CITY OF CORAL SPRINGS, FLORIDA

CITY COMMISSION WORKSHOP

AGENDA

Wednesday, February 26, 2020 Sawgrass Room 5:00 PM City Hall, 9500 West Sample Road

Page 1

● Call to Order

● Roll Call

● Moment of Silence

● Pledge of Allegiance

● Workshop Meeting Items

1. Update to the Parks & Recreation Master Plan (Rob Hunter)

2. Inflow and Infiltration Reduction Program (Juan Robby)

● Commission Communications

● Adjournment Residents planning to attend the meeting who need special assistance must notify the City Clerk's Office at (954) 344-1065 no later than 24 hours preceding the meeting.

Agenda1. Introductions

2. What have we learned/observed to date

3. How do we potentially address issues/opportunities

4. Discussion

2020 Parks and Recreation Master Plan:Excelling Fun

1

1.a

By the Numbers

2

1.a

Observations

10 Key Take-aways

1. Residents value City Parks to be clean and safe; time to perform and the attention to maintenance, upkeep and customer service needs to be elevated.

2. Community residents and visitors have mixed responses to City Park and Recreation offerings.

3. To meet the types of facilities anticipated for build-out demand, the City will need to either acquire additional land, use what they have previously required or re-purpose parks.

3

1.a

10 Key Take-aways

4. While facilities are family-oriented, emphasis on athletics prevails. Is what is being provided equitable and/or accessible to the broader population?

5. Casual, large-scale social gathering spaces are very limited.

6. Facility rental is increasingly more a business. The City’s facilities “compete” with those that other communities and the private-sector across South Florida offer.

7. The public considers programming stale.

4

1.a

8. Many programs are geared to organized athletics/competitive play. People desire other experiences with focus on water play, nature and social spaces.

9. The high quality, frequency and scale of special events is going to require further evolution, so the City can continue to balance the demands of labor, materials and attendance.

10.Many families go elsewhere to find their cool, fun, funky and memorable recreational experiences.

10 Key Take-aways

5

1.a

Driving Influences

The Department Staff’s priorities are outwardly focused.They’re very good at taking care of in-park needs; Staff has yet to prioritize its own Department’s sustainability.

The park system is at a ‘tipping point.’ The City has shifted from a rapidly growing community to a steady population with broader interests; it is clear these shifts are influencing the public’s desire for changing City park and recreation amenities and experiences.

6

1.a

What people have expressed

Residents want:

1. Recreation as relaxation.

2. Enhanced service.

3. Focus on non-athletic space and programs that is suitable for family use individual enjoyment, adults, seniors and fitness.

4. More customization of programs/activities based on broader age capabilities and time availabilities.

7

1.a

What People Have Expressed

8

1.a

Downtown in December Preferences

1. Splash park2. Nature inspired3. Adventure play

4. Splash pad5. Imaginative play6. Inclusive play

9

1.a

Ways to Potentially Address

Issues/Opportunities10

1.a

Trends In Recreation Notable items happening across the region and nation:

1. A competitive trend with private commercial recreational providers has emerged in the field. Cost structures become more than cost-of-living increases.

2. Americans are shifting away from organized sports and programs to more individualized experiences such as adult fitness, eSports, wilderness adventure, natural water sports, etc…

3. Technology has finally made it into the park world: beacon counters/geofencing, LED, Cloud monitoring, GPS, GIS, social media, in-field work orders, drone surveillance, etc…

4. Access to nature/”unplugged” experiences is rapidly rising

5. Focus on aging, wellness, fitness but with an emphasis on ‘8 to 80’ philosophies

6. Interfacing with animals: dog parks have led to activities like goat/cat/dog/pig yoga

7. Multi-use complexes: one-stop-shop for recreation11

1.a

Facilities

12

1.a

FacilitiesInitial Recommendations:

1. Construct an inclusive playfield (e.g. a ‘Miracle Field’ – for rectangle and diamond sports)

2. Build a signature destination-scale playground

3. Update the master plans for selected neighborhood parks, such as Lions, with consideration for the current and evolving complexion of park users

4. Install pocket spray pads, independent of established aquatic areas, at selected neighborhood park sites; add another splash park

5. Complete a feasibility study related to the gymnasium’s expansion; explore the viability of a senior center and/or other indoor spaces simultaneously. Consider constructing three (3) additional courts, elevated walking track, and 10,000 multi-use area

13

1.a

FacilitiesInitial Recommendations:

6. Add more shelters/pavilions and create adult-oriented social spaces in each of the community parks for the purpose of general leisure, socializing, hanging out and people-watching

7. Create social spaces for teen and adults in six (6) of the neighborhood parks

8. Construct additional amenities at Riverside based on space availability; evaluate neighborhood park for potential improvements in reaching the ‘8 to 80’

9. Update the park classifications to address cross-purpose/special use facilities: BettiStradling, Riverside and the greenways/medians

14

1.a

Inclusive Play Field

Miracle League Field, Conyers, Georgia

15

1.a

Destination Play

Gathering Place, Tulsa, Oklahoma

16

1.a

Creative Play Spaces

Scioto Audubon Metro Park, Columbus, OH

17

1.a

Nature Inspired Play Spaces

Monstrum Halmstad, Sweden

18

1.a

Adventure-Extreme Play Spaces

White Rock Lake Park, Dallas TXX

19

1.a

Interactive Water Features

Bicentennial Park, Columbus, OHCitysend Sculpture Park,

20

1.a

Social Spaces

Tampa, Florida

21

1.a

Dining and Outing Spaces

Brooklyn Bridge Park, Brooklyn, NYC

22

1.a

Multi-purpose Indoor Space

23

1.a

Programs

24

1.a

Programs Initial Recommendations:

1. Transition core areas of programming to capture opportunities for multi-generationalhealth and wellness.

2. Add more adult programs to the program roster and offer classes during evening/weekends; develop a ‘50 in 50’ wellness program track to attract middle-age adults

3. Evaluate the feasibility of offering day-time indoor pickleball at the Gymnasium

4. Introduce a late afternoon through evening shuttle route from the east side to Mullins, Cypress and North Community parks

5. Establish on-going nature-based programming tracks customized for varying age interests

6. Host family-oriented programming tracks with mixture of competitive and non-competitive offerings

25

1.a

26

1.a

Operations

27

1.a

OperationsInitial Recommendations:

1. Create a formal, electronically searchable park/facility manual for all department operated park/recreation properties. The manual should include deed and easement descriptions, right-of-passage descriptions, covenants, aerial photograph, topographic and boundary mapping (boundary mapping should be ALTA-compliant); outline everyday, yearly and multi-year maintenance procedures

2. Develop a formal, electronically searchable maintenance manual for key pieces of equipment and regular maintenance activities

3. Establish a standardized set of maintenance procedures/manuals for each facility; align standards based upon park classification

4. Generate a routine maintenance manual for the major/repetitive operations/activities

5. Accreditation in coming years is a goal for the park system, but dedicated resources will be necessary.

28

1.a

29

1.a

30

1.a

Administration

31

1.a

AdministrationInitial Recommendations:

1. Produce a guest services manual for all department employees that regularly interact (cumulatively 4+ hours per day) with the general public

2. Expand policies, checklists, as well as job aides and make them readily available to employees.

3. Make park rules readily available to park patrons and the public

4. Centralize the reservation system for building/shelter use; place the reservation system with the Gymnasium and the Aquatics Center

5. Align the Coordinator position with needs to be more of a manager/supervisor rather than foreman

32

1.a

AdministrationInitial Recommendations:

6. Contract a third-party trainer for the overview of the various departmental manuals to the management, day and night staff

7. Update job descriptions to align with roles as well as address editorial items

8. Initiate a wellness challenge within the Department and publish it/promote it; convey an image to the public that health and wellness are central to the Department’s mission

9. Look for ways to solicit feedback through the year on potential programming, capital improvements and long-term capital funding within the City’s park and recreation facilities.

10. Have a fee schedule that is consistent with the facility environment and regional market levels

33

1.a

34

1.a

Technology Initial Recommendations:

1. Have a dedicated Technology employee within the Parks and Recreation Department

2. Complete the GPS coding and GIS mapping of all park features (park-based database; integrate yearly and capital maintenance information in the database)

3. Map 20-year (long-range) capital improvement planning (CIP); dovetail the 5-year plans to the long-range CIP

4. Formulate a computerized material and time costing system for each park/recreation facility; classify everyday wear and tear vs. maintenance vs. capital; categorize site (e.g. pavement, drainage, etc.) vs. structure vs. amenities (trash bins, benches, tennis nets, etc.) 35

1.a

36

1.a

Special Events

Initial Recommendations:

1. Adopt a ’ceiling’ for the number of special events that are held per annum

2. Revise/update/refresh at least one (1) long-standing park and recreation special program per year beginning with the 4th of July event

3. Establish a ‘freshness date or standard’ that prescribes no more than 20% of all special events will be hosted/operated by the City for more than five (5) consecutive years

37

1.a

Next Steps/Discussion

38

1.a

Inflow and Infiltration Reduction Program

February 26, 2020

2.a

What is Inflow & Infiltration (I&I)?• Inflow is surface water that enters the sewer system through open cleanout caps, faulty

manhole covers and illegal connections from rain downspouts, basement sump pumps or foundation drains.

• Infiltration occurs when groundwater seeps into sewer pipes through cracks, leaky pipe joints and/or deteriorated manholes. Increased sewer discharge raise the operating costs for wastewater treatment

Example of high Infiltration

• The Inflow & Infiltration Reduction Program was recommended as a high priority in the 2013 Water & Wastewater Master Plan

• This program allows the City to maintain their current wastewater transmission and treatment capacity allocations with Broward County. (9.79MGD)

• This program is funded through the Water & Wastewater Fund

• We spent $5M in the last 5 years and schedule to spend $5M in the next 5 years.   

2.a

Why Pipe Lining?• A full pipe replacement project involves heavy disruption to traffic

patterns, creates construction noise and can become pricy. • Pipe lining allows utility owners to mitigate infiltration with minimal impact

to the surrounding area. • Industry-wide Pipe Lining has become the preferred method for sewer

rehab.

2.a

System At A Glance

• Gravity Sewer Main left to line: 132117 LF.• Estimated cost: $5M (7 years at current funding)

2.a

System At A Glance

Note: Yellow = Lined

City of Coral Springs Sanitary Sewer has approximately 127 miles of gravity main discharging to 58 Lift Stations. 

Year Mainlines (LF)

Laterals(Each)

2019 10353 TBD

2018 11541 54

2017 13135 149

2016 1413 67

2015 14853 100

2014 14128 60

2.a

Questions

2.a