STUDY SESSION: 04/11/16 CITY OF SAN JOSE CAPITAL OF SILICON VALLEY TO: HONORABLE MAYOR AND CITY COUNCIL Memorandum FROM: Angel Rios, Jr. SUBJECT: PARKS, RECREATION AND DATE: NEIGHBORHOOD SERVICES STUDY SESSION Approved Date PURPOSE Council discussion of the following: (1) Vision, impact, employees, services and recent history of Parks, Recreation and Neighborhood Services (PRNS) Department; and (2) Current PRNS "building forward" focus areas and potential additional investment opportunities should funding become available in the future. OUTCOME This study session is intended to provide the Mayor and City Council a broader understanding of the services provided by PRNS and our partners; the journey that the department has taken over the past several years to get to this point; and the impact our services have on "building community through fun" within San Jose. Additionally, this report is intended to ensure alignment with the Mayor and City Council on the exciting "building forward" initiatives and new investment priorities. Feedback from this study session will also help inform the upcoming Greenprint Update, where the department will be updating its long range planning document for parks and recreation facilities and services. BACKGROUND A recent report on the economic benefits of San Jose's parks and recreation system published by the Trust for Public Land found that the services and facilities provided by PRNS have an annual economic impact of over $218 million for our residents, in addition to additional tax revenues of over $12 million from over $1 billion in enhanced property value. While this report was able to measure the quantifiable benefits of the City's parks and recreation services, there are also many other less tangible benefits. Economic, social, and environment metrics are all central to
Page 2 understanding San Jose's success as a sustainable city. Fortunately PRNS, through our people, programs, and places provides benefits to all three with the addition of one more, the critically important "fun factor." In a recent survey of employees, residents, and program participants the word that was most often associated with PRNS was "fun." Simply put, the services offered by PRNS and our partners "build community through fun" in both measurable and immeasurable ways whether it is at a local community center, a neighborhood park, or at Happy Hollow Park and Zoo. PRNS is proud to present the Mayor and City Council with this overview of our department and the vast number of services and facilities that we provide in a continuing effort to build healthy communities through people, parks, programs and fun. The remainder of this report is divided into the following sections: 1. Our Vision and Impact 2. Our Employees and Services 3. Our Challenges, History and Business 4. Building Forward: Focus Areas and Investment Opportunities ANALYSIS OUR VISION AND IMPACT From a numbers standpoint, PRNS oversees 187 neighborhood parks, 9 regional parks, over 57 miles of trails, 17 community gardens, 51 community centers, Happy Hollow Park and Zoo, three golf courses, and Family Camp at Yosemite. The human impact of these facilities however, is about much more than numbers, it's about services, and how we bring people together. Simply put, PRNS and our many partners build community through activation, adventure, awareness, caring, discovery, hope, nature, partnerships, play, and most importantly through fun. Of course, while community building is not the easiest metric to quantify, it is critically important to the health and success of our City. More specifically, the vision of PRNS is to be a national leader in parks and recreation in cultivating healthy communities through quality programs and dynamic public spaces. The value of parks and recreation can be felt across a continuum of interconnected services, having lasting social, economic, and environmental impacts, including improvements to public health and safety. In particular, the services have tremendous value in the areas of (1) health and wellness; (2) social connectivity; (3) public safety; and (4) economic and environmental impact. Health and Wellness Impact: PRNS program offerings promote healthy lifestyles through fitness classes, health and education workshops, and outdoor park and trail activities that engage both the mind and body while offering participants opportunities to improve their overall health. According to studies by the Center for Disease Control and Prevention (CDC), creating, improving, and promoting places to be physically active can improve individual and community health and result in a 25 percent increase in residents who exercise at least three times per week.
April 7,2016 Page 3 The department follows CDC guidelines by offering 60 minutes per day of exercise in our afterschool programs and summer camps. A study performed by the Trust for Public Land indicates that "research shows that park use translates into increased physical activity, resulting in medical care costs savings" and that "approximately 24,000 adult residents use San Jose's parks, trails, and community centers to engage in physical activity at a level sufficient to generate measureable health benefits, yielding annual medical cost savings of $28.3 million" to our residents. Social Impact: Parks and recreation programming provides opportunities for increased socialization, community building and engagement, reduces isolationism among older adults, as well as enriches the social behaviors and cognitive development of youth. Primarily, parks and community centers provide gathering places for families and social groups of all ages and abilities, regardless of economic status. The open nature of public spaces, both through organized and unstructured use, encourages residents to go outside, interact, and collaborate. For children, the benefits are countless. Studies have shown that children learn best with ample opportunities to play, and when coupled with social interaction, children develop the necessary brain power for creativity and healthy communication. In addition, access to parks and recreation opportunities has been strongly linked to reductions in crime and juvenile delinquency, as parks provide youth with opportunities for friendly competition rather than social degradation. Public Safety Impact: PRNS also enhances public safety through both traditional first responders, as well as supportive services and youth engagement. Our Park Rangers provide traditional public safety services and ensure that our urban parks and trails are safe and enjoyable. The Department also reduces crime and delinquency in other ways, such as after school programs which provide safe places for kids, and the Mayor's Gang Prevention Task Force's (MGPTF) youth intervention programs. Through the MGPTF, PRNS and our partners offer a wide array of violence prevention and gang intervention programs that collectively reach thousands of high-risk and gang-involved youth and young adults each year. Economic and Environmental Impact: Well-maintained parks, trails, and community centers enhance property values, provide recreational opportunities, improve human health, attract visitors, and provide natural goods and services such as filtering air pollutants, reducing air temperatures, providing habitat, and managing stormwater. The developing trail network also encourages active transportation with daily bike commuters traveling to and from some of Silicon Valley's largest employers. These recreational assets also support local jobs, boost tourism and spending at local businesses, and enhance local tax revenue. Studies also show that to remain competitive in today's 'creative economy', it is increasingly important that cities distinguish themselves through vibrant recreational and cultural amenities to attract new residents and 'innovation workers'. The following table from the recent Trust for Public Land report provides a summary of the estimated annual economic benefits of PRNS facilities and services in San Jose:
Page 4 Benefit Category Total Enhanced Property Value Total additional property value $1,000,000,000 Additional annual property tax $12,100,000 Stormwater retention value $6,430,000 Air pollution removal value $1,180,000 Park tourism value Total park visitor spending $120,000,000 Local sales tax on park visitor spending $4,930,000 Direct recreational value $51,200,000 Human health value $28,300,000 Community cohesion $6,140,000 A copy of the full report from the Trust for Public Land can be found at the following link: https://www.tpl.org/economic-benefits-park-recreation-system-san-ios%c3%a9-california. Additionally, a summary of the report is included as Attachment A of this memorandum. OUR EMPLOYEES AND SERVICES PRNS is funded at 560 Full Time Equivalent positions, however since many staff work part time, there are over 1,300 full and part time employees working for the department on an annual basis. PRNS delivers a vast array of programs and services to the residents of San Jose. On any given day residents can feed goats at Happy Hollow Park and Zoo; play bocce ball in our parks; participate in senior programs that combat isolation among older adults; engage in afterschool and teen center programs that help youth grow through positive social and recreational activities; keep San Jose beautiful through our Anti-Graffiti and Volunteer Programs or other related services; and participate in unique citywide events, like Viva CalleSJ, which brings our community together to interact, create, and play! Behind all of these services are a distinctive array of parks and facilities operated, maintained and built by our amazing staff, along with partners from the community and other city department. Attachment B provides an inventory list of the various physical amenities that make up the City's parks and recreation system. While the physical amenities and programs we provide have a large part in building community, the Department's most valuable assets are its employees. The talent, innovation, and dedication of our staff has allowed PRNS to continue "traditional" parks and recreation programing as well as augmenting our service delivery by incorporating more innovative and unique programs. Staff strives not only to deliver quality programs, but to remain innovative in the delivery of our
Page 5 services, collaborating with neighborhoods, non-profits, foundations, and volunteers to ensure that we serve residents of all ages. Key lines of services within PRNS include: Recreation and Leisure Programs deliver quality recreational activities, ensuring access to programs and services including community center recreation classes, camps, golf lessons, and swim lessons for youth during the spring and summer months. Additionally, the Department offers a scholarship program to ensure that programs are accessible to all residents. Prevention and Intervention Strategies focus on engaging youth and young adults through pre-school (early childhood recreation), afterschool programs, summer job programs, digital art programs, and teen centers. PRNS youth intervention programs are housed in the Mayor's Gang Prevention Task Force, offering programs and services through the Safe Schools Campus Initiative, Clean Slate Tattoo Removal Program, Late Night Gym, and Female Intervention Unit in addition to providing grants to partner with Community Based Organizations. Health and Wellness programs improve the health of our residents while enhancing accessibility to our parks and trails. Programs include therapeutics and power soccer, senior nutrition, fitness centers, fit summer camp, cooking demonstrations, and community gardens. These programs increase the health and wellness of our participants. Connecting Communities is a line of service that emphasizes place-making through coordinated citywide events such as Viva CalleSJ and jvivaparks! The goal of placemaking is to strengthen our community and the connection between residents through shared experiences, sense of place, and creative exploration. PRNS is dedicated to facilitating social interaction, developing valued public spaces, and improving the quality-of-life of our residents. As regional destinations, parks like Happy Hollow Park and Zoo and the Lake Cunningham Action Sports Park attract residents and users from afar with unique opportunities to experience San Jose and create lasting bonds. Keeping San Jose Safe, Clean, and Green is essential to the enjoyment of our parks and community centers and is the bedrock of all our lines of service. Program areas include the Anti-Graffiti and Anti-Litter Program, Parks Maintenance, Park Ranger Services, and our Volunteer Unit. Parks, Trails, and Community Centers construction and rehabilitation are funded through the department's $301.8 million five-year Capital Improvement Program (CIP). PRNS works with other City departments and outside agencies to deliver award winning projects that increase capacity and rehabilitate older facilities. Projects such as Del Monte Park, Roberto Antonio Balermino Park, Commodore Park, the Rotary Children's PlayGarden, and the Solari Park Ballfield renovation further the Department's vision to provide facilities that facilitate placemaking and community building.
Page 6 PRNS' latest Annual Report is included as Attachment C of this memorandum and provides further information on PRNS services. OUR CHALLENGES, HISTORY AND BUSINESS Over the past decade, the Department has faced a number of challenges and capitalized on available opportunities. Confronted with resource shortages, reduced staffing, and facility needs, at times the future looked bleak. Yet, through innovation, creativity, and redesign, PRNS has overcome many challenges to maintain, and in some cases expand, service delivery. A quick look at staffing shows:.. Park maintenance staffing decreased from 204 full-time equivalents (FTE) in 2008-2009 to 122 in 2011-2012, and inched up to 135 in 2015-2016. The park inventory and maintained acreage grew but it has had corresponded with a visually apparent decline in park conditions. The decrease in staffing has been partially mitigated by outsourcing of small park and restroom maintenance. If this was accounted for and the FTE count was adjusted, PRNS would have the equivalent of 156 FTE in park maintenance, still a dramatic decline from the high of 204. Community center staffing decreased from 154 FTE in 2002-2003 to 106 FTE in 2015 2016 while community center square footage increased, representing a 46% decrease which has led to staffing models that offer fewer services to residents. Our recreation centers not only strive to provide a destination to participate in fun and innovative programs for preschoolers, teens, adults, and seniors; but often times serves as the safety net for our community. Staffing decreases had an impact on all programs and services delivered at the community center level. Impacts include the loss of senior and aging programs; reductions to therapeutic recreation and inclusion programs and services; the loss of sports leagues for youth and adults; a decline in the number and hours that the community centers are open to the public and the loss of critical staff support at each site to deliver programs and manage operations. To address these major challenges, the Department has focused over the past decade on innovation in programs and service delivery models that make PRNS more resilient, efficient, and responsive. Examples include: Pricing and Revenue: Faced with the prospect of eliminating many community services, PRNS proposed and the City Council adopted through the 2008-2009 budget process, Council Policy 1-21 (Pricing and Revenue Policy). This policy enabled PRNS to be a more dynamic player for classes, camps, and other activities that meet community needs. As a result of the policy and the department's strategic shift towards financial sustainability and cost recovery, PRNS has nearly doubled the percent of direct operating costs recovered through program fees, grants, and other revenues from 22% ($15 million annually) in Fiscal Year 2008-2009 to 40% ($25 million annually) in Fiscal Year 2013 2014. In Fiscal Year 2014-2015 the department generated a record $26 million. By recouping costs in this way, PRNS has effectively reduced the equivalent General Fund obligations required to maintain services.
April 7,2016 Page 7 In achieving 40% recovery of direct operating costs, the department's ambitious goal when embarking on the path of financial sustainability, PRNS now substantially exceeds the national average for cost recovery among Parks and Recreation agencies of 29% (according to the National Recreation and Park Association's 2016 Field Report). This fantastic growth is a testament to the PRNS team's data driven entrepreneurship and ingenuity, which has been reinforced through our Bay Area Revenue Management School a PRNS initiated and organized conference teaching the principles of financial sustainability to market development to local parks and recreation professionals. Although we have seen growth across the board, our Happy Hollow Park & Zoo, San Jose Recreation Preschool, Recreation of City Kids (ROCK) after-school program, marquee specialty summer camps such as Lego Robotics and education-based (including Camp San Jose), and sports field, picnic, and community center rentals and reservations have led the charge. Alternative Service Delivery: Faced with the divergent realities of reduced staffing for community centers together with new centers and increasing square footage during the City's Decade of Investment, PRNS proposed and the City Council approved, Council Policy 7-12 (Use of Community Center Reuse Sites in Exchange for Services That Primarily Benefit San Jose Residents). This innovation in service delivery allowed PRNS to partner more effectively and efficiently with organizations to maintain community services that would have otherwise been eliminated due to budgetary constraints. Community Center Reuse is one of several alternative service delivery methods the Department has implemented to sustain services during the past decade. To more efficiently streamline the maintenance of small parks (less than 2 acres), park restroom custodial services, and graffiti abatement and eradication, PRNS outsourced those services in 2011-2012. In addition to traditional outsourcing, the Department has entered into a number of creative and productive partnerships to leverage the resources and expertise of community organizations. For instance, the Rotary PlayGarden in the Guadalupe River Park and Gardens was built funded and constructed primarily by the Rotary Club of San Jose and is now operated and maintained by the Guadalupe River Park Conservancy. These creative and innovative public-private partnerships have helped PRNS leverage resources to sustain and grow services. Happy Hollow Park & Zoo: For nearly two years, Happy Hollow Park & Zoo was closed as it was going through a $72 million renovation project. PRNS staff re-opened HHPZ in March 2010 and has continued to see increasing attendance since that time. Additionally, in order to ensure the long term sustainability of HHPZ, staff utilized business management strategies to achieve 100% recovery of direct costs each of the past five years. We are especially proud of the team's entrepreneurship and resilience at HHPZ, where staff has worked diligently to grow membership, annual attendance, revenue, and life-changing experiences each year by not accepting the status quo and constantly creating and producing new and appealing programs and enticements to promote the spot as a marquee San Jose attraction. We are also appreciative of our
Page 8 partnership with the Happy Hollow Foundation and admire their passion for the success of HHPZ. Moving forward, staff is excited for the opportunity to continue to build on past successes and focus on efforts such as continuing to grow attendance, rehabilitating the lower zoo, and bringing in new and exciting attractions and programs for our residents and visitors. Scholarships and Access: A key tenet of the Pricing and Revenue Policy is ensuring affordable access through a scholarship program. Since the policy's approval, PRNS has set aside a percentage of revenue collected to reduce barriers to access and participation in recreational activities. Over time, the number of scholarship recipients and scholarship subsidies has grown, as PRNS has leveraged Safe Summer Initiative funding to create more summertime, pro-social recreation opportunities for youth across the City. Nonetheless, our team has never been satisfied with good enough, and in April 2015 the Department unveiled a redesigned scholarship program. This redesign streamlined the application process, lowered and standardized the threshold for qualification, and better promoted and marketed scholarship opportunities across linguistic boundaries in English, Spanish, and Vietnamese. The results have been outstanding. The number of scholarship-based opportunities to participate in our marquee summer camps, San Jose Recreation Preschool, ROCK after-school program, and leisure classes doubled from 3,600 scholarship recipients receiving subsidies of $375,000 in 2014 to 6,200 recipients receiving subsidies of $725,000 in 2015. BUILDING FORWARD: FOCUS AREAS AND INVESTMENT OPPORTUNITIES Proud of the major strides and innovations that our PRNS team has made, the department still faces significant ongoing challenges. These include: A deferred maintenance infrastructure backlog of $227 million, which is expected to grow an additional $27 million per year; Drought conditions that have made park maintenance even more challenging; though the team rose to the challenge and reduced water usage by more than 40% as well as implemented a number of different approaches to sustainable park maintenance; and Continued budgetary challenges where demand exceeds resources in areas including, but not limited to: park maintenance, operations and ranger services; senior programs and services; therapeutic and inclusive programs; youth and teen programs; youth and gang intervention services; and graffiti abatement and litter clean-up. Our past challenges have made us more resilient; they have also strengthened our resolve for innovation and creative exploration. As we strategically build forward toward the future, PRNS will focus additional investments on five key areas 1) Employee Engagement, 2) Service Delivery, 3) Placemaking, 4) Community Engagement, and 5) Strategic Partnerships.
Page 9 Employee Engagement While PRNS programs add to the livability of our community, the Department's most valuable assets are its people. Our Department is administratively managed through three Divisions (Recreation and Community Services, Parks, and Administrative Services), however our services are coordinated across the various Divisions and programs as "One PRNS" to better serve our community. Our people strive not only to deliver quality programs, but to use innovative approaches to delivering services, collaborating with neighborhoods and volunteers, to ensure that all youth, adults, and seniors can benefit. PRNS has the most diverse workforce in the City; among us are zookeepers, gardeners, lifeguards, account clerks, therapeutic specialists, and landscape architects, spread out in locations across the city. Lessons learned have resulted in an effort to define PRNS' culture to facilitate a more collaborative workforce by creating efficiencies and recognizing accomplishments. The "One PRNS" approach responds to the 2014 citywide Workforce Survey and PRNS enlisted help from the University of California Berkeley, Haas School of Business to further develop the strategy. A series of retreats with a focus on employee "Engagement Through Action" and an unconventional focus on redefining our organizational culture has encouraged our staff to rethink how we communicate and collaborate as a cohesive department. Innovative Service Delivery PRNS continues to prioritize the proper construction, maintenance, and operation of City parks, community centers, and open space to ensure that residents and visitors have high quality places to recreate while also protecting natural resources within the city. Staff is committed to using creative and diverse methods of delivering services that improve accountability and efficiency, including strategies such as: Business Intelligence - In 2013, after several years of budget reductions, PRNS launched a maintenance staff initiated Business Intelligence (BI) strategy to build forward a new and enhanced service delivery model for park maintenance. This sustainable model was designed to identify and expand best practices, institute new ways of providing service, and develop measurable processes to benchmark and evaluate our successes and overcome challenges. At the heart of this strategy is a set of processes and technologies that gather, store, report, and help to analyze raw data on maintenance efforts; data that can be transformed into meaningful and useful tools to enhance daily park operations. Through BI, staff has been able to qualify and quantify routine activities, thus painting a clearer picture of the annual volume and scope of work, and identify gaps that will need to be addressed through the City's annual budget process. Capital Projects - Partnerships with the community, school districts, other agencies, and non-profit organizations enhance the Capital Improvement Program and have resulted in significant and award-winning projects. Examples include the construction of the Rotary Children's Play Garden with the Rotary Club, purchase of the former Agnews Developmental Center in partnership with Santa Clara Unified School District, improvements to Ocala Middle School with Nvidia, and the Alum Rock Elementary
Page 10 School District and others. The Capital team is now working on a community driven project that would convert an existing road right-of-way to a linear park in east San Jose and seeking partners that can fund a community build day. Therapeutic Recreational Services has begun implementation of a pilot project for inclusion services in after school programs, which impact approximately 1,500 participants at 21 locations throughout the City. Research indicates that children with disabilities in inclusive early childhood programs demonstrate stronger social-emotional skills than their peers in separate settings, and that developing children can show positive developmental, social, and attitudinal outcomes from inclusive experiences. Placemaking While definitely innovative, the concept of "placemaking" is not new. Historically, PRNS has endeavored to provide quality spaces that perpetuate a sense of community; drawing people together to play, learn, and live. Overtime, we have experienced how these public spaces define the character of our City, build civic pride, and encourage a social connection. Building forward however, PRNS aims to expand its placemaking not just to develop quality, iconic facilities, but most importantly, to encourage the community to activate, revitalize, and enjoy them. Happy Hollow Park & Zoo - Happy Hollow Park & Zoo's placemaking ability expands beyond San Jose and boasts recognition as the first gold LEED-certified amusement park and zoo in the United States, as well as possessing AZA (Accredited Zoos and Aquariums) accreditation through 2021. Along with our non-profit partner, Happy Hollow Foundation, Happy Hollow Park & Zoo will be introducing a new Dragon Flyers ride and red pandas in 2016. It's Happening in Plaza de Cesar Chavez - Designated an official host city to Super Bowl 50, PRNS collaborated in "activating" Plaza de Cesar Chavez, transforming one of the city's most iconic parks into a vibrant public space, featuring an outdoor cafe and beer garden, a mini-football field, and offered informal games for all ages. Additionally, the Children's Carousel at Arena Green was activated for the Super Bowl 50 Media Day on February 1, 2016, which took place at the SAP Center. Lake Cunningham Regional Park (LCRP) - In late 2016 this regional park will expand into an Action Sports Park with the addition of a one-of-a-kind, five acre bike park adjacent to the existing nationally recognized skatepark. The new bike park will embrace a variety of bike disciplines with features such as: trails, tracks, skills challenge courses, dual slaloms, free ride areas, and pump tracks. LCRP has already hosted several nationally sanctioned Cyclocross events and is well positioned to become a center of such races. The addition of this unique bike park and a playground renovation, which will include a zip line, is anticipated to draw thousands of San Jose residents and visitors from across the nation.
April 7,2016 Page 11 Revitalization of St. James Park: In partnership with a number of organizations, including funding from the Knight Foundation, PRNS is leading the effort to revitalize Saint James Park. This includes the establishment of a Parks Management District surrounding the park and focuses on both short and long term efforts to support park governance, public safety, capital improvements, placemaking, and the Levitt Pavilion project. Viva CalleS J - The benefits of placemaking were overwhelmingly evident during the open streets project, Viva CalleS J, where for one beautiful day in October 2015, a corridor of select City streets was closed to vehicle traffic and open to people traffic. Over 35,000 people flooded the streets and parks along the route for this inaugural event, walking, running, cycling, and skating in a six mile party. The event provided residents and visitors an opportunity to, improve health, connect with their community, and enjoy the streets, neighborhoods, and beautiful parks within San Jose. Viva CalleSJ will return to the streets and parks of San Jose on Sunday, September 18, 2016. ; Viva Parks! - Placemaking is more than just accessibility, it calls for "activation," purposefully engaging the community with events, programs, and activities in public spaces. In 2015, 23 jviva Parks! events at seven different park locations, offered rock climbing, soccer play, hay rides, cultural dance performances, Zumba and martial arts classes, and healthy food demos designed to increase accessibility and awareness of underutilized parks. PRNS is working on a plan to continue and expand ;Viva Parks! To more neighborhoods in coming years. Community Engagement A community organization, Latinos United for a New America (LUNA), approached PRNS about converting a stretch of land that is underutilized and neglected to convert it from road right-of-way into a "linear park." Working with the Department of Transportation and LUNA, PRNS accepted that challenge and partnered with community members to move the idea forward and engage the community to seek funding opportunities and prepare a design vision. Upcoming design workshops are scheduled with the aid of professional designers to support the project. While the idea was a Knight Cities Challenge Grant finalist, it was not selected for final funding, so work with the community will also include finding other partners to support a goal of a community-build day that will invest residents in the outcome of a linear plaza they can call their own. The outcome will be a well-used public place that will offset neighborhood crime and illegal dumping. The result will reflect a true collaboration, instill true pride back into the community and provide valuable lessons for community engagement efforts in the design of our future parks and programming. This is just one example of many ways, such as our volunteer programs, that PRNS is working with the community to enhance service delivery and planning. Strategic Partnerships PRNS partners with a number of non-profit, business, government, and philanthropic. organizations to leverage resources and services for our residents. The Mayor's Gang Prevention
Page 12 Task Force (MGPTF) is the City's youth violence initiative that both manages in-house programs and provides funding for prevention, intervention, and re-entry services targeted to atrisk, high-risk, gang-impacted and gang-intentional youth and young adults. The MGPTF is a broad coalition made up of local residents; City, County, and State government leaders; school officials; community and faith based organizations; and local law enforcement to both prevent and intervene in gang violence. Additionally, the MGPTF also provides funding to community based organizations who provided services to over 3,200 youth during 2014-2015. Additionally, five non-profits in the City are specifically formed to support the delivery of PRNS services and are vital to our ability to "build community through fun" for the residents of San Jose. These organizations are (1) The San Jose Parks Foundation; (2) The Guadalupe River Park Conservancy; (3) The Happy Hollow Foundation; (4) The Youth Connections Foundation and (5) The Emma Prusch Park Foundation. Interjurisdictional Agency Partnerships such as one with the Santa Clara Valley Water District (SCVWD) to protect our watersheds allow the City and the SCVWD to use limited resources to address a number of issues. Park Rangers patrol and enforce camping regulations along the Guadalupe River, Los Gatos Creek, and Coyote Creek as part of the Watershed Protection Team. The Watershed Protection Team is a specialized unit of four Park Rangers working with multiple agencies including the Housing Department, Environmental Services Department, and California Department of Fish and Wildlife to prevent chronic encampments in designated areas and remove trash and other debris from our City's watersheds and public lands. Clean-up activities are usually conducted weekly, but the Park Rangers do more than just provide enforcement, they also offer referrals for human services to the homeless and special needs population associated with the encampments. Working to improve their impact, the Park Rangers plan to identify the most at risk, the highly vulnerable, and military veterans, and make direct connections with human services to find more permanent and stable housing. Community Centers ~ Currently, Hub community centers deliver programs by partnering with vendors to provide recreation classes and community based organizations to provide social and wrap-around services to leverage resources. By partnering, community centers have been able to creatively add both free and fee-based programs and services. Additionally, Community Centers utilize data from the department's Recreation and Electronic Commerce System (RECS) to make programming and operational decisions, which has had the positive impact of increased revenue to support programs. RECS data has also been helpful in providing data for cluster analysis, deciding when to expand services, the best methods to engage with customers, and tracking program participant trends. Funding Partners have helped secure land and pay for improvements to many PRNS managed facilities. The trails program alone has secured $30 million in grant funding over the past 8 years working in partnership with federal, state, and local agencies such as the Santa Clara Valley Water District, the Metropolitan Transit Commission, the Open Space Authority, and Santa Clara County. State grants have funded land acquisition and construction for new parks like Tamien Park and 31 st Street at Alum Rock Park, which are funded through a Housing Related Parks Program, providing parks in support of affordable housing projects. The City recently submitted concept level grant applications for "cap and trade" funding related to affordable
Page 13 housing and transit in partnership with private developers and City department partners which may result in up to $30 million in funding brought to San Jose. CONCLUSION As noted in the Trust for Public Land report: "Parks, trails, and community centers enhance property values, provide recreational opportunities, improve human health, attract visitors, and provide natural goods and services such as filtering air pollutants and managing stormwater. The developing trail network also facilitates active transportation with daily bike commuters traveling to and from some of Silicon Valley's largest employers. These recreational assets support local jobs, boost spending at local businesses, and create local tax revenue." The feedback that PRNS receives from the Mayor and City Council from today's study session will be incorporated into future decisions, programs and services. Additionally, feedback from this study session will help guide the update of the Greenprint, the long range planning document for PRNS services. The process to update the Greenprint will begin later this year. PRNS is pleased to present this report to the Mayor and City Council and is looking forward to a discussion to ensure alignment on the building forward initiatives as current areas of focus and future areas for potential additional investment. /s/ ANGEL RIOS, JR. Director of Parks, Recreation & Neighborhood Services For questions, please contact Matt Cano, Assistant Director, at (408) 535-3580. Attachments: A. "The Economic Benefits of the Park & Recreation System in San Jose, California" report published by the Trust for Public Land B. Snapshot of PRNS Facilities C. 2015 PRNS Annual Report