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Chapter 1: Introduction The Parks, Arts, Recreation, Culture & Conservation (PARCC) Plan is the functional plan for the Parks & Recreation Department, which is adopted by amendment into the Comprehensive Plan. It provides policy guidance and an implementation plan for capital projects. The PARCC Plan also serves as a strategic plan for the department. This plan is a requirement of the Washington State Recreation and Conservation Office to be eligible for grants. ---PAGE BREAK--- Chapter 1: Introduction 1 I P a g e Parks, Arts, Recreation, Culture & Conservation Plan Table of Contents Contents 1.0 Introduction 3 1.1 Purpose 3 1.1.1 Functional Plan 1.1.2 Growth Management Act 1.1.3 Grant Funding 1.1.4 Strategic Plan 1.2 Process of Developing Plan 6 1.2.1 Goals and Objectives 1.2.2 Community Involvement 1.2.3 Inventory 1.2.4 Demand Assessment 1.2.5 Needs Assessment 1.2.6 Capital Improvement Program 1.2.7 Council Adoption 1.3 Plan Organization 8 1.4 Parks and Recreation Department Organization 9 1.5 Background 12 1.5.1 City Geography 12 1.5.2 City Demographics 15 1.5.3 City Health 18 ---PAGE BREAK--- Chapter 1: Introduction 2 I P a g e Parks, Arts, Recreation, Culture & Conservation Plan Exhibits Exhibit 1.1: Role of the PARCC Plan 4 Exhibit 1.2: Parks and Recreation Department—Division Roles and Responsibilities 9 Exhibit 1.3: Vicinity Map 13 Exhibit 1.4: Neighborhood Map 14 Exhibit 1.5: Past and Planned Population and Employment Growth 15 Exhibit 1.6: Planned Population Growth (2015-2030) 16 Exhibit 1.7: City of Redmond Demographics 2016 17 Exhibit 1.8: Redmond Health Data 18 ---PAGE BREAK--- Chapter 1: Introduction 3 I P a g e Parks, Arts, Recreation, Culture & Conservation Plan 1.0 Introduction The Parks, Arts, Recreation, Culture and Conservation (PARCC) Plan is the functional plan for the Parks and Recreation Department and serves as the strategic plan for department for the planning period of 2017 to 2030. This plan is a revision of the 2010 PARCC Plan. To stay eligible for Washington State Recreation and Conservation Office grants and the Washington State Growth Management Act, the plan is updated every six years. This plan covers the key functions of the Parks and Recreation Department: Parks and Trails: Protecting Redmond’s natural beauty through a vibrant system of parks and trails that promote a healthy community Arts and Culture: Recognizing the City’s history and heritage, and celebrating the culture, customs, and creativity of our citizens through public art, arts facilities, arts and music performances, events, programs, and classes Recreation: Providing residents of all ages with wholesome and diverse recreational and cultural opportunities in clean, safe and accessible facilities Conservation: Protecting and enhancing sensitive environmental areas and wildlife habitat, preserving significant historical and cultural places, and developing parks using smart growth principles 1.1 Purpose There are a number of principal drivers for the development of this plan including: Complying with City of Redmond Comprehensive Plan policy CF-1 for functional plan development, including a baseline Capital Improvement Program (CIP) for the Parks and Recreation Department Complying with the Washington State Growth Management Act (GMA) for Parks and Recreation Meeting the pre-requisites for state grant funding offered by the Washington Recreation and Conservation Office (RCO) for capital projects Providing the strategic plan for the Parks and Recreation Department ---PAGE BREAK--- Chapter 1: Introduction 4 I P a g e Parks, Arts, Recreation, Culture & Conservation Plan 1.1.1 Functional Plan This document is the six- year functional plan for the Parks and Recreation Department for 2017 through 2023 and provides implementation strategies for the policies of the Parks, Arts, Recreation, Culture and Conservation Element laid out in the Comprehensive Plan. The strategies principally address the capital projects and major new programming trends and growth that impact capital needs. This Plan: Addresses how the City will meet the requirements of the Growth Management Act and other requirements for parks, trails, arts, recreation, culture and conservation Provides a description of the current capital facility infrastructure for parks and recreation, an analysis of the needs for the next 20 years, and a systematic approach for prioritizing projects Recommends a financial strategy for implementing the capital program Analyzes how the proposals meets and implements Comprehensive Plan goals and policies The PARCC Plan identifies projects that will help fulfill policies and goals of the Comprehensive Plan. After a project is identified in the PARCC Plan, most park projects go through a master planning process which involves the public, commissions, and City Council in determining the programming, function and conceptual design of the park. If the project is funded, the project moves into the design and then construction phases. The exhibit below shows this process. 1.1.2 Growth Management Act This plan addresses the Growth Management Act’s (RCW 36.70A.020) planning requirements that specially relate to parks, including: Retain open space within each urban growth area and between urban growth areas including lands useful for recreation, wildlife habitat, trails, and connection of critical areas Enhance recreational opportunities. Conserve fish and wildlife habitat Increase access to natural resource lands and water Develop parks and recreational facilities. Ensure that adequate public facilities are available at the time of development Protect the environment and enhance the state’s high quality of life, including air and water quality, and the availability of water Maintain, enhance, and conserve land used for natural resource-based industries including productive timber, agricultural, and fisheries industries Discourage incompatible uses Avoid taking of private property for public use without just compensation Exhibit 1.1: Role of the PARCC Plan Design & Construction - Implementation Project Development – Master Plans PARCC Plan - Strategies Comprehensive Plan - Policies ---PAGE BREAK--- Chapter 1: Introduction 5 I P a g e Parks, Arts, Recreation, Culture & Conservation Plan GMA Requirements In 2002, Washington State began requiring a Parks and Recreation Element to the comprehensive plan, which must be consistent with the Capital Facilities Element and provide estimates of parks and recreation needs and demand for a ten-year period. 1.1.3 Grant Funding The Washington State Recreation and Conservation Office (RCO) houses the Recreation and Conservation Funding Board (RCFB), the primary source of state and federal grant funds for parks and recreation capital projects. The types of projects funded generally include parks and recreation, trails, water access and boating, habitat conservation, off-road vehicle recreation, and firearms and archery range recreation. In order for park jurisdictions to be eligible for funding, they must prepare plans every six years that describe the proposed projects for which the applicant may seek funding. The draft plan should be reviewed by the RCFB prior to completion (prior to March 1, 2017) and the plan must be adopted by the applicant’s governing body (City Council) before the grant application due date to be eligible for consideration. The RCFB Manual 2: Planning Policies requires that plans include the following information: 1. Goals and objectives 2. Inventory of facilities, lands, programs, and their condition 3. Public involvement in plan development and adoption, including an interactive process to ensure that the plan reflects the interests of the community 4. Demand and need analysis to determine the priorities for acquisition, development, preservation, enhancement, and management 5. Capital Improvement Program list for land acquisition, development, and renovation projects by year of anticipated implementation, including costs and funding source(s) 6. Council Adoption by resolution, ordinance or similar method 1.1.4 Strategic Plan This plan is intended to serve as a visionary and implementation document for the Parks and Recreation Department, with the other planning documents referred to within this plan. This document will continue to be revised in the future through amendments and revisions to include more information that will be useful to the department and the public, such as: Policy guidance Inventory of land and key facilities Level of service standards and performance measures Capital Improvement Plan Historically, this plan has been focused on capital projects. The plan has evolved to also include chapters about the Arts & Culture Program, Recreation, and Maintenance and Operations. It will be important in the future to include the recreation business plan, as it evolves. ---PAGE BREAK--- Chapter 1: Introduction 6 I P a g e Parks, Arts, Recreation, Culture & Conservation Plan 1.2 Process of Developing Plan This section summarizes the process that the Parks and Recreation Department followed in developing this plan. The state RCO requires that the Plan contain the following elements. 1.2.1 Goals and Objectives Citywide goals for parks and recreation are described in Chapter 2. More specific park, trail, art and recreation goals were developed by staff upon review of the information compiled from the public visioning process, surveys, inventory, demand assessment, and the needs assessment. These goals are listed in each element of this plan, namely: parks, trails, arts, recreation, and in the neighborhood-based analysis in Part II. This review also provided ideas for new or revised policies for the Parks, Recreation, and Arts Element of the Comprehensive Plan. With each PARCC Plan update, there are new issues and challenges to address and consider when developing goals and objectives. In this update, some of the key issues and challenges include: Rapid residential and mixed-use commercial development, especially in Downtown. The City has been planning for these changes with new infrastructure projects and policies that will provide an increasingly diverse housing market with more transportation choices and new ways to recreate and build community. Growth in the local regional high-tech job market sector has resulted in a more culturally diverse employee and resident population. The population is becoming more diverse, young, wealthy, and well educated. This demographic directly influences changes in the types of needs for recreation programming such as cricket, lacrosse, yoga, tai chi, cultural programs, senior social activities, meeting room use, and cultural arts. Smartphones, 24/7 work connectivity lifestyles, and highly programmed youth are leading to additional demand for more drop-in programs of all types, childcare, and evening activities. A fast paced society can include unhealthy lifestyles and the Parks and Recreation Department strives to provide opportunities for the community to engage in healthy lifestyle choices through exercise, learning healthy behaviors, and taking time to socialize and experience new things at our community centers, parks and trails. Conservation, sustainability, and enhancement of the natural environment are goals the City continues to strive toward and the City Council has formalized goals in the Climate Action Plan, relating to all City departments. The Parks and Recreation Department focuses on enhancing native vegetation, planting Downtown Redmond 2030 Overlake Village 2030 ---PAGE BREAK--- Chapter 1: Introduction 7 I P a g e Parks, Arts, Recreation, Culture & Conservation Plan more trees, reducing use of energy and water, and finding more sustainable materials to use in construction of park amenities. 1.2.2 Community Involvement A number of groups provided input into the visioning process to help define the future goals and policies for the PARCC Plan as well as the review of the Draft Plan, as described in Chapter 3. In addition, a statistically valid survey was conducted by the Parks and Recreation Department in 2015 that provides valuable input from the public. 1.2.3 Inventory The City conducted an inventory of existing facilities and programs to compare to the 2010 PARCC Plan and summarize the accomplishments and service gaps. The inventory was used to help prioritize projects for this plan. Staff conducted physical inventories of parks and trails and compared the results to inventories conducted during the past six years, as well as to records maintained by Parks Maintenance and Operations staff. Staff also reviewed current recreation programs and information from an ongoing study of recreation buildings to develop an assessment of recreation facilities. 1.2.4 Demand Assessment Demand as it relates to this plan indicates the desire people have regarding a certain service or facility. Demand was measured in the following ways: The number of people served by the department’s programmed activities was measured through a registration database, drop in attendance, and wait lists for programs. Demand for un-programmed activities was measured through a statistically valid survey and supplemented by You Count data, a tracking system that counts users in parks and on trails. Public requests for new or additional programs or facilities were also derived from public comments and other survey questions and comments. 1.2.5 Needs Assessment An assessment of needs provides the rationale for the City providing recreational space and programs to the community. The assessment evaluates national, regional, and local trends from industry standards to feedback from our community. 1.2.6 Capital Improvement Program One of the primary goals of this plan is to develop a capital project list that can be used to determine budget priorities, guide grant applications, and to provide a strategic plan for the department to follow in the future. The Washington RCO requires a six-year plan and recommends a long term plan. ---PAGE BREAK--- Chapter 1: Introduction 8 I P a g e Parks, Arts, Recreation, Culture & Conservation Plan 1.2.7 Council Adoption The RCO and Comprehensive Plan policy CF-1 require that the City Council adopt this functional plan. 1.3 Plan Organization This document is organized as follows. 1. Introduction: Provides purpose of plan and the background to plan development, the department and the city. 2. Community Engagement: Summarizes the public outreach efforts conducted for this plan. 3. Strategies & Policies: Describes the key strategies for the plan derived from community, commission, council, and staff recommendations. In addition, the chapter shows proposed changes to Comprehensive Plan policies for the PARCC element of the Comprehensive Plan. 4. Parks: Provides the inventory, need, demand, level of service methodology and analysis, and proposed capital projects for parks. 5. Conservation: Describes the Parks and Recreation Department’s role in protecting and enhancing sensitive environmental areas and wildlife habitat, preserving significant historical and cultural places, and developing parks using smart growth principles. 6. Trails: Provides the inventory, need, demand, level of service methodology and analysis, and proposed capital projects for trails. 7. Operations & Maintenance: Provides the inventory, need, demand, level of service methodology and analysis, and proposed capital projects for renovation projects. Changes in Redmond Parks, Recreation & Cultural Arts Arts, parks, and trails Sharing cultural traditions through festivals Pop-up performance art Bringing recreation programs to our parks ---PAGE BREAK--- Chapter 1: Introduction 9 I P a g e Parks, Arts, Recreation, Culture & Conservation Plan 8. Recreation: Provides the inventory, need, demand, level of service methodology and analysis, and proposed capital projects for recreational facilities that support diverse recreational and cultural opportunities in clean, safe and accessible facilities. 9. Arts & Culture: Reviews recently completed art plans, related policies, describes the inventory of public art and cultural art facilities in Redmond, explains the need and demand for public art and the proposed public art projects. 10. Capital Improvement Program: Explains the process of prioritizing capital projects, estimating capital project costs, describes funding sources and the adoption process for the Capital Investment Program. 1.4 Parks and Recreation Department Organization The department is comprised of the following divisions: Park Planning & Cultural Arts Services, Recreation, and Park Operations. The following exhibit shows the key roles and responsibilities of each division. Exhibit 1.2: Parks and Recreation Department Organization Parks & Recreation Department Director of Parks & Recreation Park Planning Parks Planning & Cultural Services Park Planning Arts & Culture Recreation Senior Programs Teen & Youth Program Outdoor & Equestrian Programs Sports & Fitness Programs Community Events & Rentals Park Operations Turf Maintenance Facilities Support Urban Forestry Trail Maintenance Horticulture Facilities Repair Water Maintenance Preventative Maintenance Community Park Management Small Capital Projects ---PAGE BREAK--- Chapter 1: Introduction 10 I P a g e Parks, Arts, Recreation, Culture & Conservation Plan Department staff works directly with the following commissions and committees comprised of volunteer community members, who provide guidance and recommendations to the department, Mayor, and City Council, and the department. Parks and Trails Commission In 2007, City Council adopted Ordinance 2344, which merged the Parks Board and Trails Commission into the Parks and Trails Commission. The Commission consists of nine members, appointed by the Mayor and confirmed by a majority vote of the City Council. At least four members have a primary interest in trails. Seven members represent various neighborhoods within the city limits, and two members must live outside the city limits. The members represent a broad spectrum of the community’s interests from active to passive recreation. Typically, two youth advocates are also selected to participate as non-voting members in commission activities. Commissioners serve four-year terms. The responsibilities of the Parks and Trails Commissioners include: Make recommendations to the Mayor regarding the acquisition and development of parks, trails, and related amenities Identify the future parks and trails interests of the community Propose policy language and design guidelines related to parks and trails Identify maintenance and safety issues within the parks and trails system Provide input during development review relative to park and trail construction within private developments Make recommendations for rules, regulations and user fees for parks, trails, and recreational facilities Involve Redmond community members in procedures for acquiring, developing, or maintaining park properties and facilities Parks and Trails Commission 2013 RYPAC 2013 YABA 2013 ---PAGE BREAK--- Chapter 1: Introduction 11 I P a g e Parks, Arts, Recreation, Culture & Conservation Plan Arts and Culture Commission The Redmond Arts and Culture Commission (ACC) was formed in 1987 by Ordinance 1368 to provide and encourage public programs, fostering greater opportunity for the community to experience and enjoy the cultural arts locally. “Culture” was an addition to the name in 2015, by action of City Council, to embrace the importance of our culturally-diverse community and the impacts of culture on the arts. The ACC is comprised of nine volunteer commissioners, two are selected from unincorporated King County with a Redmond zip code or work in Redmond. Members are appointed by the Mayor and confirmed by the City Council. Typically, two youth advocates are also selected to participate as non-voting members in commission activities. The ACC has the following responsibilities: Recommends arts and culture policies to the Mayor and Council Selects public art Presents a basic community arts program including performing arts, public art, literary arts, digital arts, and more Redmond Youth Partnership Advisory Committee The Redmond Youth Partnership Advisory Committee (RYPAC) is a unique board of the voice for youth who help shape programs for our community with a focus on recreation, youth voice, and service. Its purpose is to be a voice for young people and to promote a community where youth are valued and involved by providing opportunities for youth to develop leadership abilities and interest in volunteerism through participation in the creation and delivery of projects within the community. With the help of the RYPAC coordinator, the committee creates, implements, and supports programs they feel best represent the needs and interests of Redmond’s youth. RYPAC is open to youth ages 13-19 and adults who reside, work, or attend school in Redmond. Senior Advisory Committee The Senior Advisory Committee has eleven members age 50+ who serve a two-year term with the option of a second consecutive term. Nine of the eleven members must reside within the Redmond city limits. The committee meets for the following purposes: Act as a community liaison to the Senior Center staff regarding programming Create a vision for the future of the Senior Center Promote and acknowledge volunteer contributions In addition to these meetings, members are also asked to participate on one or more subcommittees including: fundraising, hospitality, intergenerational, marketing, newsletter, programs and special events, volunteers, and health and wellness. Youth Advisory Board & Advocacy Youth Advisory Board & Advocacy (YABA) continues Redmond's tradition of youth advocating for positive change, and serving their community at the Old Fire House Teen Center. YABA members, who are ages 13 to 19, ---PAGE BREAK--- Chapter 1: Introduction 12 I P a g e Parks, Arts, Recreation, Culture & Conservation Plan make a one-year commitment to leadership, program development and advocacy at the Teen Center. YABA makes programming recommendations to staff and serves as leadership to other teens using the Teen Center. 1.5 Background In order to better understand the proposed changes to policies and level of service methodologies, it is also important to understand the demographics of Redmond, including the health of our community members. 1.5.1 City Geography The City of Redmond, Washington is located in the Sammamish Valley and surrounding forested hillsides, twenty miles east of downtown Seattle Located in King County, at the north end of Lake Sammamish, and bounded by City of Bellevue to the southwest, City of Kirkland to the west, unincorporated King County to the north and east, and City of Sammamish to the southeast. Redmond’s incorporated area is over 17.14 square miles. The city is comprised of 10 neighborhoods. Exhibits 1.3 shows a vicinity map and neighborhood map of Redmond. The Redmond parks system consists of 36 developed and 6 undeveloped parks as well as 5 parks which are partially developed for interim use. Park lands make up over 1,351 acres and provide over 39 miles of developed trails, three recreation centers and a pool. Facilities range from community, neighborhood, and resource parks to undeveloped open space, beautification areas, and gathering places. They include a waterfront park on Lake Sammamish (Idylwood), a wildlife preserve known as the Redmond Watershed, and a farm with equestrian facilities at Farrel-McWhirter Park. Recreation programs provide life-long learning, socializing, and wellness opportunities for preschoolers through senior adults, as well as quality events and cultural arts performances. The city prides itself for its high quality of life with good schools, a healthy economic base, a parks system that provides a variety of active and passive recreational opportunities, diverse offerings for shopping and dining, safe neighborhoods, and an emphasis on quality development and protection of the natural environment. ---PAGE BREAK--- Chapter 1: Introduction 13 I P a g e Parks, Arts, Recreation, Culture & Conservation Plan Exhibit 1.3: Vicinity Map ---PAGE BREAK--- Chapter 1: Introduction 14 I P a g e Parks, Arts, Recreation, Culture & Conservation Plan Exhibit 1.4: Neighborhood Map ---PAGE BREAK--- Chapter 1: Introduction 15 I P a g e Parks, Arts, Recreation, Culture & Conservation Plan 1.5.2 City Demographics Currently, Redmond is home to more than 60,600 residents and nearly 87,000 employees.1 It is the ninth most populous city in King County and the eighteenth most populous in the State of Washington.2 Exhibit 1.5: Past and Projected Population and Employment Growth 1 2015, City of Redmond. Planning department population and employment projections. 2 2016, OFM. http://www.ofm.wa.gov/pop/april1/ 0 20,000 40,000 60,000 80,000 100,000 120,000 140,000 1970 1990 2009 2015 2030 Residents Employees ---PAGE BREAK--- Chapter 1: Introduction 16 I P a g e Parks, Arts, Recreation, Culture & Conservation Plan Portions of the Overlake and Downtown neighborhoods also function as two of the twenty-six regional growth centers designated by Puget Sound Regional Council. These centers have high concentrations of jobs and residents. The following exhibit shows how the Downtown and Overlake neighborhoods are planned to accommodate most of the residential population growth through 2030. Exhibit 1.6: Projected Population Growth (2015-2030)3 3 2015, City of Redmond 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 18,000 Population 2015 2018 2022 2025 2030 ---PAGE BREAK--- Chapter 1: Introduction 17 I P a g e Parks, Arts, Recreation, Culture & Conservation Plan Redmond is well known as a center of technology and as the headquarters of a number of nationally known high-tech and biomedical companies. Among these are Microsoft, Nintendo, Aerojet, Space-X, AT&T Wireless, and Physio-Control. The growth of business in Redmond is leading to growth in the residential population and significant changes to the Redmond’s demographics. Redmond is one of the youngest, most affluent, and well- educated populations in Washington. The anticipated population growth in the urban centers will make these the most densely populated neighborhoods, as opposed to the single-family residential neighborhoods. In addition, more of the population are living in apartments and condominiums and today more than 45 percent of people rent their homes.4 Exhibit 1.7: City of Redmond Demographics 2016 As Redmond continues to strengthen its vibrancy and increase diversity, it seeks to promote its sense of community through programs designed to celebrate its heritage, enhance its neighborhoods, and preserve its historical and natural treasures. 4 2015, EMC Research. 2015 PARCC Plan Survey. 45% Renters Average Age - 34 ---PAGE BREAK--- Chapter 1: Introduction 18 I P a g e Parks, Arts, Recreation, Culture & Conservation Plan 1.5.3 City Health This thriving community means many families are very busy with work, school and many extra-curricular activities, with some people unable to find time to lead a healthy lifestyle. Some indicators of health in Redmond are derived from Seattle-King County Health data (2000-2004 and 2010-2014). 76% of Redmond residents did not meet physical activity guidelines set by the CDC. This is similar to the King County, state of Washington and national averages of 78%, 79% and 79%, respectively. 38% of Redmond residents have high blood cholesterol, similar to King County, state of Washington and national averages of 43%, 40%, and 38%, respectively. While some health indicators improved over the last five years, the rates of obesity, smoking, asthma hospitalization, and diabetes continued to worsen. This trend also include incidents of heart attacks and chronic heart disease.5 Redmond’s park system is designed to provide active recreation, community gathering places, and lifelong learning to help address physical and mental health concerns. 5 2015, Public health data set from 2000-2004 and 2010-2015. Exhibit 1.8: Redmond Health Data