HomeMy WebLinkAboutRECREATION AND PARKS MASTER PLAN c a o %A City of Augusta, Georgia - Recreation and Parks Master Plan
RECIMATMN!IMAMS
CHAPTER ONE - EXECUTIVE SUMMARY
1.1 INTRODUCTION
Augusta Recreation and Parks Department ("Depatlinent") 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.
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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 e . „ 5 ,S p
to provide a means for conveying
consistent project updates to the citizenry
(www.planaugustaparks.corn). The site
included the consulting team,key _' 1 1 \\
Department staff, the planning process, re.
—= -t` 1".,,,,„!4.1„,..
schedule,meeting dates and times, and + � '
opportunities for feedback gathering,
including social media integration. The Welcome to Augusta Recreation and About The Plan
Parks Master Plan _-
detailed input from the community input
process is provided in Chapter PlanAugustaParks.com Website
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GEORGIA
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1.6.1STATISTICALLY VALID NEEDS ANALYSIS SURVEY
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 23.
PARKS AND FACILITIES
Facility Types Households Have Used
Q4. THREE Facilities that Are MOST IMPORTANT to Households
55% Augusta River Walk by percentage of respondents
51% Walking,hiking&biking trails
Augusta River WalkyAuguaia Common 11=•B%
36%° Lake Olmstead Park/Julian Smith Casino -34%
Large regional parks Diamond Lakes Regional Park r (_34%
o Henry H.Brigham Community d Swim Center :;•15%
35% Indoor community centers Augusta Aquatic Center -12%
--' Warren Road Community Center •11%
29% Indoor fitness centers Bernie Ward Community Center •10%
May Park Community Center 15%
Came J.Mays Family Life Center -, 1 5%
Newman Tennis Center ,.U 5%
McBean Community Center 3%
Quality of Parks and Recreation Facilities Sand Hills Community Center '12%
55% j "Good"
Community Center'12%
McDuThe Woods Community Center 1 1%
EasMewCommunity Center 11%
33% "Fair" Other ■11%
one chosen 21%
10% "Excellent" 0% 10% 20% 30% 40% 50% ao%
3 o
/O "Poor" I•MostlmportaM B2nd Most Important p3rtl Most Important
Source:Leisure VtuonElC Snstiiute for the Ciyof_kuguse(2013)
Usage of Major Facilities Most Important Major Facilities
74/o Augusta Walk/Au sta 48% Augusta River Walk/Augusta
o
Common
64% Lake Olmstead Park/Julian Smith 34% j Lake Olmstead Park/Julian Smith ';
Casino I Casino
47% Diamond Lakes Regional Park 34% Diamond Lakes Regional Park
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Facilities Households Have a Need For Most Important Facilities
72% Walking,hiking and biking trails 43% Walking,hiking and biking trails
63% ( Small neighborhood parks 26% Small neighborhood parks
63% Picnic areas and shelters 20% Large community parks
60% i Large community parks 18% Boating and fishing areas
PROGRAMS AND ACTIVITIES
Program Participation Q10. Parks and Recreation Facilities that Are
Have participated in a program by Most Important to Households
36% by percentage of respondents who selected the item as one of their top four choices
Department over past 12 months
Walking hikin &biking trails
Smail negnnborhood parks • �. ��
Have not participated in a program Large community parks �®20%
64% ' p p Boahrq&fishing areas
Natural areas&wildlile habitats
by Department over past 12 months Indoor running+walkingtrack III11®18%
Indoor swimrrong pools/leisure coo .1.111.11.16'1
ti 1
Picnic areas&shelters ��167
Indoor fitness&exercise facilities _Ammo 15%
Outdoor swimming pools/water parks -t®15%
PI ound equipment ■ 11%
Quality of City Programs Participated In, i aoror senior centers •s 10%
08-leash••.park r ■tom:'.
Youth baseball&soft. fields �.MI 7
for Those That Have Participated Indoor basketballhrolleyball courts r .■6%
Outdoor basketball courts a..or 6%
58% "Good"overall quality rating Outdoor tennissoccer fields
x•4 6%
Youth football kids .0 4%
22% "Excellent"overall qualityratingMultigenerational CommuneylRecreSkate Center n 4%
Skate parks 'i■3%
Indoor tennis centers •3%
AduAdultsoftballllfields I 2%
19% Other ■2%
1 "Fair"overall quality rating Outdoor sand volleyball courts •
12%
Adult soccer fields 1%
1% I "Poor"overall quality rating Indoor sports fields(baseball soccer,etc) I 1%
iJsc chosen
0% 10% 20% 30% 40% 50%
*Most Important e2nd Most Important 03rd Most Important 04th Most Important
Organizational Usage for Programs and sows Lees.\rnosFrcmo tute toe the cty-0rwEusa of
Activities over Past 12 Months
43% ! Churches Ways Households Learn about Program and
Augusta Recreation and Parks Activities
40% Department 60% Friends and neighbors
32% YMCA 49% Newspaper articles
28% Georgia State Parks 1 i 38% Radio
Programs Households Have a Need For Most Important Programs
55% Adult fitness and wellness programs i 31% Adult fitness and wellness programs
41% Senior adult programs 24% Senior adult programs
39% Water fitness programs 15% Water fitness programs
38% ! Special events ( 15% Special events
35% Nature events
Most Participated in Programs Overall Satisfaction with Value Received
16% Adult fitness and wellness programs from Augusta Recreation and Parks Dept.
14% Special events 34% Somewhat satisfied
12% 34% Neutral
Senior adult programs
9% Youth sports programs 12% Very satisfied
12% Somewhat dissatisfied
9% Very dissatisfied
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DEPARTMENT FUNDING AND DIRECTION
Program Funding(Majority by Taxes)* Q17. Resident Choice for Allocation of$100
71% Special populations for Various Services Provided
---
56% Low income residents by percentage or respondents
Maintain&develop
wa long&biking-trails
41% i Youth sports programs $17 Maintain&Improve
$24 existing parks
*Respondent households indicating that these programs should be Maintain&develop
outdoor sportsteads $7
funded by either 100%taxes/0%fees or 75%taxes/25%fees � ,t
Program Funding(Majority by Fees)* incborcomm�0p$11 $5 Omer
certers&facilities
51% Adult sports programs
50% Adult classes Maintain&develop $8 $16
outdoor&indoor pools $3 Expand Augusta River MIK
9
42% Special events and festivals Maintain&develop Develop new or expand existing
terms centers parks to regional parks
*Respondent households indicating that these programs should be
funded by either 100%fees/0%taxes or 75%fees/25%taxes Sour.-Lv+surtVimETClnsumafor a.Cnyofdueiuteaoti;
Community Agreement about Augusta Most Important Benefit of the Department
Recreation and Parks Department* to the Community
88% Makes Augusta a more desirable 45% Makes Augusta a more desirable
place to live place to live
86% Improves physical health and fitness 43% Helps reduce crime
83% I Improves mental health and reduces 37% Improves physical health and fitness
{ stress Helps attract new residents and
23°/()
76% Helps attract new residents and businesses
businesses
*Represents the number of respondent households that indicated
".strongly agree"or`agree"to these statements.
Deterrents from Using Recreation and Additional Tax Revenue Willingness to Pay
Parks Facilities and Programs More Often Would pay nothing in additional tax
35% Not knowing what is being offered 30% revenue to improve and build
33% Security is insufficient facilities
32% Facilities are not well maintained 29% Would pay$3- $4 per month ...
27% Too busy
22%/o Would pay$5- $6 per month ...
12% I Would pay$9+per month
Allocation of Funds for Department
(oat of a bital etical S100) 8% I Would pay$7-8 per month .
$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
Develop new or expand existing
$9 parks to regional parks
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1.7 COMMUNITY PROFILE
1.7.1 DEMOGRAPHIC AND TRENDS 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.
11.7.2 DEMOGRAPHIC OVERVIEW
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 POPULATION BY RACE
income ($36,315) and per ■Wh4eAbne ■Black Alone $Amer[al Indian ■Asian
capita income ($19,899) are to Pacific Isbnder ■Some Other Race ■Two or More Rxe=
both well below state and
national averages.
I
Based on the 2010 Census, the
56.E21t 57.2?-6
population of the Augusta is
younger (33.2 years) than the
median age of the U.S. (37.2
years). Projections show that 'y.se>b 't 19 3673%
sssa zE;b
the target area will undergo a
slight aging trend, with the C2010
ENSUS2014
EST MATE19
PROJECTION2024
PROJECTION29
PROJECTION
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.
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1.8 RECREATION AND PARKS ANALYSIS / ASSESSMENT
1.8.1 PARKS & FACILITIES INVENTORY & ASSESSMENT
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 utilisation 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.
11.8.2 RECREATION PROGRAM ASSESSMENT
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.
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1.8.3 EXISTING CORE PROGRAM AREAS
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).
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• 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.
1.8.4 PARK CLASSIFICATIONS & LEVEL OF SERVICE STANDARDS
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.
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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.
1.8.5 LEVEL OF SERVICE STANDARDS
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.
11.8.6 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
To view all the Equity Maps developed, see Section 4.4.
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1.8.7 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.
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.
Facility/Amenity Priorities overall Program Priorities
Ranking
Ranking 9
Walking,hiking&biking trails 1
Adult fitness &wellness programs 1
Small neighborhood parks 2 Senior adult programs 2
Indoor running/walking track 3 Water fitness programs 3
Indoor swimming pools/leisure pool 4 Fishing programs 4
Outdoor swimming pools/water parks 5 Special events 5
1.9 OPERATIONAL & FINANCIAL PLAN
1.9.1 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 BALDRIGE
employs a questionnaire which is conveniently organized Performance Excellence Program
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.
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1.92 FUNDING AND REVENUE STRATEGIES
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.
11.10.1 MAINTENANCE & PARK IMPROVEMENTS
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.
1.10.2 ACCESSIBILITY AUDIT
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.
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1.10.3 IMPROVED PLACE-MAKING
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.
1.10.4 ENHANCED LANDSCAPING AND IRRIGATION
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.
1.10.5 COMPREHENSIVE SIGN UPGRADES
Improve Augusta's park, facility and program recognition through consistent signage and branding.
Utili7e consistent materials and sign design themes including the Department's logo at all parks,
buildings and facilities. Continue this theming in park rules signs,wayfmding and other signage.
1.10.6 IMPROVE PARK LINKAGES
Cooperate with other local and regional organizations to improve trail network linkages to heavily
used parks and facilities. Utili7e 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.
1.10.7 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. For additional details and a complete listing of the
recommended site specific master plans, see Section 6.1.
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1.10.8 NEW OR ADDITIONAL PARKS
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.
Table 1.1
Total Capital Costs
Existing Parks/Facilities Improvements $58.7M
Level of Service Improvements $16.3M'
Total i$75•OM
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.
11.11.1 CAPITAL FUNDING PRIORITIZATIONS
• 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 Z3.
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.
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Table 1.3—Prioritization of Other Sources of Future Capital
Category %of Total
Improvements to Existing Parks&Facilities 62.5%
- Maintain/Improve What You Have
- Site Specific Master Plans
- ADA Assessments and Improvements H
Hiking/Biking Trails 25%
- Connectivity Improvements
Greenway Additions
System Expansions 12.5%Q
- River Walk/Augusta Common Expansion
- Outdoor Amenity Additions
- New Neighborhood and Community Parks
14)0%
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.
1 1.12.1 LAND AND FACILITIES
• 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
11.12.2 RECREATION PROGRAMS
• 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
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1.12.3 MARKETING AND COMMUNICATIONS
• 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
• Utili7e new age technology to market revenue generating offerings (facilities,rentals and
programs)
• Increase resource allocation and seek staff/ community support for increased marketing
1.12.4 FINANCIAL AND OPERATIONS
• 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
1.12.5 PLAN UPDATES
• 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.
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