROGRAM The National Endowment for the Arts provides grants to states and local agencies, individuals and nonprofit organizations for projects that incorporate urban design, historic preservation, planning, architecture, landscape architecture, and other community improvement activities, including greenway development. Grants to organizations and agencies must be matched by a 50-percent local contribution. Agencies can receive up to $50,000. Local foundation examples include the Porter Fleming Foundation. INTERNAL PARK IMPROVEMENT FUND This funding source is created from a percentage of the overall park admissions to attractions such as sport complexes, golf courses, or special events in a park and would allow a percentage usually in the 3-5% of gross revenues to be dedicated to the park or recreation facility for existing and future capital improvements. This funding source is used for sports complexes, aquatic parks, regional parks, and fee based parks. This type of user fee does not require voter approval, but is set up in a dedicated fund to support the existing park for future capital, maintenance and improvements. TAX INCREMENT FINANCE DISTRICT Commonly used for financing redevelopment projects. A Tax Increment Finance District (TIF)/Tax Allocation District (TAD) involves the issuance of tax-exempt bonds to pay front-end infrastructure and eligible development costs in partnership with private developers that are considered Quality of Life improvements. As redevelopment occurs in Augusta, the “tax increment” resulting from redevelopment projects is used to retire the debt issued to fund the eligible redevelopment costs. The public portion of the redevelopment project funds itself using the additional taxes generated by the project. TIFs/TADs can be used to fund park improvements and development as an essential infrastructure cost. SPECIAL TAX DISTRICTS Special districts created to finance, construct, operate, and maintain capital infrastructure, facilities, and services. The districts do not necessarily follow municipal boundaries and may cover only a portion of the City. These districts often generate their own revenue to pay for projected growth (such as providing additional services, facilities, and infrastructure) without requiring all other taxpayers – who do not benefit from the special district’s services – to pay; in other words, only those who benefit from the special district’s services actually pay. Common revenue sources include ad valorem assessments, non-ad valorem assessments, user fees, and grants. DEVELOPER CASH-IN-LIEU OF MEETING THE OPEN SPACE REQUIREMENT Ordinances requiring the dedication of open space within developments to meet the park and recreation needs of the new residents often have provisions allowing cash contribution to substitute for the land requirement. FACILITY AUTHORITY A Facility Authority is sometimes used by park and recreation agencies to improve a specific park or develop a specific improvement such as a stadium, large recreation center, large aquatic center, or City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Five - Operational & Financial Plan - 107 sports venue for competitive events. Repayment of bonds to fund the project usually comes from a sales tax in the form of food and beverage. A Facility Authority could oversee improvements for the large facilities; such as an aquatic center and sports field complex. Augusta could seek out a private developer to design and build a field house facility for the Department with the City paying back these costs over a 20 year period. The Facility Authority could include representation from the schools, the City and County and private developers. This was very successful for a similar project in Roanoke County Virginia with the County Parks and Recreation Department. UTILITY LEASE FEE / FRANCHISE / STORM RUNOFF FEE Utility lease fees and/or franchise fees have been used to support parks in the form of utility companies supporting a park from utility easements, storm water runoff and paying for development rights below the ground. This funding source is derived from fees on property owned by the City based on measures such as the amount of impervious surfacing as well as fees from utility companies having access through the park. It is used by many cities and counties to acquire and develop greenways and other open space resources that provide improvements in the park or development of trails. Improvements can include trails, drainage areas, and retention ponds that serve multiple purposes such as recreation, environmental protection, and storm water management. This could be a source for the utilities to make a contribution to support the parks and trails in the future. This has been very successful in Houston along their bayous and in King County Washington. TRANSIENT OCCUPANCY TAX This funding source is used by many cities and counties to fund improvements to parks from hotels that benefit from the parks in the form of sporting events where participants stay in hotels when they use sports complexes or competitive facilities. The Transient Occupancy Taxes are typically set at 3-5% on the value of a hotel room, a 1% sales tax that can be dedicated for park and recreation improvement purposes as well. Because of the value that parks could provide in the way of events, sports, entertainment and cultural events hotels in the area that benefit could be set up with a portion of their occupancy funds going to support park and recreation related improvements. This funding source should be implemented progressively by other communities as the Department increases the number of events it sponsors or develops. Tracking the economic value back to the hotels is important to build trust with the hotel business community. CAPITAL IMPROVEMENT FEE A capital improvement fee can be added to an admission fee to a recreation facility or park attraction to help pay back the cost of developing the facility or attraction. This fee is usually applied to golf courses, aquatic facilities, recreation centers, stadiums, amphitheaters, and special use facilities such as sports complexes. The funds generated can be used either to pay back the cost of the capital improvement on a revenue bond that was used to develop the facility. Capital improvement fees normally are $5 per person for playing on the improved site or can be collected as a parking fee or admission fee. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Five - Operational & Financial Plan - 108 LEASE BACK Lease backs are a source of capital funding in which a private sector entity such as a development company buys the park land site or leases the park land and develops a facility such as a park, recreation attraction, recreation center, pool, or sports complex; and leases the facility back to the municipality to pay off the capital costs over a 20 to 30 year period. This approach takes advantage of the efficiencies of private sector development while relieving the burden on the municipality to raise upfront capital funds. This funding source is typically used for recreation and aquatic type facilities, stadiums, civic buildings, and fire stations. STATE WATER MANAGEMENT FUNDS Funds established to protect or improve water quality could apply to a greenways/trails project if a strong link exists between the development of a greenway and the adjacent/nearby water quality. Possible uses of these funds include the purchase of critical strips of land along rivers and streams for protection, which could then also be used for greenways; develop educational materials, displays; or for storm water management. PARTNERSHIPS Establishing policies for public/public partnerships, public/not-for-private partnerships and public private partnerships needs to be established with measureable outcomes for each partner involved. Augusta Recreation and Parks can gain a lot of operational monies back to the Department if they can manage their partnerships in an equitable manner. 5.3.2.2 FUNDING SOURCES FOR OPERATIONAL DOLLARS LAND LEASES/CONCESSIONS Land leases and concessions are public/private partnerships in which the municipality provides land or space for private commercial operations that will enhance the park and recreational experience in exchange for payments to help reduce operating costs. They can range from food service restaurant operations, cell towers, to full management of recreation attractions. Leases usually pay back to the city a percentage of the value of the land each year in the 15% category and a percentage of gross from the restaurant or attractions. They also pay sales tax and employee income taxes to the city which supports the overall government system in the city. ADMISSION TO THE PARK Many park and recreation systems in the United States have admission fees on a per car, per bike and per person basis to access a park that can be used to help support operational costs. Car costs range from $3 to $5 a car and $2 dollars a bicycle or $2 dollars a person. This would really only apply to regional parks or special use sports complexes if it is considered. This fee may be useful for large events and festivals that have the capability to be set up as a fee based park at least on weekends. This is not unusual for departments to have fees to access regional parks to support the operations. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Five - Operational & Financial Plan - 109 PARKING FEE Many parks that do not charge an admission fee will charge a parking fee. Parking rates range from $3 to $4 dollars a day. This funding source could work for helping to support special events, festivals and tournaments. Park systems in Florida charge parking fees for beaches, sports complexes and special event sites. They also have parking meters in parks to support the system or individual park. The use of parking fees also reduces liability associated with park accidents/incidents. USER FEES User fees are fees paid by a user of recreational facilities or programs to offset the costs of services provided by the Department in operating a park, a recreation facility or in delivering programs and services. As the Department continues to develop new programs, all future fees should be charged based on cost recovery goals developed in a future Pricing Policy. The fees for the parks and/or core recreation services are based on the level of exclusivity the user receives compared to the general taxpayer. It is recommended that user fees for programs be charged at market rate for services to create value and operational revenue for Augusta Recreation and Parks. CORPORATE NAMING RIGHTS In this arrangement, corporations invest in the right to name an event, facility, or product within a park in exchange for an annual fee, typically over a ten-year period. The cost of the naming right is based on the impression points the facility or event will receive from the newspapers, TV, websites, and visitors or users to the park. Naming rights for park and recreation facilities are typically attached to sports complexes, amphitheaters, recreation centers, aquatic facilities, stadiums, and events. Naming rights are a good use of outside revenue for parks, recreation facilities or special attractions in Augusta. Naming Rights is a very common practice in the private sector but is also getting more prevalent in the public sector as well. A great example of this was in Lewisville, Texas where the city signed a 10 year naming rights deal with a local Toyota dealership for their signature community park which opened in 2009 and includes multiple sports fields, a dog park, skate park, walking and jogging trails, three lakes for irrigation etc. (http://www.cityoflewisville.com/index.aspx?page=538). CORPORATE SPONSORSHIPS Corporations can also underwrite a portion or all of the cost of an event, program, or activity based on their name being associated with the service. Sponsorships typically are title sponsors, presenting sponsors, associate sponsors, product sponsors, or in-kind sponsors. Many agencies seek corporate support for these types of activities. There are some other agencies locally and nationwide that have done an excellent job in securing corporate sponsorships and assigning dedicated staff resources to it – Charleston County Parks and Recreation (http://www.ccprc.com/index.aspx?NID=5) as well as establishing frameworks for sustained sponsorship opportunities by providing packaged choices of offerings City of Santa Barbara http://www.santabarbaraca.gov/gov/depts/parksrec/recreation/sponsor_opportunities.asp) and Roseville, CA: Sponsorships for the Utility Exploration Center) https://www.roseville.ca.us/explore/sponsorships.asp City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Five - Operational & Financial Plan - 110 Advertising sales on sports complexes, scoreboards, gym floors, trash cans, playgrounds, in locker rooms, at dog parks, along trails, flower pots, and as part of special events held in the City to help support operational costs have been an acceptable practice in parks and recreation systems for a long time and should be considered for Augusta Recreation and Parks to support operational costs. CROWD-FUNDING This source is the collection of funds to sustain an initiative from a large pool of backers—the "crowd"—usually made online by means of a web platform. The initiative could be a nonprofit campaign (e.g. to raise funds for a school or social service organization), a philanthropic campaign (e.g. for emergency funds for an ill person or to produce an emerging artist), a commercial campaign (e.g. to create and sell a new product) or a financing campaign for a public agency (capital projects or program / operations related e.g. printing costs for all marketing materials) Crowdfunding models involve a variety of participants. They include the people or organizations that propose the ideas and/or projects to be funded, and the crowd of people who support the proposals. Crowdfunding is then supported by an organization (the "platform") which brings together the project initiator and the crowd. Given below are two examples of the most popular platforms that are currently out there. • www.kickstarter.com o The Mountair Park Community Farm to build urban farms in unused City Park Space https://www.kickstarter.com/projects/1255067972/growing-in-the-city-the- mountair-park-community-fa?ref=live o Marketing Support for creating Outdoor Recreation Map https://www.kickstarter.com/projects/403262169/outdoor-recreation-map-of-the- bob-marshall-wildern?ref=live • www.razoo.com.com o After-School Programs for Environmental Education http://www.razoo.com/story/Feel-Good-About-Contributing-To-Urban-Sprouts o Local Community Theater Support Group http://www.razoo.com/story/Team- Wang o Community-Led Design Project http://www.razoo.com/story/Hsc-Board-Match- Challenge MAINTENANCE ENDOWMENT FUND This is a fund dedicated exclusively for a park’s maintenance, funded by a percentage of user fees from programs, events, and rentals and is dedicated to protect the asset where the activity is occurring. PERMIT FEES This fee is incorporated for exclusive reservations for picnic shelters, sports fields, special events that are provided by Augusta Recreation and Parks for competition tournaments held in Augusta by other organizations that make a profit off of Augusta Recreation and parks owned facilities. Permit fees include a base fee for all direct and indirect costs for Augusta Recreation and Parks to provide the space on an exclusive basis plus a percentage of the gross for major special events and City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Five - Operational & Financial Plan - 111 tournaments held on park owned permitted facilities. Alcohol permits should be explored and if determined worthwhile, added to these permits which would generate more dollars for the Department for these special use areas. These dollars could be applied to the Recreation and Park Revolving Fund to help support park improvements and operations. TIPPING FEES In Michigan some park systems get tipping fees collected at city owned landfills are redirected back to their parks systems to help pay for the cost of litter pick up in parks. LAND LEASES Many communities across the United States have allowed land leases for commercial retail operations along trails as a source of funding. The communities that have used land leases look for retail operations that support the needs of recreation users of the trails. This includes coffee shops, grill and food concessions, small restaurants, ice cream shops, bicycle shops, farmers markets and small local business. The land leases provide revenue to maintain the trails and/or to be used for in- kind matching e.g. canoe, bike, rentals, etc. SALE OF DEVELOPMENT RIGHTS BELOW THE GROUND Some public agencies have sold their development rights next to greenways below the ground for fiber optic lines and utility lines for gas and electric on a lineal foot basis. This has occurred in King County, Washington. 5.3.2.3 PRIVATE FUNDING SOURCES BUSINESS/CITIZEN DONATIONS Individual donations from corporations and citizens can be sought to support specific improvements and amenities. PRIVATE FOUNDATION FUNDS Nonprofit community foundations can be strong sources of support for the Department and should be pursued for specific park and recreation amenities. Local examples include the Knox Foundation, Porter Fleming Foundation, Community Foundation, and others. NONPROFIT ORGANIZATIONS Nonprofit organizations can provide support for green space and parks in various ways. CONSERVANCY OR FRIENDS ORGANIZATION This type of nonprofit is devoted to supporting a specific park like a regional or special use park. These Park Conservancy’s or Friends Groups are a major funding source for parks in the United States and should be considered for Augusta Recreation and Parks. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Five - Operational & Financial Plan - 112 GREENWAY FOUNDATIONS Greenway foundations, such as the PATH Foundation, have been developing across the United States over the last 15 years to support greenway matching monies for cities and counties. Greenway foundations raise money for capital monies and operational money. FLOODWAY FUNDING SOURCES Many cities and counties have used floodway funding sources to support development and operations of greenways. This funding source is used extensively in Houston, Texas, and in Cleveland, Ohio. SPECIAL RECOGNITION LICENSE TAG In Indianapolis, Indiana, the Greenways Foundation has a special Greenways designation car tag that provides income to the Greenways Foundation to provide matching grant monies for the City of Indianapolis greenways program. The tag provides $45 per tag sold back to the foundation. GREENWAY TRUST FUND Another strategy used by several communities is the creation of a trust fund for land acquisition and facility development that is administered by a private greenway advocacy group, or by a local greenway commission. A trust fund can aid in the acquisition of large parcels of high-priority properties that may be lost if not acquired by private sector initiative. Money may be contributed to the trust fund from a variety of sources, including the municipal general funds, private grants, and gifts. Local examples include CSR Land Trust, Augusta Canal National Heritage Area, and Phinizy Swamp Nature Park. GREENWAY FUNDRAISING PROGRAMS Agencies across the United States have used greenways for not-for-profit fundraisers in the form of walks, runs, bicycle races, and special events. The local managing agency usually gets $2-$5 per participants in the events to go back to support the operations and maintenance costs. GREENWAYS CONSERVATION GROUPS Conservation groups adopt green corridors to support the operations and capital costs for specific greenway corridors. These groups raise needed money for designated greenways for capital and operations costs. LOCAL PRIVATE-SECTOR FUNDING Local industries and private businesses may agree to provide support for greenway development through one or more of the following methods: • Donations of cash to a specific greenway segment. • Donations of services by large corporations to reduce the cost of greenway implementation, including equipment and labor to construct and install elements of a specific greenway. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Five - Operational & Financial Plan - 113 • Reductions in the cost of materials purchased from local businesses that support greenway implementation and can supply essential products for facility development. ADOPT-A-FOOT PROGRAM These are typically small grant programs that fund new construction, repair/renovation, maps, trail brochures, facilities (bike racks, picnic areas, birding equipment) as well as provide maintenance support. The Adopt-A-Foot program is similar to adopt a mile of highway program. Citizens are encouraged to purchase an engraved foot plaque that is displayed along the trail system. The Adopt- A-Foot program is in the form of cash contributions that range from $2,640 to $26,400 over a five- year period. ESTATE DONATIONS Wills, estates, and trusts may be also dedicated to the appropriate agency for use in developing and/or operating the greenway system. 5.3.2.4 VOLUNTEER SOURCES ADOPT-A-AREA OF A PARK In this approach local neighborhood groups or businesses make a volunteer commitment to maintaining a specific area of a park. Adopt-a- Area of a Park arrangements are particularly well- suited for the Department. ADOPT-A-TRAIL This is similar to Adopt-a-Park but involves sponsorship of a segment of a trail (e.g., one mile) for maintenance purposes. COMMUNITY SERVICE WORKERS Community service workers are assigned by the court to pay off some of their sentence through maintenance activities in parks, such as picking up litter, removing graffiti, and assisting in painting or fix up activities. Most workers are assigned 30 to 60 hours of work. This would seem to be a good opportunity for the parks to work with the sheriff’s department on using community service workers and prison labor. 5.3.2.5 VOLUNTEER ASSISTANCE AND SMALL-SCALE DONATION PROGRAMS GREENWAY SPONSORS A sponsorship program for greenway amenities allows for smaller donations to be received both from individuals and businesses. The program must be well planned and organized, with design standards and associated costs established for each amenity. Project elements that may be funded can include mile markers, call boxes, benches, trash receptacles, entry signage and bollards, and picnic areas. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Five - Operational & Financial Plan - 114 VOLUNTEER WORK Volunteerism is an indirect revenue source that would help the Department offset its operational cost as well as build greater advocacy for the system. A source to consider would be utilizing www.volunteermatch.org that allows agencies to list their volunteer offerings and for interested individuals to be matched to that source. There are potential opportunities to utilize volunteers as a part of a knowledge workforce as well. The City of San José Parks, Recreation and Neighborhood Services has leveraged a very unique volunteer relationship by utilizing graduates from The Harvard Business School to identify potential sponsorship value of its inventory and craft a compelling message for potential sponsors – all on a pro-bono basis (http://www.hbsanc.org/cp_home.html?aid=1142). Community volunteers may help with greenway construction, as well as conduct fundraisers. Organizations that might be mobilized for volunteer work include the Boy Scouts, Girl Scouts, Boys and Girls Club, and Fort Gordon. 5.3.2.6 GRANTS THROUGH PRIVATE FOUNDATIONS AND CORPORATIONS Many communities have solicited greenway funding from a variety of private foundations and other conservation-minded benefactors. Some of these grants include: AMERICAN GREENWAYS EASTMAN KODAK AWARDS The Conservation Fund’s American Greenways Program has teamed with the Eastman Kodak Corporation and the National Geographic Society to award small grants ($250 to $2000) to stimulate the planning, design, and development of greenways. REI ENVIRONMENTAL GRANTS Recreational Equipment Incorporated awards grants to nonprofit organizations interested in protecting and enhancing natural resources for outdoor recreation. The company calls on its employees to nominate organizations for these grants, ranging from $500 to $8,000, which can be used for the following: • Protect lands and waterways and make these resources accessible to more people. • Better utilize or preserve natural resources for recreation. • Increase access to outdoor activities. • Encourage involvement in muscle-powered recreation. • Promote safe participation in outdoor muscle-powered recreation, and proper care for outdoor resources. COORS PURE WATER 2000 GRANTS Coors Brewing Company and its affiliated distributors provide funding and in-kind services to grassroots organizations that are working to solve local, regional and national water-related problems. Coors provides grants, ranging from a few hundred dollars to $50,000, for projects such City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Five - Operational & Financial Plan - 115 as river cleanups, aquatic habitat improvements, water quality monitoring, wetlands protection, pollution prevention, water education efforts, groundwater protection, water conservation and fisheries. WORLD WILDLIFE FUND INNOVATIVE GRANTS PROGRAM This organization awards small grants to local, regional and statewide nonprofit organizations to help implement innovative strategies for the conservation of natural resources. Grants are offered to support projects that accomplish one or more of the following: (1) conserve wetlands; (2) protect endangered species; (3) preserve migratory birds; (4) conserve coastal resources; and (5) establish and sustain protected natural areas, such as greenways. Innovative grants can help pay for the administrative costs for projects including planning, technical assistance, legal and other costs to facilitate the acquisition of critical lands; retaining consultants and other experts; and preparing visual presentations and brochures or other conservation activities. The maximum award for a single grant is $10,000. BIKES BELONG Bikes Belong coalition is sponsored by members of the American Bicycle Industry. The grant program is a national discretionary program with a small budget, to help communities build TEA- 21-funded projects. They like to fund high-profile projects and like regional coalitions. An application must be supported by the local bicycle dealers (letters of support should be attached). Bikes Belong also offers advice and information on how to get more people on bikes. Government and nonprofit agencies are eligible and no match is required. The maximum amount for a grant proposal is $10,000. Applications may be submitted at any time and are reviewed as they are received. WAL-MART FOUNDATION This foundation supports local community and environmental activities and educational programs for children (among other things). An organization needs to work with the local store manager to discuss application. Wal-Mart Foundation only funds 501© 3 non-profit organizations. 5.3.2.7 PARKS AND RECREATION ADDITIONAL FUNDING SOURCES The following funding sources can provide revenue opportunities for Augusta Recreation and Parks, but it will take a dedicated staff person to investigate and pursue the source and manage for the future. The following are funding sources that can be developed. COMMUNITY FOREST AND OPEN SPACE PROGRAM Federal Grant with Estimated Total Program Funding of $3,150,000. Individual grant applications may not exceed $400,000. The program pays up to 50% of the project costs and requires a 50% non-federal match. Eligible lands for grants funded under this program are private forests that are at least five acres in size, suitable to sustain natural vegetation, and at least 75% forested. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Five - Operational & Financial Plan - 116 CONGESTION MITIGATION AND AIR QUALITY PROGRAM-FUND This source is for transportation projects that improve air quality and reduce traffic congestion. Projects can include bicycle and pedestrian projects, trails, links to communities, bike rack facilities. Average grant size $50-$100,000. COMMUNITY FACILITIES GRANT AND LOAN PROGRAM-GRANT PROGRAM This source is established to assist communities with grant and loan funding for the expansion, renovation and or remodeling of former school facilities and or existing surplus government facilities that have an existing or future community use. Facilities may be space for community gatherings and functions, recreational athletic facilities for community members, particularly youth. These include space for non-for-profit offices, childcare, community education, theater, senior centers, youth centers, and after school programs. CFP match requirements for requests up to $250,000 are 10-% eligible project costs. For requests over $250,000 to $1 million, the match is 15%. AMERICAN HIKING SOCIETY Fund on a national basis for promoting and protecting foot trails and the hiking experience. THE HELEN R. BUCK FOUNDATION This foundation provides funding for playground equipment and recreational activities. DEUPREE FAMILY FOUNDATION The Deupree Family Foundation provides grants for Recreation, parks/playgrounds, and children/youth, on a national basis. This foundation supports building/renovation, equipment, general/operating support, program development, and seed money. THE JOHN P. ELLBOGEN FOUNDATION Children/youth services grants as well as support for capital campaigns, general/operating support, and program development. ECONOMIC DEVELOPMENT GRANTS FOR PUBLIC WORKS AND DEVELOPMENT OF FACILITIES The U. S. Department of Commerce, Economic Development Administration (EDA), provides grants to states, counties, and cities designated as redevelopment areas by EDA for public works projects that can include developing trails and greenway facilities. There is a 30% local match required, except in severely distressed areas where the federal contribution can reach 80%. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Five - Operational & Financial Plan - 117 5.3.2.8 OPERATIONAL FUNDING COSTS OPPORTUNITIES The Department has numerous revenue sources to draw from to support operational and management costs that include long term capital replacement costs. The following are funding options to consider in operations of the system. CONCESSIONS Concessions can be leased out to a private operator for a percentage of gross profits. Typically, 15%-18% of gross profits for concessions from a for profit operator, or a managing agency over a park site could manage concessions. PARKING FEES During major special events, the park system could charge a $5 parking fee for special events in the parks e.g. Diamond Lakes Regional Park and Lake Olmstead Stadium. FIELD PERMITS The Department can issue field use permits for activities, practice or games. Permits should cover the operational cost of each field and management costs. If a private operator desires to rent the site for a sporting tournament for private gain, the Department should provide a permit fee plus a percentage of gross from the event for the exclusive use of the fields. ADMISSION FEE An admission fee to an event in the park can be utilized. WALKING AND RUNNING EVENT FEES Event fees for walking and running events in the park can be assessed to cover safety staff managing the event in the park. Collection of these fees also reduces liability associated with event-related accidents/incidents. FOOD AND EQUIPMENT SPONSORS Official drink and food sponsors can be utilized for the Department. Each official drink and food sponsor pays back to the Department a set percentage of gross. Typically, this is 15%-20% of costs for being the official product and receiving exclusive pouring and food rights to the complex. Likewise official equipment sponsors work well for trucks, mowers, and tractors. ADVERTISING REVENUE Advertising revenue can come from the sale of ads on banners in the parks. The advertising could include trashcans, trail markers, visitor pull trailers, tee boxes, scorecards, special event sponsorships, and in restrooms. WI-FI REVENUE The Department can set up a Wi-Fi area whereby a Wi-Fi vendor is able to sell the advertising on the Wi-Fi access banner to local businesses targeting the users of the site. This revenue has City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Five - Operational & Financial Plan - 118 amounted to $20,000-$50,000 in revenue for similar systems. Applicable areas could be major parks such as Augusta Common / Riverwalk, Augusta Aquatic Center, Diamonds Lakes, etc. CELL TOWER Cell tower leases can be used. This revenue source would support $35,000-$50,000 annually for the site if cell towers in areas needing cell towers. PROGRAM FEES Program fees to support existing programs can be employed in the form of lessons, clinics, camps, life skill programs, and wellness and fitness. These types program help support the operations of the park and recreation system as a whole. SPECIAL FUNDRAISER Many agencies hold special fundraisers on an annual basis to help cover specific programs and capital projects to be dedicated to a facility or for Augusta as a whole. CATERING Caterers usually provide the parks with a fixed gross rate on food and beverage at 12%-15% of the cost of food and 18% of drink back to the Department. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Six – System-Wide Recommendations - 119 CHAPTER SIX – SYSTEM-WIDE RECOMMENDATIONS 6.1 SYSTEM-WIDE OBSERVATIONS & RECOMMENDATIONS Based on team site visits, a set of common, system-wide observations/recommendations have been included. These recommendations can be applied to each park/facility, in varying degrees and are based on team assessment at the time of the site visit. Recommendations include budgeting for regular maintenance and park improvements, an accessibility audit, improved place-making, enhanced landscaping and irrigation, comprehensive sign upgrades and improved park linkages. Most of the recommendations provided herein involve improvements to already existing facilities. This is a particularly important opportunity for Augusta not only to better the existing quality of life features for the current citizens, but also to enhance the City’s recruiting of prospective businesses and citizens related to the Fort Gordon Cyber Command expansion currently underway. MAINTENANCE & PARK IMPROVEMENTS 6.1.1 Park appearance and ongoing maintenance play an important role in the public’s perception of a park system. These items were highlighted as areas of concern by citizens in public forums, in the community survey and in key leadership and focus group interviews. This assessment was also reinforced by the evaluation team’s observations during site visits and staff input throughout. Supporting these observations, when given the opportunity to allocate $100 to various spending categories in the public opinion survey, $24 (the largest amount indicated) was allocated to maintain and improve existing parks. Currently, the lack of maintenance standards and park improvements is due to a lack of sufficient funds allocated for this purpose. In response, the Department should prioritize the budget to focus on regular and ongoing maintenance and park improvements to existing parks and facilities. This is discussed in more detail in Chapter 5 – Operational and Financial Plan. This reinvestment would rely on annual park/facility evaluations conducted by staff to assess reinvestment needs, including but not limited to maintenance, upkeep and lifecycle replacement of buildings and their working systems, recreation facilities, sidewalks, parking areas, recreation facilities, lighting, signage, landscaping and irrigation. ACCESSIBILITY AUDIT 6.1.2 Perform a comprehensive accessibility audit for all outdoor and indoor parks and facilities. The audit should focus on all aspects of the built environment, providing recommendations and estimated costs for improving access for those with disabilities. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Six – System-Wide Recommendations - 120 IMPROVED PLACE-MAKING 6.1.3 Address aesthetics with emphasis on the creation of a safe and memorable park experience. This should include organization of outdoor spaces through improved walks and gathering spaces; introduction of additional shade; improved lighting and reinforcement of design elements that are unique to individual parks or neighborhoods. Overall, there should be a uniform quality of site work and site structures (i.e. shelters, restrooms, etc.) that is commensurate with the expected quality of all Augusta public spaces and buildings. ENHANCED LANDSCAPING AND IRRIGATION 6.1.4 Augusta parks should reflect a similar quality of design as found throughout the City. Known as “the Garden City of the South”, Augusta’s nickname was chosen because of the city’s many large private gardens. Accordingly, attention should be paid to strengthening the aesthetics of parks and facilities through enhanced landscaping and irrigation. This should include provision of canopy trees for improved shade in parking lots; and plantings at primary signage locations, along walks, at playgrounds and in pedestrian gathering areas. Shrubs and low-level plantings should supplement and act as punctuation points to buildings, at primary walk intersections and plazas as well as providing human scale at the base of large structures. Planting intensity should concentrate on focal areas, with decreasing intensity moving outward into other park areas. In addition to improving the aesthetics, enhanced plantings will provide storm drainage benefits, reduce soil erosion and assist in reducing the “heat island” effects of pavements and structures. Enhanced landscaping will also preserve the integrity of building materials by reducing exposure to intense sunlight. Irrigation of trees, plants and turf is necessary to maintain healthy, long lasting and rigorous growth. Irrigation is especially important as many Augusta park sites contain excessively drained soils from the Sand Hills geophysical region. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Six – System-Wide Recommendations - 121 COMPREHENSIVE SIGN UPGRADES 6.1.5 Improve Augusta’s park, facility and program recognition through consistent signage and branding. Utilize consistent materials and sign design themes including the Department’s logo at all parks, buildings and facilities. Continue this theming in park rules signs, wayfinding and other signage. IMPROVE PARK LINKAGES 6.1.6 Cooperate with other local and regional organizations to improve trail network linkages to heavily used parks and facilities. Utilize existing (and planned) greenways/trails, roadways with separate trails and trails which share the roadway (bike lanes or “shareways”), filling voids to provide continuous paths of travel. Initial efforts should focus on the priority areas highlighted in the Priority Trails Master Plan. See Appendix D for additional information. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Six – System-Wide Recommendations - 122 6.2 SITE SPECIFIC MASTER PLANS The master plans of some of the individual parks should be reviewed in further detail, in the light of the overall recommendations of this plan. New and/or updated site-specific master plans should be developed for targeted sites, where applicable. Together, the Augusta River Walk/Augusta Common complex comprise the most important facilities for Augusta households, both those who would be willing to pay additional taxes to improve the system and those who would not. Lake Olmstead Park/Julian Smith Casino and Diamond Lakes Regional Park follows closely behind and round out the top three facilities in the City. Each of these complexes would benefit from an updating of their site specific master plans, as would several other targeted parks in the system. It is recommended that updated master plans be accomplished for several parks, beginning with Augusta Common and Augusta River Walk: AUGUSTA COMMON Original master plan by LDR International, Inc. and Cranston Robertson & Whitehurst, P.C., 1999. Complemented by The Westobou Vision 2009, and Augusta Riverwalk report, 2015. The master plan envisioned a multi-block urban park that would connect the Augusta River Walk with the Broad Street business district, supported by the existing parking facilities on Ellis Street. The first phase of the park and the supporting building were constructed, and both are well used by the public and for special events. Recent interest in enhancing the Broad Street median and expanding the park facilities, together with the likelihood of new private development in adjacent buildings and on nearby lands, make it desirable to develop a new master plan for the completion of Augusta Common. The plan should take into account the current physical situation, needs for special events, market conditions, as well as opportunities to jump-start new business presence in the area. The expansion of the park will fulfill the concept of linking the business energy of Broad Street with the serene pedestrian setting along the Savannah River. This connection idea was a key element of the original master plan in 1999, a concept that was maintained in The Westobou Vision plan in 2009 and in the Augusta Riverwalk report, 2015. However, both of these latter plans included removal of a major portion of the Augusta Flood Control Levee, which is highly unlikely to be approved by the Corps of Engineers in today’s regulatory environment. Nevertheless, an updated master plan for Augusta Common should retain the linkage between the River and the Central City blocks to the south in some form as key elements of success, no matter what exact physical configuration the park expansion should take. The new phase of SPLOST funding passed last Fall provides funding for the updated master plan as an early implementation action. AUGUSTA RIVER WALK Original master plan by American City Corporation, Inc., 1981, updated by Cranston, Robertson & Whitehurst, P.C., 1990. Complemented by Augusta Riverwalk report, 2015. The original master plan envisioned a linear park along the Savannah River from Thirteenth Street to Gordon Highway, with penetrations in the Augusta Levee to re-connect downtown Augusta with the river. The central six blocks of the park were developed over a period of about ten years beginning in 1984. In addition to being a very popular and award-winning public space, the park was the major catalyst in spawning over $220 million in private and public investment on the adjoining City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Six – System-Wide Recommendations - 123 underutilized lands. While the park is still well used by citizens and visitors alike, it would need to be expanded and refurbished to accomplish effectively a new set of economic development goals and functions. Consequently, an updated plan should consider connections to an expanded Augusta Common, to the downtown street grid, and to community multi-use trail systems upstream and downstream. Landside and waterside facilities should be planned to complement and encourage potential new development on adjacent lands that remain underdeveloped now. The plan should include a programming and maintenance element to guide the usage and future upkeep of the park. The entire plan will need to consider the new regulations of the Corps of Engineers regarding the Augusta Levee that did not exist when the park was originally approved by them. Funding for the River Walk plan update could come from a combination of sources: the new phase of SPLOST, previous monies designated by the Augusta Downtown Development Authority, Levee maintenance funds, or other sources. In the interest of efficiency, one of the City departments, agencies, or offices that is cognizant about the park and levee should be designated as the lead agency for coordinating the master plan. It is further recommended that new or updated master plans be accomplished for the following parks, at a minimum: • Lake Olmstead Park/Julian Smith Casino/Lake Olmstead Stadium/Radford Street Park with possible additions consolidated to form a regional park – most recent master plan by Davis Design Group, 1996. • Diamond Lakes Regional Park, with possible additions – original master plan by Cranston, Robertson & Whitehurst, P.C. with Davis Design Group, P.C. and The Woodhurst Partnership, 2001, updated 2013. Potential additions could include a special event space or amphitheater for this park or elsewhere in the system. The Department is currently participating with Augusta Convention and Visitors Bureau in a Destination Development Strategic Plan which will focus on suggested tourism products to enhance Augusta's position as a destination. • Pendleton King Park – most recent master plan narrative by Davis Design Group, 2008. • Eisenhower Park, with possible additions. • Butler Creek Greenway – master plan by PATH Foundation, 2009. • Fleming Sports Complex / Bernie Ward Center and surrounding area. • New Flowing Wells/Rae’s Creek Park and possible greenway. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Six – System-Wide Recommendations - 124 6.3 NEW OR ADDITIONAL PARKS While the master plan has concentrated primarily on upgrading and taking care of the existing park properties, there are two salient opportunities to add facilities to the Recreation and Parks system: NEW FLOWING WELLS / RAE’S CREEK PARK As a new community park, with trails, and greenway. This site is mostly in public ownership already and will fill a gap in the coverage for the Community Park category in the Wrightsboro/Belair Road area. It would include and surround the existing Rae’s Creek Regional Storm Water Detention Basin, a so-called “green-pond” area off Wrightsboro Road west of Bobby Jones Expressway, along with the possible cooperative use of excess wooded portions of the adjacent Sue Reynolds Elementary School property. The large size of the property and its topography would support the added opportunity of a network of new multi-purpose trails and boardwalks. If considered along with cooperative use of School Board property and possibly other adjoining lands, the park would cover about 100 acres. SPRINGFIELD VILLAGE PARK As a special purpose facility or mini-park focusing on African American history. This existing park is located in downtown Augusta on Twelfth Street at the corners of Reynolds and Jones Streets, and marks the oldest African American historic site in Augusta. The site was developed by Springfield Village Park Foundation, Inc. and will contain major interpretations of important events in black history when the final phase of SPLOST-funded development is completed. The park is currently administered by Augusta Tomorrow, Inc. A black history interpretive trails project has been proposed by the Augusta Housing and Community Development Department, which includes Springfield Village Park as a major beginning anchor point. NEIGHBORHOOD PARKS In addition to the two specific opportunities listed above, the Level of Services Analysis in Section 4.3.2 indicates additional shortages for Neighborhood Parks. Potential additions and associated costs for these parks is covered in more detail in Chapter 7. City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Seven – Capital Improvement Plan - 125 CHAPTER SEVEN – CAPITAL IMPROVEMENT PLAN This capital improvement plan reflects community needs identified in the staff, stakeholder, and elected commission meetings, the public input process, household survey, demographics, prioritized facility and program needs analysis, and physical analysis. The capital improvements plan focuses on two specific types of capital costs: renovation or improvements to existing parks and facilities; and new parks and recreation facilities needed to satisfy recommended Levels of Service. Costs reflected in the plan are based on itemized costs contained in Appendix E, Park and Facility Prototype Cost Analyses. The itemized costs provided allow any given portion of a park or facility to be analyzed. Through a quick review of the estimate, individual line items costs can be identified and modified or removed as needed. All cost estimates provided herein and within Appendices E and F are based on 2016 costs. In addition to providing information associated with the budgetary capital costs, this plan also provides priorities based on the statistically valid community survey results and from consultant evaluation using demographics and trend data, community focus groups, and public meetings. This information is presented along with recommendations for current and future capital funds allocations. 7.1 PROPOSED IMPROVEMENTS TO EXISTING PARKS / FACILITIES The capital improvements costs associated with recommended improvements to existing parks and facilities is detailed in Appendix F, Park Improvement and Renovations Cost Analysis. Recommendations are based on inventory and analysis data included in the Parks and Facilities Inventory and Assessment section of the plan. The estimates are broad in nature and intended to provide overall order of magnitude costs for improvements and renovations. Costs focus on two areas of capital renovations or improvements: buildings and other facilities/amenities. RENOVATIONS TO UPGRADE EXISTING PARKS / AMENITIES 7.1.1 Renovations were considered for all parks and components which were rated as either “Fair” or “Poor” condition. The estimated cost provided is intended to upgrade the park or component to “Good” condition. No renovation cost was assigned to elements initially rated as “Good” condition. The renovation costs are based on the cost of new construction multiplied by the values shown below for each category. • Buildings o 40% to improve “Fair” rated buildings to “Good” o 65% to improve “Poor” rated buildings to “Good” • Other Facilities / Amenities o 30% to improve all other facilities with “Fair” ratings to “Good” o 60% to improve all other facilities with “Poor” ratings to “Good” MISCELLANEOUS IMPROVEMENTS 7.1.2 The miscellaneous improvements costs address improvements/additions to existing parks/facilities as denoted in the inventory and assessment phase. Items for possible improvement are listed in the individual Park and Facilities Inventory and Assessment for each park. Capital improvements costs City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Seven – Capital Improvement Plan - 126 to address these items have been accounted for under Miscellaneous Improvements in the capital cost estimates for each park or facility and are denoted accordingly. PLACE-MAKING IMPROVEMENTS 7.1.3 The place-making improvements costs are associated with enhancements to improve the branding/recognition, aesthetics or functional aspects of the parks. Items included are limited to supplemental landscaping, irrigation, lighting, and signage improvements. The capital costs to address these items are included under Place-Making Improvements in the capital cost estimates for each park. Existing Parks Summary Table Renovations to Upgrade Existing Parks / Amenities $43,726,000.00 Miscellaneous Improvements $2,113,000.00 Place-Making Improvements $12,873,000.00 Total Upgrade Budget $58,712,000.00 Table 7.1 City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Seven – Capital Improvement Plan - 127 7.2 LEVEL OF SERVICE CAPITAL IMPROVEMENTS Level of Service capital improvements reflect the estimated costs of new construction for recommended levels of service by park or amenity/facility type. These levels of service are discussed in more detail in Section 4.3.2 herein. The recommendations focus on addressing service area voids and planning for future population growth in the City of Augusta. However, it is important to note that some of the other amenity types that are currently served may become an underserved amenity if the older ones are eliminated or repositioned. These potential eliminations and/or repositionings were not considered in this plan due to the unknown nature of such. PARK LEVEL OF SERVICE IMPROVEMENTS 7.2.1 These associated costs are shown in Table 7.2 Mini Parks, Regional Parks, and Total Park Acres are denoted as meeting Level of Service standards and therefore have not been estimated. However, Neighborhood Parks and Community Parks indicated shortages both currently and projected for 2020. These additional needs were virtually the same for both current and 2020 projections, so only the 2020 projections are shown below. The estimated costs below are based on facility prototype costs as indicated. Park Level of Service Costs Park Type Level of Service Standard Current and 2020 LOS Quantity Recommendation Total Cost by Park Type3 Mini Park 0.10 Acres per 1,000 People Meets Standard N/A Neighborhood Park 1 1.00 Acres Per 1,000 People 47 Acres Needed $9,024,029 Community Park 2 1.5 Acres Per 1,000 People 64 Acres Needed $4,890,427 Regional Park 4.0 Acres Per 1,000 People Meets Standard N/A Total Park Acres 6.60 Acres per 1,000 People Meets Standard N/A TOTAL CUMULATIVE COST -- -- $13,914,456 Table Footnotes 1. Neighborhood Park costs are based on the addition of seven new parks. 2. Community Park costs are based on the addition of one major new park (i.e. Flowing Wells / Rae’s Creek Park). 3. All cost estimates provided are based on 2016 costs. Table 7.2 City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Seven – Capital Improvement Plan - 128 OUTDOOR & INDOOR AMENITIES LEVEL OF SERVICE IMPROVEMENTS 7.2.2 These associated costs are shown in Table 7.3. Capital improvements costs are based on facility prototype costs for individual elements and are incremental as represented. Table Footnotes 1. All cost estimates provided are based on 2016 costs. Outdoor & Indoor Amenities Level of Service Costs Amenity Level of Service Standard Unit Cost1 Current and 2020 LOS Quantity Recommendation Total Cost by Amenity Type1 Shelters 1 Site per 5,000 People $32,003 Meets Standard -- Multi-Purpose Fields (Soccer, Football, Lacrosse, Rugby) 1 Field per 10,000 People $342,160 Meets Standard -- Ball Fields 1 Field per 6,500 People $437,593 Meets Standard -- Basketball Courts 1 Court per 6,000 People $56,272 Meets Standard -- Tennis Courts 1 Court per 4,000 People $81,690 Meets Standard -- Playgrounds 1 Site per 3,500 People $123,167 Meets Standard -- Off Leash Dog Parks 1 Site per 40,000 People $98,565 4 Sites Needed x Unit Cost = $394,260 $394,260 Skate Parks 1 Site per 60,000 People $263,308 3 Sites Needed x Unit Cost = $789,924 $789,924 Trails (Miles Paved) 1 Mile per 5,000 People $145,728 8 Miles Needed x Unit Cost = $1,165,824 $1,165,824 Outdoor Pools 1 Site per 40,000 People $621,575 Meets Standard -- Rec/ Aquatic Centers (Square Feet) 2.0 SF per Person N/A Meets Standard -- TOTAL CUMULATIVE COST -- -- $2,350,008 $2,350,008 Table 7.3 City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Seven – Capital Improvement Plan - 129 7.3 COMBINED CAPITAL COSTS The proposed total Level of Service capital costs are estimated to be approximately $16.3 million. Proposed renovation/improvement capital costs to existing properties are estimated to be approximately $58.7 million. These costs total approximately $75.0 million as shown below in Table 7.4. Renovation priorities should focus on addressing those parks receiving Poor ratings first, followed by those parks receiving Fair ratings. When prioritizing within these categories, consideration should be given to the Prioritization of Demands and Needs Assessment results and the Site Specific Usage rates. Total Capital Costs Existing Parks/Facilities Improvements $58.7M Level of Service Improvements $16.3M Total $75.0M Capital Cost Footnotes: The capital cost plan does not address specific site selection for proposed level of service improvements. The estimates for such improvements, therefore, are exclusive of any land acquisition costs as well as cost to provide any necessary extension of infrastructure to the site. They also exclude soft costs such as accessibility or safety audits, detailed building audits/assessments, testing, surveying, permitting or legal and design fees, etc. Once specific locations are determined, the proposed figures should be refined to reflect the specifics of the project. The Commission should also consider variations in development costs which may occur due to market fluctuations, or unusual natural or man- made conditions. The capital improvement costs are prepared in 2016 dollars and are based on general bid costs. If in-house labor and resources are used, costs could potentially be reduced. Table 7.4 City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Seven – Capital Improvement Plan - 130 CAPITAL FUNDING PRIORITIZATIONS 7.3.1 • SPLOST VII: An initial prioritization / interim capital funding strategy was developed in conjunction with the Department in July of 2015. This strategy was used for establishing the basis for the Recreation and Parks Department portion of the Quality of Life category of the SPLOST VII sales tax program. SPLOST VII will provide capital funding for the Department over the period of 2016-2020. The approved list by category is shown below in Table 7.3. Table 7.3 – SPLOST VII Proposed Project Summary Category Funding Allocation Public Safety $45,500,000 Quality of Life $28,000,000 General Government $11,000,000 Infrastructure and Facilities $122,650,000 Other Governments Blythe $1,900,000 Hephzibah $6,500,000 Non-Governmental Agencies $0 Total SPLOST VII $215,550,000 Quality of Life Detailed Allocation Hiking/Biking Trails & River Walk Enhancements and Expansion $4,000,000 Neighborhood Parks / Playgrounds $4,000,000 Community Center Improvement / Equipment $4,000,000 Sports Facility Field and Court Improvements $1,750,000 Swimming Pools and Splash Pads $2,000,000 ADA Audit & Improvements, Reforestation, and Cemetery Improvements $1,000,000 Administration $750,000 Augusta Public Art Infusion Project $1,000,000 Augusta Canal Improvements $1,500,000 Modernized James Brown Arena $6,000,000 Transit Bus Purchase $1,350,000 New Transit Bus Shelters $650,000 City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Seven – Capital Improvement Plan - 131 • Other Sources: The prioritization of other sources of future capital should be similar to that used for SPLOST VII. These priorities have been categorized and summarized below in Table 7.4. As improvements to existing parks become significantly complete, the prioritization percentage should be reallocated to the other categories. Table 7.4 – Prioritization of Other Sources of Future Capital Category % of Total Improvements to Existing Parks & Facilities - Maintain/Improve What You Have - Site Specific Master Plans - ADA Assessments and Improvements 62.5% Hiking/Biking Trails - Connectivity Improvements - Greenway Additions 25% System Expansions - River Walk/Augusta Common Expansion - Outdoor Amenity Additions - New Neighborhood and Community Parks 12.5% 100% City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Eight – Implementation Plan - 132 CHAPTER EIGHT – IMPLEMENTATION PLAN The following are the values, vision, and mission statements that were developed as a part of the visioning process with a broad cross section of the Department staff. In addition, there are key recommendations developed for each of these core areas. • Land and Facilities • Recreation Programs • Marketing and Communications • Financial and Operations 8.1 CORE VALUES • Customer Service • Health & Wellness • Social Equity • Sustainability • Continuous Improvement 8.2 RECOMMENDED VISION The planning team and Department staff recognizes that the City is working on its Vision Statement and the Department’s vision statement will be tied into that. “To make Augusta a nationally recognized leader in Parks and Recreation experiences” 8.3 RECOMMENDED MISSION “To offer exceptional customer service through a culture of continuous improvement, innovation, and sustainability” 8.4 ACTION ITEMS LAND AND FACILITIES 8.4.1 • Develop financial strategy for capital improvement plan o Develop a sustainability plan for capital (major) improvements o Develop sustainability plan for existing facilities • Upgrade what you have – Focus on efficiently maintaining and upgrading existing parks, facilities and amenities o Complete Park Specific Master Plans as recommended in Section 6.2 o Evaluate adding security measures at critical locations (lighting/cameras/HAPPi FEET app for real time customer feedback referenced earlier in the report, local neighborhood groups etc.) o Prioritize maintenance of existing land, property, equipment, staffing o Provide staff with updated and more efficient equipment City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Eight – Implementation Plan - 133 o Modernizing and updating facilities to provide better service and efficiency o Where appropriate, utilize contract maintenance for efficiency and cost savings o Factor in environmental sustainability in planning and operations • Enhance connectivity and ADA accessibility in the system o As an Age Friendly Designated Community, utilize the 2015 Age Friendly Action Plan to provide outdoor recreational spaces and facilities that are safe and accessible to residents of all ages. o Increase Park connectivity by implementing the Trails Master Plan (Appendix D ) to develop additional walking, biking trails and greenways o Develop sidewalks where possible to connect neighborhoods to their local parks o Evaluate / partner with ARTS (Augusta Regional Transportation Study) to build bike / pedestrian facilities o Develop an ADA accessibility study and action plan that can also help address Council for the Accreditation for Park and Recreation Agencies (CAPRA) accreditation requirements • Create a visually appealing parks system that encourages use and limits the perception of poor quality or unsafe spaces in Augusta o Improve place-making through supplemental landscaping, irrigation, lighting and signage improvements as recommended in Section 6.1 o Utilize the Public Art Policy as developed by the Greater Augusta Arts Council to create exciting, appealing, and harmonious public spaces by integrating art into architecture, urban design, and the planning of existing and future park infrastructure o Develop design guidelines for all current and new developments o Utilize brighter paint schemes to create an energetic system o Ensure consistency in signage and site furnishings including park amenities, trash cans, etc. • Update park offerings to eliminate overlaps and increase levels of service in underserved areas o Consolidate parks and / or repurpose existing parks for alternate uses using the Repurposing Analysis Methodology provided in Section 4.1.1 o Seek partnerships to operate existing parks, if appropriate or offer additional park land to the community (public / private / non-profit) o Renew/update existing cooperative agreements such as Pendleton King Park and others o Expand / enhance amenities at existing parks o Focus on improving and/or repurposing existing amenities versus building new ones o Develop new parks such as New Flowing Wells/Rae’s Creek Park, Springfield Village Park, and other neighborhood parks City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Eight – Implementation Plan - 134 • Expand facilities based on new trends and multi-purpose uses o Splash pads o Multi-purpose facilities. Playground, fitness center, pool. o Dedicated or shared pickle ball courts with tennis courts o Child-oriented facilities - new trends in child play features o More open space to run/play o Provide more free play and unstructured opportunities RECREATION PROGRAMS 8.4.2 • Update program offerings to reflect community need and new trends o Consolidate redundancy in types of program offerings / proximity Partner with local agencies, Augusta Sports Council, Convention & Visitors Bureau, hospitals and churches to avoid service duplication and bring in events to Augusta o Use Master Plan documents to evaluate program lifecycles and classifications annually • Continue to increase variety and diversity of program offerings o Programs for the growing active adult / senior program offerings Senior programs / events / trips Senior adult softball Pickle ball o Offer programs for concurrent family / multigenerational use o Increase the number of community special events to bring the community together o Programs for young professionals / millennials would be great to attract new audiences o After school programs are also a key need o Entry level programs focused learning and developing new skills would be helpful o Expand health and wellness based offerings to build a healthy community Offer more active/physical programs (back to basics) o Outdoor classrooms in a botanical garden or other places • Enhance the quality of the recreation program experience o Consistency in service delivery is key to providing a quality experience o Quality instructors Increase search / salary offer City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Eight – Implementation Plan - 135 Training Certifications required o “In house” facilitators Volunteer coordinators MARKETING AND COMMUNICATIONS 8.4.3 • Develop a Department-wide Marketing and Branding Plan o Ensure consistency in outreach (branding & signage) o Evaluate outsourcing marketing plan development or marketing function or seek in-house marketing and social media staff support o Build a new theme including logos, signage and messaging Over the course of this master planning process, the Department developed and adopted a new logo which reflected the elimination of the City facilities not associated with Recreation and Parks from the management responsibilities of the Department. This newly adopted logo has been incorporated herein. However, the old logo is still shown on some of the documents that were produced earlier such as the Parks and Facilities Inventory and Assessment (Appendix C) and the Trails Development Master Plan (Appendix D). o Move from simply providing information to inspiring people to participate • Increase outreach and promotions to users and non-users o Create a social media plan to expand digital presence Continue Facebook and evaluate adding Instagram, Twitter, Snapchat) Evaluate including information on key individual sites o Update the program guide with seasonal updates o Promote programs/events through local radio, TV, PSAs, flyers in utility bills o Freebies, giveaways, promotional items o Outreach programs – schools, churches, etc. o Staff should “spread the word” (wear it proudly) o More community events (to spread word) o Market to targeted audiences (i.e. wedding expo, etc.) • Build a stand-alone user friendly website and app o Visually appealing and showcase Augusta’s diversity o Responsive design for mobile, tablet and laptop use o Department wide app to showcase offerings and allow people to register / sign-up through it o Customer Service reporting app based on GPS locations City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Eight – Implementation Plan - 136 o YouTube videos • Utilize new age technology to market revenue generating offerings (facilities, rentals and programs) o Fly throughs / Virtual tours o Drone visuals - photography / videos o GoPro videos o Apps • Increase resource allocation and seek staff / community support for increased marketing o Invest in PR / Advertorials etc. o Increase funding for true marketing spending (3% of annual operating budget) o Survey staff to verify customer service o Partnerships with other entities for advertisements (Canal Authority; Convention & Visitors Bureau; Phinizy Swamp; Sports Council; Downtown Development Authority; Economic Development Authority, Georgia Tourism) o Partner with different groups (i.e. hospitals, churches, neighborhood associations) FINANCIAL AND OPERATIONS 8.4.4 • Attain national accreditation / GRPA recognition o Aim to become a nationally accredited agency through CAPRA (Council for the Accreditation of Parks and Recreation Agencies) o Continue to strive for awards and recognition at the Georgia Recreation and Park Association (GRPA) and eventually at the national level with the National Recreation and Park Association (NRPA) • Create a culture focused on staff development o Develop a reward, recognition program to incentivize staff o Encourage increased certification and speaking opportunities o Exchange ideas with other peer agencies o In-house / cross-training of employees “Lunch and learn” = seminars/conferences Share what you’ve learned • Create a functional organizational structure to ensure successful implementation o Right sizing staff o Review Organizational Culture Survey performed in the Master Plan o Develop in-house onboarding process for all new staff and training for existing staff City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Eight – Implementation Plan - 137 • Develop new and dedicated funding and revenue strategies o Sponsorships/partnerships (e.g. medical and healthcare / insurance providers) o Grant writer/staff o Naming rights o Sponsors (coordinator) – in-house o Rentals, e.g. Mobile stage o Demo products/equipment o Grants (state, federal) o “Adopt a park” (neighborhood, corporate, etc.) o Evaluate opportunities to develop a special taxing district • Develop a financial sustainability plan o Cost recovery policy o Identify true cost of service system-wide o Scholarship programs to address social equity o Provide ability to “sell budgets Evaluate using “Zero based budgeting” o Evaluate a revenue percentage split with instructors to ensure an equitable partnership o Fee structures (re-evaluate; trends; competition) Benchmark other agencies o Revise fee structures Rental fees; lease agreements with user groups. • Develop a dedicated volunteer program o Identify an in-house coordinator o Proper training to all volunteers o Incentives and awards and banquet PLAN UPDATES 8.4.5 • Update plan in five years (2021) City of Augusta, Georgia - Recreation and Parks Master Plan Chapter Nine - Conclusion - 138 CHAPTER NINE - CONCLUSION The Augusta Recreation and Parks Master Plan is a community-values based document that serves as a roadmap for the Department’s future. It is reflective of the demographics of Augusta-Richmond County, local and national trends, and the vision and unmet needs of the community. This plan is meant to be a dynamic document that can and will change over time based on community values, market conditions and financial realities. In addition, as the Department strives to become a nationally accredited agency through the Council for Accreditation of Park and Recreation Agencies (CAPRA), this document will help fulfill a number of nationally required guidelines. By focusing on providing exceptional customer service and building a culture of innovation and continuous improvement, the Department will fulfill its vision of being a nationally recognized leader in parks and recreation experiences and serve the Augusta community in a financially sustainable way. City of Augusta, Georgia - Recreation and Parks Master Plan Appendix A – Public Input – Comprehensive List Of Comments - 139 APPENDIX A – PUBLIC INPUT – COMPREHENSIVE LIST OF COMMENTS COMPLETE LIST OF COMMENTS FROM PUBLIC FORUMS AND FOCUS GROUP INPUT SESSIONS AND LEADERSHIP AND STAKEHOLDER INTERVIEWS A complete listing of the qualitative data collected from the focus groups, community meetings and key leadership and stakeholder interviews is assembled below. Wording is as nearly verbatim as possible. Note: The opinions listed below are solely those of the individual attendees at the meetings and may not reflect the overall community, nor the consulting team’s opinions. STRENGTHS. What are the current strengths of the Augusta Recreation and Parks system? What are the things you want to keep? What does Augusta Recreation and Parks do well that you would like to continue over the next ten years and build upon? Facilities 1. Availability of facilities throughout the county 2. Great natural resources to work with 3. Community centers for senior citizens 4. Augusta River Walk 5. Great facilities, including Newman Tennis Center, Aquatic Center, Soccer Complex, Diamond Lakes, Julian Smith Casino and Park, and Augusta Canal Trails 6. The Boathouse is well used and well-maintained for rowing club and regattas. 7. Pendleton King Park and its disc golf course 8. Lighted walking tracks at Brookfield and Warren Road Parks 9. The Augusta Common is a great site. 10. Diamond Lakes has so much to offer in one place. 11. A good combination of facilities for active recreation and passive use people 12. Parks are in the center of the community and serve as natural gathering spaces for all. 13. Parks are for people 14. Good, well-located facilities in the central city 15. Pendleton King Park 16. Lake Olmstead – good condition / improvements good (especially within last 3 - 5 years) 17. Aquatics Center 18. The Augusta Common 19. Beautiful park – Diamond Lakes 20. Library at Diamond Lakes 21. Neighborhood / community parks are very important to communities. Chafee Park [Now replaced by the Kroc Center in the Harrisburg Neighborhood] is [was] an example (Gym, pool, neighborhood, community park, gathering place). 22. The abundance of park facilities with various amenities, i.e. lake and ponds that are dispersed throughout the City provide easy access for citizen use. 23. Diamond Lakes Regional Park is a great park with many amenities, and showcases a partnership with the library and its location on the park grounds. 24. The Riverfront is a strength for the City and the park system. City of Augusta, Georgia - Recreation and Parks Master Plan Appendix A – Public Input – Comprehensive List Of Comments - 140 25. Add additional regional parks like Diamond Lakes that can also positively impact economic development for the City. Recreation and Parks Department should maintain and operate them. 26. Newman Tennis Center and Fleming Tennis Center are well kept. “Mach” Academy is good tennis program for under-privileged. 27. Augusta River Walk is strength. 28. Frisbee course at Pendleton King Park 29. Amount of parks. 30. Brigham Park is a good facility. 31. Good examples of parks are Diamond Lakes – very good; Julian Smith; and Warren Road are good, too. 32. Augusta Common Great Venue – Scavenger hunts usually end in Augusta Common 33. River Walk – most visited attraction, along with nearby shops, dining, museums 34. Neighborhood Parks 35. Trails 36. Diamond Lakes Regional Park Programs 1. Good youth programs with high participation numbers 2. Good senior citizen programs that support seniors throughout the community 3. Partnerships with the Boys and Girls Club have been advantageous in helping with at- risk youth. 4. Partnership with Augusta Canal Authority is unique and has been great for connectivity with their trail system. 5. Partnership with outside organizations, like Buffalo Soldiers 6. Special events in sports tourism, like Augusta Half-Ironman and Nike Peach Jam, have attracted sports tourists across multiple age groups 7. Augusta Sports Council and Augusta Recreation and Parks have a great partnership together. 8. Boat races and regattas are successful special events. 9. Augusta has a great variety of parks and facility offerings. 10. Augusta Recreation offers a diversity of programs that respond to the needs and desires of a variety of people and a wide range of socio-economic groups. 11. Family friendly programs are good for the entire community. 12. Augusta has affordable recreational opportunities for the youth in fantastic programs. 13. Programs are at the center of the community, family focused and an incredible strength 14. Program offerings are multi-faceted, not just active, but also passive. 15. Public recreation is for those who can afford it the least. 16. Value for the money in parks and program offerings 17. Diversity in program offerings for all groups is a great thing. 18. Helping underserved children 19. Provide programs across ages and demographics 20. Programs for youth sports, i.e. softball, basketball and football along with good programs for seniors that include field trips, and card games at selected facilities (Henry Brigham Park, Sand Hills Park and Carrie Mays Park). City of Augusta, Georgia - Recreation and Parks Master Plan Appendix A – Public Input – Comprehensive List Of Comments - 141 21. Recreation facilities for group events 22. Aquatics 23. Golf 24. Family reunion events at Julian Smith Casino and Pendleton King Park 25. Group gatherings 26. Affordable prices 27. Ironman participants love downtown! Operations 1. The Recreation and Parks staff is great to work with and are doing a good great job with what they have. 2. The use of community service workers is positive for the park system, and keeping them engaged, busy, and outside is positive. 3. We like Ron Houck. 4. The staff is very good at what they do and go the extra mile. With revenues and support of recreation declining, the staff has done an excellent job of doing more with less and managing what they have. 5. Great staff, very responsive, and open to community events. 6. The staff is very community-minded and partners well with other community organizations. 7. The Department is family friendly and community focused. 8. There is no better feeling than "the faces don't change." 9. The Recreation and Parks Department staff knows their customers names and makes everyone feel like family. Like the Cheer's show from television, nothing is better than walking into a place where everybody knows your name. 10. This result is possible because employee retention in the Recreation and Parks Department is high. 11. The city's investment in this master plan to ensure long-term sustainability and to identify true community needs is a very positive strength. 12. Committed, knowledgeable staff and engaged stakeholders with a desire to make a difference and take pride in their work 13. Inmate crews contribute to maintenance staff. 14. There is an employee engagement committee that is charged with bringing options to management for addressing employee concerns. 15. Strong private/public partnership at Pendleton King Park 16. Active volunteers – labor and maintenance 17. Non-profit partners 18. Department does well with what they are given. 19. Passion of citizens for improvement 20. Community neighborhood organizations’ willingness to volunteer and provide support for parks and community centers. 21. Top management has done a good job. Responsive. 22. Doesn’t get many complaints about Recreation and Parks. 23. Good employees – motivated and energetic. Selection process not clear for new hires. 24. Recreation – good job considering their budget limitations City of Augusta, Georgia - Recreation and Parks Master Plan Appendix A – Public Input – Comprehensive List Of Comments - 142 25. Easy to communicate with 26. Hard workers 27. Long-time employees – commitment/loyalty 28. Responsiveness 29. Good relationship between Sports Council 30. Sports Council needs the Recreation Department for facilities Other 1. Downtown is growing in population 2. Parks give people a place to congregate. 3. An ‘Age-Friendly” Community. City of Augusta, Georgia - Recreation and Parks Master Plan Appendix A – Public Input – Comprehensive List Of Comments - 143 OPPORTUNITIES. What opportunities do you believe will improve the Augusta Recreation and Parks system? What would you like to change? What are unmet opportunities? Facilities 1. Newman Tennis Center was a very large economic driver, but needs updating, as does Fleming Tennis Center. 2. New Shoals section at New Savannah Bluff Lock and Dam 3. More recycling options and education of the people about them 4. Trash cans at all facilities, strategically placed to ensure people don't litter 5. More water fountains to help runners in town 6. Report polluter signs and trash dumping signs 7. Have park signage and maps at all the parks. 8. Have more bike lots and bike racks at all the parks. 9. More soccer fields at Diamond Lakes 10. Change Diamond Lakes putting green to disc golf course to support international headquarters for disc golf in Augusta 11. Public access for canoes and kayaks 12. Refurnishing the Augusta River Walk with lighting and brick repair 13. More dog parks 14. Stormwater bodies can be educational. 15. Covered play areas for inclement weather and shade 16. Pocket Parks, like Sand Hills, etc. 17. Add public art, statues, to park landscapes. 18. Community Gardens 19. Dredging Lake Olmstead will create an opportunity for water ski tournaments, paddle- boats, and other water sports. 20. Provide comprehensive walking and biking opportunities in the community to create connectivity within the city and to adjoining jurisdictions, like North Augusta Greeneway System and Augusta Canal Trail System. 21. Make facilities good enough to bring in major events for economic support. 22. Develop a three-course championship disc golf facility at Diamond Lakes Regional Park. 23. Close or re-purpose un-manned parks and focus on larger parks. 24. Develop a water park. 25. Need more shade – plant trees 26. Need to keep a balance between active parks and open space 27. Provide more shade structures and trees in parks since Augusta is one of the hottest cities in the South. 28. Improve maintenance at key venues like Augusta Common and Augusta River Walk 29. Provide more destination locations that draw people to the community. 30. More bike trails 31. Family friendly amenities such as camping sites, gazebos, etc. 32. Close small neighborhood centers and then build regional facilities that will attract tournaments and generate income. 33. Generally improve the facilities by making the flagships better and promoting safety and maintenance in other parks. City of Augusta, Georgia - Recreation and Parks Master Plan Appendix A – Public Input – Comprehensive List Of Comments - 144 34. Create more walkable places and parks in the community and enhance connectivity through sidewalks, trails, and greenways 35. Evaluate existing parks throughout the community for under-utilization / overserved for possible consolidation or disposal 36. Use resources to help update parks in other areas of higher need. 37. Improve May Park in downtown. 38. Spend additional resources in developing and creating the downtown. 39. Improve access to the Savannah River and Lake Olmstead blueways as a recreational amenity. 40. Bring parks facilities / amenities up to national average standards. 41. Development of multi-generational facilities 42. 70± parks is a lot: Duplication/funding scarcity, need to focus efforts / funding 43. Community or pocket parks from land bank properties with local neighborhood volunteers for maintenance 44. Return excess property to tax rolls 45. Community gardens reunite people 46. Provide community park facilities with ball courts to keep children off streets. Better community parks for underserved areas such as Harrisburg. 47. Co-locate parks and public transportation – bus stops near parks. 48. Safe trail facilities to connect neighborhoods to parks, parks to parks, etc. 49. Shaded playground equipment for kids 50. Diamond Lakes has limited / no playground equipment or programs for young children (Shaded facilities would be nice.). Also, lake at park needs to be cleaned/dredged. 51. Facilities for Seniors 52. Add additional regional parks like Diamond Lakes that can also positively impact economic development for the City. 53. Lake Olmstead is very well positioned for conversion into a regional park, with amenities like Diamond Lakes including paddleboats, canoes and kayaks for rent. Dyess Park could also be converted into a regional park. 54. Parks and centers must be environmentally friendly. 55. Need major enhancement of River Walk and Boathouse. 56. Must review and “right-fit” parks and centers so they will align with the needs of the neighborhood and community. 57. Seek companies and foundations to donate items for parks and centers and also conduct fundraising campaigns to help provide needed funds. 58. Re-think existing parks. Close underutilized ones and combine functions. 59. Add clay courts for tennis to reach out to statewide groups. Tennis is big. 60. Partnerships with Family-Y for programs and facilities 61. Partnerships for seniors 62. Have regional tournaments and promote outside groups to have events. 63. Should separate Facilities from Recreation. 64. Update Augusta Soccer Park to be more competitive. 65. Bernie Ward needs cosmetic work. 66. Improve Lock and Dam Park. 67. Improve maintenance in Pendleton King Park (example: paint falling off the walls in public restroom) City of Augusta, Georgia - Recreation and Parks Master Plan Appendix A – Public Input – Comprehensive List Of Comments - 145 68. Promote the parks further – brochures used now, but they are not available for those who do not come to a site. 69. Diamond Lakes is too isolated, too far away; not served by transit. 70. No new regional parks. Opposed to a new regional park. 71. Need walking and bike trails throughout the community, extremely important. 72. Ascertain usage / condition of existing facilities. 73. Brigham Park needs a professional track. 74. Prefers creating pocket parks in neighborhoods (instead of more regional parks.) 75. Shelter over benches (shade trees, too.) 76. Designate a grandparent’s park. Other cities have done this. Grandparents, grandkids and dog walkers. 77. ADA compliance and upgrades at all facilities. 78. Pocket parks are good 79. Extend Common to Ellis Street first 80. Make Augusta Common more like Central Park 81. Pocket park at SW corner of 11th and Ellis 82. Placemaking 83. Skateboard location in downtown 84. Soccer fields in downtown CBD 85. Public Art 86. Playground near or on Common, or splash pad 87. Greenspace in Greene Street serving as a linear park in downtown 88. Possibility of taking Springfield Village Park in the City park 89. Multi-use trails, existing and proposed, as part of a city-wide trails system 90. Laney Walker Bethlehem Heritage Traces 91. Heritage Traces Pocket Parks 92. Springfield Village Park as part of the Recreation and Park System and anchor location for Heritage Traces network. 93. Diamond Lakes not in the best location for out of town visitors 94. Downtown – Board of Education deck available nights and weekends 95. Space south of Broad 96. Possible Visitor Center 97. More and better connected green space downtown 98. Continue with Newman Tennis Center and Aquatic Center for events 99. Boathouse needs improvement – Sprucing up 100. Fleming / Bernie Ward are outdated 101. Consider expanding Eisenhower Park to include Little League area 102. Need more soccer fields to support events – how many at west Augusta? – overused now 103. Augusta Common/River Walk – Designed coordination 104. Augusta Common expansion both north and south 105. Public Art 106. Extend Augusta Common from Riverwalk south to Ellis Street in widened form between Broad and Ellis Streets 107. Extend Augusta Common north to connect to River Walk. 108. Coordination of Augusta Common expansion plans with adjoining property owners. City of Augusta, Georgia - Recreation and Parks Master Plan Appendix A – Public Input – Comprehensive List Of Comments - 146 Programs 1. Use park facilities as leverage to provide economic impact for the city. 2. The tennis program offers year-round opportunities for recreational activity. 3. Need to have a consistent message throughout the system and methods of communicating the message, like re-branding, etc. 4. Fully utilize outdoor adventure venues and water resources in the city. 5. Opportunity for Newman Tennis Center to have more regional tournaments for economic benefit 6. Inadequate engagement of the community to actively take part in and take ownership of the parks 7. Provide offerings across different socio-economic perspectives. 8. Parks are not as diverse as they could be; create a product that is more diverse. 9. Utilize partnerships with the Boys and Girls Club. 10. Correct the inadequate budget for parks and recreation offerings. 11. Opportunity to define what the recreational opportunities are in Augusta for the 51 weeks of the year outside of the Masters Tournament 12. Need to empower advocates: it is cheaper to recreate than to incarcerate 13. Create a kayaking academy 14. Offer more non-sports activities, such as dance classes, art classes, and cultural programs for adults and kids. 15. Offer more waterfront/river activities. 16. Provide boat docks on the river at Eighth Street to promote leisure and weekend activities. 17. Have programs at the amphitheater continuously, so that something is going on every weekend. 18. Offer additional programming for special events, such as Arts in the Heart. 19. How do you encourage kids to be outdoors and participate in the programming that is offered? 20. How do you address health and wellness with programs, citing obesity as well as healthy initiatives such as community gardens, etc.? 21. There are not art programs in all of the schools. Art programs could be offered in the park system. 22. Ensure access for all in the community through affordable programs, while focusing on financial sustainability. 23. Look for additional revenue opportunities through the current parks and facilities program, like paddleboard and other boat rentals in Lake Olmstead 24. Communicate the rich history of Augusta to the people, bring back the historic trolley for public transport, as an example. 25. Partner with Georgia Regents University [Augusta University] to provide offerings. 26. Stage more fishing tournaments in the river and other opportunities to generate revenue. 27. Are the existing programs over/under priced and are they good values? There just aren't enough offered. 28. The Department currently offers scholarships for those who can't afford registration in programs; still not everyone can afford everything. City of Augusta, Georgia - Recreation and Parks Master Plan Appendix A – Public Input – Comprehensive List Of Comments - 147 29. Utilize more partnerships, such as public-public and public-private arrangements such as with the Canal Authority, the Greater Augusta Sports Council, or North Augusta. This way the City of Augusta doesn't have to do everything. 30. Opportunities for recreational tourism. This will benefit from the close relationship between the Sports Council and the Convention and Visitors Bureau. 31. For small, unstaffed parks, how do we know "nobody is using it?" 32. Have special events as fundraisers; have something every weekend. 33. Create more special events for an older audience, for example, summertime band music, smooth jazz, etc. 34. Summertime concerts need to be on the weekends, so that people can go and don't have to get up to go back to work the next day. 35. Senior programs are currently underserved and need to be expanded. This should be more than just lunches and ceramics. 36. Try to recoup the revenue from lost user sectors, with offerings similar to what the YMCA/Pop Warner, etc. offers. Recapturing that market will require rebranding. 37. Create partnerships with the Richmond County School system to provide after school programs tied to the transit system. We can't get people to the facilities by city bus right now. For example, they can't get to Diamond Lakes. We can't get the neediest to where they need to go. 38. Augusta does not have the marketing to bring regional events to town and does not market their regional capacity that exists. Marketing is currently done through the city and is not specific to the Department. 39. Add a staff person for marketing and public relations to help promote the Department and its offerings in the city and region 40. A quasi-governmental partnership would be very helpful, for example, institutions like Georgia Regents University [Augusta University]. It is easier for them to partner than trying to run things through their own system. 41. Opportunities: Amateur Athletic Union (AAU) can advertise to and through partner organizations 42. Need to expand existing partnership and cross-promote offerings to everyone through other providers and target partners who do it better and complement them. 43. Need to have a focus on marketing and communications to promote our story better. 44. Partner better with the school system to get the word out through teachers and students about increasing participation, since many families are not aware of programs. 45. Volleyball programs would be important to offer for ancillary spectators as an added sport below the high school level. 46. Offer programs/tournaments etc. that draw more people for economic impact. Tournaments are everywhere! Not so much in Augusta. 47. Adventure races and running events would be great additions. 48. Provide more leadership development opportunities for youth and individuals in the community, including internships to get kids to buy in and become the important sources of change. 49. Create a sense of pride in the community through Recreation and Parks. 50. Need to make people of different races feel better together and welcome one another. 51. Need to make parks safer through partnerships with the local sheriff's department to serve and protect. You should know an officer's name in your community. What if there City of Augusta, Georgia - Recreation and Parks Master Plan Appendix A – Public Input – Comprehensive List Of Comments - 148 was coordination with them to do things like a basketball tournament for the community vs. the police [Sheriff’s] department. 52. Build brand by "Re-writing the story": rebrand using specific personal stories focused on people to help re-branding. 53. Need to partner so that there are activities provided in their local park outside of athletics, like health screenings, wellness programs, etc. 54. Generate income from events at our facilities like track meets. 55. Health and wellness programs like childhood obesity etc. 56. Better use of technology, such as mobile apps, kiosks, crowd funding, could be utilized. 57. Focus on economic development using parks and recreation as an economic driver and catalyst. 58. Increase participation in outdoor recreation programming, such as zip lines, kickball, ropes courses, adventure races, multi-use facilities, etc. 59. Use seniors to help mentor youth (similar to Baltimore, MD) 60. Programs for youth sports, i.e. softball, basketball and football along with good programs for senior that include field trips, and card games at selected facilities (Henry Brigham Park, Sand Hills Park and Carrie Mays Park). 61. Expand program offerings, to broaden exposure to more diverse sports including, dance, soccer, baseball, tennis, golf, bowling and competitive volleyball, i.e., alternatives / choices beyond stereotypical offerings. 62. Increase program offerings that integrate education/academics as part of sports and athletics to leverage teaching and learning opportunities for youth while reinforcing positive values and morals. 63. Need more program offering for the “in between” the youth and senior age segments. 64. Encourage people and organizations (i.e., Augusta Tech, Jessye Norman School of the Arts, Scouting, etc.) that offer needed programs to spread from their current locations into the Recreation and Parks community-based facilities. Collaborate and partner with others like the Boys Clubs, YMCA, and Salvation Army Kroc Center, so as not to duplicate services. 65. Provide mentoring programs that can meet in community centers and enhance the lives of youth. 66. Partnerships with neighborhood groups. 67. Golf is getting more popular with youth. 68. Soccer is gaining popularity. 69. Every park should serve a different purpose – define a mission for each facility. 70. Biking/walking trails are high priorities for industry people coming to Augusta. How are parks promoted to industrial prospects? 71. Senior services need to be strengthened. 72. 21st Century activities for seniors – more than just playing games. For example, providing projection screens to facilitate group meetings. 73. Provide mentoring programs that can meet in community centers and enhance the lives of youth. 74. Things for young families 75. More aggressive marketing and facilities 76. Attract and book events 77. Book the amphitheater City of Augusta, Georgia - Recreation and Parks Master Plan Appendix A – Public Input – Comprehensive List Of Comments - 149 78. Managers should market the various facilities 79. Programs not beneficial – private organizations, i.e. Little Leagues and POP Warner football 80. Baseball – not offering tournaments 81. USSSA – plan tournaments – they have moved them to Columbia County 82. More tournaments at Diamond Lakes 83. Partner with School Board – Events at (say) Lucy Laney Stadium Complex 84. Tennis Events – need 16 or 24 courts at one location – Newman not big enough. 85. More summer camps and afterschool programs – safe, affordable, enriching 86. Partner with others to include quasi-vocational/life skills, i.e. knitting, sewing, jewelry- making, photography, prepping for job interviews, computer classes, basic plumbing, carpentry, or auto care 87. Partner with PTA/School system to notify kids what we offer. Also, Churches, Augusta Housing Authority, Augusta Tech, Jessye Norman School of Arts, Scouting, etc. Operations 1. Recreation and Parks Department to maintain the stormwater system and use it as an educational opportunity, for example, bio-swales. 2. The City Commission needs a vision as a group or as individuals with forward-thinking vs. reactive-thinking 3. Over the years the City Commission has been good at planning funding to build things, but not to continue and maintain operations. 4. The Department is understaffed to meet the maintenance needs for the facilities and programs. The Augusta Commission builds facilities without having the staff to maintain them. Recreation and Parks Department does a great job with what they have but they don't enough resources. 5. Staff morale is low due to limited or no salary increases. This situation results in a number of people who have not had raises in years and limits the ability to attract good new staff as well. 6. An unmet opportunity is the decline of facilities over time from lack of proper maintenance, so that they are not competitive with what is being provided in other communities. The commissioners and community members do not value Recreation and Parks, because there has not been a plan and vision in place. 7. Need to define what the Department is and what it is that the Department does. A major problem is that the City Commission looks at Recreation and Parks just as cost and needs to know what the economic impact and value really is. Need to change the story to have them look at it as investment. 8. The Recreation and Parks Department is the most likely one to be cut at budget time. Only operations funds have been targeted not facility cutbacks. 9. Need to hire a public relations individual to help communicate the value of who the Recreation and Parks Department is and what it is that the Department does. 10. Need to communicate both the quantitative value (economic impact) and qualitative value (quality of life) message to the community and the leadership. 11. Need to define the Recreation and Parks Department, what it is and what it does. City of Augusta, Georgia - Recreation and Parks Master Plan Appendix A – Public Input – Comprehensive List Of Comments - 150 12. Budget is never enough for first class facilities; need to consider beautification and newer trends nationwide 13. Ensure that Recreation and Parks is advocating and present at commission meetings to tell the important story of the Department as one of the solutions to community problems. 14. Better marketing and outreach would be helpful to inform people about what is going on in town, where are places to go and things to do. It should pop-up on the website. 15. More investment to help maintain what is available now 16. Additional monies could come from "crowd-funding" methodology online, which is not being used here currently but could be. 17. Recreation and Parks has not done a good job of telling the story of their value to the community and elected officials. Need to find a better way to talk about recreational tourism and economic impact. Because of the stress of lack of funds, the staff doesn't have time to be able to tell the good stories. 18. Need to continuously and consistently communicate what is going on in the Department through an on-going education process, including great human interest stories that could be given to the local newspapers. 19. The Department has been running too many facilities and some of them need to be shut down; but this is a political issue. They need to focus on the ones that they can operate well. The Department doesn't have the resources to take care of what we have. We have to focus on operating and maintaining what we have, weighing what is most important. 20. Need to focus on maintaining what we have, with adequate maintenance funding. Lack of resources has really hurt the Department. 21. Identify costs of offerings what you have; then look at prioritizing how and where you spend the money. Need to set priorities with limited financial resources and keep to them, so that we can manage limited funds, or else close things down. Too many silos in this town: elected officials and people who don't consider things that are beyond their own areas. These are people who are single-focused and not looking at the big picture. 22. Keep Augusta Common and the River Walk clean, policed, and maintained. Recreation and Parks doesn't have the money to do the job they need to do and keep everything up. 23. Maintain parks and open space as the city densifies in population over time. As the city grows, open space is critical as it provides the backbone of the community. 24. Need to evaluate what parks are unused or underutilized, unstaffed, or poorly maintained and eliminate some of them while adding and expanding other offerings. 25. Make long-range decisions and vision that are vibrant and draw people to the city, and decide where to spend the limited resources. 26. Leverage parks and recreation to reinvigorate the surrounding area and the city as a whole. 27. Make sure that the plan addresses both the long-range and the short-range. 28. The Augusta Transit System should include stops at city parks. 29. Concentrate on regional facilities for the revenue stream that they can bring and close small centers and sell the real estate. 30. Have an internal marketer (one FTE) to sell the regional marketing functions to serve the Recreation and Parks Department, like the Convention and Visitors Bureau and Sports Council. City of Augusta, Georgia - Recreation and Parks Master Plan Appendix A – Public Input – Comprehensive List Of Comments - 151 31. Improve poor customer service in place and train staff on customer service to be delivered consistently. There is good staff in place, but the silos make them inefficient; morale is low, because staff is not motivated nor engaged because they have not been well compensated. It is systematic of not having the right people in the right places. 32. Expand partnerships with schools for transportation to before and after school programs at destinations like Diamond Lakes. 33. Staff should be more helpful and morale should be improved. Need to get outstanding or reprogram existing staff to get extraordinary customer service. 34. Capitalize on using volunteers and having business adopting parks. Creating partnerships with local businesses to go to each park, and do community days that help with landscaping and cleanup. 35. Empower staff and community members to take ownership in the park system. 36. How do you operate and maintain the existing facilities? 37. Evaluate the properties to see how much they are being used and dispose of the ones that aren't being utilized to help pay for the ones that are being used. 38. Reassess the use of the properties and reposition to serve the under-served areas. 39. Inmate crews provide inconsistent quality of maintenance and are not as efficient as hired staff. They are not necessarily skilled in the work that they are performing. 40. Need volunteer training guidelines 41. Centralize the internal controls of the accounting system in the Department. 42. This master plan will help the city provide a long-range plan (a component of the Comprehensive plan) that is not presently in place. 43. Spend public funds to support Recreation Programs 44. Better maintenance of what we have 45. More partnerships with neighborhoods and volunteer groups 46. Signage / Branding 47. Marketing Parks and Services – Do a better job of “telling our story” 48. Better organization and alignment within the Recreation and Parks Department for proper staffing to support and maintain the parks and community centers at a high standard. The parks and centers must be made safe and attractive. 49. Augusta Recreation and Parks should be separated from their “Facilities” responsibilities to allow the organization to focus on just Recreation and Parks. 50. Partner with Board of Education for after school programs and keep gyms open for weekend programming; also provide more summer camp opportunities for youth that is safe, affordable, and enriching. 51. Partner with community group organizations to provide volunteers. Many neighborhood community groups are willing, but need training and support. Recreation and Parks could provide part-time staff coordinators to assist volunteer organizations in running small parks and centers; however, they would need clear understanding and Memoranda of Understanding (MOU’s) for neighborhood organization partnerships. 52. Generate funding for Recreation and Parks through hosting regional tournaments and events. 53. In hiring staff, consider combination of education and experience which can be as good as a college degree. 54. Employing younger people for recreation-oriented careers. 55. Improve greatly on maintenance on all facilities. City of Augusta, Georgia - Recreation and Parks Master Plan Appendix A – Public Input – Comprehensive List Of Comments - 152 56. Make fees affordable. 57. Provide training for parents interacting with young people – or partner with programs presented by the fire department, sheriff’s department, AARP, etc. for example. 58. Use solar energy in our parks or facilities to reduce operational costs and in certain instances sell power. 59. Maintain all of the facilities better. 60. Make them beautiful and landscape them to a higher degree 61. Facilities need to be maintained better 62. Better liaison between Parks and Sports Council 63. Cut the grass 64. Fund the Department to improve maintenance 65. Use Board of Education Parking Deck to support Augusta Common – available on nights and weekends 66. Spruce up buildings and beautification 67. River Walk needs improvements to the appearance Other 1. Engage the broader diverse community. 2. Need to showcase better Recreation and Parks and tie-in with the Masters Tournament and other opportunities while we have a captured group in town, take advantage of it. 3. Provide greater equity of access and focus on social impacts as well. Many parks are not well-used and feel unsafe. There was a reason that parks were developed at some point in time and as a group they provide the backbone of the community. 4. Shade is good, as we live in one of the hottest cities in the country. 5. Make places safer. 6. Act like a large City and be proud of Augusta. 7. Build a sense of pride in the community and retain people who live here. 8. Need more marketing and new branding of the Recreation and Parks and its amenities and program offerings to spur importantly more use by youth and keep them off the streets. The marketing must also be done to reach youth through non-traditional vehicles and partnerships including school system/PTO’s, churches, Augusta Housing Authority, and neighborhood organizations. 9. Transportation is an obstacle for some youth to take advantage of some of Recreation and Parks key signature offerings. Transportation could be provided to take youth to specialty program venues including the aquatic center, tennis center, golf course, etc. 10. Possible partnerships with Columbia County and North Augusta 11. Promoting what we have better. If people know about things happening, they will come. 12. More advertising is needed. 13. We need to act like a new, progressive city, not a small town. City of Augusta, Georgia - Recreation and Parks Master Plan Appendix A – Public Input – Comprehensive List Of Comments - 153 SINGLE BIGGEST PRIORITY. What is the single biggest priority that you would like to see as an outcome of the Augusta Recreation and Parks Master Plan? What is the one thing you would like to create? If you had to list your one top priority, what would it be? Facilities 1. Connectivity through trails, greenways, sidewalks, and blueways that connect the city geographically as well as socio-economically 2. Fix Augusta River Walk. 3. Reinvest in tennis facilities. 4. Upgrade all the facilities and fields so that they are able to provide a quality experience, including artificial turf facilities to allow for more intense use. 5. Focus on urban revitalization and live up to the name of the “Garden City.” 6. Make things pretty; people are visual learners and things should be obvious to help attract people to the place to live, work and play. 7. Revitalize New Savannah Bluff Lock and Dam Park, which will be a whole new resource in the river. 8. Build an indoor sports arena complex for youth and adults. 9. Provide increased biking opportunities and good quality boat ramps to increase river access. 10. Become an international destination for outdoor adventure sports such as rowing, cycling, kayaking, disc golfing, etc., and use facilities to drive economic impact. 11. Provide more multi-purpose field space for sports tournament use. 12. Provide opportunities for recreation and parks throughout the city. 13. Provide additional community gathering spaces and upgrade those community centers that are in need 14. Make Dyess Park a regional park by expanding into vacant and under-utilized properties nearby. 15. Expand May Park across 4th Street. 16. Provide a holistic approach to planning that includes multi-use facilities and having a specific use for each park. 17. Provide permanent solutions and long term plans for non-owned public parks, such as Pendleton King Park. 18. Building multi-purpose building in Pendleton King Park. 19. Make use of the centralized park concept, like Bernie Ward. 20. Improve, upgrade, maintain all facilities, including increasing the size of existing facilities that are the most used. 21. Connectivity between GRU [Augusta University] campuses by way of the parks 22. Develop more regional parks to align and support population distribution of City. 23. Consolidation of small parks programs with each other. 24. New facilities would be a good attraction. Located where the greatest need is. Be fair about the distribution. 25. Substantial amount of pocket parks. Provide places for kids and places for parents to go and network. Could convert blighted properties or Land Bank sites for these. 26. Where is the next park for downtown? 27. Additional greenspace downtown 28. Rooftop park City of Augusta, Georgia - Recreation and Parks Master Plan Appendix A – Public Input – Comprehensive List Of Comments - 154 29. Additional electrical capacity in streets for events/placemaking 30. Route to Diamond Lakes is not attractive, needs beautification 31. Need soccer complex that- can support big tournaments. Soccer is growing sport. Soccer fields can work also for Lacrosse 32. Make Julian Smith/Milledge Road/Riverfront/Stadium/Lake Olmstead area a Regional Park Programs 1. Have programs that citizens can be proud of, that engage broader socio-economic groups and reaches out to various age groups, including the kids and seniors so that they have things to do in the community itself without having to go elsewhere 2. Keep a balance between active recreational parks and passive parks for all users. 3. We used to be called the Garden City and really aren’t anymore. The experience starts in the parking lot, as “imagineers” at Disney would say. Augusta needs to work on “the parking lot.” 4. Tourism dollars can be generated from big events. 5. Augustans are happy about living here due in part to having a nearby neighborhood park and program offerings that make them feel part of the community, welcome, safe, and connected. 6. Develop a definitive use program in the Sand Hills neighborhood. 7. Develop new front ideas to bring people and events into town, such as fishing tournaments as an opportunity to raise revenue. 8. Get people outdoors as much as possible through Recreation and Parks. 9. Stay current changing trends toward health and wellness and create a walkable community. 10. Take the opportunities generated by people coming here for events from out of town and use the resulting money to help fund the local things that need to be maintained. 11. Engage our youth, keep them out of trouble, and strategically provide maximum opportunities for them through Recreation and Parks directly and through partnerships. 12. Have family friendly events and entertainment for the family and single people. 13. Build a culture based upon environmental stewardship, including education, recycling, indoor air quality, health, wellness, etc. Focus on the quality of the offering and the quality of the facility and people will return and use it. 14. Offer family-focused health and wellness programs for all groups, not just athletics. 15. Prioritize offerings where needed, consolidate 16. Safety, lighting – Parks should seem safe and be safe 17. Spend more on regional parks and push community parks more to neighborhoods. 18. Easier public transportation access to parks 19. Something big, like the Georgia Games Operations 1. Make Augusta a City in which Recreation Department operations and programs are not an afterthought, but instead form a key part of raising the quality of life in the area City of Augusta, Georgia - Recreation and Parks Master Plan Appendix A – Public Input – Comprehensive List Of Comments - 155 2. Have a financially sustainable Recreation and Parks Department, including paying adequate salaries for the staff. 3. Recreation and Parks should update the city Commission regularly that the Department is creating value. The message should be not only what is done, but how it is done. 4. The community population is invested in the facilities and helps take care of the park, so that they can be leveraged for economic development 5. Provide good maintenance for the facilities and do not allow them to decline, as people are visual and form a rapid opinion of a facility based on what they see. 6. A happy employee makes the users happy. Build morale in the employee ranks to increase customer satisfaction. Morale is low and those issues need to be tackled, particularly better pay. 7. Maintain the facilities at a high-class level and staff them. 8. Identify the true community opportunities and vision for the Recreation and Parks Department through this Master Plan. Provide a true roadmap for the community implementation of the plan. 9. Convince the elected officials to make Recreation and Parks a priority and a huge contributor to economic impact. 10. Use external resources and income from larger events to maintain what we currently own. Parks need to be well-maintained and well-used. 11. Manage equity of access to insure maximum utilization 12. Establish a strong focus on operations and maintenance to keep the quality of existing parks and facilities at high standards with better attention to detail. That does not necessarily mean fancy; it means quality. 13. Create an engaged, customer-focused staff that will meet the needs and wants of the community. 14. Move from a neighborhood to regional model for local users and economic impact development. 15. Become a self-sustaining organization. 16. Look at the 1973 plan and see if anything can be expanded. 17. Perform better maintenance, appearance, and perceived safety of park and centers. 18. Partner with community neighborhood organizations to run/operate small parks and centers along with more part-time Recreation and Parks staff to support and train the volunteers. Other 1. Create a positive perception of Augusta Recreation and Parks and become an economic development tool that will attract people to move to or visit Augusta. 2. Partner with the sheriff/police department, like the Police Athletic Leagues in other cities, to build relationships with youth and community. 3. Make Augusta a place where I want to stay and live with my family and do not always have to get in my car to travel, but have interconnectivity throughout the City with trails, greenways, etc. 4. Have a population that has ownership of the parks and serves as advocates for Recreation and Parks City of Augusta, Georgia - Recreation and Parks Master Plan Appendix B – Comprehensive Community Needs Assessment Survey (Including Appendix A Benchmarks) - 156 APPENDIX B – COMPREHENSIVE COMMUNITY NEEDS ASSESSMENT SURVEY (INCLUDING APPENDIX A BENCHMARKS) Attached Separately. Cover page is shown below. City of Augusta, Georgia - Recreation and Parks Master Plan Appendix C – Parks and Facilities Inventory and Assessment - 157 APPENDIX C – PARKS AND FACILITIES INVENTORY AND ASSESSMENT Attached on the following pages. COMPREHENSIVE AUGUSTA RECREATION AND PARK MASTER PLAN Inventory and Analysis - 1Wood + Partners Inc. Comprehensive Augusta Recreation and Park Master Plan Prepared by: Cranston Engineering Group, P.C. Thomas H. Robertson, PE, AICP, RLS/Scott Williams/Wright Montgomery 452 Ellis Street August, GA 30901 (706)722-1588 Ext. 108 (843)722-8379 fax Pros Consulting, LLC Neelay Bhatt 201 S. Capitol Avenue, Suite 505 Indianapolis, IN 46225 (740)591-0225 Wood+Partners, Inc. Kyle Theodore, RLA/Eric Walsnovich, RLA 7 Lafayette Place Hilton Head Island, SC 29925 (843)681-6618 Ext. 236 (843)681-7086 fax ETC Institute/Leisure Vision Ron Vine 725 W. Frontier Circle Olathe, KS 66061 (913)829-1215 (913)829-1591 fax APD Urban Planning and Management, LLC Jesse Wiles 260 Peachtree Street, Suite 1204 Atlanta, GA 30303 (404)418-7844 (678)705-1944 Note: 1. Information for park acreage derived from GIS data provided by Augusta Richmond County GIS Department LANEY-WALKERBLVDGREENE STWIRT CTWALTON WAYGOSHEN RDTOB ACC ORDBROAD STDEANS BRIDGE RDMIKE PADGETT HWY BREMEN DRMI TC HELL PL HEPHZIBAH-MCBEANRDBAYST RADENTBLVDPLEASANTHOMERDTROUPESTTWIGGSSTOLDMCDUFFIERDPHINIZY RD3RD STKISSINGBOWERRDMEADOWBROOK DRS IBL EYRD LOUISVILLE RDSANDBAR FE RRYRDROSIER RDMILLEDGERDREYNOLDSSTG OLDEN CAMPR D OLIVERD MARVINGRIFFINRDTELFAIR STDIXONAIRLINERDHIGHLANDAVEWHEELERRD15TH STMCDADEFARMRDMIMS RDKEYSVILLERDDOUG BARNARD PKWY BROWN RDBOBBYJONESEXPYWILLISFO RE MA NRDBARTONCHAPEL RDWASHINGTONRD BENNOCK M ILL R D MILLEDGEVILLERDLUMPKINRDGA88HWYFULCHER RD RIVERWATCHPKWY WRIGHTSBORORDWINDSORSPRINGRDOLD SAVANNAH RDWHEELESS RD A UGU STAWESTPKWY BATHEDIE RDCENTRAL AVEJACKSON R D STEV ENSCRE EKRD NORTH LEG RDBERCKMAN RDJIMMIEDYESSPKWY STOREYMILLRDOLDWAYNESBORORDGORDONHWYDEANSBRIDGERDINTERSTATE HWY 20USHWY78US HWY 1INTERSTATEHWY520JO HNC.CALHOUNEXPYUS HWY 25!(58!(6!(46!(35!(4!(20!(17!(25!(24!(26!(33!(43!(54!(31!(51!(7!(38!(44!(41!(28!(19!(52!(30!(9!(42!(34!(40!(13!(18!(29!(55!(45!(5!(48!(49!(21!(39!(53!(22!(50!(2!(12!(3!(37!(8!(1!(47!(59!(32!(14!(16!(15!(23!(56!(27!(10!(57!(11!(60!(360.500.511.522.533.50.25MilesRECREATION, PARKS AND FACILITIESLEGEND1 - A.L. WILLIAMS PARK2 - ALEXANDER BARRETT PARK3 - APPLE VALLEY PARK4 - AUGUSTA AQUATIC CENTER5 - AUGUSTA COMMON6 - AUGUSTA GOLF COURSE7 - AUGUSTA SOCCER PARK8 - BAURLE BOAT RAMP9 - BAYVALE PARK10 - BEDFORD HEIGHTS PARK11 - BIG OAK PARK12 - BLOUNT PARK13 - BLYTHE COMMUNITY PARK14 - BOYKIN ROAD PARK15 - BROOKFIELD PARK16 - BUTLER CREEK/NORTHVIEW PARK17 - CARRIE J MAYS PARK18 - CENTRAL PARK19 - DIAMOND LAKES PARK20 - DOUGHTY PARK21 - DYESS PARK22 - EASTVIEW PARK23 - EISENHOWER PARK24 - ELLIOT PARK25 - BERNIE WARD CENTER / FLEMING SPORTS COMPLEX26 - FLEMING TENNIS CENTER27 - GARRETT GYMNASIUM28 - GRACEWOOD PARK29 - HEARD AVENUE PARK30 - H. H. BRIGHAM PARK31 - HICKMAN PARK32 - HILLSIDE PARK33 - HYDE PARK34 - JAMESTOWN COMMUNITY CENTER35 - JONES POOL36 - LAKE OLMSTEAD PARK/JULIAN SMITH CASINO37 - LOCK & DAM PARK38 - M.M. SCOTT PARK39 - MAY PARK40 - MCBEAN COMMUNITY PARK41 - MCDUFFIE WOODS PARK42 - MEADOWBROOK PARK43 - MINNICK PARK44 - NEWMAN TENNIS CENTER45 - OLD GOVERNMENT HOUSE46 - PENDLETON KING PARK47 - RADFORD PARK/LAKE OLMSTEAD STADIUM48 - RIVERFRONT MARINA49 - RIVERWALK AUGUSTA50 - SAND HILLS PARK51 - SUE REYNOLDS PARK52 - TANGLEWOOD PARK53 - THE BOATHOUSE54 - VALLEY PARK55 - W. T. JOHNSON COMMUNITY CENTER56 - WARREN ROAD COMMUNITY CENTER57 - WEST VINELAND PARK58 - WOOD PARK59 - WOOD ST PARK60 - WOODLAKE PARKSCALE IN MILESAUGUSTA RECREATIONMASTER PLAN2012-0198MARCH, 2016 Page left intentionally blank. Inventory and Analysis - 4Wood + Partners Inc. A.L. Williams Park Usage: Medium Acreage: 0.90 Park Type: Mini Park Passive Overall Rating: Good 1850 Broad Street | Augusta, GA 30904 West End Neighborhood | Commission District 1 Current Facility Strengths: • Trees and benches • Farmer’s market is held here • Proximity to Kroc Center, Canal Trail, and Harris House Quantity/ Size Condition Good Fair Poor Shelter 1 Picnic Area 1 Open Space 1 Unsupervised Area Inventory and Analysis - 5Wood + Partners Inc. Alexander Barrett Park Usage: Low Acreage: 0.11 Park Type: Mini Park Passive Overall Rating: Fair 2629 Royal Street | Augusta, GA 30904 Sand Hills Neighborhood | Commission District 1 Current Facility Strengths: • Shaded picnic area • Sand Hills and Big Oak are up the street Current Facility Weakness: • No parking area • Facilities are not ADA compliant • Chain link fence surrounding park is not welcoming to visitors Quantity/ Size Condition Good Fair Poor Playground 1 Picnic Area 1 Unsupervised Area Inventory and Analysis - 6Wood + Partners Inc. Apple Valley Park Usage: Medium Acreage: 6.88 Park Type: Neighborhood Park Active Overall Rating: Good 1719 Marvin Griffin Road | Augusta, GA 30906 Southside Neighborhood | Commission District 1 Current Facility Strengths: • Nice trees and open space • Pleasant for walking • Nice entry signage • Playground appears to be ADA compliant • Connections to adjacent neighborhoods Current Facility Weakness: • No lighting on ball field or basketball court • Drainage pipe nearby ball field (first base side) could be a safety concern with pop fly foul balls • Ball field grass in fair condition due to lack of irrigation • Damaged picnic tables • Connections to Pippin Rd and Winesap Way poorly defined and could use clean up and pruning • Sidewalk entrance from Marvin Griffin Possible Improvements: • Add irrigation at ball fields • Address drainage pipe near first base line Quantity/ Size Condition Good Fair Poor Ball field (w/ dugouts)1 Basketball (no lights)1 Comfort Station w/ Picnic 1 Playground 1 Shelters 2 Walking Track/Trail 1 Grill 1 Unsupervised Area Inventory and Analysis - 7Wood + Partners Inc. Augusta Aquatic Center Usage: High Acreage: 6.50 Park Type: Special Purpose Facility Active Overall Rating: Fair 3157 Damascus Road | Augusta, GA 30909 North Leg Neighborhood | Commission District 2 Current Facility Strengths: • Pool (2) plus diving boards (2) - low and high springboards • Pool viewing area upstairs with elevator • Swim meets draw many visitors from region and out of state all year round Current Facility Weakness: • Locker room entry mats are a trip hazard because they roll • Air quality is not consistent in swimming pool and viewing area and functions the worst under heavy use • No access to change pool lights • Small pool diving well needs replastering • Meeting room carpet and ceiling tiles need replacement • Filtration/Chemical Area is in poor condition • Indoor message boards needs upgrade/replacement Possible Improvements: • Replace glass panes where seal is broken at entry • Repair mats in locker rooms • Address air quality concerns • Overall exterior appearance could be improved (trees, landscaping, signage) • Provide improved access to pool lights for maintenance (possible catwalk) Quantity/ Size Condition Good Fair Poor Indoor Swimming Pools (incl. meeting room, locker rooms, and pool) (46,840 sf) 2 (Small Pool) Concessions 1 Meeting Room 1 Locker Rooms 2 Rental Facility Supervised Area Inventory and Analysis - 8Wood + Partners Inc. Augusta Common Usage: High Acreage: 2.07 Park Type: Special Purpose Facility Passive Overall Rating: Good 836 Reynolds Street | Augusta, GA 30901 Central Business District | Commission District 1 Current Facility Strengths: • Beautiful Park Space • Nice Administration Building adjacent to park • Comfort station is ADA compliant • Proximity to downtown businesses and Riverwalk • Historical and Educational features Current Facility Weakness: • No signs for restrooms (in park) • Security system and cameras would improve safety • No secondary exit for administrative offices • Update groundcover areas and irrigation system Possible Improvements: • Improved signage for restroom locations • Add security system and cameras for safety • Consider secondary exit for administration Quantity/ Size Condition Good Fair Poor Administrative/District Office (2,420 sf)1 Comfort Station 1 Community Room 1 Open Space 1 Rental Facility Supervised Area (nearby office) Inventory and Analysis - 9Wood + Partners Inc. Augusta Golf Course 2023 Highland Avenue | Augusta, GA 30904 Highland Park Neighborhood | Commission District 2 Current Facility Strengths: • Recently renovated Current Facility Weakness: • Limited outdoor dining and gathering space • Limited kitchen facilities Possible Improvements: • Picnic Shelter for outdoor dining and events • Kitchen renovation Quantity/ Size Condition Good Fair Poor Halfway House/Restroom 1 Community Building w/ Bar, Dining Room, and Golf Pro Shop (4,340 sf) 1 Golf Course 1 Cart Barn 1 Rental Facility Supervised Area Usage: High Acreage: 128.21 Park Type: Special Purpose Facility Active Overall Rating: Good Inventory and Analysis - 10Wood + Partners Inc. Augusta Soccer Park Usage: High Acreage: 29.80 Park Type: Special Purpose Facility Active Overall Rating: Good 3824 Maddox Road | Augusta, GA 30909 Belair Neighborhood | Commission District 3 Current Facility Strengths: • Well used facility Current Facility Weakness: • No comfort station for fields #3 or #5 • No paved parking for field #3 • No lights for field #5 • No playground • No trees in parking lots • Poor identification signage • Improve safety buffering around fields Possible Improvements: • Add comfort station to serve fields #3 and #5 • Add paved parking for field #3 • Add lights to field #5 • Add ADA compliant playground with shade • Add trees to parking lot • Add roadside way finding to direct visitors to correct fields • Add new facility identification sign Quantity/ Size Condition Good Fair Poor Comfort Station/ Concession 1 Shelters 2 Soccer 7 Unsupervised Area Partnership Inventory and Analysis - 11Wood + Partners Inc. Baurle Boat Ramp Usage: Medium Acreage: 18.80 Park Type: Special Purpose Facility Active Overall Rating: Good 2055 Lock & Dam Road | Augusta, GA 30906 Industrial Neighborhood | Commission District 1 Current Facility Strengths: • New facility, paving is in good condition Current Facility Weakness: • No restroom facility • Gravel parking areas • Muddy areas adjacent to paved areas Possible Improvements: • Add restroom facility • Repurpose open space with grassing Quantity/ Size Condition Good Fair Poor Lake/River/Waterfront 1 Open Space 1 Unsupervised Area Inventory and Analysis - 12Wood + Partners Inc. Bayvale Park 3470 Milledgeville Road| Augusta, GA 30909 Wheeless Road Neighborhood | Commission District 5 Current Facility Strengths: • Trees provide shade Current Facility Weakness: • Park is isolated, set back off primary road - open up for improved views/safety Possible Improvements: • Remove fence at old tennis courts; this area is being used for cars • Entry road improvements Quantity/ Size Condition Good Fair Poor Comfort Station 1 Remote Control Track w/ tables for Pit Crew use 1 Unsupervised Area Usage: Low Acreage: 12.82 Park Type: Special Purpose Facility Active Overall Rating: Poor Inventory and Analysis - 13Wood + Partners Inc. Bedford Heights Park Usage: Low Acreage: 1.87 Park Type: Mini Park Active Overall Rating: Fair / Poor 1016 Camellia Drive | Augusta, GA 30904 Lakemont Neighborhood | Commission District 7 Current Facility Strengths: • Nice trees Current Facility Weakness: • No paved Parking • No handrails on pedestrian footbridge • Playground is not ADA compliant Possible Improvements: • Sidewalk needed • Add paved parking • Needs proper surfacing under play equipment • Add handrail on pedestrian footbridge Quantity/ Size Condition Good Fair Poor Picnic Area 1 Playground 1 Shelter 1 Unsupervised Area Inventory and Analysis - 14Wood + Partners Inc. Big Oak Park 2803 Wheeler Road| Augusta, GA 30909 Sand Hills Neighborhood | Commission District 7 Current Facility Strengths: • Trees and paved off-street parking • Playground in shade Current Facility Weakness: • Basketball court needs repaving • Drinking fountain does not work • Plaza needs tables and chairs • Playground is not ADA compliant • Parking lot and sidewalk repairs needed • Signage • Fencing needs replacement • Lacks curb appeal • Picnic shelter needs repairs Possible Improvements: • Repave basketball court • Repave parking lot and sidewalks • Repair drinking fountain • Add tables and chairs to Plaza • Repair picnic shelter • Add landscaping/improve curb appeal Quantity/ Size Condition Good Fair Poor Basketball Court 1 Picnic Area 1 Playground 1 Shelter 1 Unsupervised Area Usage: Medium Acreage: 2.47 Park Type: Mini Park Active Overall Rating: Fair Inventory and Analysis - 15Wood + Partners Inc. Blount Park Usage: Abandoned Acreage: 2.83 Park Type: Neighborhood Park Active Overall Rating: Poor 2510 Allen Street | Augusta, GA 30904 Sand Hills Neighborhood | Commission District 1 Current Facility Strengths: • N/A Current Facility Weakness: • N/A Quantity/ Size Condition Good Fair Poor Baseball Field 1 Basketball Court 1 Community Center 1 Tennis Court 1 Unsupervised Area Inventory and Analysis - 16Wood + Partners Inc. Blythe Community Park Usage: High Acreage: 34.89 Park Type: Community Park Active Overall Rating: Fair 3129 Hwy. 88 | Blythe, GA 30805 Pinetucky Neighborhood | Commission District 8 Current Facility Strengths: • Nice open space • Nice kitchen • Park Pavilion and building addition to be built soon Quantity/ Size Condition Good Fair Poor Comfort Station 1 Community Building (senior room, kitchen) (6,068 sf) 1 Open Space 1 Picnic Area 1 Playground 1 Walking Trail 1/4 mile Adjacent Obstacle Course (Maint. by School District, used for JROTC events) 1 Rental Facility Supervised Area (Addition to include computer lab, after school room, and senior game and craft room) • Heavy use by senior center, summer day camp and after school programs Current Facility Weakness: • Picnic area and playground need shade • Walking trail edges are breaking and weedy • Building floods • Comfort station and playground are not ADA compliant • Lacks curb appeal Possible Improvements: • Renovations to begin soon, including building addition • Add shade to picnic area and playground • Repair walking trail • Fix flooding issue at building • Add seating along walking trail • Move ADA parking lot. Pave lot and bus drop-off areas • Add trees in parking and bus drop; in general improve curb appeal with landscape improvements Inventory and Analysis - 17Wood + Partners Inc. Boykin Road Park 2345 Boykin Road| Augusta, GA 30906 Richmond Factory Neighborhood | Commission District 6 Current Facility Strengths: • Serves surrounding neighborhood Current Facility Weakness: • All facilities in poor shape • No restrooms • No picnicking • Erosion concerns • Ball fields not irrigated Quantity/ Size Condition Good Fair Poor Baseball/Softball 1 Basketball Courts 2 Unsupervised Area Usage: Low Acreage: 2.30 Park Type: Neighborhood Park Active Overall Rating: Poor Inventory and Analysis - 18Wood + Partners Inc. Brookfield Park Usage: High Acreage: 6.42 Park Type: Neighborhood Park Active Overall Rating: Fair 2740 Mayo Road | Augusta, GA 30907 Westside Neighborhood | Commission District 7 Current Facility Strengths: • Nice setting with tree canopy • Walking trail is very popular • Heavily used for rentals Current Facility Weakness: • Picnic shelter shingles missing on shake roofs • No shade on playgrounds, not ADA compliant • Restroom door doesn’t close • Putting green is unused • Views to fountain obscured • Improve signage Possible Improvements: • Repair picnic shelter roofs • Add shade to playgrounds • Repair restroom door • Re-purpose putting green area • Open up view to fountain • Improve signage • Potential park expansion to the west to assist with parking Quantity/ Size Condition Good Fair Poor Comfort Station 1 Open Space 1 Playgrounds 2 Shelters 3 Walking Trail 1 Interactive Fountain 1 Putting Green 1 Rental Facility Unsupervised Area Inventory and Analysis - 19Wood + Partners Inc. Butler Creek/Northview Park Usage: Medium Acreage: 35.76 Park Type: Community Park Active Overall Rating: Good 2463 Carmichael Road | Augusta, GA 30906 Southside Neighborhood | Commission District 6 Current Facility Strengths: • Nice bridge • New facility • Playground appears to be ADA compliant Current Facility Weakness: • Difficult to find, lacks clear signage • Drainage structures and ditches are in close proximity to main open spaces • Walking trail is unpaved and weeds are appearing • Slope on bridge may not be ADA compliant Possible Improvements: • Treat weeds on regular basis at walking trail • Pave lot by shelter at service gate for ease of maintenance and improved ADA access • Reorient benches to face basketball court vs. adjacent parking lot • Walking trail needs trail heads at parking lot connections • Add identification signage (Mike Padgett Hwy) at rear service entrance • Landscape primary entrance and shelter area • Add irrigation at shelter/open space in back portion of park Quantity/ Size Condition Good Fair Poor Basketball 1 Comfort Station 1 Open Space 1 Picnic Area 1 Playground 1 Shelters 3 Walking Trail 1 Grill 2 Unsupervised Area Inventory and Analysis - 20Wood + Partners Inc. Carrie J. Mays Park Usage: Medium Acreage: 11.38 Park Type: Community Park Active Overall Rating: Fair 1014 11th Avenue | Augusta, GA 30901 South Turpin Hill Neighborhood | Commission District 2 Current Facility Strengths: • Nice diversity of recreation offerings Quantity/ Size Condition Good Fair Poor Community Building (7,469 sf)1 Gymnasium (8,608 sf)1 Outdoor Basketball Court 1 Outdoor Shelter 1 Playground 1 Picnic Area 1 Ball field (abandoned) Walking Trail (abandoned) Rental Facility Supervised Area Current Facility Weakness: • Playground does not appear to be ADA compliant • Water leak through wall on parking lot side • Ball field and walking trail have been abandoned due to landfill concerns • Kitchen hood needs update Possible Improvements: • Update kitchen exhaust hood in Community Building • Storm drain inlets in playground need to be relocated or changed • Repair/replace handrails at gymnasium entry • Repair north wall water leak at gym • Requested security cameras • Demolish abandoned facilities to discourage public use Inventory and Analysis - 21Wood + Partners Inc. Central Park Usage: Low Acreage: 3.11 Park Type: Neighborhood Park Active Overall Rating: Fair / Poor 1140 Merry Street | Augusta, GA 30904 Academy Baker Ave Neighborhood | Commission District 1 Current Facility Strengths: • Proximity to an elementary school and high school Current Facility Weakness: • No signage • No parking lot • No basketball goals Possible Improvements: • Add park signage • Add paved parking lot • Improve or repurpose basketball courts Quantity/ Size Condition Good Fair Poor Arts Center (2,268 sf)1 (outside only) Baseball/Softball 1 Basketball Courts 2 Open Space 1 Disc Golf Unsupervised Area Inventory and Analysis - 22Wood + Partners Inc. Diamond Lakes Park Usage: High Acreage: 286.13 Park Type: Regional Park Active Overall Rating: Good 4335 Windsor Spring Road | Hephzibah, GA 30815 Jamestown Neighborhood | Commission District 4 Current Facility Strengths: • Walking trail is heavily used • Pavilion is heavily used • Trees at ball field sites • Large number and variety of facility offerings • Lakes are attractive • Plenty of Parking • Kitchen with exhaust hood • Adding primitive camping and 25 hookup campsite for RV’s Current Facility Weakness: • Walking trails have some erosion • Press boxes 2nd levels - water concerns • Lacks connectivity between facilities • Second kitchen is wasted space • One playground appears to be ADA noncompliant • Access to 2nd floor Community Center- no elevator • Security cameras needed Possible Improvements: • Add multipurpose/bike trail at old racetrack • Remove aquatic vegetation, dredge lakes and stock ponds Quantity/ Size Condition Good Fair Poor Walking Trail 1.2 mile Picnic Areas 3 Lakes 5 Sand Volleyball 1 Horseshoe Pits 2 Baseball/Softball Youth Complex (all lit) w/ Press Box 3 - 200’ 1 - 315’ 1 - 320’ Baseball/Softball/ Multipurpose 5 (Scoring Tower w/ elevator) Baseball/Softball Adult Complex w/ Press Box 5 (Scoring Tower w/ elevator) Library (17,077 sf)1 Outdoor Basketball Courts (w/ port-o-let)3 Community Building w/ Gymnasium (27,266 sf)1 Playgrounds 2 Racquetball 2 Pavilion (w/ port-o-let)1 Tennis Courts (4 lit) & Backboard 8 Indoor Walking Track 1/8 mile Caretakers House (old tennis pro shop)1 Rental Facility Supervised Area Unsupervised Area Outdoor Pool (planned) Inventory and Analysis - 23Wood + Partners Inc. Diamond Lakes Park (con’t) 4335 Windsor Spring Road | Hephzibah, GA 30815 Jamestown Neighborhood | Commission District 4 • Add shade and protection from arrant balls at playground near basketball • Add comfort stations at basketball/tennis area; and picnic shelter area • Add fishing piers and extend walking trail around lakes • Add additional picnic shelters Planned Improvements: • Expand tennis courts • Additional ball fields • Expand community center • Disc golf • Soccer fields • Shade, interpretive and direct signage • Fence repairs • Security cameras • Outdoor Swimming Pool Inventory and Analysis - 24Wood + Partners Inc. Doughty Park Usage: Low / Medium Acreage: 2.79 Park Type: Neighborhood Park Active Overall Rating: Poor 1200 Nellieville Road | Augusta, GA 30901 South Turpin Neighborhood | Commission District 2 Current Facility Strengths: • Shaded playground • Park is regularly used Current Facility Weakness: • No paved parking at community building or across street supporting active facilities • Building appears very old. Needs reinvestment (I.e. A/C reported as not working) • Guardrail between community building and basketball court makes access difficult • Second tennis court across street is not used • Community Building restrooms and playground appear to be ADA noncompliant Possible Improvements: • Resurface basketball courts • Pave existing parking • Consider conversion of unused tennis court to basketball court • Could create organized recreation facilities • Addition of walking trail or sidewalk; and renovation of community building could positively effect neighborhood, along with upgrading of facilities • Improve curb appeal • Repair/replace fence behind community center Quantity/ Size Condition Good Fair Poor Baseball/Softball 1 Basketball Courts 2 (1)(1) Community Building (computer lab, community room, kitchen w/ out exhaust hood, restrooms) (3,450 sf) 1 Playground 1 Tennis Court 1 Grill Unsupervised Area Partnership Inventory and Analysis - 25Wood + Partners Inc. Dyess Park Usage: Medium Acreage: 7.14 Park Type: Neighborhood Park Active Overall Rating: Fair / Poor 902 James Brown Boulevard | Augusta, GA 30901 Laney Walker Neighborhood | Commission District 1 Current Facility Strengths: • Community building is strong architectural icon • Nice perimeter fence (ornamental with columns) Current Facility Weakness: • Fence at baseball field, tennis, and pool needs to be replaced Quantity/ Size Condition Good Fair Poor Baseball/Softball (w/ lights)1 Basketball Courts (w/ lights)3 Comfort Station 1 Community Building (5,458 sf)1 Open Space 1 Outdoor Swimming Pool w/ slide 1 Picnic Area 1 Playground 1 Shelters 2 Tennis Courts (w/ lights)3 Walking Trail 1 Rental Facility Unsupervised Area • Tennis court pavement is cracked • No shade on playground • Baseball doubles as football outfield • Is walk between building and pool utilized? • Playground and building restrooms are not ADA compliant • Pool building and pool equipment/chemical room are outdated Possible Improvements: • Replace fencing at baseball, pool and tennis • Replace pool building and pool equipment/chemical room • Repave basketball courts • Update kitchen • Repave parking lot • Add shade to playground • Community building second floor has lots of potential. Could add elevator and renovate for increased use/rentals • Repurpose tennis courts Planned Improvements: • New community center planned with SPLOST funds • Outdoor swimming pool is to be demolished and replaced with splash pad Inventory and Analysis - 26Wood + Partners Inc. Eastview Park Usage: Medium Acreage: 4.61 Park Type: Neighborhood Park Active Overall Rating: Good 644 Aiken Street| Augusta, GA 30901 East Augusta Neighborhood | Commission District 1 Current Facility Strengths: • Ball field is used • Active community involvement • Playground appears to be ADA compliant Current Facility Weakness: • Some facilities may not be ADA Quantity/ Size Condition Good Fair Poor Baseball/Softball (w/ lights)1 Community Building (senior, youth room, dining, warming kitchen) (3,920 sf) 1 Comfort Station 1 Open Space 1 Picnic Area 1 Playground 1 Shelter 1 Walking Trail 1/4 mile Grills 2 Rental Facility Unsupervised Area Partnership compliant due to slopes Possible Improvements: • Replace fence at ball fields • Add trees for shade at walking trail • Consider adding lights at ball field and walking trail Inventory and Analysis - 27Wood + Partners Inc. Eisenhower Park 1488 Eisenhower Drive| Augusta, GA 30904 National Hills Neighborhood | Commission District 7 Current Facility Strengths: • Nicely organized • Proximity to Augusta Canal and Garret Elementary School Quantity/ Size Condition Good Fair Poor Baseball/Softball 8 District Athletic Office 1 Comfort Stations Field 1-4 Field 5-8 2 (1-4) (5-8) Football 1 Playground 1 Shelter 1 Walking Trail 1/3 mile Batting Cages 1 Rental Facility Supervised Area Usage: High Acreage: 26.10 Park Type: Special Purpose Facility Active Overall Rating: Fair Current Facility Weakness: • Scoring tower has roof damage, no elevator, and is not ADA compliant • Athletic Office A/C freezes up and is hot where people are located • Playground and comfort station serving fields 5-8 are not ADA compliant • Football field #4 has no convenient restroom facility • One-way in/one-way out at park is a safety concern • Wooden bleachers are outdated and not up to code Possible Improvements: • Add shade to playground and bring into ADA compliance • Improve comfort station (5-8 fields) to be ADA compliant • Repair vinyl fence at fields and scoring tower roof • Replace wooden bleachers • Add security lights between fields • Add restrooms serving football field #4 • Establish connectivity between park and Augusta Canal property • Could add dog park near canal entrance area • Consider improving parking • Improve signage (wayfinding) • Address one-way in and one-way out circulation concern • Landscape improvements needed • Central space/new connection needs new landscaping and connectivity Inventory and Analysis - 28Wood + Partners Inc. Elliot Park (and Administrative Offices) Usage: High Acreage: 0.96 Park Type: Mini Park Active (once ball field added to Fleming Park) Overall Rating: Good 2027 Lumpkin Road | Augusta, GA 30906 Old Savannah Neighborhood | Commission District 2 Current Facility Strengths: • Nice shade trees and open space • Well used Current Facility Weakness: • No signage on Lumpkin Road. Existing sign obscured by chain link fence • Playgrounds are not ADA compliant, no designated route • Comfort station is not ADA compliant • Administrative office is not ADA compliant Possible Improvements: • Improve signage visibility • Renovate restrooms to be ADA compliant • Consider adding baseball/softball field #5 in with Fleming Park fields for clarity of park branding. Accordingly, include new identification sign • Bring Administration offices into ADA compliance Quantity/ Size Condition Good Fair Poor Administrative/District Of- fice (7,644 sf)1 Comfort Station/Shelter 1 Picnic Area 1 Playgrounds 2 Grills 4 Unsupervised Area Inventory and Analysis - 29Wood + Partners Inc. Fleming Sports Complex, Bernie Ward Center and Athletic Office Usage: High Acreage: 21.43 Park Type: Community Park Overall Rating: Fair 1915 Lumpkin Road | Augusta, GA 30906 Old Savannah Neighborhood | Commission District 2 Current Facility Strengths: • Ball fields irrigated and heavily used for league play • Playground is ADA compliant • Gymnasium used by seniors for walking • Batting cages are in good condition Current Facility Weakness: • No sense of arrival - signage/ branding • Road and parking lots need repair/needs trees and Quantity/ Size Condition Good Fair Poor Athletic Office (w/ (1) bas- ketball court) (4,025 sf)1 Baseball/Softball w/ Press Box 3 - 280’ fields 1 - 200’ field 1 - Field #5 (Elliot Park) 5 (Fields 1-4) (Field #5) (Press box) Batting Cages 1 Basketball 1 Football (baseball outfield(s))1 Playground 1 Soccer (baseball outfield(s))1 Gymnasium (parquay floors) (sf incl. in Community Building) 1 Outdoor Swimming Pool 1 Community Building (w/ club room/facility; steam room; fitness room) (17,955 sf) 1 (Fitness Room) (Steam and Club Room) (Com- munity Building) Picnic Area/Open Space 1 Rental Facility Supervised Area landscaping • No shade for observers • Press box building needs renovation • Baseball Plaza, backstops and fencing need replacement • Restrooms at community building, basketball court, and athletic office are not ADA compliant • Mold on exterior, poor HVAC at community building • Restrooms are not ADA compliant at community building • Water damage in gymnasium • Poor way finding signage at community building interior • Athletic office leaves visitors with poor first impression Possible Improvements: • Add new signage and repave road and parking lots • Add trees and landscaping • Consider adding shade for observers Inventory and Analysis - 30Wood + Partners Inc. Fleming Sports Complex, Athletic Office and Bernie Ward Center (con’t) 1915 Lumpkin Road | Augusta, GA 30906 Old Savannah Neighborhood | Commission District 2 • Renovate scoring tower building and surrounding plaza • Replace fencing and backstops at ball fields • Repave basketball courts and replace fence • Repair HVAC at community building • Bring athletic office and restrooms into ADA compliance • Repair water damage in gymnasium • Demolish or re-purpose asphalt pad outside rear of building for picnic shelter • Add interior way finding signage • Add shade/landscaping at pool with seating area • Renovate/replace tile at Bernie Ward Locker Rooms • Renovate/replace Athletic Office • Add new identification sign to basketball court for clarity of park branding Inventory and Analysis - 31Wood + Partners Inc. Fleming Tennis Center Usage: High Acreage: 17.70 Park Type: Special Purpose Facility Active Overall Rating: Good 1850 Chester Avenue | Augusta, GA 30906 Old Savannah Neighborhood | Commission District 2 Current Facility Strengths: • New tennis courts, fencing and lights • Quantity of tennis courts Current Facility Weakness: • Building and restrooms are not ADA compliant • Broken drinking fountain • Plastic benches - not holding up • No shade for players or observers • Need landscaping • (3) courts have outdated wooden poles • Improve parking • Repaint backboard Possible Improvements: • Bring all facilities into ADA compliance • Repair drinking fountain • Consider new, commercial grade benches • Provide shade for players and observers • Add landscaping • Replace outdated wooden poles for (3) courts • Pave west end parking area • Repaint backboard Quantity/ Size Condition Good Fair Poor Comfort Station 1 Community Building (Mach Academy) (2,565 sf)1 Tennis courts 13 Backboard 1 Supervised Area Partnership Inventory and Analysis - 32Wood + Partners Inc. Garrett Gymnasium Usage: High Acreage: 7.67 Park Type: Special Purpose Facility Active Overall Rating: Good 1110 Eisenhower Drive | Augusta, GA 30904 Lakemont Neighborhood | Commission District 7 Current Facility Strengths: • Relatively new facility • Facility used for wheelchair rugby and basketball • Augusta Recreation offers programs in the evenings and summer camps here Current Facility Weakness: • Lack of parking • Deteriorated asphalt parking lot Possible Improvements: • Expand parking lot and repair existing pavement Quantity/ Size Condition Good Fair Poor Gymnasium (11,008 sf)1 Rental Facility Supervised Area Partnership w/ School (Property of Richmond County Board of Educa- tion) Inventory and Analysis - 33Wood + Partners Inc. Gracewood Park Usage: Medium Acreage: 6.84 Park Type: Neighborhood Park Active Overall Rating: Fair / Poor 2309 Tobacco Road | Augusta, GA 30906 Pepperidge Neighborhood | Commission District 4 Current Facility Strengths: • Building is rented regularly • Trees provide shade for picnic and playground Current Facility Weakness: • Community building and playground are not ADA compliant • Mold on building exterior • Baseball/Softball field is not used - located across road • Basketball court needs resurfacing Possible Improvements: • Bring building and playground into ADA compliance • Power wash building exterior • Resurface basketball court • Repurpose ball field to open space Quantity/ Size Condition Good Fair Poor Baseball/Softball 1 Basketball 1 Community Building (3,360 sf)1 Picnic Area 1 Playground 1 BBQ Pit 1 Rental Facility Unsupervised Area Inventory and Analysis - 34Wood + Partners Inc. Heard Avenue Park Usage: Low Acreage: 1.14 Park Type: Mini Park Passive Overall Rating: Fair Heard Avenue | Augusta, GA 30904 Pendleton King Neighborhood | Commission District 1 Current Facility Strengths: • Trees • Receives a little use Current Facility Weakness: • Lack of facilities • Pendleton King is nearby Possible Improvements: • Add picnic shelter and tables Quantity/ Size Condition Good Fair Poor Open Space & Footbridges 2 Inventory and Analysis - 35Wood + Partners Inc. H.H. Brigham Park Usage: High Acreage: 11.47 Park Type: Community Park Active Overall Rating: Fair 2463 Golden Camp Road | Augusta, GA 30906 Wheeless Road Neighborhood | Commission District 5 Current Facility Strengths: • Well used facilities • Nice diversity of recreation offerings Current Facility Weakness: • Gymnasium roof leaks, floor needs replacement, HVAC needs repair, goals need replacement • Pool lockers need renovation/ expansion Quantity/ Size Condition Good Fair Poor Community Building w/ Commercial Kitchen (22,029 sf) 1 Fitness Room 1 Tennis Courts (w/ lights)2 Walking Track 1/4 mile Gymnasium (sf incl. in Community Building 1 Picnic Shelter 1 Playgrounds 2 Basketball Courts 2 Comfort Station 1 Indoor Swimming Pool (renovated in 1997) (3,441 sf) 1 Senior Center (8,512 sf)1 Rental Facility Supervised Area • Poor visibility into game room at community center • Leaks in community center concessions and kitchen • Community building bathrooms need renovation • Fitness equipment is overly in demand, not enough room in the fitness center • Neighborhood Association room is under utilized • Playground and picnic shelter are not ADA compliant • Senior programs outgrowing center space • Way finding signage needed inside center • Inadequate parking in high demand facility areas Possible Improvements: • Renovate gymnasium: HVAC, add acoustic tiles, fix leaky roof, resurface gym floor, replace goals • Replace and expand lockers at pool • Could Neighborhood Association room be reprogrammed due to under utilization? • Pressure wash buildings to remove mold • Paint exterior of senior building • Add way finding signage in community building • Add landscaping and irrigation Planned Improvements: • Adding outdoor adult exercise equipment to trail Inventory and Analysis - 36Wood + Partners Inc. Hickman Park Usage: Medium Acreage: 1.55 Park Type: Mini Park Active Overall Rating: Fair / Poor 965 Hickman Road | Augusta, GA 30904 Summerville Neighborhood | Commission District 3 Current Facility Strengths: • Children’s Museum is a nice example of public/private partnership • Nice trees, lots of potential • Well organized, neighborhood involvement Current Facility Weakness: • Museum building needs paint and new windows • Playground is not ADA compliant • Cracked sidewalks • Tennis courts need repair, lights are not operable Possible Improvements: • Paint Museum building and replace windows • Repair sidewalks • Repave tennis courts, replace nets and consider replacement of court lights Quantity/ Size Condition Good Fair Poor Imagination Station, Children’s museum (non-profit) (1,419 sf) 1 Picnic Area 1 Playgrounds 2 Tennis (w/ inoperable lights)1 Unsupervised Area Supervised Area (museum only) Partnership Inventory and Analysis - 37Wood + Partners Inc. Hillside Park Usage: Low Acreage: 1.43 Park Type: Mini Park Active Overall Rating: Fair 2101 Telfair Street | Augusta, GA 30904 Harrisburg Neighborhood | Commission District 1 Current Facility Strengths: • Trees and Open Space Current Facility Weakness: • Tennis courts - minimal usage • No shade on playground • Playground is not ADA compliant Possible Improvements: • Re-purpose tennis courts • Add identification signage • Restrict alley vehicle traffic into park Quantity/ Size Condition Good Fair Poor Picnic Area 1 Playground 1 Shelter (small)1 Tennis Courts 2 Unsupervised Area Inventory and Analysis - 38Wood + Partners Inc. Hyde Park Usage: Low Acreage: 4.78 Park Type: Neighborhood Park Active Overall Rating: Poor 2020 Leona Street | Augusta, GA 30901 Old Savannah Neighborhood | Commission District 2 Current Facility Weakness: • Playground not ADA accessible, contains a metal slide • Baseball/softball field is not being used • Contaminated soils • Unpaved parking lot Possible Improvements: • Pave parking lot • Remove/replace metal slide Quantity/ Size Condition Good Fair Poor Baseball/Softball 1 Picnic Area 1 Playground 1 Shelter 1 Basketball 1 Restroom 1 Unsupervised Area Inventory and Analysis - 39Wood + Partners Inc. Jamestown Community Center Usage: High Acreage: 5.36 Park Type: Neighborhood Park Active Overall Rating: Good-Fair 3647 Karleen Road | Hephzibah, GA 30815 Jamestown Neighborhood | Commission District 8 Current Facility Strengths: • Building well maintained inside • General Dynamics sponsored computer lab (21 stations) • Partnership with Neighborhood Association, very successful since 1989 and has strong leadership involvement Quantity/ Size Condition Good Fair Poor Baseball/Softball (no organized games)1 Basketball 1 Community Building (kitchen with hood, computer lab) (6,080 sf) 1 Open Space 1 Picnic Area 1 Playground 1 Shelter 1 BBQ Pit (under renovation)1 Horseshoe Courts 2 Rental Facility Supervised Area Partnership Current Facility Weakness: • No shade at playground • Ball field goes unused (as ball field) • Playground is not ADA compliant • Basketball court not adequately separated from parking lot Possible Improvements: • Bring playground into ADA compliance and provide shade • Consider repurposing ball field to football field with walking trail • Replace existing basketball court goals and add lights in safe new location Inventory and Analysis - 40Wood + Partners Inc. Jones Pool Usage: Low Acreage: 0.46 Park Type: Special Purpose Facility Active Overall Rating: Poor Holley Street | Augusta, GA 30906 Turpin Hill Neighborhood | Commission District 2 Current Facility Strengths: • Used by Boys & Girls Club • Existing Shade structure and slide Current Facility Weakness: • Entire facility needs reinvestment - Cracked deck; Old fencing; Leaky water fountains; Facilities are not ADA compliant; Locker rooms are outdated and need renovation Possible Improvements: • Renovate pool and deck into splash pad • Replace the building and bring into compliance Quantity/ Size Condition Good Fair Poor Swimming Pool w/ slide 1 Pool Building w/ Locker Rooms (3,152 sf)1 Rental Facility Supervised Area Inventory and Analysis - 41Wood + Partners Inc. Lake Olmstead Park/Julian Smith Casino & BBQ Pit Usage: High Acreage: 96.83 Park Type: Regional Park Active/ Passive Overall Rating: Good 2200 Broad Street | Augusta, GA 30904 West End Neighborhood | Commission District 1 Current Facility Strengths: • Beautiful setting • Heavily used facilities • Boat ramp and floating dock appear to be ADA compliant Current Facility Weakness: • BBQ Pit Comfort Station and restrooms are not ADA Quantity/ Size Condition Good Fair Poor Baseball/Softball 1 Comfort Station @ BBQ 1 Julian Smith Casino (1936) (5,566 sf)1 Disc Golf (18 holes)1 Julian Smith BBQ Pit 1 Boat Ramp w/ Floating Dock 1 Open Space 1 Picnic Areas 1 Gazebo 1 Walking Trail 1 Rental Facility Supervised Area Unsupervised Area compliant, need renovation • Casino needs restroom renovation • Gazebo needs repair • Observed vehicle driving down walking trail- need bollards to restrict vehicles Possible Improvements: • Replace fence, dugouts, benches, and backstop at baseball/softball field • Renovate BBQ comfort station/restrooms • Add small paved parking lot at BBQ pit • Casino - Repair handrails at patio, and renovate restrooms • Repair gazebo roof • Add signage indicating canal trail connectivity • Add landscaping, irrigation, lighting • Need bollards to restrict vehicle access to trails • Consider adding additional dock/fishing pier Inventory and Analysis - 42Wood + Partners Inc. Lock and Dam Park Usage: Medium / High Acreage: 38.64 Park Type: Linear Park/ Greenway/ Natural Resource Park Overall Rating: Fair 1853 Lock & Dam Road| Augusta, GA 30906 Industrial Neighborhood | Commission District 1 Current Facility Strengths: • Picnic areas by water with grills, nice setting Quantity/ Size Condition Good Fair Poor Comfort Stations 3 River/Waterfront Pier 1 Open Space 1 Picnic Areas 1 Playground (demolished) Shelters 3 Boat Ramp & Small. Pier 1 Rental Facility Unsupervised Area • Beautiful tree covered property • Boat ramp and small pier are ADA compliant Current Facility Weakness: • Comfort stations are not ADA compliant and are outdated • Fishing pier at lock needs deck repair, fishing platform is crumbling and area is not ADA compliant • Picnic shelter roofs need repair • Pedestrian footbridges need repair (have to “step up” onto bridges) • Slope at dam parking lot may need a barrier/handrail for a change of elevation greater than 30” • Drinking fountains in poor condition • Recommend safety improvements for entry drive Possible Improvements*: • Replace comfort stations with ADA compliant facilities • Bring fishing pier into ADA compliance; replace boardwalk, deck and platform • Add new fish cleaning stations with proper equipment (augering system) • Replace playground with swings • Pressure wash shelters and replace roofs • Repair footbridges • Address code concerns at entry drive and dam parking lot • Replace drinking fountains • Remove rotten railroad tie walls throughout park *Facilities leased from Corps of Engineer Inventory and Analysis - 43Wood + Partners Inc. M.M. Scott Park Usage: Medium Acreage: 11.09 Park Type: Neighborhood Park Active Overall Rating: Good 1601 Flagler Road | Augusta, GA 30909 Belair Neighborhood | Commission District 3 Current Facility Strengths: • Resurfaced basketball court and tennis court • Playground in shade • Trees and setting are nice • Walking trail Current Facility Weakness: • Playground, restrooms, and portion of trail are not ADA compliant Possible Improvements: • Bring facilities into ADA compliance Quantity/ Size Condition Good Fair Poor Basketball (no lights)1 Comfort Station 1 Picnic Area 1 Playground 1 Tennis court (no lights)1 Walking Trail 1 Unsupervised Area Inventory and Analysis - 44Wood + Partners Inc. May Park Usage: High Acreage: 11.89 Park Type: Community Park Active Overall Rating: Fair 622 4th Street | Augusta, GA 30901 May Park Neighborhood | Commission District 1 Current Facility Strengths: • Shade on playground • Large old trees • Used for many community events • Police station contributes to sense of safety Current Facility Weakness: • Ball fields need updated fence, backstop, and player benches • Outdoor basketball court needs repair Quantity/ Size Condition Good Fair Poor Baseball/Softball (w/ lights)2 Basketball 1 Comfort Station 1 Community Building (18,857 sf)1 Football (outfield of baseball)1 Gymnasium (sf incl. in Community Building)1 Picnic Area 1 Playground 1 Open Space 1 Shelter 1 Tennis Courts 2 Walking Trail 1 Batting Cages 1 Rental Facility Supervised Area • Comfort station and playground are not ADA compliant • Community building has leaky roof, kitchen is small and lacks exhaust hood • Shelter needs repair • Tennis courts need resurface and new nets • Walking trail needs repair • Gym needs renovation Possible Improvements: • Replace fencing backstops and players benches at ball fields • Resurface outdoor basketball court • Renovate comfort station • Replace roof on community building and renovate kitchen • Repair/repaint shelter • Resurface tennis courts and replace nets • Repair walking trail • Enhance landscaping/trees and add irrigation (plant additional tree canopy trees along park edge) • Replace gym HVAC and lighting Inventory and Analysis - 45Wood + Partners Inc. McBean Community Park Usage: Medium / High Acreage: 21.46 Park Type: Community Park Active Overall Rating: Good 1155 Hephzibah/McBean Road | Hephzibah, GA 30815 McBean Neighborhood | Commission District 8 Current Facility Strengths: • Trees • Connected to elementary school by paved walkway • Building w/ tower is Quantity/ Size Condition Good Fair Poor Comfort Station 1 Community Building (kitchen, senior center, workout room) (7,188 sf) 1 Community Garden 1 Open Space 1 Picnic Area 1 Playgrounds 2 Shelter w/ Grill 1 Walking Trail 1/6 mile Rental Facility Supervised Area architecturally appealing • Building has room for expansion • Large after school program Current Facility Weakness: • No shade on playgrounds and not ADA compliant, also has storm drainage problems • Not enough space for after school kids or in fitness area Possible Improvements: • Bring playground into ADA compliance, add shade, resolve drainage • Allocate more space for children and fitness activities • Consider modifying fencing around playground to be more inviting Inventory and Analysis - 46Wood + Partners Inc. McDuffie Woods Park Usage: Medium Acreage: 11.77 Park Type: Community Park Active Overall Rating: Poor 3431 Old McDuffie | Augusta, GA 30906 Barton Chapel Neighborhood | Commission District 4 Current Facility Strengths: • Used by community Current Facility Weakness: • Baseball and tennis court unused • Basketball court needs resurfacing and should have an Quantity/ Size Condition Good Fair Poor Multi-Purpose Field (w/ lights)1 Basketball 1 Community Building w/ Senior Center & Fitness Center (18,818 sf) 1 Gymnasium (sf incl. in Community Building)1 Open Space 1 Picnic Area 1 Playground 1 Shelter 1 Tennis Court 1 Rental Facility Supervised Area apron • Community building entrance and restrooms are not ADA compliant, no real sense of entry • Gymnasium roof leaks, floor needs replacement • Playground is not ADA compliant and needs shade • Shelter needs repair/replacement and is not ADA compliant • Not adequate parking Possible Improvements: • Consider repurposing baseball to practice football field • Consider repurposing tennis court to basketball court • Resurface existing basketball court • Bring Community building into ADA compliance, improve restrooms and create better sense of entry • Repair gymnasium roof leaks and replace floor • Bring playground into ADA compliance and add shade • Repair shelter and make ADA compliant • Improve lack of parking Inventory and Analysis - 47Wood + Partners Inc. Meadowbrook Park Usage: Low Acreage: 11.17 Park Type: Neighborhood Park Active Overall Rating: Poor 3638 Meadowlark Road| Augusta, GA 30906 Meadowbrook Neighborhood | Commission District 5 Current Facility Strengths: • Playground w/ trees Current Facility Weakness: • No paved parking • Ball field is not used • Access to park is through existing neighborhood • Playground is not ADA compliant • Perceived safety concerns • Facility kept locked to reduce vandalism Possible Improvements: • Pave parking • Re-purpose ball field • Add entrance and directional signage • Bring playground into ADA compliance Quantity/ Size Condition Good Fair Poor Baseball/Softball 1 Comfort Station w/ shelter 1 Open Space 1 Picnic Area 1 Playground 1 Walking Trail 1/5 mile Unsupervised Area Inventory and Analysis - 48Wood + Partners Inc. Minnick Park Usage: High Acreage: 3.71 Park Type: Neighborhood Park Active Overall Rating: Fair 1850 Kissingbower Road | Augusta, GA 30904 Kissingbower Neighborhood | Commission District 2 Current Facility Strengths: • Connected to adjacent neighborhood Quantity/ Size Condition Good Fair Poor Basketball 1 Comfort Station w/ shelter 1 Community Building (2,193 sf)1 (kitchen) Picnic Area 1 Playground 1 Shelters 2 Grills 3 Rental Facility Unsupervised Area • Recently added recycling compactor Current Facility Weakness: • Parking lot is unpaved • No clear park identification sign • Perimeter fence needs repair/replace • Basketball goals installed in improper location • Comfort station and playground are not ADA compliant • Warming kitchen only (no exhaust hood) • Shelters need repair Possible Improvements: • Pave parking lot and add trees • Add improved park identification sign • Relocate basketball goal to proper location • Bring comfort station and playground into ADA compliance • Paint community building • Repair shelters • Replace with new chain link fence at perimeter • Remove or replace bench • Remove wood fence remnant along back property line Inventory and Analysis - 49Wood + Partners Inc. Newman Tennis Center Usage: High Acreage: 7.82 Park Type: Special Purpose Facility Active Overall Rating: Good 3103 Wrightsboro Road| Augusta, GA 30909 Forest Hills Neighborhood | Commission District 3 Current Facility Strengths: • Well used facility • Well organized site • Tennis courts were recently updated Current Facility Weakness: • Comfort stations/locker rooms are not ADA compliant • Not enough meeting room space • Lights can only go to 16 courts due to FAA regulations • Need more shade/understory replacement trees where removed • Practice wall needs repainting • Unsightly collection of storage buildings • Entry plaza/walks in disrepair Possible Improvements: • Add lights to (2) courts • Improve landscaping/irrigation (add trees where removed) • Repaint practice wall • Consolidate/reduce number of storage buildings for better appearance • Pressure wash pavement, walks and step seats • Replace entry plaza and old benches • Consider clay courts • Add elevator to Pro Shop Building Quantity/ Size Condition Good Fair Poor Picnic Area 1 Tennis Pro Shop, restrooms & Locker Rooms (1,550 sf)1 Shelter 1 Tennis courts (14 lighted incl. 1 stadium court; 4 unlit) 18 Practice Wall 2 Supervised Area Partnership w/ GRU Inventory and Analysis - 50Wood + Partners Inc. Old Government House Usage: Medium Acreage: 0.90 Park Type: Special Purpose Facility Passive Overall Rating: - Good 432 Telfair Street | Augusta, GA 30901 Central Business District | Commission District 1 Current Facility Strengths: • Historical significance • Nice garden • Distinguished boundary • Appears well kept up from outside Quantity/ Size Condition Good Fair Poor Community Building (9,839 sf)1 (outside only) Gardens 1 Rental Facility 1 Supervised Area Current Facility Weakness: • Leaky roof • Needs painting, carpet and drapes • Sidewalks need repair/replacement Possible Improvements: • Replace roof • Paint building • Replace carpet and drapes • Repair/replace sidewalks Inventory and Analysis - 51Wood + Partners Inc. Pendleton King Park Usage: High Acreage: 63.90 Park Type: Regional Park Active Overall Rating: Good 1600 Troupe Street | Augusta, GA 30904 Pendleton King Neighborhood | Commission District 2 Current Facility Strengths: • Great natural beauty • Demonstration planting gardens with QR codes • Disc Golf is well used • Bandstand is memorable/unique • Waterfalls into Lake Elizabeth • Strong volunteer networks Current Facility Weakness: • Comfort stations, playground and wood deck overlook are not ADA compliant • Erosion near bandstand and Lake Elizabeth • Shelters and bandstand need repair Quantity/ Size Condition Good Fair Poor Comfort Stations 2 Disc Golf (18 hole)1 Lake Elizabeth 1 Open Space/Gardens 1 Picnic Areas Playground 1 Shelters 2 Bandstand (Franklin Pavilion)1 Tennis Courts 6 Dog Park 1 Cross Country Trails 2.0 K Basketball (lights, no goals)1 Gardens: Sunken garden- Blue and White colors Touch and smell garden w/ fountain Hydrangea garden w/ Per- gola & Swing Camellia garden Rental Facility Unsupervised Area • Tennis courts not used • Parking concerns at dog park • Trails need repair • Basketball court could be re-purposed/eliminated • Consider updating security lighting Possible Improvements:* • Bring comfort stations, playground, & wood deck overlook into ADA compliance • Repair erosion near Lake Elizabeth • Repair shelter roofs • Repair bandstand roof • Consider re-purposing tennis courts into pickleball courts • Add signage to direct dog park visitors to proper parking areas • Repair trails where damaged • Consider adding shelters on existing court and eliminating basketball court • Consider updating security lighting * Leased until 2017 Inventory and Analysis - 52Wood + Partners Inc. Radford Park/Lake Olmstead Stadium Usage: Park -Low/Stadium-High Acreage: 14.40 Park Type: Neighborhood Park Active Overall Rating: Fair 3 Milledge Road | Augusta, GA 30904 West End Neighborhood | Commission District 1 Current Facility Strengths: • Adjacent park area used as overflow parking for Green Jackets games - unpaved Current Facility Weakness: • Not used as recreation facility Possible Improvements:* • Pave parking * Department has lease/operates through 2017 Quantity/ Size Condition Good Fair Poor Baseball Field (w/ lights) Parking Stadium Inventory and Analysis - 53Wood + Partners Inc. Riverfront Marina Usage: Medium Acreage: 4.96 Park Type: Linear Park/ Greenway/ Natural Resource Park Active Overall Rating: Good 1 Fifth Street | Augusta, GA 30901 Central Business District | Commission District 1 Current Facility Strengths: • Well maintained • Ample shade from trees Current Facility Weakness: • Dock deck needs repair • Nighttime vagrancy concerns at restrooms • Boat ramp needs repair • Concrete walks need repair Possible Improvements:* • Repair dock deck • Control Access/close off restrooms at night • Repair boat ramp • Repair concrete walks need • Consider additional safety cameras• *Lease operations through Augusta Port Authority Quantity/ Size Condition Good Fair Poor Comfort Station 1 Lake/River/Waterfront 1 Public Boat Ramp 1 Boat Slip Rentals & Public Slips 1 Gift Shop (1,024 sf)1 Restroom 1 Unsupervised Area Inventory and Analysis - 54Wood + Partners Inc. Riverwalk Augusta Usage: High Acreage: 9.75 Park Type: Linear Park/ Greenway/ Natural Resource Park Active Overall Rating: - Good Savannah River between 6th & 10th | Augusta, GA 30901 Central Business District | Commission District 1 Current Facility Strengths: • Proximity to waterfront and downtown Quantity/ Size Condition Good Fair Poor Lake/River/Waterfront 1 Comfort Station 1 Picnic Area 1 Playground 1 Display Gardens Bandstand 1 Walking Trail 2 Jessye Norman Amphitheater 1 Unsupervised Area • Beautiful picnic and playground setting; parking is not an issue • Heavily used • Partnership with local garden clubs Current Facility Weakness: • Vacant adjacent property • Lack of enclosure, and somewhat disconnected at points from urban core • Picnic shelters needed • Walking trails at bottom of levee have erosion issues • Improve landscaping and irrigation for aesthetics Possible Improvements: • Create clear connection to nearby parks, trails, and commercial/residential areas • Landscaping and irrigation systems need overhauled • Adjacent vacant property is being repurposed • Painting needed on railing • Consider additional docking • Improve accessibility Inventory and Analysis - 55Wood + Partners Inc. Sand Hills Park Usage: Medium Acreage: 2.63 Park Type: Neighborhood Park Active Overall Rating: Good 2540 Wheeler Road| Augusta, GA 30904 Sand Hills Neighborhood | Commission District 1 Current Facility Strengths: • Well kept building interior • Community building and playground appear to be ADA compliant • Shelter roof is connected to community center w/ open breezeway Current Facility Weakness: • Exercise room is small • Comfort station needs identification sign, has graffiti inside and may not be ADA compliant • No shade at playground • No shade on walking trail • Shelter needs painting Possible Improvements: • Comfort station - add identification sign, remove graffiti and bring into ADA compliance • Add shade to playground and trees to walking trail • Paint shelter • Repair fencing Quantity/ Size Condition Good Fair Poor Community Building (9,668 sf)1 Comfort Station 1 Picnic Area 1 Playground 1 Open Space 1 Outdoor Walking Trail 1/4 mile Shelter 1 Rental Facility Supervised Area Inventory and Analysis - 56Wood + Partners Inc. Sue Reynolds Park Usage: Bldg-Low/Fields- Medium Acreage: 8.88 Park Type: Special Purpose Facility Active Overall Rating: Fair 1345 Community Park Road | Augusta, GA 30909 Belair Neighborhood | Commission District 3 Current Facility Strengths: • Fields adequately maintained • Facility leased to Arsenal Soccer Current Facility Weakness: • Community building is not ADA compliant and is high maintenance • Entry road & parking are not paved Possible Improvements: • Pave entry road & parking lot • Continue leasing arrangement Quantity/ Size Condition Good Fair Poor Community Building (Rental Facility) (2,232 sf)1 Soccer fields (lower level field w/ lights)2 Unsupervised Area Inventory and Analysis - 57Wood + Partners Inc. Tanglewood Park Usage: Low Acreage: 0.42 Park Type: Mini Park Active Overall Rating: Fair 3300 Tanglewood Drive | Augusta, GA 30909 Lake Aumond Neighborhood | Commission District 5 Current Facility Strengths: • Trees Current Facility Weakness: • Playground and picnic are not ADA compliant Possible Improvements: • Bring into ADA compliance Quantity/ Size Condition Good Fair Poor Playground 1 Picnic Area 1 Unsupervised Area Inventory and Analysis - 58Wood + Partners Inc. The Boathouse Usage: High Acreage: 10.51 Park Type: Special Purpose Facility Active Overall Rating: Good 101 Riverfront Drive| Augusta, GA 30901 East Augusta | Commission District 1 Current Facility Strengths: • Beautiful setting on river • Highly used facility • Open space used for special events Current Facility Weakness: • Front railing needs replacement • Building is not ADA compliant • Wood rot needs repair Possible Improvements: • Renovation underway (during site visit) • Provide new metal railing at front • Repair wood rot • Replace carpet, tile, elevator to Boathouse Quantity/ Size Condition Good Fair Poor Community Building (10,663 sf)1 Riverfront 1 Riverkeeper’s Office 1 Picnic Shelter Lease Facility Rental Facility Supervised Area Inventory and Analysis - 59Wood + Partners Inc. Valley Park Usage: Low Acreage: 1.52 Park Type: Mini Park Active Overall Rating: Poor 1805 East Valley Park | Augusta, GA 30909 North Leg Neighborhood | Commission District 2 Current Facility Strengths: • Central neighborhood location Current Facility Weakness: • Poorly maintained • Very open and hot Possible Improvements: • Currently under design • Add children’s playground equipment, picnic shelter and walking track • Convert tennis courts to dog park and install bollards • Add benches at picnic table • Planned for SPLOST improvements Quantity/ Size Condition Good Fair Poor Tennis Court 1 Picnic Area 1 Unsupervised Area Inventory and Analysis - 60Wood + Partners Inc. W.T. Johnson Community Center Usage: Medium Acreage: 3.49 Park Type: Neighborhood Park Active Overall Rating: Fair / Poor 1606 Hunter Street| Augusta, GA 30901 Turpin Hill Neighborhood | Commission District 1 Current Facility Strengths: • Heavily used facility as summer camp • Boys & Girls Club serves dinner to kids • Located adjacent to Beulah Grove Church and School Current Facility Weakness: • Ball field unused, not maintained, and fencing is in poor condition • Playground consists of only swings and is not ADA compliant • Community Center Building is not ADA compliant • Gymnasium bleachers are in poor condition Possible Improvements: • Re-purpose or program ball field. If retained, repair, fencing and field • Add playground equipment and bring into ADA compliance • Bring center into ADA compliance • Install new gymnasium bleachers • Install landscape, irrigation, and shade • Potential for multiple and/or enhanced partnerships Quantity/ Size Condition Good Fair Poor Baseball/Softball 1 Playground 1 Community Center (18,435 sf)1 Gymnasium (sf incl. in Community Center)1 Supervised Area Inventory and Analysis - 61Wood + Partners Inc. Warren Road Community Center Usage: High Acreage: 9.43 Park Type: Community Park Active Overall Rating: Good / Fair 300 Warren Road | Augusta, GA 30907 Montclair Neighborhood | Commission District 7 Current Facility Strengths: • Trees have been retained and provide shade to facilities • Additional and separate parking lot is available for tennis courts • New A/C and bleachers at Quantity/ Size Condition Good Fair Poor Basketball 1 Comfort Station 1 Community Building (17,248 sf)1 Gymnasium (sf incl. in Community Building)1 Picnic Area 1 Playgrounds 2 Shelter 1 Tennis Courts 3 Outdoor Walking Trail (1/4 mile)1/4 mile Rental Facility Supervised Area Gymnasium Current Facility Weakness: • No handrails on (3) footbridges and they are not level • Walks adjacent to parking lot are cracked • Basketball court is located next to playground • Comfort station needs repair/replacement • Community building not ADA compliant • Weight room and steam room non functional • Playground not ADA compliant • Shelter is rusty, one corner is smashed in and pad is cracked • Tennis court fencing needs to be replaced Possible Improvements: • Replace turndown walks along parking lot • Add barrier between basketball court and playground to separate sounds • Separate basketball from walking trail • Resurface basketball court, add new lights and fencing • Replace comfort station • Bring community building into ADA compliance; need restrooms replaced • Convert weight room and steam rooms into usable space • Bring playground into ADA compliance • Repair shelter • Replace tennis court fencing Inventory and Analysis - 62Wood + Partners Inc. West Vineland Park Usage: Medium Acreage: 1.04 Park Type: Mini Park Active Overall Rating: Fair 239 West Vineland | Augusta, GA 30904 Lakemont Neighborhood | Commission District 7 Current Facility Strengths: • Shaded picnic area and playground • Large open space Current Facility Weakness: • Playground is not ADA compliant • Limited diversity in playground equipment • Tennis court fencing needs replaced • No parking available Possible Improvements: • Add playground equipment and bring into ADA compliance • Replace fence at tennis court Quantity/ Size Condition Good Fair Poor Picnic Area 1 Playground 1 Tennis 1 Unsupervised Area Inventory and Analysis - 63Wood + Partners Inc. Wood Park Usage: High Acreage: 3.30 Park Type: Neighborhood Park Active Overall Rating: Good 1898 Highland Avenue | Augusta, GA 30904 Highland Park Neighborhood | Commission District 2 Current Facility Strengths: • Nice walking trail • Splash pad is a nice asset Current Facility Weakness: • No shade in parking lot • Parking lot is separated from playground, walking trail and basketball court by community building • No shade on playground and not ADA compliant • Drinking fountains out of order • Consider comfort station improvement Possible Improvements: • Add trees to parking lot • Add walkways to connect park elements to parking lot • Add shade to playground and bring into ADA compliance • Consider comfort station improvement Quantity/ Size Condition Good Fair Poor Basketball 1 Community Building (4,779 sf)1 Open Space 1 Picnic Area 1 Playground 1 Splash Pad 1 Walking Trail 1/4 mile Rental Facility Supervised Area Inventory and Analysis - 64Wood + Partners Inc. Wood Street Park Usage: Low Acreage: 7.60 Park Type: Special Purpose Facility Active Overall Rating: Fair 200 Wood Street| Augusta, GA 30904 West End Neighborhood | Commission District 1 Current Facility Strengths: • Rugby team maintains field • Unique park attraction (BMX) Current Facility Weakness: • Parking lot is unpaved • Fence and gate need replacement; need entry gate for controlled access of parking lot • Comfort station is not ADA compliant Possible Improvements: • Pave parking lot • Replace fence and gate; add entry gate along Division St. into parking lot • Bring comfort station into ADA compliance Quantity/ Size Condition Good Fair Poor Rugby Field 1 Comfort Station 1 BMX Tower (w/ lights)1 Unsupervised Area Inventory and Analysis - 65Wood + Partners Inc. Woodlake Park Usage: Medium Acreage: 5.20 Park Type: Mini Park Active Overall Rating: Fair / Poor 2622 Crosscreek Road, Hephzibah, GA 30815 Windsor Spring Neighborhood | Commission District 5 Current Facility Strengths: • Neighborhood Association meets here • Tree shaded playground and park areas Current Facility Weakness: • Walks are steeply sloped at entrance • No off-street parking and limited/non-striped on-street parking • Playground is not ADA compliant • Tennis court is disconnected, not used and has no net • Wooden boardwalk to unused tennis court/basketball area needs repair Possible Improvements: • Provide on-street parking • Bring playground into ADA compliance • Consider removing tennis and basketball courts • Consider expanding walking trail • Repair wooden boardwalk where needed Quantity/ Size Condition Good Fair Poor Picnic Area 1 Playground 1 Shelter 1 Tennis court 1 Swing Set 1 Unsupervised Area City of Augusta, Georgia - Recreation and Parks Master Plan Appendix D – Trails Development Master Plan - 158 APPENDIX D – TRAILS DEVELOPMENT MASTER PLAN TRAILS MASTER PLAN The Trails Master Plan shows existing and recommended trails throughout Richmond County. The trails are further identified as being either dedicated greenway trails, roadways with separate trails, or where trails share the roadway (bike lanes or “shareways”). The plan incorporates proposed recommendations based on the 2012 Augusta Regional Transportation Study (ARTS) along with existing trail and greenspace data provided by Augusta’s IT-GIS Division. Recommended trails were planned based on community needs, demographics and physical analysis, and with a focus on destinations such as parks, open space, schools, commercial areas, and regional trail systems. The Priority Trails Master Plan depicts trails that should be considered first for development. These priority trails would create an important major trail loop around Richmond County, linking many existing parks providing access to many destinations within Augusta and Richmond County. The Department should coordinate the timing and funding associated with the construction of the priority trails with others that have a vested interest in connectivity such as the Augusta Engineering Department (AED), Augusta Regional Transportation Committee, Augusta Canal Authority (ACA), and the Central Savannah River Land Trust. The priority route/loop has been divided into sections and the associate cost estimates are provided below in Table D1. These sections are in no particular prioritized order. Both maps are provided in this appendix. Table D1 - Priority Route Summary Section Type Length (mi.) Estimated Costs* Raes Creek Trail Greenway/Trail 2.78 $2,220,000 Butler Creek Trail Greenway/Trail 11.16 $8,925,000 West Riverwalk Extension Greenway/Trail 0.44 Currently under design (ACA) East Riverwalk Extension Greenway/Trail 8.79 $7,032,000 Barton Chapel Road Separate Bike Lane 2.29 $34,500 Wrightsboro Road Separate Bike Lane 0.56 2016 planned construction (AED) Marks Church Road Shared Road 1.37 2016 planned construction (AED) Robert C Daniel Parkway Greenway/Trail 0.83 $663,900 Skinner Mill Road Shared Road 0.85 $5,500 Cabela Drive Shared Road 0.72 $4,700 * Estimated costs obtained from unit costs provided in the 2012 Augusta Regional Transportation Study (ARTS). All costs are general planning-level cost opinions. Additional costs such as engineering, environmental, right of way, and contingency are not included. City of Augusta, Georgia - Recreation and Parks Master Plan Appendix D – Trails Development Master Plan - 159 WATER TRAILS While the development or assessment of water trails, specifically, was not within the scope of this master planning assignment, Augusta has a very unique and special asset in the Augusta Canal. Therefore, the planning team felt that it is important to highlight and include herein. A summary page and related map from the Georgia River Network website has been included after the Trails Master Plan maps. WORKING TOGETHER GEORGIA. RIVER FOR HEAL THY RIVERS NETWORK Home Experience Your River Protect Your River Make a Difference Augusta Canal Water Trail Information Built in 1845 to harness the Savannah River for manufacturing power, the historic Augusta Canal Heritage Area features several 19th century historic buildings but many areas along its banks have returned to a more natural state. The Augusta Canal's first level is a 7.5-mile corridor that follows the best-preserved industrial canal of its kind remaining in the South. The Canal's first level is an easy beginner paddle on moving flatwater with some current. This level ends near downtown Augusta. Use caution at mill intakes, gates and when approaching the Lake Olmstead bulkhead gate at mile 5. Events gawatertrails.org The canal's second and third levels pass through downtown Augusta through a series of gates and bulkheads and are not easily accessed. These sections are dangerous for paddlers due to irregular flows and the man man-made obstacles. River Basin Savannah Distance 7.5 miles Access Points 4 Classification of Trail Class I -Moving Flat water with 5 to 6 knot current Outfitters Petersburg Boat Tours Broadway Bait & Tackle Savannah Rapids Kayak Rental Cole Watkins Tours Escape Outdoors River Cat Kayaks (706-564-4233) Website Augusta Canal National Heritage Area http://www.augustacanal.com/visit-activities.php Map View Google Map About Us Looking for Something? ESTABLISHED WATER TRAILS IN GEORGIA Altamaha River Canoe Trail Augusta Canal Broad River Water Trail Chattahoochee River National Water Trail Chattooga Wild and Scenic River Coosawattee River Blue Trail (North Georgia Water Trail) Dub Denman Canoe Trail (Tallapoosa River Water Trail) Etowah River Water Trail Gainesville Upper Lanier Water Trail Ocmulgee River Water Trail Okefenokee Wilderness Area Canoe Trails Southeast Coast Saltwater Paddling Trail Toccoa River Canoe Trail Upper Chattahoochee River Water Trail Yellow River Water Trail City of Augusta, Georgia - Recreation and Parks Master Plan Appendix E – Park and Facility Prototype Cost Analyses - 160 APPENDIX E – PARK AND FACILITY PROTOTYPE COST ANALYSES Attached on the following pages. * All cost estimates provided herein are based on 2016 costs. Augusta Recreation Master Plan - Park Prototype Cost Analysis PARK PROTOTYPE COST ANALYSIS Mini Park- 1 Acre NO. DESCRIPTION QUANTITY UNIT UNIT COST SUBTOTAL 1 Sitework A Clearing & Grubbing 0.5 AC @ $6,000.00 $3,000 B Fill 480 CY @ $24.00 $11,520 C Grading, Drainage & Eros. Contr. (0.25 acres) 1210 SY @ $5.20 $6,292 Subtotal $20,812 2 Utilities A Storm Drainage 1 LS @ $7,000.00 $7,000 C Water Service 1 LS @ $6,000.00 $6,000 D Power 1 LS @ $4,000.00 $4,000 Subtotal $17,000 3 Paving A Walks-concrete, 40 LF @ 6' Wide 240 SF @ $5.00 $1,200 Subtotal $1,200 4 Landscaping A Grassing-Seed 21780 SF @ $0.10 $2,178 B Trees & Shrubs 1 LS @ $5,000.00 $5,000 C Irrigation 1 LS @ $1,000.00 $1,000 Subtotal $8,178 5 Site Furnishings A Bench 1 EA @ $1,750.00 $1,750 B Trash Receptacle 1 EA @ $1,300.00 $1,300 C Bicycle Rack 1 EA @ $1,800.00 $1,800 D Drinking Fountain 1 EA @ $4,000.00 $4,000 Subtotal $8,850 6 Lighting A Light Standard 2 EA @ $2,500.00 $5,000 B Equipment & Pedestal 1 LS @ $2,500.00 $2,500 C 40% for Trenching, Wiring, Equip & Misc. 1 LS @ $3,000.00 $3,000 Subtotal $10,500 7 Signage A Park Identification Signage 1 LS @ $8,500.00 $8,500 Subtotal $8,500 Augusta Recreation Master Plan - Park Prototype Cost Analysis NO. DESCRIPTION QUANTITY UNIT UNIT COST SUBTOTAL 8 Park Facilities/Amenities A Picnic Area 1 EA @ $18,975.00 $18,975 B Playground 1 EA @ $122,054.00 $122,054 Subtotal $141,029 9 Contigency A 15% Contingency (excludes Park Amenities) 1 LS $32,410 Subtotal $32,410 10 Summary- Mini Park Cost Analysis 1 Sitework $20,812 2 Utilities $17,000 3 Paving $1,200 4 Landscaping $8,178 5 Site Furnishings $8,850 6 Lighting $10,500 7 Signage $8,500 8 Park Facilities/Amenities $141,029 9 Contingency $32,410 Total Cost- Mini Park $248,479 Augusta Recreation Master Plan - Park Prototype Cost Analysis PARK PROTOTYPE COST ANALYSIS Neighborhood Park- 5 Acres NO. DESCRIPTION QUANTITY UNIT UNIT COST SUBTOTAL 1 Sitework A Clearing & Grubbing 2 AC @ $6,000.00 $12,000 B Fill 2400 CY @ $24.00 $57,600 C GradingDrainage & Eros. Contr. (0.75 acres) 3630 SY @ $5.20 $18,876 Subtotal $88,476 2 Utilities A Storm Drainage 1 LS @ $35,000.00 $35,000 B Sanitary 1 LS @ $30,000.00 $30,000 C Water Service 1 LS @ $30,000.00 $30,000 D Power 1 LS @ $20,000.00 $20,000 Subtotal $115,000 3 Paving A Walks-concrete, 200 LF @ 6' Wide 1200 SF @ $5.00 $6,000 B Parking-asph., 450 S.F. per space, 100 spaces 5000 SY @ $27.00 $135,000 Subtotal $141,000 4 Buildings A Restrooms 800 SF @ $180.00 $144,000 Subtotal $144,000 5 Landscaping A Grassing-Seed 87120 SF @ $0.10 $8,712 B Trees & Shrubs 1 LS @ $25,000.00 $25,000 C Irrigation 1 LS @ $4,500.00 $4,500 Subtotal $38,212 6 Site Furnishings A Bench 4 EA @ $1,750.00 $7,000 B Trash Receptacle 1 EA @ $1,300.00 $1,300 C Bicycle Rack 2 EA @ $1,800.00 $3,600 D Drinking Fountain 1 EA @ $4,000.00 $4,000 Subtotal $15,900 7 Lighting A Light Standard 6 EA @ $2,500.00 $15,000 B Equipment & Pedestal 1 LS @ $2,500.00 $2,500 C 40% for Trenching, Wiring, Equip & Misc. 1 LS @ $7,000.00 $7,000 Subtotal $24,500 8 Signage A Park Identification Signage 1 LS @ $8,500.00 $8,500 B Traffic Signage 1 LS @ $1,500.00 $1,500 Subtotal $10,000 Augusta Recreation Master Plan - Park Prototype Cost Analysis NO. DESCRIPTION QUANTITY UNIT UNIT COST SUBTOTAL 9 Park Facilities/Amenities A Picnic Area 1 EA @ $18,975.00 $18,975 B Playground 1 EA @ $122,054.00 $122,054 C Baseball Field 1 EA @ $430,141.00 $430,141 D Basketball Court 1 EA @ $54,326.00 $54,326 Subtotal $625,496 10 Contigency A 15% Contingency (excludes Park Amenities) 1 LS $86,563 Subtotal $86,563 11 Summary- Neighborhood Park Cost Analysis 1 Sitework $88,476 2 Utilities $115,000 3 Paving $141,000 4 Buildings $144,000 5 Landscaping $38,212 6 Site Furnishings $15,900 7 Lighting $24,500 8 Signage $10,000 9 Park Facilities/Amenities $625,496 10 Contingency $86,563 Total Cost- Neighborhood Park $1,289,147 Augusta Recreation Master Plan - Park Prototype Cost Analysis PARK PROTOTYPE COST ANALYSIS Regional Park - 50+ Acres NO. DESCRIPTION QUANTITY UNIT UNIT COST SUBTOTAL 1 Sitework A Clearing & Grubbing 20 AC @ $6,000.00 $120,000 B Fill 24000 CY @ $24.00 $576,000 C Grading, Drainage & Eros. Control 36300 SY @ $5.20 $188,760 Subtotal $884,760 2 Utilities A Storm Drainage 1 LS @ $350,000.00 $350,000 B Sanitary 1 LS @ $300,000.00 $300,000 C Water Service 1 LS @ $300,000.00 $300,000 D Power 1 LS @ $200,000.00 $200,000 Subtotal $1,150,000 3 Paving A Walks-concrete, 2000 LF @ 6' Wide 12000 SF @ $5.00 $60,000 B Parking-asphalt, 450 S.F. per space, 500 spaces 25000 SY @ $27.00 $675,000 Subtotal $735,000 4 Buildings A Pressbox & Restrooms/Concessions 1 LS @ $375,000.00 $375,000 B Restrooms 800 SF @ $180.00 $144,000 C Picnic Shelter (20' x 20') 1 LS @ $31,963.00 $31,963 D Maintenance Building 2000 SF @ $85.00 $170,000 Subtotal $720,963 5 Landscaping A Grassing-Seed 871200 SF @ $0.10 $87,120 B Trees & Shrubs 1 LS @ $250,000.00 $250,000 C Irrigation 1 LS @ $45,000.00 $45,000 Subtotal $382,120 6 Site Furnishings A Bench 40 EA @ $1,750.00 $70,000 B Trash Receptacles 10 EA @ $1,300.00 $13,000 C Bicycle Rack 20 EA @ $1,800.00 $36,000 D Drinking Fountain 10 EA @ $4,000.00 $40,000 Subtotal $159,000 7 Lighting A Light Standard 60 EA @ $2,500.00 $150,000 B Equipment & Pedestal 1 LS @ $25,000.00 $25,000 C 40% for Trenching, Wiring Equip & Misc. 1 LS @ $70,000.00 $70,000 Subtotal $245,000 Augusta Recreation Master Plan - Park Prototype Cost Analysis NO. DESCRIPTION QUANTITY UNIT UNIT COST SUBTOTAL 8 Signage A Park Identification Signage 2 LS @ $8,500.00 $17,000 B Traffic Signage 10 LS @ $1,500.00 $15,000 Subtotal $32,000 9 Park Facilities/ Amenities A Ballfields (See Pressbox/RR/Con. Cost Above) 4 EA @ $430,141.00 $1,720,564 B Picnic Area (See shelter cost above) 1 EA @ $18,975.00 $18,975 C Playgrounds 2 EA @ $122,054.00 $244,108 D Basketball Courts 2 EA @ $54,326.00 $108,652 E Outdoor Swimming Pool 1 EA @ $575,575.00 $575,575 F Leisure Trails 5 MI @ $145,728.00 $728,640 Subtotal $3,396,514 10 Contigency A 15% Contingency (excludes Park Amenities) 1 LS $646,326 Subtotal $646,326 11 Summary- Regional Park Cost Analysis 1 Sitework $884,760 2 Utilities $1,150,000 3 Paving $735,000 4 Buildings $720,963 5 Landscaping $382,120 6 Site Furnishings $159,000 7 Lighting $245,000 8 Signage $32,000 9 Park Facilities/ Amenities $3,396,514 10 Contingency $646,326 Total Cost- Regional Park $8,351,683 Augusta Recreation Master Plan - Park Prototype Cost Analysis PARK PROTOTYPE COST ANALYSIS Community Park - 15 Acres NO. DESCRIPTION QUANTITY UNIT UNIT COST SUBTOTAL 1 SITEWORK A Clearing & Grubbing 6 AC @ $6,000.00 $36,000 B Fill 7200 CY @ $24.00 $172,800 C Grading, Drainage & Eros. Control 10890 SY @ $5.20 $56,628 Subtotal $265,428 2 Utilities A Storm Drainage 1 LS @ $105,000.00 $105,000 B Sanitary 1 LS @ $90,000.00 $90,000 C Water Service 1 LS @ $90,000.00 $90,000 D Power 1 LS @ $60,000.00 $60,000 SUBTOTAL $345,000 3 Paving A Walks-concrete, 600 LF @ 6' Wide 3600 SF @ $5.00 $18,000 B Parking-asphalt, 450 S.F. per space, 250 spaces 12500 SY @ $27.00 $337,500 Subtotal $355,500 4 Buildings A Restrooms 800 SF @ $180.00 $144,000 B Picnic Shelter (20' x 20') 1 LS @ $31,963.00 $31,963 Subtotal $175,963 5 Landscaping A Grassing-Seed 261360 SF @ $0.10 $26,136 B Trees & Shrubs 1 LS @ $75,000.00 $75,000 C Irrigation 1 LS @ $13,500.00 $13,500 Subtotal $114,636 6 Site Furnishings A Bench 12 EA @ $1,750.00 $21,000 B Trash Receptacle 3 EA @ $1,300.00 $3,900 C Bicycle Rack 6 EA @ $1,800.00 $10,800 D Drinking Fountain 2 EA @ $4,000.00 $8,000 Subtotal $43,700 7 Lighting A Light Standard 18 EA @ $2,500.00 $45,000 B Equipment & Pedestal 1 LS @ $7,500.00 $7,500 C 40% for Trenching, Wiring Equip & Misc. 1 LS @ $21,000.00 $21,000 Subtotal $73,500 Augusta Recreation Master Plan - Park Prototype Cost Analysis NO. DESCRIPTION QUANTITY UNIT UNIT COST SUBTOTAL 8 Signage A Park Identification Sign 1 LS @ $8,500.00 $8,500 B Traffic Signage 3 EA @ $1,500.00 $4,500 Subtotal $13,000 9 Facilities A Leisure Trail- 1 Mile 1 EA @ $145,728.00 $145,728 B Picnic Area (See Shelter Cost Above) 1 EA @ $18,975.00 $18,975 C Playground 1 EA @ $122,054.00 $122,054 D Basketball Court 2 EA @ $54,326.00 $108,652 E Baseball Field 2 EA @ $430,141.00 $860,282 F Community Center with Gym/ Senior Cntr. 17000 SF @ $120.00 $2,040,000 Subtotal $3,295,691 10 Contigency A 15% Contingency (excludes Park Amenities) 1 LS $208,009 Subtotal $208,009 11 Summary- Community Park Cost Analysis 1 Sitework $265,428 2 Utilities $345,000 3 Paving $355,500 4 Buildings $175,963 5 Landscaping $114,636 6 Site Furnishings $43,700 7 Lighting $73,500 8 Signage $13,000 9 Facilities $3,295,691 10 Contingency $208,009 Total Cost- Community Park $4,890,427 Augusta Recreation Master Plan - Park Prototype Cost Analysis PARK PROTOTYPE COST ANALYSIS Dog Park (Stand Alone) NO. DESCRIPTION QUANTITY UNIT UNIT COST SUBTOTAL 1 Sitework A Clearing & Grubbing 0.5 AC @ $6,000.00 $3,000 B Fill 200 CY @ $24.00 $4,800 C Grading, Drainage & Eros. Control 2517 SY @ $5.20 $13,088 Subtotal $20,888 2 Utilities A Storm Drainage 1 LS @ $5,000.00 $5,000 B Water Service 1 LS @ $7,000.00 $7,000 Subtotal $12,000 3 Paving A Walks, 200 LF @ 6' Wide 1200 SF @ $5.00 $6,000 B Parking- 450 S.F. per space, 20 spaces 1000 SY @ $27.00 $27,000 Subtotal $33,000 4 Landscaping A Grassing-Sprigs 21780 SF @ $0.20 $4,356 B Trees & Shrubs 1 LS @ $25,000.00 $25,000 C Irrigation 1 LS @ $4,500.00 $4,500 Subtotal $33,856 5 Site Furnishings A Benches 4 EA @ $1,750.00 $7,000 B Trash Receptacles 2 EA @ $1,300.00 $2,600 C Pet Waste Stations 2 EA @ $300.00 $600 D Drinking Fountains (pet friendly) 2 EA @ $4,500.00 $9,000 Subtotal $19,200 6 Lighting A Light Standard 3 EA @ $2,500.00 $7,500 B Equipment & Pedestal 1 LS @ $1,500.00 $1,500 C 40% for Trenching, Wiring, Equip. & Misc. 1 LS @ $3,000.00 $3,000 Subtotal $12,000 7 Facilities A "Bark Park" Facilities 1 LS @ $15,000.00 $15,000 B Small Shelter (10' x 10') 1 EA @ $10,000.00 $10,000 C Fences- 4' ht. chain link vinyl coated 750 LF @ $20.00 $15,000 D Gates- 4' ht. chain link vinyl coated 2 EA @ $685.00 $1,370 Subtotal $41,370 8 Signage A Park Identification Sign 1 EA @ $8,500.00 $8,500 B Traffic Signage 1 LS @ $1,500.00 $1,500 Subtotal $10,000 Augusta Recreation Master Plan - Park Prototype Cost Analysis NO. DESCRIPTION QUANTITY UNIT UNIT COST SUBTOTAL 9 Contingency A 15% Contingency (excludes Park Facilities) 1 LS @ $21,142 $21,142 Subtotal $21,142 10 Summary- Dog Park Improvements Cost Analysis 1 Sitework $20,888 2 Utilities $12,000 3 Paving $33,000 4 Landscaping $33,856 5 Site Furnishings $19,200 6 Lighting $12,000 7 Facilities $41,370 8 Signage $10,000 9 Contingency $21,142 Total Cost- Dog Park Improvements $203,456 Augusta Recreation Master Plan - Park Prototype Cost Analysis PARK PROTOTYPE COST ANALYSIS Skateboard Park NO. DESCRIPTION QUANTITY UNIT UNIT COST SUBTOTAL 1 Sitework A Clearing & Grubbing 0.5 AC @ $6,000.00 $3,000 B Fill 150 CY @ $16.00 $2,400 C Grading, Drainage & Eros. Control (2 acres) 291 SY @ $5.20 $1,513 Subtotal $6,913 2 Utilities A Storm Drainage 1 LS @ $6,000.00 $6,000 Subtotal $6,000 3 Paving A Walks, 1200 LF @ 6' Wide 1200 SF @ $5.00 $6,000 B Parking- 450 S.F. per space, 25 spaces 1250 SY @ $27.00 $33,750 Subtotal $39,750 4 Buildings A Restrooms 800 SF @ $200.00 $160,000 Subtotal $160,000 5 Landscaping A Grassing-Sprigs 2500 SF @ $0.20 $500 B Trees & Shrubs 1 LS @ $7,000.00 $7,000 C Irrigation 1 LS @ $2,700.00 $2,700 Subtotal $10,200 6 Site Furnishings A Bench 2 EA @ $1,750.00 $3,500 B Trash Receptacles 2 EA @ $1,300.00 $2,600 C Bicycle Rack 2 EA @ $1,800.00 $3,600 D Drinking Fountain 1 EA @ $4,000.00 $4,000 Subtotal $13,700 7 Lighting A Light Standard 3 LS @ $2,500.00 $7,500 B Equipment & Pedestal 1 LS @ $1,500.00 $1,500 C 40% for Trenching, Wiring Equip & Misc. 1 LS @ $3,000.00 $3,000 Subtotal $12,000 Augusta Recreation Master Plan - Park Prototype Cost Analysis NO. DESCRIPTION QUANTITY UNIT UNIT COST SUBTOTAL 8 Signage A Park Identification & Locational Signage 1 EA @ $8,500.00 $8,500 B Traffic Signage 1 LS @ $1,500.00 $1,500 Subtotal $10,000 9 Facilities A Ramps (+ see above for slab cost) 1 LS @ $70,000.00 $70,000 B Concrete Skate Pad 22500 SF @ $4.50 $101,250 Subtotal $171,250 10 Contingency A 15% Contingency (excludes Park Facilities) 1 $38,784 Subtotal $38,784 11 Summary- Skateboard Park Cost Analysis 1 Sitework $6,913 2 Utilities $6,000 3 Paving $39,750 4 Buildings $160,000 5 Landscaping $10,200 6 Site Furnishings $13,700 7 Lighting $12,000 8 Signage $10,000 9 Facilities $171,250 10 Contingency $38,784 Total - Skateboard Park $468,598 Augusta Recreation Master Plan - Facility Prototype Cost Analysis Jan. 2016 NO. DESCRIPTION QUANTITY UNIT UNIT COST SUBTOTAL 1 BASEBALL FIELD A Clearing & Grubbing 1.66 AC @ $6,000.00 $9,960 B Fill 3000 CY @ $24.00 $72,000 C Grading, Drainage & Erosion Control 8100 SY @ $5.20 $42,120 D Grassing-Sprigs 62545 SF @ $0.20 $12,509 E Surfacing- Sand clay infield 300 CY @ $25.00 $7,500 F Irrigation 62545 SF @ $0.60 $37,527 G Lighting 1 LS @ $110,000.00 $110,000 H Fencing, 6' Vinyl Coated Chain Link 1050 LF @ $25.00 $26,250 I Backstop (30'back,10' wings, w/ hood) 130 LF @ $155.00 $20,150 J Field Equip. (bags, home plate, rubber) 1 LS @ $1,500.00 $1,500 K Foul line markers 1 PR @ $2,500.00 $2,500 L Players Bench 2 EA @ $1,250.00 $2,500 M Dugout Shelter 2 EA @ $12,500.00 $25,000 N Bleachers- 5 row, 50 seats 2 EA @ $5,500.00 $11,000 O 15% Contingency $57,077 SUBTOTAL $437,593 2 BASKETBALL COURT (OUTDOOR) A Clearing & Grubbing 0.16 AC @ $6,000.00 $960 B Grading, Drainage & Erosion Control 810 SY @ $5.20 $4,212 C Surfacing (2.5" thick asphalt, incl. base) 800 SY @ $27.00 $21,600 D Painted Court Markings 1 LS @ $800.00 $800 E Backboard & Post 1 PR @ $4,500.00 $4,500 F Fencing- 10' High Chain Link, vinyl coat 348 LF @ $45.00 $15,660 G Gate- 7' High 1 EA @ $1,200.00 $1,200 H 15% Contingency $7,340 SUBTOTAL $56,272 3 RECREATION CENTER w/ GYMNASIUM A Building, gymnasium 17000 GSF @ $180.00 $3,060,000 (Face Brick w/ Concrete Block Backup & Steel Frame) B 15% Contingency $459,000 SUBTOTAL $3,519,000 4 DOG PARK With Small Dog Area: 100' x 75'; Large Dog Area: 100' x 150' A Clearing & Grubbing 0.52 AC @ $6,000.00 $3,120 B Grading, Drainage & Erosion Control 2517 SY @ $5.20 $13,088 C Grassing- Sprigs 22650 SF @ $0.20 $4,530 D "Bark Park" Facilities 1 LS @ $15,000.00 $15,000 E Small Shelter- 10' x 10' 1 LS @ $10,000.00 $10,000 F Pet Waste Stations 2 EA @ $300.00 $600 G Water Service 1 LS @ $7,000.00 $7,000 H Drinking Fountains (pet friendly) 2 EA @ $4,500.00 $9,000 I Fences -4' ht. chain link vinyl coat 750 LF @ $20.00 $15,000 J Gates - 4' ht chain link vinyl coat 2 EA @ $685.00 $1,370 K Bench 4 EA @ $1,750.00 $7,000 L 15% Contingency $12,856 SUBTOTAL $98,565 Augusta Recreation Master Plan - Facility Prototype Cost Analysis Jan. 2016 NO. DESCRIPTION QUANTITY UNIT UNIT COST SUBTOTAL 5 MULTI-PURPOSE FIELD (225' X 360') A Clearing & Grubbing 1.5 AC @ $6,000.00 $9,000 B Fill 2500 CY @ $24.00 $60,000 C Grading, Drainage & Erosion Control 7275 SY @ $5.20 $37,830 D Grassing- Sprig 65000 SF @ $0.20 $13,000 E Irrigation 57000 SF @ $0.60 $34,200 F Lighting 1 LS @ $130,000.00 $130,000 G Bleachers- 5 Row 50 Seats 2 EA @ $5,500.00 $11,000 H Goal 1 PR @ $2,500.00 $2,500 I 15% Contingency $44,630 SUBTOTAL $342,160 6 PICKLEBALL COURT (34' X 64') A Clearing & Grubbing 0.1 AC @ $6,000.00 $600 B Grading, Drainage & Erosion Control 242 SY @ $5.20 $1,258 C Surfacing- Asphalt w/ Color Coat 242 SY @ $35.00 $8,470 D Fencing- 10' High, vinyl coated 196 LF @ $45.00 $8,820 E Net & End Poles 1 SET @ $1,500.00 $1,500 F Bench 1 EA @ $1,750.00 $1,750 G Gate- 7' High 1 EA @ $1,200.00 $1,200 H 15% Contingency $3,540 SUBTOTAL $27,138 7 PICNIC AREA A Clearing & Grubbing 0.5 AC @ $6,000.00 $3,000 B Picnic Table-6' vinyl coated 4 EA @ $2,100.00 $8,400 C Trash Receptacles 2 EA $1,300.00 $2,600 D Mulch 1 LS @ $2,500.00 $2,500 E 15% Contingency $2,475 SUBTOTAL $18,975 8 PICNIC SHELTER (20' X 20') A Clearing & Grubbing 0.1 AC @ $6,000.00 $600 B Grading, Drainage & Erosion Control 44 SY @ $5.20 $229 C Concrete pad (4" thick with base) 400 SF @ $5.00 $2,000 D Shelter 20' x 20' metal, prefabricated 1 LS @ $25,000.00 $25,000 E 15% Contingency $4,174 SUBTOTAL $32,003 9 PLAYGROUND A Clearing & Grubbing 0.5 AC @ $6,000.00 $3,000 B Grading, Drainage & Erosion Control 1210 SY @ $5.20 $6,292 C Surfacing- 12" Sand Base 277 CY @ $30.00 $8,310 D Modular Play Structure 1 LS @ $45,000.00 $45,000 E ADA Surfacing (poured in place) 2500 SF @ $13.00 $32,500 F Playground Edging 200 LF @ $12.00 $2,400 G Bench 4 EA @ $1,750.00 $7,000 H Trash Receptacle 2 EA @ $1,300.00 $2,600 I 15% Contingency $16,065 SUBTOTAL $123,167 Augusta Recreation Master Plan - Facility Prototype Cost Analysis Jan. 2016 NO. DESCRIPTION QUANTITY UNIT UNIT COST SUBTOTAL 10 SKATE PARK A Clearing & Grubbing 0.5 AC @ $6,000.00 $3,000 B Fill 150 CY @ $24.00 $3,600 C Grading, Drainage & Erosion Control 291 SY @ $5.20 $1,513 D Storm Drainage 1 LS @ $6,000.00 $6,000 E Walks (750 LF @ 5' wide) 3750 SF @ $5.00 $18,750 F Concrete Skate Pad 8000 SF @ $5.00 $40,000 G Skate Pad Equipment 1 LS @ $150,000.00 $150,000 H Benches 2 EA @ $1,750.00 $3,500 I Trash Receptacles 2 EA @ $1,300.00 $2,600 J 15% Contingency $34,344 SUBTOTAL $263,308 11 SWIMMING POOL (Outdoor-25 Meter: 45' x 80') A Pool construction: sitework, excavation, 3600 SF @ $85.00 $306,000 & all functional elements of pool B Coated Concrete Decking 7200 SF @ $7.00 $50,400 C Bath House and Storage 800 SF @ $200.00 $160,000 E Lifeguard Stations 2 EA @ $1,500.00 $3,000 F Fencing & gates -6' High vinyl chain link 460 LF @ $25.00 $11,500 G Benches 4 EA @ $1,750.00 $7,000 H Trash Receptacles 2 EA @ $1,300.00 $2,600 I 15% Contingency $81,075 SUBTOTAL $621,575 12 TENNIS COURT A Clearing & Grubbing 0.16 AC @ $6,000.00 $960 B Grading, Drainage & Erosion Control 775 SY @ $5.20 $4,030 C Surfacing- Asphalt w/ Color Coat 775 SY @ $35.00 $27,125 D Fencing- 10' High, vinyl coated 360 LF @ $42.00 $15,120 E Net & End Poles 1 EA @ $1,600.00 $1,600 F Gate- 7' High 1 EA @ $1,200.00 $1,200 G Lighting 1 LS @ $21,000.00 $21,000 H 15% Contingency $10,655 SUBTOTAL $81,690 13 VOLLEYBALL COURT (OUTDOOR SAND) A Clearing & Grubbing 0.1 AC @ $6,000.00 $600 B Grading, Drainage & Erosion Control 485 SY @ $5.20 $2,522 C Surfacing- Sand 6" Deep 33 CY @ $30.00 $990 D Wood Edging 260 LF @ $4.50 $1,170 E Net & Poles 1 EA @ $2,100.00 $2,100 F 15% Contingency $792 SUBTOTAL $8,174 14 NATURE OR LEISURE TRAIL- 1 MILE X 8' WIDE A Asphalt Trail (2.5" thick with base) 5280 LF @ $24.00 $126,720 B 15% Contingency $19,008 SUBTOTAL $145,728 Augusta Recreation Master Plan - Facility Prototype Cost Analysis Jan. 2016 NO. DESCRIPTION QUANTITY UNIT UNIT COST SUBTOTAL SUMMARY- FACILITY PROTOTYPE COSTS ANALYSIS 1 BASEBALL FIELD $437,593 2 BASKETBALL COURT (OUTDOOR)$56,272 3 RECREATION CENTER w/ GYMNASIUM $3,519,000 4 DOG PARK $98,565 5 MULTI-PURPOSE FIELD (225' X 360')$342,160 6 PICKLEBALL COURT (34' X 64')$27,138 7 PICNIC AREA $18,975 8 PICNIC SHELTER (20' X 20')$32,003 9 PLAYGROUND $123,167 10 SKATE PARK $263,308 11 SWIMMING POOL (Outdoor-25 Meter: 45' x 80')$621,575 12 TENNIS COURT $81,690 13 VOLLEYBALL COURT (OUTDOOR SAND)$8,174 14 NATURE OR LEISURE TRAIL- 1 MILE X 8' WIDE $145,728 NOTE: Costs do not include property acquisition; utility/infrastructure extensions to site; lighting (unless otherwise noted); fixtures; furnishings & equipment (unless otherwise noted); surveying; design fees or permitting. City of Augusta, Georgia - Recreation and Parks Master Plan Appendix F – Park Improvements and Renovations Cost Analysis - 161 APPENDIX F – PARK IMPROVEMENTS AND RENOVATIONS COST ANALYSIS Attached on the following pages. * All cost estimates provided herein are based on 2016 costs. Augusta Recreation Master Plan - Park Improvement and Restoration Cost Analysis2012-01985/19/2016Park ComponentsQuantity/ SizeRenovation to "Good" CostMiscellaneous ImprovementsPlace-Making ImprovementsTotal Upgrade BudgetA.L. Williams ParkOverallX$0.001850 Broad StreetShelter 1 X $0.00Usage: MediumPicnic Area 1 X $0.00Acreage: 0.90Open Space 1 X $0.00Park Type: Mini Park PassiveUnsupervised Area XBudget Subtotals for this Park $0.00 $28,129.23$28,129.23Alexander Barrett ParkOverallX$1,816.362629 Royal StreetPlayground 1 X $36,950.19Usage: LowPicnic Area 1 X $0.00Acreage: 0.11Unsupervised Area X Park Type: Mini Park PassiveBudget Subtotals for this Park $38,766.55 $3,438.02$42,204.57Apple Valley ParkOverallX$0.001725 Marvin Griffin Road Ball field (w/ dugouts) 1 X $131,278.02Usage: MediumBasketball (no lights) 1 X $0.00Acreage: 6.88Comfort Station w/ Picnic 1 X $0.00Park Type: Neighborhood ParkPlayground 1 X $0.00Shelters 2 X $0.00Walking Track/Trail 1 X $0.00Grill 1 X $0.00Unsupervised Area XBudget Subtotals for this Park $131,278.02 $115,059.47$246,337.49Augusta Aquatic CenterOverallX$0.003157 Damascus Road Indoor Swimming Pools (incl. meeting room, locker rooms, and pool)(46,840 sf)2XX (Small Pool)$10,500.00Usage: HighConcessions 1 X $0.00Acreage: 6.50Meeting Room 1 $0.00Park Type: Special Purpose Facility ActiveLocker Rooms 2 X $0.00Rental Facility XSupervised Area XBudget Subtotals for this Park $10,500.00 $30,000 $91,980.68$132,480.68ConditionGood Fair Poor Augusta Recreation Master Plan - Park Improvement and Restoration Cost Analysis2012-01985/19/2016Park ComponentsQuantity/ SizeRenovation to "Good" CostMiscellaneous ImprovementsPlace-Making ImprovementsTotal Upgrade BudgetConditionGood Fair PoorAugusta Common*OverallX$0.00836 Reynolds Street Administrative/District Office (2,420 sf)1 X $0.00Usage: HighComfort Station 1 X $0.00Acreage: 2.07Community Room 1 X $0.00Park Type: Special Purpose Facility PassiveOpen Space 1 X $0.00Rental Facility XSupervised Area (nearby office) XBudget Subtotals for this Park $0.00 $5,000 $64,697.23$69,697.23*Recommended for a site specific Master Plan update in conjunction with Riverwalk Augusta.Augusta Golf CourseOverallX$0.002023 Highland AvenueHalfway House/Restroom 1 X $0.00Usage: HighCommunity Building w/ Bar, Dining Room, and Golf Pro Shop (4,340 sf)1 X $0.00Acreage: 128.21Golf Course 1 X $0.00Park Type: Special Purpose Facility ActiveCart Barn 1 X $0.00Rental Facility XSupervised Area Budget Subtotals for this Park $0.00 $56,963 $75,000.00$131,963.00Augusta Soccer ParkOverallX$0.003824 Maddox RoadComfort Station/ Concession 1 X $0.00Usage: HighShelters 2 X $0.00Acreage: 29.80Soccer 7 X $0.00Park Type: Special Purpose Facility ActiveUnsupervised Area XPartnership XBudget Subtotals for this Park $28,200.00 $148,900 $392,835.52$569,935.52 Augusta Recreation Master Plan - Park Improvement and Restoration Cost Analysis2012-01985/19/2016Park ComponentsQuantity/ SizeRenovation to "Good" CostMiscellaneous ImprovementsPlace-Making ImprovementsTotal Upgrade BudgetConditionGood Fair PoorBaurle Boat RampOverallX$0.002055 Lock & Dam RoadLake/River/Waterfront 1 X $0.00Usage: MediumOpen Space 1 X $28,200.00Acreage: 18.80Unsupervised Area XPark Type: Special Purpose Facility ActiveBudget Subtotals for this Park $28,200.00 $86,400 $0.00$114,600.00Bayvale ParkOverallX$810,314.253470 Milledgeville RoadComfort Station 1 X $56,160.00Usage: LowRemote Control Track w/ tables for Pit Crew use1 X $0.00Acreage: 12.82Unsupervised Area XPark Type: Special Purpose Facility ActiveBudget Subtotals for this Park $866,474.25 $35,750 $180,951.08$1,083,175.34Bedford Heights ParkOverallX$30,878.171016 Camellia Drive Picnic Area 1 X $5,692.50Usage: LowPlayground 1 X $73,900.38Acreage: 1.87Shelter 1 X $12,801.25Park Type: Mini Park ActiveUnsupervised Area XBudget Subtotals for this Park $123,272.30 $25,885 $58,446.29$207,603.59Big Oak ParkOverallX$40,785.602803 Wheeler RoadBasketball Court 1 X $16,881.54Usage: MediumPicnic Area 1 X $5,692.50Acreage: 2.47Playground 1 X $36,950.19Park Type: Mini Park ActiveShelter 1 X $12,801.25Unsupervised Area XBudget Subtotals for this Park $113,111.08 $77,199.11$190,310.19 Augusta Recreation Master Plan - Park Improvement and Restoration Cost Analysis2012-01985/19/2016Park ComponentsQuantity/ SizeRenovation to "Good" CostMiscellaneous ImprovementsPlace-Making ImprovementsTotal Upgrade BudgetConditionGood Fair PoorBlount ParkOverallX$165,116.242510 Allen Street Baseball Field 1 X $262,556.04Usage: AbandonedBasketball Court 1 X $33,763.08Acreage: 2.83Community Center1X$54,600.00Park Type: Neighborhood Park ActiveTennis Court 1 X $49,014.15Unsupervised Area XBudget Subtotals for this Park $565,049.51 $47,328.24$612,377.75Blythe Community ParkOverallX$972,454.113129 Hwy. 88Comfort Station 1 X $34,560.00Usage: HighCommunity Building (senior room, kitchen) (6,068 sf)1 X $0.00Acreage: 34.89Open Space 1 X $0.00Park Type: Community Park ActivePicnic Area 1 X $5,692.50Playground 1 X $0.00Walking Trail 1/4 mile X $10,929.60Adjacent Obstacle Course (Maint. by School District, used for JROTC events) Not Applicable1 X $0.00Rental Facility XSupervised Area XBudget Subtotals for this Park $1,023,636.21 $101,500 $467,842.34$1,592,978.55Boykin Road ParkOverallX$134,193.412345 Boykin RoadBaseball/Softball 1 X $262,556.04Usage: LowBasketball Courts 2 X X $33,763.08Acreage: 2.30Unsupervised Area XPark Type: Neighborhood Park ActiveBudget Subtotals for this Park $430,512.53 $38,464.65$468,977.18 Augusta Recreation Master Plan - Park Improvement and Restoration Cost Analysis2012-01985/19/2016Park ComponentsQuantity/ SizeRenovation to "Good" CostMiscellaneous ImprovementsPlace-Making ImprovementsTotal Upgrade BudgetConditionGood Fair PoorBrookfield ParkOverallX$187,287.322740 Mayo RoadComfort Station 1 X $34,560.00Usage: HighOpen Space 1 X $12,630.00Acreage: 6.42Playgrounds 2 X $73,900.38Park Type: Neighborhood Park ActiveShelters 3 X $38,403.74Walking Trail 1 X $0.00Interactive Fountain 1 X $43,500.00Putting Green 1 X $2,700.00Rental Facility XUnsupervised Area XBudget Subtotals for this Park $392,981.45 $107,366.54$500,347.98Butler Creek/Northview ParkOverallX$0.002463 Carmichael Road Basketball 1 X $0.00Usage: MediumComfort Station 1 X $0.00Acreage: 35.76Open Space 1 X $0.00Park Type: Community Park ActivePicnic Area 1 X $0.00Playground 1 X $0.00Shelters 3 X $0.00Walking Trail 1 X $54,150.00Grill 2 X $0.00Unsupervised Area XBudget Subtotals for this Park $54,150.00 $52,500 $479,508.22$586,158.22Carrie J. Mays ParkOverallX$317,183.371014 11th AvenueCommunity Building (7,469 sf) 1 X $597,520.00Usage: MediumGymnasium (8,608 sf) 1 X $712,742.40Acreage: 11.38Outdoor Basketball Court 1 X $0.00Park Type: Community Park ActiveOutdoor Shelter 1 X $0.00Playground 1 X $0.00Picnic Area 1 X $0.00Ball field (abandoned) XWalking Trail (abandoned) XRental Facility XSupervised Area XBudget Subtotals for this Park $1,627,445.77 $15,000 $152,595.18$1,795,040.95 Augusta Recreation Master Plan - Park Improvement and Restoration Cost Analysis2012-01985/19/2016Park ComponentsQuantity/ SizeRenovation to "Good" CostMiscellaneous ImprovementsPlace-Making ImprovementsTotal Upgrade BudgetConditionGood Fair PoorCentral ParkOverallX$90,726.411130 Merry Street Arts Center (2,268 sf) (Outside only)1 X $226,800.00Usage: LowBaseball/Softball 1 X $262,556.04Acreage: 3.11Basketball Courts 2 X $67,526.16Park Type: Neighborhood Park ActiveOpen Space 1 X $4,650.00Disc Golf (no. of holes) 18 X $4,320.00Rental Facility XUnsupervised Area XBudget Subtotals for this Park $656,578.61 $24,500 $52,010.89$733,089.51Diamond Lakes Park*OverallX$0.004335 Windsor Spring RoadWalking Trail 1.2 mile X $52,462.08Usage: HighPicnic Areas 3 X $17,077.50Acreage: 286.13Lakes 5 X $725,000.00Park Type: Regional Park ActiveSand Volleyball 1 X $0.00Horseshoe Pits 2 X $1,500.00Baseball/Softball Youth Complex (all lit) w/ Press Box3 - 200’1 - 315’1 - 320’ Baseball/Softball/Multipurpose5XX(Scoring Tower w/ elevator)$656,390.10Baseball/Softball Adult Complex w/ Press Box5X(Scoring Tower w/ elevator)$656,390.10Library (17,077 sf) 1 X $0.00Outdoor Basketball Courts (w/ port-o-let)3 X $0.00Community Building w/ Gymnasium (27,266 sf)1 X $0.00Playgrounds 2 X $73,900.38Racquetball 2 X $0.00Pavilion (w/ port-o-let) 1 X $12,801.25Tennis Courts (4 lit) & Backboard 8 X $0.00Indoor Walking Track 1/8 mile X $0.00Caretakers House (old tennis pro shop)1 X $80,640.00 Augusta Recreation Master Plan - Park Improvement and Restoration Cost Analysis2012-01985/19/2016Park ComponentsQuantity/ SizeRenovation to "Good" CostMiscellaneous ImprovementsPlace-Making ImprovementsTotal Upgrade BudgetConditionGood Fair PoorRental Facility XSupervised Area XUnsupervised Area XOutdoor Pool (planned) XBudget Subtotals for this Park $2,276,161.41 $278,689 $3,771,880.11$6,326,730.52*Recommended for a site specific Master Plan update.Doughty ParkOverallX$162,782.441200 Nellieville RoadBaseball/Softball (unused) 1 X $262,556.04Usage: Low / MediumBasketball Courts 2 X (1) X (1) $50,644.62Acreage: 2.79Community Building (computer lab, community room, kitchen w/ out exhaust hood, restrooms) (3,450 sf)1 X $448,500.00Park Type: Neighborhood Park ActivePlayground 1 X $36,950.19Tennis Court 1 X $49,014.15Grill 1 X $105.00Unsupervised Area XPartnership XBudget Subtotals for this Park $1,010,552.44 $48,750 $46,659.29$1,105,961.73Dyess ParkOverallX$208,291.51902 James Brown BoulevardBaseball/Softball (w/ lights) 1 X $131,278.02Usage: MediumBasketball Courts (w/ lights) 3 X $101,289.24Acreage: 7.14Comfort Station 1 X $34,560.00Park Type: Neighborhood Park ActiveCommunity Building (5,458 sf) 1 X X $436,640.00Open Space 1 X $13,710.00Outdoor Swimming Pool w/ slide 1 X $372,945.00Picnic Area 1 X $5,692.50Playground 1 X $36,950.19Shelters 2 X $25,602.50Tennis Courts (w/ lights) 3 X $147,042.45Walking Trail 1 X $39,900.00Rental Facility XUnsupervised Area XBudget Subtotals for this Park $1,553,901.40 $27,000 $119,407.65$1,700,309.05 Augusta Recreation Master Plan - Park Improvement and Restoration Cost Analysis2012-01985/19/2016Park ComponentsQuantity/ SizeRenovation to "Good" CostMiscellaneous ImprovementsPlace-Making ImprovementsTotal Upgrade BudgetConditionGood Fair PoorEastview ParkOverallX$0.00644 Aiken StreetBaseball/Softball (w/ lights) 1 X $131,278.02Usage: MediumCommunity Building (senior, youth room, dining, warming kitchen) (3,920 sf)1 X $0.00Acreage: 4.61Comfort Station 1 X $0.00Park Type: Neighborhood Park ActiveOpen Space 1 X $0.00Picnic Area 1 X $0.00Playground 1 X $0.00Shelter 1 X $0.00Walking Trail 1/4 mile X $0.00Grills 2 X $0.00Rental Facility XUnsupervised Area XPartnership XBudget Subtotals for this Park $131,278.02 $77,096.53$208,374.55Eisenhower Park*OverallX$672,761.341488 Eisenhower DriveBaseball/Softball 8 X X $1,575,336.24Usage: HighDistrict Athletic Office 1 X $190,000.00Acreage: 26.10Comfort Stations Field 1-4Field 5-82X(1-4)X (5-8)$60,375.00Park Type: Special Purpose Facility ActiveFootball 1 X $102,647.85Playground 1 X $0.00Shelter 1 X $0.00Walking Trail 1/3 mile X $0.00Batting Cages 1 X $0.00Rental Facility XSupervised Area XBudget Subtotals for this Park $2,601,120.43 $20,000 $344,060.64$2,965,181.07*Recommended for a site specific Master Plan. Augusta Recreation Master Plan - Park Improvement and Restoration Cost Analysis2012-01985/19/2016Park ComponentsQuantity/ SizeRenovation to "Good" CostMiscellaneous ImprovementsPlace-Making ImprovementsTotal Upgrade BudgetConditionGood Fair PoorElliot Park (and Administrative Offices)OverallX$0.002027 Lumpkin Road Administrative/District Office (7,644 sf)1 X X $611,520.00Usage: HighComfort Station/Shelter 1 X $43,760.00Acreage: 0.96Picnic Area 1 X $0.00Park Type: Mini Park Active (once ball field added to Fleming Park)Playgrounds 2 X $0.00Grills 4 X $0.00Unsupervised Area XBudget Subtotals for this Park $655,280.00 $30,004.51$685,284.51Fleming Sports Complex, Bernie Ward Center*OverallX$597,296.98and Athletic OfficeAthletic Office (w/ (1) basketball court) (4,025 sf)1 X $654,062.501915 Lumpkin Road Baseball/Softball w/ Press Box3 - 280’ fields1 - 200’ field1 - Field #5 (Elliot Park)5X (1-4)X(5)X(Press Box)$656,390.10Usage: HighBatting Cages 1 X $0.00Acreage: 21.43Basketball 1 X X $16,881.54Park Type: Community ParkFootball (baseball outfield(s)) 1 X $102,647.85Playground 1 X $0.00Soccer (baseball outfield(s)) 1 X $102,647.85Gymnasium (parquet floors) (sf incl. in Community Building)1XOutdoor Swimming Pool 1 X $186,472.50Community Building (w/ club room/facility; steam room; fitness room) (17,955 sf)1X(Fitness Room)X(Steam & Club Room)X(Com-munity Building)$2,415,845.25Picnic Area/Open Space 1 X $5,692.50Rental Facility XSupervised Area XBudget Subtotals for this Park $2,608,010.25 $287,356.30$2,895,366.55*Recommended for a site specific Master Plan. Augusta Recreation Master Plan - Park Improvement and Restoration Cost Analysis2012-01985/19/2016Park ComponentsQuantity/ SizeRenovation to "Good" CostMiscellaneous ImprovementsPlace-Making ImprovementsTotal Upgrade BudgetConditionGood Fair PoorFleming Tennis CenterOverallX$0.001850 Chester AvenueComfort Station 1 X $56,160.00Usage: HighCommunity Building (Mach Academy) (2,565 sf)1 X $205,200.00Acreage: 17.70Tennis courts 13 X $0.00Park Type: Special Purpose Facility ActiveBackboard 1 X $0.00Supervised Area XPartnership XBudget Subtotals for this Park $261,360.00 $26,250 $262,563.03$550,173.03Garrett GymnasiumOverallX$0.001110 Eisenhower DriveGymnasium (11,008 sf) 1 X $0.00Usage: HighRental Facility XAcreage: 7.67Supervised Area XPark Type: Special Purpose Facility ActivePartnership w/ School XBudget Subtotals for this Park $0.00 $0.00$0.00Gracewood ParkOverallX$199,539.762309 Tobacco RoadBaseball/Softball 1 X $262,556.04Usage: MediumBasketball 1 X X $33,763.08Park Type: Neighborhood Park ActiveCommunity Building (3,360 sf) 1 X X $436,800.00Picnic Area 1 X $5,692.50Playground 1 X $0.00BBQ Pit 1 X $10,368.00Rental Facility XUnsupervised Area XBudget Subtotals for this Park $948,719.38 $114,390.52$1,063,109.90Heard Avenue ParkOverallX$18,824.12Heard AvenueOpen Space & Footbridges 2 X $3,000.00Usage: LowBudget Subtotals for this Park $21,824.12Acreage: 1.14Park Type: Mini Park Passive$34,063 $35,630.36$91,517.48 Augusta Recreation Master Plan - Park Improvement and Restoration Cost Analysis2012-01985/19/2016Park ComponentsQuantity/ SizeRenovation to "Good" CostMiscellaneous ImprovementsPlace-Making ImprovementsTotal Upgrade BudgetConditionGood Fair PoorH.H. Brigham ParkOverallX$319,691.852463 Golden Camp RoadCommunity Building w/ Commercial Kitchen (22,029 sf)1 X $2,964,001.95Usage: HighFitness Room 1 X $81,000.00Acreage: 11.47Tennis Courts (w/ lights) 2 X $0.00Park Type: Community Park ActiveWalking Track 1/4 mile X $0.00Gymnasium (sf incl. in Community Building1 X $0.00Picnic Shelter 1 X $12,801.25Playgrounds 2 X $73,900.38Basketball Courts 2 X $33,763.08Comfort Station 1 X $34,560.00Indoor Swimming Pool (renovated in 1997)(3,441 sf)1 X $523,680.00Senior Center (8,512 sf) 1 X $680,960.00Rental Facility XSupervised Area XBudget Subtotals for this Park $4,724,358.51 $153,801.99$4,878,160.50Hickman ParkOverallX$25,594.20965 Hickman Road Imagination Station, Children’s museum (non-profit)(1,419 sf)1 X $141,900.00Usage: MediumPicnic Area 1 X $0.00Acreage: 1.55Playgrounds 2 X $73,900.38Park Type: Mini Park ActiveTennis (w/ inoperable lights) 1 X $49,014.15Unsupervised Area XSupervised Area (museum only) XPartnership XBudget Subtotals for this Park $290,408.73 $6,944 $48,444.79$345,797.52 Augusta Recreation Master Plan - Park Improvement and Restoration Cost Analysis2012-01985/19/2016Park ComponentsQuantity/ SizeRenovation to "Good" CostMiscellaneous ImprovementsPlace-Making ImprovementsTotal Upgrade BudgetConditionGood Fair PoorHillside ParkOverallX$23,612.722101 Telfair Street Picnic Area 1 X $5,692.50Usage: LowPlayground 1 X $36,950.19Acreage: 1.43Shelter (small) 1 X $12,801.25Park Type: Mini Park ActiveTennis Courts 2 X $98,028.30Unsupervised Area XBudget Subtotals for this Park $177,084.96 $44,694.22$221,779.18Hyde ParkOverallX$278,888.912020 Leona Street Baseball/Softball 1 X $262,556.04Usage: LowPicnic Area 1 X $11,385.00Acreage: 4.78Playground 1 X $73,900.38Park Type: Neighborhood Park ActiveShelter 1 X $20,802.03Basketball 1 X $16,881.54Restroom 1 X $56,160.00Unsupervised Area XBudget Subtotals for this Park $720,573.90 $79,939.57$800,513.47Jamestown Community CenterOverallX$0.003647 Karleen Road Baseball/Softball (no organized games)1 X $262,556.04Usage: HighBasketball 1 X $33,763.08Acreage: 5.36Community Building (kitchen with hood, computer lab) (6,080 sf)1 X $0.00Park Type: Neighborhood Park ActiveOpen Space 1 X $11,040.00Picnic Area 1 X $5,692.50Playground 1 X $36,950.19Shelter 1 X $0.00BBQ Pit (under renovation) 1 X $0.00Horseshoe Courts 2 X $1,500.00Rental Facility XSupervised Area XPartnership XBudget Subtotals for this Park $351,501.81 $89,639.35$441,141.16 Augusta Recreation Master Plan - Park Improvement and Restoration Cost Analysis2012-01985/19/2016Park ComponentsQuantity/ SizeRenovation to "Good" CostMiscellaneous ImprovementsPlace-Making ImprovementsTotal Upgrade BudgetConditionGood Fair PoorJones PoolOverallX$15,191.40Holley Street Swimming Pool w/ slide 1 X $372,945.00Usage: LowPool Building w/ Locker Rooms (3,152 sf)1 X $409,760.00Acreage: 0.46Rental Facility XPark Type: Special Purpose Facility ActiveSupervised Area XBudget Subtotals for this Park $797,896.40 $14,377.16$812,273.56Lake Olmstead Park/Julian Smith Casino & BBQ Pit*OverallX$0.002200 Broad Street Baseball/Softball 1 X $131,278.02Usage: HighComfort Station @ BBQ 1 X $56,160.00Acreage: 96.83Julian Smith Casino (1936) (5,566 sf)1 X X $800,000.00Park Type: Regional Park Active/ PassiveDisc Golf (No. of holes) 18 X $0.00Julian Smith BBQ Pit 1 X $480,000.00Boat Ramp w/ Floating Dock 1 X $0.00Open Space 1 X $0.00Picnic Areas 1 X $0.00Gazebo 1 X $9,600.94Walking Trail 1 X $0.00Rental Facility XSupervised Area XUnsupervised Area XBudget Subtotals for this Park $1,477,038.96 $130,054 $1,276,451.79$2,883,544.75*Recommended for a site specific Master Plan update. Augusta Recreation Master Plan - Park Improvement and Restoration Cost Analysis2012-01985/19/2016Park ComponentsQuantity/ SizeRenovation to "Good" CostMiscellaneous ImprovementsPlace-Making ImprovementsTotal Upgrade BudgetConditionGood Fair PoorLock and Dam ParkOverallX$995,996.101853 Lock & Dam RoadComfort Stations 3 X $193,830.00Usage: Medium / HighRiver/Waterfront Pier 1 X $0.00 USACOE CONTROL. NOT CITY COST.Acreage: 38.64Open Space 1 X $0.00Park Type: Linear Park / Greenway / Natural Resource ParkPicnic Areas 1 X $5,692.50Playground (demolished) $0.00Shelters 3 X $38,403.74Boat Ramp & Small. Pier 1 X $0.00Rental Facility XUnsupervised Area XBudget Subtotals for this Park $1,233,922.35 $35,000 $509,367.94$1,778,290.28M.M. Scott ParkOverallX$0.001575 Flagler Road Basketball (no lights) 1 X $0.00Usage: MediumComfort Station 1 X $0.00Acreage: 11.09Picnic Area 1 X $0.00Park Type: Neighborhood Park ActivePlayground 1 X $0.00Tennis court (no lights) 1 X $0.00Walking Trail 1 X $0.00Unsupervised Area XBudget Subtotals for this Park $0.00 $25,000 $185,466.50$210,466.50 Augusta Recreation Master Plan - Park Improvement and Restoration Cost Analysis2012-01985/19/2016Park ComponentsQuantity/ SizeRenovation to "Good" CostMiscellaneous ImprovementsPlace-Making ImprovementsTotal Upgrade BudgetConditionGood Fair PoorMay ParkOverallX$331,398.09622 4th Street | Augusta, GA 30901Baseball/Softball (w/ lights) 2 X $262,556.04Usage: HighBasketball 1 X $16,881.54Acreage: 11.89Comfort Station 1 X $34,560.00Park Type: Community Park ActiveCommunity Building (18,857 sf) 1 X $1,561,359.60Football (outfield of baseball) 1 X $102,647.85Gymnasium (sf incl. in Community Building)1 X $0.00Picnic Area 1 X $0.00Playground 1 X $0.00Open Space 1 X $0.00Shelter 1 X $12,801.25Tennis Courts 2 X $98,028.30Walking Trail1X$45,600.00Batting Cages 1 X $1,500.00Rental Facility XSupervised Area XBudget Subtotals for this Park $2,467,332.67 $159,433.80$2,626,766.47McBean Community ParkOverallX$0.001155 Hephzibah/McBean RoadComfort Station 1 X $0.00Usage: Medium / HighCommunity Building (kitchen, senior center, workout room) (7,188 sf)1 X $0.00Acreage: 21.46Community Garden 1 X $0.00Park Type: Community Park ActiveOpen Space 1 X $0.00Picnic Area 1 X $0.00Playgrounds 2 X $73,900.38Shelter w/ Grill 1 X $0.00Walking Trail 1/6 mile X $0.00Rental Facility XSupervised Area XBudget Subtotals for this Park $73,900.38 $287,758.57$361,658.95 Augusta Recreation Master Plan - Park Improvement and Restoration Cost Analysis2012-01985/19/2016Park ComponentsQuantity/ SizeRenovation to "Good" CostMiscellaneous ImprovementsPlace-Making ImprovementsTotal Upgrade BudgetConditionGood Fair PoorMcDuffie Woods ParkOverallX$656,106.903431 Old McDuffieMulti-Purpose Field (w/ lights) 1 X $205,295.70Usage: MediumBasketball 1 X $33,763.08Acreage: 11.77Community Building w/ Senior Center & Fitness Center (18,818 sf)1 X $2,531,961.90Park Type: Community Park ActiveGymnasium (sf incl. in Community Building)1 X $0.00Open Space 1 X $0.00Picnic Area 1 X $11,385.00Playground 1 X $36,950.19Shelter 1 X $20,802.03Tennis Court 1 X $24,507.08Rental Facility XSupervised Area XBudget Subtotals for this Park $3,520,771.88 $33,250 $157,824.71$3,711,846.59Meadowbrook ParkOverallX$651,713.203638 Meadowlark RoadBaseball/Softball 1 X $262,556.04Usage: LowComfort Station w/ shelter 1 X $43,760.00Acreage: 11.17Open Space 1 X $17,550.00Park Type: Neighborhood Park ActivePicnic Area 1 X $5,692.50Playground 1 X $0.00Walking Trail 1/5 mile X $8,743.68Unsupervised Area XBudget Subtotals for this Park $990,015.42 $73,000 $186,804.40$1,249,819.82 Augusta Recreation Master Plan - Park Improvement and Restoration Cost Analysis2012-01985/19/2016Park ComponentsQuantity/ SizeRenovation to "Good" CostMiscellaneous ImprovementsPlace-Making ImprovementsTotal Upgrade BudgetConditionGood Fair PoorMinnick ParkOverallX$108,229.901850 Kissingbower RoadBasketball 1 X $33,763.08Usage: HighComfort Station w/ shelter 1 X $43,760.00Acreage: 3.71Community Building (2,193 sf) 1 X X(Kitchen)$219,300.00Park Type: Neighborhood Park ActivePicnic Area 1 X $5,692.50Playground 1 X $36,950.19Shelters 2 X $25,602.50Grills 3 X $315.00Rental Facility XUnsupervised Area XBudget Subtotals for this Park $473,613.17 $173,250 $62,045.15$708,908.32Newman Tennis CenterOverallX$0.003103 Wrightsboro RoadPicnic Area 1 X $5,692.50Usage: HighTennis Pro Shop, restrooms & Locker Rooms (1,550 sf)1 X $155,000.00Acreage: 7.82Shelter 1 X $12,801.25Park Type: Special Purpose Facility ActiveTennis courts (14 lighted incl. 1 stadium court; 4 unlit)18 X $0.00Practice Wall 2 X $900.00Supervised Area XPartnership w/ GRU Budget Subtotals for this Park $174,393.75 $80,608.52$255,002.27Old Government HouseOverallX$0.00432 Telfair StreetCommunity Building (9,839 sf) 1 X(Outside only)$0.00Usage: MediumGardens 1 X $0.00Acreage: 0.90Rental Facility 1 X $0.00Park Type: Special Purpose Facility PassiveSupervised Area XBudget Subtotals for this Park $0.00 $79,000 $28,129.23$107,129.23 Augusta Recreation Master Plan - Park Improvement and Restoration Cost Analysis2012-01985/19/2016Park ComponentsQuantity/ SizeRenovation to "Good" CostMiscellaneous ImprovementsPlace-Making ImprovementsTotal Upgrade BudgetConditionGood Fair PoorPendleton King Park*OverallX$0.001600 Troupe StreetComfort Stations 2 X $0.00Usage: HighDisc Golf (no. of holes) 18 X $0.00Acreage: 63.90Lake Elizabeth 1 X $0.00Park Type: Regional Park ActiveOpen Space/Gardens 1 X $0.00Picnic Areas 1 X $0.00Playground 1 X $0.00Shelters 2 X $25,602.50Bandstand (Franklin Pavilion) 1 X $24,000.00Tennis Courts 6 X $294,084.90Dog Park 1 X $0.00Cross Country Trails 2.0 K X $54,210.82Basketball (lights, no goals) 1 X $33,763.08Gardens:Sunken garden- Blue and White colorsTouch and smell garden w/ fountainHydrangea garden w/ Pergola & SwingCamellia gardenXRental Facility XUnsupervised Area XBudget Subtotals for this Park $431,661.29 $100,000 $842,355.36$1,374,016.65*Recommended for a site specific Master Plan update.Radford Park/Lake Olmstead Stadium*OverallX$420,083.713 Milledge Road Baseball Field (w/ lights) 1 X $262,556.04Usage: Park -Low/Stadium-HighParking X X $327,000.00Acreage: 14.40Stadium X $0.00 NO COST AWAITING REPURPOSINGPark Type: Neighborhood Park ActiveBudget Subtotals for this Park $1,009,639.75 $240,822.14$1,250,461.90*Recommended for a site specific Master Plan as part of Lake Olmstead Master Plan update. Augusta Recreation Master Plan - Park Improvement and Restoration Cost Analysis2012-01985/19/2016Park ComponentsQuantity/ SizeRenovation to "Good" CostMiscellaneous ImprovementsPlace-Making ImprovementsTotal Upgrade BudgetConditionGood Fair PoorRiverfront MarinaOverallX$0.001 Fifth StreetComfort Station 1 X $0.00Usage: MediumLake/River/Waterfront 1 X $0.00Acreage: 4.96Public Boat Ramp 1 X $12,000.00Park Type: Linear Park/Greenway Active / Natural Resource ParkBoat Slip Rentals & Public Slips 1 X $0.00Gift Shop (1,024 sf) 1 X $0.00Restroom 1 X $34,560.00Unsupervised Area XBudget Subtotals for this Park $46,560.00 $14,200 $0.00$60,760.00Riverwalk Augusta*OverallX$0.00Savannah River between 6th & 10th Lake/River/Waterfront 1 X $0.00Usage: HighComfort Station 1 X X $34,560.00Acreage: 9.75Picnic Area 1 X $0.00Park Type: Linear Park/Greenway Active / Natural Resource ParkPlayground 1 X $0.00Display Gardens X $0.00Bandstand 1 X $0.00Walking Trail 2 X X $232,320.00Jessye Norman Amphitheater 1 X $492,949.60Unsupervised Area XBudget Subtotals for this Park $759,829.60 $163,056.66$922,886.26*Recommended for a site specific Master Plan update.Sand Hills ParkOverallX$0.002540 Wheeler RoadCommunity Building (9,668 sf) 1 X $928,128.00Usage: MediumComfort Station 1 X $0.00Park Type: Neighborhood Park ActivePicnic Area 1 X $0.00Playground 1 X $0.00Open Space 1 X $0.00Outdoor Walking Trail 1/4 mile X $0.00Shelter 1 X $0.00Rental Facility XSupervised Area XBudget Subtotals for this Park $928,128.00 $2,000 $43,983.49$974,111.49 Augusta Recreation Master Plan - Park Improvement and Restoration Cost Analysis2012-01985/19/2016Park ComponentsQuantity/ SizeRenovation to "Good" CostMiscellaneous ImprovementsPlace-Making ImprovementsTotal Upgrade BudgetConditionGood Fair PoorSue Reynolds ParkOverallX$259,051.621345 Community Park Road Community Building (Rental Facility) (2,232 sf)1X$362,700.00Usage: Bldg.-Low/Fields- MediumSoccer fields (lower level field w/ lights)2 X $0.00Acreage: 8.88Unsupervised Area XPark Type: Special Purpose Facility ActiveBudget Subtotals for this Park $621,751.62 $105,000 $148,506.99$875,258.61Tanglewood ParkOverallX$6,935.203300 Tanglewood DrivePlayground 1 X $36,950.19Usage: LowPicnic Area 1 X $5,692.50Acreage: 0.42Unsupervised Area Park Type: Mini Park ActiveBudget Subtotals for this Park $49,577.89 $13,126.97$62,704.87The BoathouseOverallX$0.00101 Riverfront DriveCommunity Building (10,663 sf) 1 X $0.00Usage: HighRiverfront 1 X $0.00Acreage: 10.51Riverkeeper’s Office 1 X $0.00 PLANNED RELOCATION PENDINGPark Type: Special Purpose Facility ActivePicnic Shelter 1 X $20,802.03Lease Facility XRental Facility XSupervised Area XBudget Subtotals for this Park $20,802.03 $0.00$20,802.03Valley Park**OverallX$0.001805 East Valley Park Tennis Court 1 X $0.00Usage: LowPicnic Area 1 X $0.00Acreage: 1.52Unsupervised Area XPark Type: Mini Park ActiveBudget Subtotals for this Park $0.00 $183,517 $47,507.14$231,024.14**Renovations under construction at time of report. No renovation costs provided. Augusta Recreation Master Plan - Park Improvement and Restoration Cost Analysis2012-01985/19/2016Park ComponentsQuantity/ SizeRenovation to "Good" CostMiscellaneous ImprovementsPlace-Making ImprovementsTotal Upgrade BudgetConditionGood Fair PoorW.T. Johnson Community CenterOverallX$101,811.961606 Hunter StreetBaseball/Softball 1 X $262,556.04Usage: MediumPlayground 1 X $73,900.38Acreage: 3.49Community Center (18,435 sf) 1 X $1,526,418.00Park Type: Neighborhood Park ActiveGymnasium (sf incl. in Community Center)1 X X $0.00Overall Rating: Fair / PoorSupervised Area XBudget Subtotals for this Park $1,964,686.38 $58,365.92$2,023,052.30Warren Road Community CenterOverallX$0.00300 Warren Road Basketball 1 X $16,881.54Usage: HighComfort Station 1 X $56,160.00Acreage: 9.43Community Building (17,248 sf) 1 X $1,428,134.40Park Type: Community Park ActiveGymnasium (sf incl. in Community Building)1 X $0.00Picnic Area 1 X $5,692.50Playgrounds 2 X $0.00Shelter 1 X $20,802.03Tennis Courts 3 X $73,521.23Outdoor Walking Trail (1/4 mile) 1/4 mile X $0.00Rental Facility XSupervised Area XBudget Subtotals for this Park $1,601,191.69 $25,500 $126,447.50$1,753,139.19West Vineland ParkOverallX$17,172.89239 West VinelandPicnic Area 1 X $5,692.50Usage: MediumPlayground 1 X $73,900.38Acreage: 1.04Tennis 1 X $24,507.08Park Type: Mini Park ActiveUnsupervised Area XBudget Subtotals for this Park $121,272.84 $32,504.89$153,777.73 Augusta Recreation Master Plan - Park Improvement and Restoration Cost Analysis2012-01985/19/2016Park ComponentsQuantity/ SizeRenovation to "Good" CostMiscellaneous ImprovementsPlace-Making ImprovementsTotal Upgrade BudgetConditionGood Fair PoorWood ParkOverallX$0.001866 Highland AvenueBasketball 1 X $16,881.54Usage: HighCommunity Building (4,779 sf) 1 X $0.00Acreage: 3.30Open Space 1 X $0.00Park Type: Neighborhood Park ActivePicnic Area 1 X $0.00Playground 1 X $36,950.19Splash Pad 1 X $43,500.00Walking Trail 1/4 mile X $0.00Rental Facility XSupervised Area XBudget Subtotals for this Park $97,331.73 $4,200 $55,188.41$156,720.14Wood Street Park*OverallX$0.00200 Wood StreetRugby Field 1 X $102,647.85Usage: LowComfort Station 1 X $56,160.00Acreage: 7.60BMX Tower (w/ lights) 1 X $26,000.00Park Type: Special Purpose Facility ActiveUnsupervised Area XBudget Subtotals for this Park $184,807.85 $106,000 $127,100.58$417,908.43*Recommended for a site specific Master Plan as part of Lake Olmstead Master Plan update. Augusta Recreation Master Plan - Park Improvement and Restoration Cost Analysis2012-01985/19/2016Park ComponentsQuantity/ SizeRenovation to "Good" CostMiscellaneous ImprovementsPlace-Making ImprovementsTotal Upgrade BudgetConditionGood Fair PoorWoodlake ParkOverallX$151,696.902622 Crosscreek RoadPicnic Area 1 X X $7,590.00Usage: MediumPlayground 1 X $36,950.19Acreage: 5.20Shelter 1 X $12,801.25Park Type: Mini Park ActiveTennis court 1 X $49,014.15Swing Set 1 X $0.00Unsupervised Area XBudget Subtotals for this Park $258,052.48 $86,963.55$345,016.04Summary of Upgrade Costs:$43,726,469.78Summary of Possible Improvements:$2,113,065.00Summary of Additions Allowance:$12,872,618.94Summary of Total Upgrade Budget: $58,712,153.72