Parks needs assessment: staff presents 20‑park inventory, $14.7 million 10‑year repair estimate and strategic plan goals

At the Jan. 15 meeting, Parks and Community Services staff and consultant Dudek presented a multi‑year needs assessment and a companion strategic plan, describing a condition inventory of 20 prioritized parks, community survey results and fiscal recommendations to address identified capital and program gaps.

Staff said the inventory—selected from 41 city parks to focus on the most heavily programmed sites—includes GPS coordinates and condition ratings for amenities ranging from playgrounds and shade structures to restrooms. "We're looking at $14,700,000 in repair and replacement demands in the next 10 years in those 20 parks," a Parks and Community Services staff member said. The inventory assigns replacement timing windows (immediate/0–2 years, 3–5 years, etc.) and includes inflators to account for future cost escalation.

Dudek and staff summarized outreach and methods: the consultant team administered a mixed online and in‑person survey and collected 843 responses (representing households), plotted responses across the city, and conducted targeted teen outreach that yielded 72 teen responses. Survey results showed residents rank improving and maintaining existing facilities ahead of creating new parks. Top park priorities included shade structures, more sports‑field lighting, court maintenance, seating and playgrounds; program priorities emphasized more sports and fitness offerings, evening and weekend scheduling, and programs for older youths.

Internal staff surveys and meetings highlighted recurring operational issues: staffing ratios and upward mobility, competitive pay concerns (staff noted the survey was completed before a recent city salary-table adjustment), and practical constraints with the department's transition to battery‑powered electrical equipment.

The strategic plan accompanying the assessment sets goals in five areas—community engagement, funding and resource optimization, sustainability and resiliency, technology and data, and internal culture and leadership development—and is intended to be action‑oriented, listing objectives, timelines and staff assignments. Staff said the strategic plan will be refined and brought back for Commission feedback and recommended quarterly updates to track implementation progress.

To address the inventory and program findings, staff recommended further studies and revenue initiatives: a fee study to update program pricing (last conducted in 2016), a development‑impact fee study (tied to the city’s general plan update), pursuit of grant funding where appropriate (including CDBG for eligible projects), and consideration of a park bond measure for larger capital needs. Staff also noted the splash‑pad project includes significant grant and community fundraising support.

Commissioners discussed report length and clarity, requested a clearer executive summary and copy‑editing to remove typographical issues, and suggested staff pursue additional mapping of private and nonprofit recreation providers in Davis (clubs, school‑based programs and private vendors) to better understand the overall service ecosystem. Commissioners raised programming questions for teens—suggesting event‑based approaches and partnerships with schools and local nonprofits rather than large, full‑day camps—and discussed operational items such as Pioneer Park tennis‑court replacement (planned for the upcoming budget cycle) and contract arrangements for maintenance assistance from county probation crews.

The needs assessment was informational; the commission did not take formal action on the study at the Jan. 15 meeting. Procedural votes earlier in the meeting approved the agenda and the consent calendar (each by recorded 5–0 tallies). Staff said they would return with a refined strategic plan and suggested objectives for Commission review.