In July 2021, the Department began a year-long effort to develop a comprehensive strategic master plan that will help guide the Department over the next ten years. The effort started with multiple public outreach efforts, including public workshops, focus group interviews, interviews with the Parks & Recreation Commission, Library Board, Senior Commission and City Council, a statistically valid survey and an online survey. Additional workshops included progress updates on the plan.
The Strategic Master Plan (Future PRL) is now complete. The plan includes:
• EXECUTIVE SUMMARY
• MARKET ANALYSIS
• COMMUNITY ENGAGEMENT
• PARK AND FACILITY ASSESSMENT
• SPORTS TOURISM STRATEGY
• PROGRAM AND ORGANIZATIONAL REVIEW
• FINANCIAL ANALYSIS
• STRATEGIC ACTION PLAN
Strategic Recommendations include:
PARKS, TRAILS AND OPEN SPACE
Provide parks, trails and open spaces that are designed to address the diversity of needs within Roseville, to be the leader in creating memorable public spaces and to maintain these spaces in a safe, clean, and attractive manner.
• Continue to maintain safe, clean, and attractive parks
• Design and develop new parks and update older parks to elevate their value and encourage positive use
• Work with City partners to create a more connected trail system and promote trail use to support community health and wellness
• Develop natural trails in open space areas to better facilitate exploration of these areas
• Update master plans and work to identify funding sources for future development of large sites, including Pistachio Regional Park and Al Johnson Wildlife Area
• Conduct regular park assessments to ensure high quality and elevate all parks on a five-year basis for prioritizing capital investment needs
• Develop a strategy with local and regional partners to mitigate homeless impacts to parks and open spaces
Provide public facilities that are designed to address the diverse needs of the community and maintain these in a safe, clean, and attractive manner.
• Create a feasibility study for a large community & aquatic center in West Roseville to serve the growing community
• Invest in multifunctional sports complexes that can be shared by the community and the various user groups
• Develop additional special use recreational amenities to include pickleball courts, a mountain bike course, and skate parks
• Develop a sports tourism strategy, feasibility study and operational plan for the new Regional Sports Complex and for future recreational complexes
• Identify cost recovery expectations for all recreation facilities and develop individual business plans to meet expectations
• Reinvest in existing facilities, including Adventure Clubs
• Utilize new GIS participant mapping tools to identify the community usage patterns of each facility
• Enhance aging golf course facilities and develop an improvement plan for each golf course
Develop and expand programs considering new pricing strategies, expanding partnership opportunities, and reinventing certain programs for long term viability that reflect market trends and needs.
• Develop/expand programming in the following areas: Fitness and wellness classes; Cooking classes; Free/low-cost community events; Art, dance performing arts; Education classes.
• Outdoor trips (single day); Older adult resources/support; Volunteer programs
• Consider establishing dynamic pricing strategies (primetime/non-prime time and weekday/weekend) for reservations, rental of spaces, programs, and events
• Establish written partnership agreements with performance measures to ensure accountability
• Seek annual feedback from the community regarding quality of programs and unmet needs every 2-3 years
• Evaluate the business structure of Youth Development Programs and consider changes to the operational model, evaluating cost recovery expectations, future expansion viability and facilities repair and replacement
OPERATIONS AND STAFFING
Develop systems and strategies that improve efficiencies and effectiveness, culture, and branding, both internally and externally.
• Develop performance indicators to demonstrate desired outcomes applying to all areas of the Department
• Update or create partnership, pricing, and earned income policies to build upon the business mindset in the organization
• Increase brand awareness to better promote the Department’s key focuses and build greater appreciation of parks, recreation, and library resources
• Provide ongoing and increased opportunities to enhance staff’s personal and professional growth, provide a better understanding of department management practices, and facilitate a positive work culture
• Develop and implement a comprehensive succession plan and strategies to recruit and retain staff
• Continue to evaluate the department's organizational structure, including:
o identifying new positions needed
o striking an effective balance of full-time, part-time, and seasonal staff
o growing the use of volunteers
• Seek and implement efficiencies in the department's HR, IT, and Finance roles
Remain fiscally responsible in a changing world through effective use of financial data, partnerships, equity, and positive stewardship of taxpayer dollars.
• Find additional funding sources to support the entire park system
• Ensure that partnerships are equitable, provide value to the department, and benefit taxpayers
• Quantify and communicate the economic value of PRL
• Ensure that operational dollars follow new capital improvements so as not to impact the rest of the system in a negative manner
• Appropriately invest in the existing system to ensure older parks/facilities are valued the same as new
MAIDU MUSEUM & HISTORIC SITE
Preserve and share the cultural heritage of the Maidu through exhibits, education, and cultural experiences.
• Develop new revenue and funding sources
• Cultivate relationships with outside organizations, with an emphasis on Native American tribal organizations
• Create an Interpretive Plan for the Maidu Museum to include a more accurate and inclusive educational experience for visitors
• Increase public awareness and attendance at the Maidu Museum & Historic Site, both through marketing and the development of new programs/exhibits
• Continue to develop and grow the volunteer program to support school tours and museum programming
LIBRARIES & CULTURE
Provide equitable access to resources and programs that support lifelong learning and literacy for Roseville and ensure that services are strengthened through increased and alternative funding, new partnerships and services, and establishing new cultural arts opportunities throughout the City.
• Develop and grow funding sources and seek community partnerships
• Develop a staffing model that meets the needs and service expectations of the growing community
• Increase overall services and programming to meet community demand, including services outside of library facilities
• Renovate and modernize all three library facilities to provide increased access, improve security, and make better use of existing space
• Maintain and upgrade technology infrastructure to improve access to services, both in library facilities and remotely
• Improve community awareness of library services through targeted marketing campaigns
• Create feasibility studies and develop business plans for new facilities, including the Historic Fiddyment House in Pistachio Regional Park, a cultural arts center to serve the community, and a new library facility in west Roseville
Parks & Recreation Commission
The Parks & Recreation Commission reviewed and approved the strategic master plan at the August 1, 2022 meeting.