2007 Leadership Team Legacy Exercise, 2 & 10-year (2)

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1C: \Documents and Settings \cewmjrm \Local Settings \Temporary Internet Files \OLKE8 \JMStrawPollExercise Apri107.x1s TOPIC PRIORITY STAFF STRATEGIC ISSUE - 10 -YEAR CATEGORY POINTS The bigger, longer -range challenge for Park Operations will be to prevent the crash of the park system that could occur when the maintenance needs of the system have not been met Fin for many years and major infrastructure elem ents a in need of replace Liability of Deferred 29 Increase in jogging trail inventory with higher public expectations around surface quality, R Hallett without having addressed corresponding future maintenance /renovation needs. Maintenance We are acquiring $18 - $20 million land assets and created vegetated bioswales coupled with the corresponding major increase in maintenance responsibilities to the NRM Team without getting adequate staff, trucks, equipment, materials and supplies to provide the Clark necessary level of services. Reducing camping in our park and ROW areas is becoming too large to be effectively controlled by City staff. There is not an effective method of control for staff enforcement nor is there a more involved and active approach plan for implementation against this issue Girard by COE. Illicit Activities 15 Illegal activities in parks (e.g., including encroachment, camping, dumping, etc.) There is a high volume of illegal activities that occur in our parks and open spaces. Many of these require POS staff to dedicate a tremendous amount of resources to: (a) clean -up the mess left behind by these activities, (b) consult with the City Attorneys Office to determine how to respond to the activity (e.g., with encroachment), or (c) to simply to assess the risk posed by Wold the activity. There is a growing gap between the parks inventory and the Division's ability to maintain the inventory to desired standards. We don't have effective tools to communicate clearly with Public Policy and 14 the community or policy makers about this situation. Given the continued support of bond Education funding, and the recent increase in SDC revenue based on the new methodology, we should Hostick expect this gap to grow very quickly over the next five to ten years. The expansion and development of the park system produce an ever - growing workload. We are continually examining and shifting our maintenance priorities and modifying our work practices in an effort to provide a level of service that provides the public with parks Workload and that are safe and clean. This challenge enhances our efficiency, flexibility, and creativity but also increases stress because of how quickly we can fall behind and how difficult it can Prioritization 10 be to catch up. It also affects morale because of our realization that the parks could be Zucker maintained to an even higher standard.