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From YouTube: Parks & Recreation Programs and Facilities Plan
Description
City of Boulder Parks & Recreation Programs and Facilities Plan
A
A
So
I
thought
it'd
be
a
great
time
for
us
to
talk
about
the
city's
new
recreation
program
and
facilities
plan
and
the
Parks
Recreation
Department
has
spent
what
a
year
developing
the
plan
just
about,
and
the
parks
and
recreation
advisory
board
just
approved
the
plan
in
March
right
and
it's
going
to
council
in
August.
So
can
you
describe
the
plan
for
us
a
little
bit?
Well.
B
I'd
be
happy
to
it's
really
exciting
for
us
to
finally
have
our
recreation
master
plan.
It
has
a
lot
of
operational
baseline
data
forests,
so
it
tells
us
where
we've
been
for
the
past
few
years
we
took
a
look
at
community
needs.
We
assessed
industry
trends
and
some
of
the
demographics
in
the
community.
B
B
It'll
really
be
part
of
our
department
work
plan
in
the
Recreation
Division.
We're
working
right
now
to
identity,
separate
the
recommendations
into
short-term
medium-term
long
term,
which
makes
pretty
much
good
sense,
I
think
and
then
we'll
be
assigning
staff.
Members
and
staff
teams
to
work
on
those,
and
it
will
really
be
part
of
our
ongoing
work
plan
will
probably
also
be
doing
some
community
outreach
around
some
of
the
elements,
but
it
really
is
guiding
us
for
the
next
several
years.
Ok,.
B
Those
are
really
interesting
questions.
We
actually
have
a
diagram
a
chart
in
the
plan
because,
as
we
started
working
at
it,
we
realized
people
didn't
know
how
it
fit
so.
The
city's
the
ball
Valley
comprehensive
plan
is
the
overarching
guiding
document
for
the
city
and
then
within
that
is
our
Parks
and
Rec
master
plan.
B
So
the
Boulder
Valley
comp
plan
has
City
goals
and
county
goals,
and
our
department
plan
has
our
departments,
mission
and
vision
and
goals
for
our
department,
and
then
the
recreation
program
and
facilities
plan
narrows
down
a
bit
farther
and
just
focuses
on
the
Recreation
Division.
So
it
gives
us
guidance
on
programs
what
type
of
facilities
we
need,
what
our
cost
structure
should
be
and
what
the
community
needs
are.
So
it
really
does
narrow
things
down
in
relation
to
priority
based
budgeting
I.
B
Think
we're
really
well
positioned,
as
the
city
moves
in
that
direction,
because
a
lot
of
the
research
that
we
did
for
our
plan
was
to
identify
community
needs
and
community
values
and
find
out
what
the
residents
are
really
interested
in.
So
we
have
that
and
then
on
the
other
hand,
we
also
did
an
in-depth
analysis
of
our
costs
and
our
expenses
and
our
revenues.
So
we
really
know
our
program,
costs
and
facility
costs
and
that's
really
some
of
the
fundamental
pieces
of
priority
based
budgeting.
B
A
B
We
laugh
in
our
department
and
say
we
do
community
outreach,
because
everything
that
we
do
seems
to
be
highly
valued
by
some
segments
of
the
community.
So
we
had
several
open
houses
and
community
workshops
and
we
conducted
some
focus
groups
with
other
recreation
providers
and
partners
in
the
community,
such
as
the
University
of
Colorado
in
the
Boulder
Valley
School
District.
We
did
a
statistically
valid
community
survey,
so
we
got
neutral.
If
you
will
information,
we
also
had
feedback
forms
on
our
website.
B
People
commented
there
and
at
our
rec
facilities,
so
we
did
quite
a
lot
of
outreach
in
that
regard.
We
maintained
a
listserv
of
all
of
our
user
groups,
so
we
would
notify
them
whenever
we
had
meetings
or
anything
that
was
coming
up
and
then
the
parks
and
recreation
advisory
board
is
advisory
to
our
department
and
we
had
six
study
sessions
with
them
on
the
different
components
of
the
plan,
and
we
also
had
one
study
session
with
council
and
then
public
hearing.
B
A
B
That
was
one
of
the
questions
we
asked
as
we
did
our
community
outreach.
We
wanted
to
know
what
the
community
valued
so
the
guiding
principles
are
really
a
synthesis
of
all
the
information
that
we
gained
from
the
workshops
and
from
the
community
input,
as
well
as
from
our
department,
master
plan
and
values,
and
we
also
incorporated
some
information
from
a
work
group
on
recreation
financing
that
was
from
a
couple
of
years
ago.
B
So
we
put
all
that
together
worked
with
the
parks
and
recreation
advisory
board
and
city
council
to
make
sure
that
we
had
the
right
elements
in
our
guiding
principles
and
then,
as
we
started,
getting
into
the
nuts
and
bolts
of
the
plan
and
looking
at
program
models
and
financial
pricing
structures,
we
touched
base
back
with
those
guiding
principles
and
then,
as
we
develop
new
things
or
really
start
to
follow,
some
of
the
recommendations
will
be
checking
in
to
make
sure
that
they're
still
in
line
with
our
guiding
principles.
Well,.
A
I
wanted
to
talk
a
few
about
a
few
of
the
guiding
principles,
specifically
there's
some
that
caught
my
attention
and
when
I
was
hoping
you
could
clarify.
For
me
it
says
that
we
want
to
prioritize
available
subsidy
to
introductory
level
classes
and
programs.
Now
does
that
mean
we
want
to
prioritize
introductory
level
classes
over
others,
even
if
they
don't
recover
their
own
costs?.
B
This
is
a
tricky
question
and
it's
one
that
I
want
to
take
a
little
bit
of
time
to
explain.
I
think
I
will
first
start
with
subsidy,
because
that's
something
that
is
really
important
to
us
right
now,
all
of
our
programs
and
services,
the
costs
for
all
of
our
programs
and
services
are
not
covered
by
all
their
fees.
So
we
do
get
some
money
from
sales
tax.
So
those
two
pieces
are
what
give
us
our
budget
to
cover
our
costs.
B
So
a
lot
of
those
don't
cover
all
of
their
costs,
but
we
know
that
we
can
have
another
set
of
programs
that
will
provide
some
additional
funding
for
that.
So
it's
not
necessarily
that
we're
prioritizing
them
over
other
programs,
but
they
have
a
very
deeply
held
value
to
us
and
we
will
use
additional
revenues
from
other
programs
to
help
fund
those
if
they
don't
cover
their
costs.
Some
may,
but
a
lot
of
them
will
not.
B
A
B
That's
what
we
call
the
social
core
again,
they
promote
the
healthy
lifestyle,
they're
getting
people
out
of
doors,
it's
really
the
core
of
our
mission
as
a
recreation
division,
so
that
was
the
social
court
and
then
the
business
core,
our
programs,
that
we
can
charge
market
fees,
market
rates
and
have
enough
funding
that
will
help
us
support
the
social
core.
So
we
really
need
both
of
those.
But
then
there's
programs
that
may
be
rather
short
lived,
maybe
three
to
five
years
or
really.
B
People
are
interested
in
for
a
short
period
of
time,
but
they're,
not
something
like
an
ongoing
fitness
class
or
some
of
those
real
basic
recreation
services.
So
we
put
those
in
the
desirable
and
said
you
know
if
there's
express
community
interest
and
we
can
set
up
our
funding
structure
so
that
they
can
be
self-funding,
then
we'll
offer
those
and
they'll
be
the
desirable
programs.
Interesting.
A
Well,
I
wanted
to
go
back
and
talk
about
the
financial
sustainability
of
the
of
the
recreation
program
and
one
of
your
guiding
principle
says:
to
pursue
a
sustainable
financial
model
for
recreation
programs
and
facilities
and
can
I
know
you
touched
on
it
a
little
bit.
But
can
you
explain
that
further
well.
B
It's
becoming
more
and
more
important
that
we
really
know
our
costs
and
all
the
opportunities
we
have
for
efficiencies,
because,
as
I
mentioned,
the
sales
tax
money
that
we
get
for
recreation,
we
expect
will
go
down.
That's
based
on
recommendation
from
the
Blue
Ribbon
Commission,
so
we're
trying
to
position
ourselves
to
be
as
efficient
as
we
can
and
also
look
at
where
we
have
market
rates
and
where
we
can
cover
the
costs
for
our
programs.
So
we're
looking
at
efficiencies
in
building
efficiencies
and
staffing.
B
We're
also
looking
at
increasing
some
of
the
participation
rates
in
our
classes
to
make
sure
that
we
meet
our
minimums
and
can
maybe
get
more
people
in
those
classes.
So
we're
really
looking
at
that
in
a
lot
of
different
ways.
But
the
end
goal
is
that
we
really
do
need
to
cover
the
bulk
of
our
expenses
with
our
fees
and
charges.
So.
A
B
We're
really
concerned
about
that,
and
we
don't
want
that
to
happen,
so
we're
really
focusing
on
efficiencies,
we're
also
looking
at
how
we
can
better
utilize
some
of
our
facilities
so
that
we
get
more
people
in
the
door
and
more
people
participating.
So
overall
we
raised
our
revenues
by
just
having
more
numbers.
In
some
cases,
I
think
our
costs,
our
program
fees,
may
go
up.
B
We
do
annual
market
surveys,
so
if
we
can
be
competitive
in
the
market
we
will
be,
but
at
the
same
time
we
want
to
maintain
a
good
balance
so
that
we're
providing
services
to
the
people
that
need
it.
We
also
have
a
scholarship
program,
so
that's
another
way
that
we
can
help
keep
our
services
affordable.
Okay,.