HomeMy WebLinkAboutMay 1, 2018 PC packetA
CENTRAL
POINT
CITY OF CENTRAL POINT
PLANNING COMMISSION AGENDA
May 1, 2018 - 6:00 p.m.
1. MEETING CALLED TO ORDER
II. PLEDGE OF ALLEGIANCE
III. ROLL CALL
Planning Commission members, Mike Oliver (chair), Tom Van Voorhees, Kay Harrison,
Amy Moore, John Whiting, Jim Mock
IV. CORRESPONDENCE
V. MINUTES
Review and approval of April 3, 2018 Planning Commission meeting minutes.
VI. PUBLIC APPEARANCES
VIL BUSINESS
A. Public Hearing to consider the Parks and Recreation Element, City of Central
Point Comprehensive Plan. File No.: CPA- 17005; Applicant: City of Central
Point).
VIIL DISCUSSION
A. Housing Implementation Plan/Regional Housing Strategies Update.
IX. ADMINISTRATIVE REVIEWS
X. MISCELLANEOUS
XI. ADJOURNMENT
City of Central Point
Planning Commission Minutes
April 3, 2018
I. MEETING CALLED TO ORDER AT 6:00 P.M.
II. ROLL CALL
Commissioners, Mike Oliver (Chair), Amy Moore, Tom Van Voorhees, Jim
Mock, Kay Harrison and John Whiting were present. Also in attendance were:
Tom Humphrey, Community Development Director, Stephanie Holtey, Principal
Planner, Justin Gindlesperger, Community Planner II and Karin Skelton, Planning
Secretary.
PLEDGE OF ALLEGIENCE
III. CORRESPONDENCE
IV. MINUTES
Kay Harrison made a motion to approve the minutes of the February 6, 2018 Planning
Commission Meeting. Amy Moore seconded the motion. ROLL CALL: Tom Van
Voorhees, yes; Amy Moore, yes; Jim Mock, yes; John Whiting, Kay Harrison, yes.
Motion passed.
V. PUBLIC APPEARANCES
There were no public appearances.
VI. BUSINESS
A. Consideration of Draft Parks and Recreation Element, City of Central
Point comprehensive Plan
Justin Gindlesperger informed the Commissioners the Citizen's Advisory Committee
reviewed a prior version of the working draft of the Parks Element at the January 9, 2018
meeting and provided a favorable recommendation to the Planning Commission. Since
the CAC meeting, staff has continued refining the working draft per the CAC discussion.
He explained how the 10 Elements of the Comprehensive Plan interact and guide policies
and goals. He said the purpose of the Parks Element is to guide City decision-making to
ensure the parks and recreation system meets the needs of the Central Point community
as the city continues to grow.
The Parks Element includes an inventory of the existing parks system, assessment of
future parkland needs, goals and policies and implementation strategies. Future parkland
needs were determined by using the level of service adopted by the Parks and Recreation
Commission of 3.5 acres for every 1,000 residents and comparing it to the City's existing
park inventory and expected population growth.
He stated that the discussion will focus on the needs assessment for future parks
development and proposed goals and policies to support the development and
maintenance of parks, open space, and recreational facilities. The City's continued
growth necessitates the development of additional parklands so as to maintain an
expected level of service. The Parks Element provides the necessary policy guidance for
the continuation of high-quality recreation opportunities.
He explained that the initial inventory and needs analysis was conducted as part of the
Parks Master Plan, which spans a period of 10 years. The Parks Element expands the
planning horizon to 20 -years for consistency with the Comprehensive Plan.
The Commissioners asked how the 3.5 acres figure was determined. Mr. Gindlesperger
explained it came from the research for the Parks Master Plan, including state and
national standards, public input, and surveys. The standard represents a target as
necessary to provide the desired recreation opportunities for Central Point residents, and
would serve as the basis for parks acquisition.
Mr. Gindlesperger stated that the 3.5 acres per 1,000 residents is for core parks only and
doesn't include trails and open spaces or special recreation facilities. At this time, he
indicated that the City's current level of service for parks is just over 2 acres per 1000
residents for core parks only. Based on population projections for the next 20 years, the
City will add roughly 4,400 new residents. If no new parkland is acquired, the level of
service would drop to 1.28 acres p�president.yBased on this assessment and application
of the city adopted. level. of service standard in the Parks Master Plan, the City would
need to acquire 52 acres of parkland over the next 20 years.
Mr. Gindlesperger provided an overview of the general location areas identified for
future parks acquisition and development. He stated that almost all future parks are
outside of the existing city limits due to the limited land available to accommodate
neighborhood and community parks. He noted two future parks areas are within the city
limits and are planned for future development as part of the City's park system.
He explained that the remaining sections of the Parks Element focus on providing
implementation guidance by establishing goals and policies, but that the Parks Master
Plan provides more specific implementation procedures related to parks acquisition,
development and maintenance as part of the Capital Improvement Program.
Mr. Gindlesperger indicated that this is a discussion item to receive comments, feedback,
correction and guidance. At the conclusion of the meeting, staff is recommending that
the Planning Commission direct staff to make any needed changes and schedule the Parks
Element for a public hearing at the May 1, 2018 Planning Commission meeting.
The Commissioners discussed the current parks, possible specialized parks and a
community center with a pool. They discussed whether 3.5 acres per 1,000 residents
seemed reasonable or excessive. They requested staff research parks in other cities for
comparison. They noted it was important that maintenance was included in the projected
cost of any parks and how those costs would be paid.
Mr. Humphrey reviewed the procedures used to obtain information for the Parks Master
Plan. He said a consultant had been hired and there had been citizen surveys mailed to
residents and telephone interviews with residents. The data collected was evaluated by
the consultant and the estimated projection was 3.5 acres per 1000 residents in order to
maintain consistent level of service for expected population growth.
The Commissioners discussed the importance of making the parks accessible to as many
residents as possible and how to achieve that access. Commission members posed
additional questions and concern about who will pay for the projected parks need and
what impact this will have on Systems Development Charges (SDCs) and housing
affordability.
Tom Humphrey suggested the commissioners have a public hearing at their May 1, 2018
meeting and Public Works Director Matt Samitore could attend to answer any questions
regarding the Parks Master Plan. He added the Commissioners should focus on the goals
and policies set forth by the Parks Element. If there are questions or corrections, he
advised the Planning Commission to forward those to staff.
Stephanie Holtey explained the planning process of taking technical information gathered
during master plan development and using it to inform goals and policies established in
the Comprehensive Plan. In this case the Parks Element is based on a technical analysis
in the Parks Master Plan and establishes goals and policies needed to develop and
maintain parks for future population growth. She stated that this is similar to other
elements such as the Public Facilities Element, which is based on master plans for Water,
Storm Drainage and Transportation.
The Commissioners asked how the public hearing would be noticed and Mr. Humphrey
answered a notice would be published in the newspaper, on the city website and could be
sent with water bills. Mr. Humphrey explained the Department of Land Conservation
and Development was required to review the Parks Element for 35 days and would obtain
feedback from other agencies. He noted that the Parks Element has been submitted to the
DLCD and a public hearing to be held at the May 1, 2018 meeting would be appropriate.
Tom VanVoorhees made a motion to take the Parks Element to a public hearing on May
1, 2018. Kay Harrison seconded. The motion was unanimously approved.
VII. DISCUSSION
VIII. ADMINISTRATIVE REVIEWS
IX. MISCELLANEOUS
X. ADJOURNMENT
Tom Van Voorhees made a motion to adjourn. John Whiting seconded the motion. All
members said "aye". Meeting was adjourned at 7:48 p.m.
The foregoing minutes of the April 3, 2018 Planning Commission meeting were
approved by the Planning Commission at its meeting on the day of, May, 2018.
Planning Commission Chair
Public Hearing, Parks Element (Working Draft)
ATTACHMENT "B"
PLANNING COMMISSION RESOLUTION NO. 852
A RESOLUTION RECOMMENDING APPROVAL OF THE CITY OF CENTRAL
POINT 2018-2038 PARKS AND RECREATION ELEMENT
WHEREAS, the latest version of the Parks and Recreation Element was adopted in 1983 and
needs to be updated to reflect the latest population projections and housing needs; and
WHEREAS, the City has recently adopted its Population Element, Economic Element,
Transportation Element, Regional Plan Element, Land Use Element, and Housing Element each
addressing specific land use issues and needs; and
WHEREAS, it is timely and appropriate to apply the land use findings of the above
Comprehensive Plan elements to the Parks and Recreation Element; and
WHEREAS, on May 1, 2018, the Central Point Planning Commission conducted a duly -noticed
public hearing at which time it reviewed the City staff report (File No. CPA -17005) and heard
testimony and comments on the draft City of Central Point 2018-38 Parks and Recreation
Element.
NOW, THEREFORE, BE IT RESOLVED, the City of Central Point Planning Commission by
Resolution No. 852 does hereby recommend to the City Council approval of the 2018-38 Parks
and Recreation Element as presented in Attachment "A".
PASSED by the Planning Commission and signed by me in authentication of its passage this I"
day of May, 2018
ATTEST:
City Representative
Approved by me this lst day of May, 2018.
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Planning Commission Chair
Planning Commission Chair
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6.4. PROJECT -LEVEL OPTIONS
Project -level options are discrete actions in support of individual parks, projects or programs. Actions at
the project -level are most effective through coordination and partnerships that leverage resources to the
benefit of the community. Project -level actions include acquisition of individual parcel(s) for park
development, maintenance of park facilities, volunteer and community-based activity, and monetary
support through donations, grants or sponsorship.
6.5. SYSTEM -WIDE OPTIONS
Although a variety of approaches exist to support individual projects or programs, the broader
assessment of community needs suggests that additional, dedicated system -wide funding may be
required to finance upgrades to and growth in the parks system. The inventory and assessment of the
park system identified a backlog of deferred maintenance and ADA enhancements that must be
addressed to ensure the provision of a safe, secure and accessible park system.
6.6. ENHANCING COMMUNICATIONS & OUTREACH
Many of the Parks Element recommendations will require the continued execution of effective
communications and outreach. Promoting the City's park, recreation and trail system will require
broader marketing and outreach that entails a combination of better signage, more public news coverage,
enhanced wayfinding, enhanced user maps and information, expanded use of engaging social media, and
intuitive website/online resources.
6.7. Capital Improvement Planning
The Capital Improvement Plan (CIP) lists all park and facility projects considered for the next 20 years.
The majority of these projects entail the development of parks and facilities, renovating or repairing
existing park amenities and improving ADA access to amenities. Based on survey results and other
feedback, Central Point residents have indicated an interest in park upgrades and trails as near-term
priorities, and the proposed CIP is reflective of that desire.
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6. Implementation Strategies
The Parks Element (Policy 3.1) establishes a minimum service standard of 3.5 acres of core parks per
1,000 residents. The Parks Element also sets a park and open space goal to strive to provide equitable
access to parks that city residents have access to a neighborhood park within one-half mile. Due to size
requirements for community parks, and areas of the city that are heavily developed, it will be difficult to
locate new community parks within existing developed sections of the City. As annexations and/or new
residential development occur within these urban reserve areas, the City should be prepared to purchase
or negotiate for the protection of developable lands for recreational uses. Efforts to secure future
parklands in these urban reserve areas may require developer incentives, such as density bonuses, to
entice landowners into cooperating to set aside appropriately -sized areas for future use as parks.
6.1. ACUISITION GUIDELINES
As Central Point continues to grow, the park system will need to expand through the acquisition and
development of new parkland to support the growing population. As opportunities to acquire large park
sites may be limited, the City should prioritize available opportunities to secure large sites and/or
multiple adjacent properties. The Parks Master Plan defines specific criteria for parkland acquisition
that includes distribution equity, site suitability and site-specific concerns, such as environmentally
sensitive areas or hazards 15.
6.2. DESIGN AND DEVELOPMENT GUIDELINES
The establishment of park design and development standards with predetermined requirements for
consistency and quality of site amenities creates a unifying identity and enhance park maintenance
efficiencies. Shared design standards and amenities, such as signage, helps unify the park system, but
each park should retain its own unique character. The shape and size of the land, the layout of circulation
and location of key features, the styles, types and colors of play equipment, and design of park structures
should be park specific and highlight the character of the park in its local context. The Parks Master Plan
provides minimum site design considerations for core parks, open space and natural areas, special use
facilities and trails 16
6.3. FUNDING OPTIONS
The goals and policies that guide the identification of proposed future projects for future park and
recreation service delivery the City will require significant resources for successful implementation.
Given that the operating and capital budget of the Department is limited, additional resources will be
needed to leverage, supplement and support the implementation of proposed policies, programs and
projects. The Parks Master Plan provides detailed list of acquisition tools and methods that include local
funding options, grants, donations, bonds and partnerships 17
" Central Point Master Plan, pp 165, Appendix F: Site Acquisition & Development Standards.
16 Central Point Master Plan, pp 169, Appendix F: Site Acquisition & Development Standards.
17 Central Point Master Plan, pp 153, Appendix E: Funding Options & Other Tools.
36
5.5 Design parks and facilities to offer universal accessibility for residents of all physical capabilities,
skill levels and age, as appropriate.
5.6 Incorporate sustainable development and low impact design practices into the design, planning and
rehabilitation of new and existing facilities.
5.7 Estimate the maintenance costs and staffing levels associated with the acquisition, development or
renovation of parks or open spaces, and pursue adequate long-term maintenance, life -cycle
replacement and operation funding.
5.8 Develop and maintain minimum design and development standards for park and recreation amenities
within private developments to address community facility needs, equipment types, accessibility,
and installation procedures.
5.9 Update tiis-the comprehensive Parks and Recreation Master Plan periodically to ensure facilities and
services meet current and future community needs.
5.10 Promote professional development opportunities that strengthen the skills and engender greater commitment
from staff, Commission members and key volunteers, to include trainings, materials and/or affiliation with
the National Recreation & Park Association (NRPA) and the Oregon Recreation & Parks Association
(ORPA).
5.1.6. Facilities Development Plan:
Goal 6: Develop and implement a comprehensive facilities plan in cooperation and
coordination with surrounding cities/county and school district.
Policies
6.1 _Pursue and maintain effective partnerships with public, private and non-profit organizations to
maintain parks and recreation facilities.
6.2 _Formalize partnerships through inter -governmental agreements to meet mutual goals and objectives
of all parties.
6.3 _Coordinate program efforts with the School District for joint facility development and maintenance
for parks, special event venues, athletic fields and other major facilities to increase availability of
recreational opportunity to nearby residents..
6.4 _Collaborate with key stakeholders, land owners and other jurisdictions to identify appropriate and
community -supported trail routes that improve park access and link parks, green space, recreation
facilities and other community destinations.
6.5 _Work in partnership with user groups and project proponents to identify and test new recreational
facilities.
6.6 _ Encourage and pursue mutual cooperation and a "good neighbor" policy with residents and
businesses located adjacent to park facilities, trails and natural open space areas.
I 6.7 _Maintain a strong and active volunteer program with opportunities for citizens to become actively
involved in programs to develop a sense of community pride.
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S. 1.4. Trails & Pathways
Goal 4: Develop a high-quality system of multi -use trails and bicycle and pedestrian
corridors that connects to regional trails and provides access to public facilities,
neighborhoods and businesses to promote exercise, walking and biking.
Policies
4.1 Coordinate recreational path and trail system planning and development with the City's and Jackson
County's Transportation System Plan to provide a comprehensive pedestrian and bicycle network.
Coordinate with Medford's pathway plans for improved connectivity. Create an updated Pedestrian
and Bike Trails Plan.
4.2 Facilitate and provide improved pedestrian and bicycle connectivity from major shared -use paths,
such as the Bear Creek Greenway, to parks and other destinations.
4.3 Coordinate with the Planning Department and integrate the siting of proposed path and trail
segments into the development review process; require development projects along designated routes
to be designed to incorporate path and trail segments as part of the project.
4.4 Expand the system of off-street trails by utilizing greenways, parks, utility corridors and critical
areas as appropriate; purchase rights-of-way or easements as necessary.
4.5 Partner with local utilities, public agencies and private landowners to secure easements and access to
open space for path and trail connections.
4.6 Implement trail, route and wayfinding signage for trails and associated facilities, informational maps
and materials identifying existing and planned trail facilities.
4.7 Provide trailhead accommodations, as appropriate, to include parking, signage, restrooms and other
amenities.
5.1.5. Design, Development & Management
Goal 5: Plan for a parks system that is efficient to maintain and operate, while protecting
capital investment.
Policies
5.1 Develop and maintain all parks and facilities in a manner that keeps them in safe and attractive
condition. Repair or remove damaged components immediately upon identification. Maintain and
update an inventory of assets including condition and expected useful life.
5.2 Establish and utilize design standards to provide continuity in furnishings (e.g., signage, trash cans,
tables, benches, fencing) and construction materials to reduce inventory and maintenance costs and
improve park appearance.
5.3 Update the comprehensive Parks and Recreation Parks Element periodically to ensure facilities and
services meet current and future community needs.
5.4 Formulate illustrative master plans for the development or redevelopment of each City park, as
appropriate, to take advantage of grant or other funding opportunities.
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2.7 Leverage city resources by forming and maintaining partnerships with public, non-profit and private
recreation providers to deliver recreation services; coordinate with the school district for access to
existing facilities (e.g. schools gymnasiums, tracks, fields) for community recreational use.
2.8 Explore partnership opportunities with regional healthcare providers and services, such as
Providence, Asante and the Jackson County Health and Human Department, to promote wellness
activities, healthy lifestyles and communications about local recreation facilities and the benefits of
parks and recreation.
2.9 Periodically undertake a comprehensive evaluation of existing recreation program offerings in terms
of persons served, customer satisfaction, cost/subsidy, cost recovery and availability of similar
programs via other providers.
5.1.3. Parks & Open Space
Goal 3: Acquire and develop a high-quality, diversified system of parks, recreation
amenities and open spaces that provide equitable access to all residents.
Policies
3.1 Provide a level of service standard of 3.5 acres per 1,000 residents of developed core parks
(community, neighborhood and pocket).
3.2 Strive to provide equitable access to parks such that all city residents live within one-half mile of a
developed neighborhood park.
3.3 Prioritize park acquisition and development in underserved areas where households are more than %2 -
mile from a developed park.
3.4 Explore partnership with local utilities, public agencies and private landowners for easements for
parkland, trail corridors and recreation facilities.
3.5 Pursue low-cost and/or non -purchase options to preserve open space, including the use of
conservation easements and development agreements.
3.6 Continue to provide community gardens at suitable sites to provide opportunities for gardening,
healthy eating and social connections.
3.7 Provide and maintain facilities for alternative or emerging sports, such as pickle -ball, disc golf,
climbing and parkour, to offer residents a more diverse range of recreational experiences.
3.8 Coordinate with public agencies and private landowners for the protection of valuable natural areas
and sensitive lands through the purchase of development rights, easements or title and make these
lands available for passive recreation as appropriate.
3.9 Maintain and apply annually for Tree City USA status.
3.10 Manage vegetation in natural areas to support or maintain native plant species, habitat function and
other ecological values; remove and control non-native or invasive plants as appropriate.
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Policies
1.1 Support the Parks and Recreation Commission (Commission)_as the forum for public discussion of
parks and recreation issues and conduct joint sessions as necessary between the Commission and
City Council to improve coordination and discuss policy matters of mutual interest.
1.2 Involve residents and stakeholders in system -wide planning, park site facility design and recreation
program development and continue to use a diverse set of communication and informational
materials to solicit community input, facilitate project understanding and build public support.
1.3 Support volunteer park improvement and stewardship projects from a variety of individuals, service
clubs, faith organizations and businesses to promote community involvement in parks and recreation
facilities.
1.4 Continue to promote and distribute information about recreational activities, education programs,
community services and events, and volunteer activities sponsored by the City and partner agencies
and organizations.
1.5 Prepare and promote an updated park and trail facilities map for online and print distribution to
highlight existing and proposed sites and routes.
1.6 Implement a comprehensive approach for wayfinding and directional signage to, and identification
and interpretive signage within, park and trail facilities.
1.7 Survey, review and publish local park and recreation preferences, needs and trends periodically to
stay current with community recreation interests.
5.1.2. Recreation Programming
Goal 2: Establish and maintain a varied and inclusive suite of recreation programs that
accommodate a spectrum of ages, interests and abilities and promote the health and
wellness of the community.
Policies
2.1 Expand and enhance the diversity of programs offered, focusing on programs that are in high
demand or serve a range of users.
2.2 Enable programming and services to meet the needs of diverse users, including at -risk communities
or those with special needs.
2.3 Maintain and enhance program scholarships, fee waivers and other mechanisms to support recreation
access for low-income program participants.
2.4 Continue to pursue development of a multi -use community center that provides additional space for
recreation programs.
2.5 Pursue opportunities to develop an indoor aquatic facility and recreation center, potentially in
partnership with other organizations or agencies. Consider financial feasibility and long term
operations needs prior to design or construction of any new facility.
2.6 Implement and support special events, festivals, concerts and cultural programming to promote arts,
health and wellness, community identity and tourism, and to foster civic pride.
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4.3. Priorities
As opportunities to acquire large park sites may be limited, the City should prioritize available
opportunities to secure large sites and/or multiple adjacent properties and should consider acquisition
partnership opportunities with the Central Point School District or other education and recreation
providers. The City will need to take advantage of opportunities in strategic locations to better serve
residents. The City should look to proactively acquire neighborhood and community park sites in newly
incorporated areas, should the City's urban growth boundary and city limits expand in the future. Such
acquisitions would help ensure the City can adequately provide parks in future neighborhoods.
New parks should be developed with walking paths, play areas, shade trees, picnic areas and benches,
spray -grounds or other water features, and other appropriate amenities as desired by the local
community. For example, the City could consider adding half -court basketball courts, small skate park
elements and other recreation features in the development of new or existing neighborhood parks to
expand recreational opportunities.
In general, Central Point residents believe parks and recreation are essential to the quality of life in the
city. This value holds whether or not residents actually use available park and recreation services.
Residents are also generally satisfied with the number of existing parks and recreation opportunities and
the condition of local parks.
5. Goals & Policies
5.1. Goals & Policies
Taken together, the goals and policies provide a framework for the city-wide Parks and Recreation
Comprehensive Plan Element. A goal is a general statement describing an outcome the City wishes to
provide. Goals typically do not change over time unless community values shift. Policies are more
specific, measurable statements that describe a means to achieving the stated goals. Policies may change
over time. Recommendations are specific actions intended to implement and achieve the goals and
objectives and are contained in other chapters of the Plan.
The Parks Element supports those policies addressing Oregon Statewide Planning Goal 5: Open Spaces,
Scenic and Historic Areas and Natural Resources, and Goal 8: Recreation Needs. The Parks Element
also complies with Oregon Parks and Recreation Department's 2013-2017 Statewide Comprehensive
Outdoor Recreation Plan (SCORP).
5.1.1. Community Engagement and Communication
Goal 1: Encourage meaningful public involvement in park and recreation planning and
inform residents through department communications.
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4.2.3.1. New Community Parks
Central Point should acquire and develop two new community parks (of 10 to 30 acres in size) to provide adequate space
for needed community recreation amenities, improve geographic distribution, and help meet the desired park level of
service. One community park should be located in the northern portion of the city, to the east of Highway 99 (see Map 5)
to serve residents of neighborhoods near Scenic Avenue and Dobrot Way. A second community park should be located
to the east of Interstate 5, northeast of the intersection of Beebe Road and Gebhard Road to serve residents in the eastern
portion of the city. Due to size requirements for community parks, and areas of the city that are heavily developed, it will
be difficult to locate new community parks within existing developed sections of the city.
4.2.3.2. New Neighborhood Parks
Central Point's neighborhood park system goal is to provide a neighborhood park within walking distance (/4 -mile) of
every resident. Achieving this goal will require acquiring new neighborhood park properties in currently underserved
locations. Within the current city limits, Central Point should acquire and develop two new neighborhood parks of 3 to 5
acres to serve local neighborhoods. A new neighborhood park, Summerfield Park, is scheduled for construction in the
north -central portion of the city, near the intersection of N 10th Street and N 3rd Street, see Map 5. A second
neighborhood, Don and Flo Bohnert Farm Park, is currently under construction in the north-west portion of the city, near
Stone Pointe Drive. A third neighborhood park should ideally be located near the intersection of Glenn Way and
Timothy Street to serve residents in the southeastern portion of the city. Other proposed neighborhood park locations are
identified on Map 5 and aim to address parkland distribution needs within the urban reserve areas.
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4.2.3. Distribution
Based on the parks need assessment, the Proposed Parkland Target Acquisition Areas, as shown on Map 5, highlights
those areas of the City that will require special focus for park acquisition and development in the coming years. A total
of three potential acquisition areas are identified within current city limits and include one proposed community park and
two proposed neighborhood parks (see Figure 5).
The greatest documented land need is for additional community park sites to provide the land base for a blend of passive
and active recreation opportunities, such as sport fields, picnicking and walking. Secondarily, new neighborhood parks
are needed to improve overall distribution and equity throughout the City, while promoting recreation within walking
distance of residential areas. The acquisition and development of the community and neighborhood parks necessary to
meet the geographic distribution goals described above would meet, or significantly address, the current and future level
of service needs.
Figure -54.2.3A. Parkland Service Gap Areas by District & Park Type
North Central Near 10t° St. Neighborhood
and Upton Rd.
Near Beebe Road Rd. and Community
Hamrick Road.
Additionally, a number of future parkland acquisition target areas are identified within urban reserve areas. As
annexations and/or new residential development occur within these urban reserve areas, the City should be prepared to
purchase or negotiate for the protection of developable lands for recreational uses. Efforts to secure future parklands in
these urban reserve areas may require developer incentives, such as density bonuses, to entice landowners into
cooperating to set aside appropriately -sized areas for future use as parks (see Appendix E for other acquisition tools).
Figure SB4.2.3B. Parkland Service Gap Areas within the URA by Location & Park Type
While the targeted acquisition areas do not identify a specific parcel(s) for consideration, the area encompasses a broader
area in which an acquisition would be ideally suited. These acquisition targets represent a long-term vision for improving
parkland distribution throughout Central Point, and guidelines are provided in the Master Plano for size ranges and
recreational amenities for future community and neighborhood parks.
28
3
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Av.
Neighborhood
4
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Community
5
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Neighborhood
6
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Ln. & Hanley Rd.
Community
7
CP -2B- Southeast of Upton
Rd. and Wilson Rd.
Community
While the targeted acquisition areas do not identify a specific parcel(s) for consideration, the area encompasses a broader
area in which an acquisition would be ideally suited. These acquisition targets represent a long-term vision for improving
parkland distribution throughout Central Point, and guidelines are provided in the Master Plano for size ranges and
recreational amenities for future community and neighborhood parks.
28
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• Community parks: '/2 -mile primary & 1 -mile secondary service areas
• Neighborhood parks: '/-mile primary &'/z -mile secondary service areas
Map 2, 3 and 4 on the following pages illustrate the application of the distribution standards from
existing, publicly -owned neighborhood and community parks. These maps show that the eastern portion
of the city (east of I-5) is well served with reasonable access to public parkland. The portion of the City
west of Highway 99 is also reasonably well served, though a gap exists in the southern portion of this
area. The majority of the City's park needs exist in the central portion of the city, between I-5 and
Highway 99.
24
known gaps in the park system will provide a foundation for strategic planning to ensure that
tomorrow's residents have access to a distributed system of parks and trails to stay healthy and active.
4.2.1. Level of Service
Central Point's existing community, neighborhood and pocket parks make up approximately 39.24 acres
of parkland, of which 30 acres are developed, resulting in a current level of service of 2.07 acres per
thousand residents (see Figure 4.2). Given a level of service target of 3.5 acres per thousand residents,
the City currently faces a deficit of 27 acres of new parkland, and 36 acres of developed parkland. The
above parkland acreage calculations include the undeveloped acreage of the Boes property in the CP -4D
urban reserve area. Development of that site to serve as a new neighborhood park results in an urban
area deficit of approximately 27 acres.
Central Point's population is anticipated to grow by approximately 4,500 residents by 2038. In order to
serve future residents, the City would need to acquire and develop an additional 16 acres of parkland, in
addition to current needs. Accordingly, the City should aim to acquire 43 acres of parkland, and develop
52 acres, between 2018 and 2038 to fully meet the desired level of service standard (3.5 acres/1,00O
residents).
Figure 4.2. Level of Service and Parkland Needs — 2018 and 2038
Existing Level of Service (LOS) Standard
2018 Population
2038 Population Forecast
City -owned & maintained
3.5 acres per 1,000 residents
18,924 residents
23,290 residents
Total Developed
39.24 acres 29.92 acres
Total
39.24 acres
Level of Service
2018
2038
Effective Level of Service based on total acreage
(acres/1,000 residents)
2.07
1.68
Net LOS to Standard (acres11,000 residents)
(1.43)
(1.82)
Performance to Standard
59%
48%
Acreage surplus (deficit)
(26.99)
(42.27)
Source: Population data from PSU Center for Population Research
4.2.2. Proximity
29.92 acres
1.58 1.28
(1.92) (2.22)
45% 37%
(36.31) (51.60)
In reviewing parkland distribution and assessing opportunities to fill identified gaps, residentially zoned
lands were targeted, since neighborhood and community parks primarily serve these areas. Additionally,
primary and secondary service areas were used as follows:
23
increase in total population between 2018 and 2038 and an Average Annual Growth Rate of 1.0
percent l4
I Figure 34.16. Population Change - 1970 - 2038
25,000
20,000
15,000
10,000
5,000
1980 1990 2000 2010 2018 2020 2025 2030 2035 2038
As the population of Central Point grows, the City will need to acquire and develop additional parkland
to meet community needs. The City's recreational facilities and programs will be in increasing demand.
The City of Central Point can also expand into urban reserve areas through annexation. These areas fall
to the west of the city and to the north, along Interstate 5. Growth in these areas will require the City to
plan for and provide parks to serve existing and new residents.
4.2. Parkland Gap Analysis: Level of Service, Proximity &
Distribution
Central Point residents are fortunate to have access to great parks and the Bear Creek Greenway.
Through thoughtful planning, the City has secured several new park sites over the years, and a strong
core system of parks and open spaces exist today. However, the continued and projected growth of the
city will place further pressure on access to new lands for parks. While about half of residents believe
the City currently has enough parks, just over 20% feel that there are not enough park and recreation
opportunities in the City.
To better understand where acquisition efforts should be directed, the Parks Element examines and
assesses the current distribution of parks throughout the city through a gap analysis. The gap analysis
reviews the locations and types of existing facilities, land use classifications, transportation/access
barriers and other factors as a means to identify preliminary acquisition target areas. Understanding the
14 Average Annual Growth Rate is the average increase in the value of population over the 20 -year planning horizon.
It is calculated by taking the arithmetic mean of the growth rate over the 20 -year time period.
22
4.1. Community Demographics
In 2018, an estimated 18,924 people reside in Central Point, according to the Portland State University
Population Research Center 13. The city has been growing steadily for the past four decades, with a 329%
increase in population from 1970 to 2010 (see Figure 34.1A). Much of this increase occurred dtning
between 1990 and 2000, when the city grew by nearly 5,000 people, an annual rate of approximately
6.6%. While the rate of population growth has slowed since - to approximately 2.7% annually over the
past 15 years, it remains three times faster than population growth in Jackson County as a whole. Today,
Central Point is the third largest city in Jackson County and is expected to continue to grow over the
coming decades.
Central Point is home to many families with children, which represent over one-third of households.
Residents are relatively young, particularly when compared to the remainder of Jackson County.
However, this may be changing. The city is experiencing growth in the percentage of residents over 45
and a decline in the number of young children.
Figure 24.1A. Population Characteristics: Central Point, Jackson County, Oregon (2015)
Population (2015)
I7,485
210,975
4,013,845
Population (20 10)
17,169
203,206
3,831,474
Population (2000)
12,493
181,269
3,421,399
Percent Change (2000 - 2015)
40.0%
16.4%
17.3%
Persons w/ Disabilities (%n)
15.6%
16.9%
14.2%
Household Characteristies
Households
6,637
82,977
1,522,988
Percent with children
31.4%
24.6%
26.9%
Median HH Income
$46,765
$44,086
$50,521
Average Household Size
2.61
2.44
2.5
Average Family Size
3.04
2.96
3.05
Owner Occupancy Rate
61.8%
62.4%
61.5%
Age Groups
Median Age
36.5
42.1
38.4 i
Population < 5 years of age
7.5%u
5.9%
6.2%
Population < 18 years of age
25.5%
21.8%
22.6%
Population 18 - 64 years of age
58.7%
60.6%
63.5%
Population > 65 years of age
14.8%
17.6%
13.9%
The population forecast projects continued growth over the coming 20 years. It estimates the population
of the urban area will grow to 20,484 people by 2025 and 23,290 by 2038. This growth represents a 24%
13 Based on Portland State University's Interpolation Table for 2038 with the 2017 Certified Population as the base
year.
21
3.3.4. Talent
The City of Talent, located approximately nine miles south of Central Point, manages 19 acres as parks
and recreation facilities. The facilities for their eight parks include playgrounds, sports fields, picnic
areas and shelters and trails. The Downtown Park has a multi -use facility for skateboarders, in-line
skaters and BMX bikers that may attract Central Point users. Also, Lyn Newbry Park is connected to
Central Point via the Bear Creek Greenway.
3.3.S.Oregon State Parks
Seven state parks and recreation sites are located in the Central Point vicinity. These include day -use
sites, waysides, campgrounds, scenic viewpoints, and state heritage sites. These diverse sites provide
recreational opportunities for picnicking, fishing, boating, swimming, bicycling, hiking, bird and
wildlife watching and cultural and environmental interpretation. Touvelle State Recreation Site, 8 miles
north of Central Point, provides water-based recreation opportunities on the Rogue River. Touvelle is a
popular site for picnicking, boating, swimming and fishing. Next to the park, Denman Wildlife Refuge
teems with local and migratory wildlife. The Oregon Department of Fish and Wildlife stocks Rainbow
trout in this section of the river.
3.3.6. Bureau of Land Management
The BLM has a number of campgrounds, day use areas, trails, and snow parks within their Medford
District. Some sites have specific functions, such as hiking trails. Some sites, such as the Hyatt Lake
Recreation Complex, provide many different recreation opportunities, such as camping, fishing,
swimming and hiking. The Upper and Lower Table Rocks are an Area of Critical Environmental
Concern (ACEC) co -managed by the BLM and the Nature Conservancy. They are located approximately
10 miles north of Central Point. The Nature Conservancy manages about 3,600 acres of Lower Table
Rocks, and the BLM manages 1,280 acres on Upper and Lower Table Rocks. The area provides
outstanding opportunities for hiking and environmental education.
4. Park & Recreation Needs Assessment
This chapter assesses Central Point's needs for park and recreation facilities and programming, based on
the community's vision, input and priorities. The needs and recommendations presented here are based
on public input — including survey results, stakeholder discussions, and public meetings — as well as
information gathered through site inventories and state and national recreation trends.
20
3.3. OTHER RECREATION PROVIDERS
Although the City of Central Point is the major provider of parks, open space and recreation
opportunities within the Central Point planning area, other providers also contribute recreation
opportunities. Several other parks, recreation and open space areas are located within close proximity to
Central Point and provide city residents opportunities for a wider array of outdoor activities. Providers of
these facilities include the following.
3.3.1. Jackson County
Jackson County has ten parks with facilities that include a multi -use sports park, RV parks,
campgrounds, cabin rentals, meeting space and facility rentals, picnic areas, gardens, boat launches, boat
rentals, fishing platforms, swimming areas, a water slide, trails and playgrounds. Jackson County's Expo
Park is home to the Jackson County Fair and includes the Bob and Phyllis Mace Watchable Wildlife
Memorial Center and the Seven Feathers Event Center. The fairgrounds are used 365 day a year by
community groups, private promoters, and organizations that plan special events and private functions.
Facilities include the 57,600 sf Isola Memorial Arena, the 7,381 sf Padgham Pavilion, the covered
Olsrud Arena, along with livestock barns, horse stalls, a sale pavilion and lawn areas. Overnight RV
parking for large recreational vehicles is complete.
3.3.2. Medford
The City of Medford, contiguous on the south and east edge of Central Point, is Southern Oregon's
largest provider of recreation services. The City currently provides over 2,500 acres of public parkland
and recreation facilities distributed among 36 park sites and numerous open space parcels. This system
of parks supports a range of active and passive recreation experiences. Medford's Parks and Recreation
Department is responsible for the maintenance and programming of the U.S. Cellular Community Park
and the Santo Community Center providing over 300 programs, services and events each year.
3.3.3. Phoenix
The City of Phoenix, located approximately six miles south of Central Point, has 35 acres of park land.
Facilities at their three parks include playgrounds, a softball field, concession stand, picnic area,
community garden, nature paths and wetland observation platforms. Colver Road Park and City Hall
Park have localized service areas, which would not likely attract Central Point residents. However, the
24 -acre Blue Heron Park is connected to Central Point via the Bear Creek Greenway.
19
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Map 1: Existing Parks,Trails & Open Space
18
Community Park Name
Status
Acreage
Community Park
Developed
2.05
Don Jones Park
Developed
8.60
Robert Pfaff Park
Developed
1.48
Twin Creeks Park
Developed
3.21
Total Community Park Acreage
15.34
Neighborhood Park Name
Status
Acreage
Boes property
Undeveloped
9.32
Flanagan Park
Developed
5.34
Forest Glen Park
Developed
1.90
Griffin Oak Park
Developed
0.79
Van Horn Park
Developed
2.04
William Mott Park
Developed
3.58
Total Neighborhood Park Acreage
22.97
Pocket
Cascade Meadows Park
Developed
0.23
Glengrove Wayside Park
Developed
0.24
Menteer Park
Developed
0.46
Total Pocket Park Acreage
0.93
Special Facility Use Park Name
Civic Field
Status
Developed
Acreage
7.26
Joel Tanzi Skate Park
Developed
0.59
Skyrman Arboretum
Developed
1.77
Total Special Facility Acreage
9.62
Open Space
Open Space (all combined)
Undeveloped
72.87
Total Open Space Acreage
72.87
Total Park System Acreage
121.73
The following map shows the location of existing parks, and trails and open spaces within the City (see
Map 1). A detailed description of each park is included in the Parks Master Plan.
17
3.1.6. Trails
Trails are non -motorized recreation and transportation corridors generally separated from roadways.
Trails can be developed to accommodate a single use or shared uses, such as pedestrians and bicyclists.
Recreation trail alignments aim to emphasize a strong relationship with the natural environment and may
not provide the most direct route from a practical transportation viewpoint. Trails may be developed in
conjunction with various recreational activities, such as jogging, cycling and nature observation.
Trails should be sufficiently wide enough to accommodate the intended type of trail user(s), preserve the
features through which the trail is traversing and buffer adjacent land use activities. Trails are classified
by use type and function, including regional trails, park trails, community trails and bike routes. Trail
should be developed based on the trail standards in the Parks Master Rlan}Planlo
3.2. Facility Inventory
The City's Park and Open Space Inventory identi}F-identifies the City's recreational assets. The City
owns and maintains approximately 122 acres of developed and undeveloped park and open space lands.
Additionally, the City Hall houses the library and indoor spaces for recreation programs and activities.
Figure 3.2. Existing Inventory: Park & Open Space Lands by Type
16
need, physical location and opportunity. Neighborhood parks are intended to serve residential areas
within close proximity (up to '/z -mile walking or biking distance) of the park and should be
geographically distributed throughout the City. Since access to neighborhood parks is mostly pedestrian,
they should be located along road frontages to improve visual access and provide sidewalks or other safe
pedestrian access. To accommodate a typically desired amount of recreational amenities and open areas
a minimum size of 1.5 acres is recommended.
Developed neighborhood parks typically include amenities such as pedestrian paths, picnic tables and
benches; play equipment, a multi -use open field for informal play, sport courts or multi-purpose paved
areas and landscaping. Restrooms are typically not provided due to high construction and maintenance
costs. When neighborhood parks contain amenities that result in longer visits, such as tennis courts and
picnic shelters, restrooms could be an asset to provide services that are conducive to extended playing
times. Depending on the size and function of a neighborhood park parking is usually not provided;
however, on -street, ADA -accessible parking stall(s) may be beneficial.
3.1.3. Pocket Parks
Pocket parks are small parks that provide limited opportunities for active play and passive recreation.
They are generally less than 0.5 acres in size and provide modest recreational amenity to residents
within a'/ -mile walking distance. Due to their small size, pocket parks are discouraged and the Parks
Element recommends against pursuing additional pocket parks due to the higher maintenance costs and
lower recreational value. The existing pocket parks have limited to no opportunity for expansion.
3.1.4. Open Space Lands
Open spaces are undeveloped lands primarily left in a natural state with recreation use as a minor
objective. These lands are usually owned or managed by a governmental agency, which may or may not
accommodate public access. Open space lands protect sensitive natural areas, and can include wildlife
habitats, stream and creek corridors, or unique and/or endangered plant species. The Land Use Element
identifies the areas protected along Bear Creek as open space lands that also accommodate the Bear
Creek Greenway trail corridor.
No standards currently exist or are proposed for open space lands. Potential acquisition of open space
land is typically evaluated for its significant merits beyond outdoor recreation value, with an emphasis
on preservation of unique natural features.
3.1.5. Special Use Facilities
Special use facilities include single -purpose recreational areas or stand-alone sites designed to support a
specific, specialized use. This classification includes stand-alone sport field complexes, arenas,
community centers, community gardens or sites occupied by buildings.
15
components. The plan segments the state into planning regions and identifies the southwest region to
include Coos, Curry, Josephine, Jackson and Douglas Counties. With regard to non -motorized trail
needs, the plan stresses the need for trail connectivity in the region including making trail connections
within urban areas, providing connections between existing trails and providing connections to parks,
open spaces and other natural areas outside of urban areas..
3. Parks and Recreation Facilities Inventory
3.1. Park Classifications
Parkland is classified to assist in planning for the community's recreational needs. The Central Point park
system is composed of a hierarchy of various park types, each offering recreation and/or natural area
opportunities. Separately, each park type may serve only one function, but collectively the system will
serve the full range of community needs. Classifying parkland by function allows the City to evaluate its
needs and plan for an efficient, cost effective and usable park system that minimizes conflicts between
park users and adjacent uses.
The Parks Element categorizes the City's parkland into five (5) classifications based on characteristics
addressing the intended size and use of each park type. The classifications include the three (3) types of
core parks; community parks, neighborhood parks, and pocket parks, along with Open Space Lands,
Special Use Areas and Trails.
3.1.1. Community Parks
Community parks are large sites developed for organized play, contain a wide array of facilities and
appeal to a diverse group of users. Community parks are generally 10 to 40 acres in size and serve
residents within a 2 -mile drive, walk or bike ride from the site. In areas without neighborhood parks,
community parks can also serve as local neighborhood parks. Don Jones Park is an example of a
community park.
In general, community park facilities are designed for organized or intensive recreational activities and
sports, although passive components such as pathways, picnic areas and natural areas are highly
encouraged and complementary to active use facilities. Developed community parks typically include
amenities such as sport courts (basketball, tennis), covered activity areas, soccer and/or baseball fields
and bike and pedestrian trails. Since community parks serve a larger geographic area and offer more
facilities than neighborhood parks, parking and restroom facilities should be provided. Often community
parks contain specialized facilities such as boat launches, river front, historic structures or access to
other significant natural landscape features.
3.1.2. Neighborhood Parks
Neighborhood parks are small parks designed for unstructured, non -organized play and limited active
and passive recreation. Neighborhood parks generally are considered the basic unit of traditional park
systems and range from 0.25-5 acres in size, depending on a variety of factors including neighborhood
14
strategies to be achieved within a ten year program period. The Parks Master Plan outlines capital
improvement, and lists and prioritizes projects across the city. Major recommendations include the
acquisition of additional parkland, development of a swimming pool, development of a community
center and the development of additional walking and bicycle paths throughout the city.
Parks and Recreation Department Mission Statement
The Parks and Recreation Department mission is to "...provide safe, high quality parks,
open space and recreational facilities that encourage residents and visitors to live, invest
and play in the community, and develop recreation programs that promote memorable
experiences in people's lives. "
2.3. Statewide Planning Goal 8 - Recreational Needs
Statewide Planning Goal 8 requires that communities_alan for "The requirements for meeting such needs,
now and in the future, shall be planned for by governmental agencies having responsibility for recreation
areas, facilities and opportunities: (1) in coordination with private enterprise; (2) in appropriate
proportions; and (3) in such quantity, quality and locations as is consistent with the availability of the
resources to meet such requirements. State and federal agency recreation plans shall be coordinated with
local and regional recreational needs and plans."'!.
The City of Central Point has addressed these requirements in the Parks Element. City residents are proud
of Central Point for its small town character and for what has been accomplished in the park system with
modest resources, but they are also interested in certain facility improvements. This Plan documents those
desires and provides a framework for addressing capital development and funding in the near-term.
2.4. Jackson County Comprehensive Plan
The Recreation Element of the Jackson County Comprehensive Plan 12 includes the continuation of the
Bear Creek Greenway program, some of the objectives of which include cooperation with affected
public agencies and other land owners in planning an interconnecting trail system between the county's
population centers, evaluating future recreation needs within urban growth boundaries in cooperation
with the incorporated cities, and continuing to offer technical assistance to the cities. The Parks Element
reflects the goals and policies of the County's Recreation Element to further access to the Bear Creek
Greenway in order to expand its use for non -motorized transportation and pedestrians.
2.5. Oregon Trails 2016: A Vision for the Future
The Statewide Trails Plan is a ten-year plan (2016-2025) completed by the Oregon Parks in order to
maintain the state's eligibility to participate in the Recreational Trails Program (RTP). The intent of the
plan is to provide information to assist recreation planners and land managers with trail planning,
including All -Terrain Vehicle, snowmobile, non -motorized, water trail and Scenic Waterways planning
t � OAR 660-015-0000(8)
t'` Recreation Element, Jackson County Camprelien__siye Plan, Ordinance No. 2.007-4, September 16,_200.7.
13
CP -1C
70
60
0
CP -28
325
282
6
CP -3
36
27
58
CP -4D
83
52
gg
CP -5
31
19
9
CP -6A
444
386
20
c P-6 B
Total
188
1,721
162
1,492
0
192
At such time as lands are included in the City's Urban Growth Boundary (UGB), the Concept Plans are
further refined and the dedication of parkland must be consistent with the needs for future parkland as
shown in the acknowledged Concept Plans, including the Parks Element, the Land Use Element and the
Regional Plan. The Parks Element establishes an inventory of parkland needs for future growth. The
amount of needed parkland is then used by the Land Use Element to further refine the geographic
distribution of land uses provided in the Regional Plan's Concept Plans.
2.2.2. Transportation System Plan
The Transportation System Plan (TSP) provides specific information regarding transportation needs to
guide future transportation investment across the City for vehicular, rail, transit, bicycle and pedestrian
travel modes. A component of the TSP is the Bicycle and Pedestrian System. The goal of the Bicycle and
Pedestrian System is to develop more diverse transportation options that are safe and convenient travel.
The TSP also maps specific priority improvements for bicycle and pedestrian facilities to enhance
connectivity throughout the City, including to parks and recreation sites.
The focus of the bicycle system is on the use of the bicycle as a means of transportation, with the
recreational use of bicycles a secondary consideration$. A systematic approach to filling gaps in sidewalks
will provide a safe pedestrian system, with primary focus on connection to schools and transit stops.
The Transportation Planning Rule requires that a Iocal government ensure that any plan amendments,
including comprehensive plan elements, would not affect an existing or planned transportation facility.
While improvements will enhance connectivity to parks and/or recreation sites, the Parks Element does
not include proposed development on specific parcels and would not have an effect on the transportation
system.
2.2.3. Central Point Parks and Recreation Master Plan
The Central Point Parks and Recreation Master Plan10 (Parks Master Plan) is an adjunct document to the
Parks Element, the purpose of which is to outline the goals, community needs, and implementation
7 City of Central Point Regional Plan Element, Performance Indicators Section 4.1.21 " Park Land."
8 City of Central Point, Transportation System Plan, pp 84, December 8, 2008, Ordinance No. 1922.
9 OAR 660-012-0060(1)
to City of Central Point, Parks and Recreation Master Plan, March 23, 2017, Ordinance No. 2035.
12
2.1.2. City Statement of Values
The Strategic Plan contains a set of five values as follows:
• Growth: We value planned growth that will retain our small town atmosphere.
• Public Safety: We value a professional service oriented public safety policy that
promotes a sense ofsafety and security in our city.
• Transportation: We value a system of transportation and infrastructure that is modern,
efficient and sensitive to the environment.
• Community: We value a clean and attractive city with parks, open space and
recreational opportunities.
• Service: Provide highest level of service possible in the most efficient and responsible
manner.
These citywide value statements provide a foundation for the policies and recommendations within the
Parks Element.
2.2. Central Point Comprehensive Plan
The Central Point Comprehensive Plan is the guiding policy document for land use and growth -related
planning for the City. The Comprehensive Plan consists of ten mandatory elements, one of which is the
Parks Element. The Parks Element relies heavily on the Population Element, Land Use Element,
Transportation Element, -and Regional Plan Element to identify the communities changing
demographics, future population growth, and the physical direction of future growth.
2.2.1. The Regional Plan Element
The City's Comprehensive Plan elements must be consistent with the Regional Plan Element adopted in
2012, which addresses the long-term urbanization needs (2060).
The City's Regional Plan Element includes eight (8) urban reserve areas totaling 1,721 gross acres set
aside for future developments. The Regional Plan provides a general distribution of land uses for each
URA. Prior to an amendment to include a URA, or any part of a URA, into the UGB, a conceptual land
use plan (Concept Plan) must be completed demonstrating that the proposal is consistent with the land use
distribution for each URA. The Concept Plans, when approved become part of the City's Regional Plan.
Summary Acreage by Urban Reserve Area
Regivnak Plan Elp=t, City of Central Point Comprei�ensive Plan, Ordinance Na. 1964, August 9, 2012.
s City of Central Point Regional Plan Element Section 3.3 Urban Reserve Areas and Land Uses
6 City of Central Point Regional Plan Element, Section 4.1.8 Conceptual Land Use Plans
11
New investments in parks and recreation will be necessary over the next twenty years to meet the
growing needs of the community, support youth development, provide options for residents to lead
healthy, active lives, and foster greater social and community connections.
2. Planning Context
Although the Parks Element ie -represents the community's interests and needs for park and recreational
facilities, trails and programming, there are numerous other documents that were used and referred to in
preparation of the Parks Element. To appreciate the thoroughness of the Parks Element, it is necessary to
acknowledge these collaborating documents.
As previously noted, current community interests in the City's parks and recreation programing surfaced
through a series of public outreach efforts that included mail and online surveys, open house meetings,
stakeholder meetings, online engagement, website content and Parks and Recreation Commission
meetings. An assessment of the park inventory became the basis for determining the City's current level
of performance (2.07 acres per 1,000 people). An overarching needs analysis was conducted for
recreation programs and facilities, parks and trails to assess current demands and project future demand
accounting for population growth.
Past Central Point community plans and other relevant documents were reviewed for policy direction
and goals as they pertain to the provision and planning for parks, trails and recreation opportunities in
Central Point. The development of each involved public input and adoption by their respective
responsible legislative body.
2.1. Central Point Forward, A City Wide Strategic Plan
The City maintains a strategic plan, the purpose of which is to envision a preferred future for the City
and to "...formulate a way to make this future happen through community teamwork and actions. It is a
document that records what people think — the blueprint for positive change that defines the vision,
goals and outcomes that must occur to realize the future. " 3 The community's mission, vision and
values as set forth in the Strategic Plan serve as the foundation of the Comprehensive Plan, including
this Parks Element. The guidance from the Strategic Plan that is carried forward in the Parks Element is
to provide high quality facilities that attract users and provide high quality, age appropriate programs
that benefit all residents.
2.1.1. City Mission Statement
The City's mission statement reads as follows:
It is the mission of the City of Central Point to build and maintain a highly livable
community by working in harmony and being a catalyst for partnership with all the
members of the community, public and private.
3 City of Central Point Strategic Plan, pp 3, May 24, 2007, Resolution No. 1143
Ell]
designed to provide a comprehensive pedestrian and bicycle system, connecting
neighborhoods to commercial areas and other key destinations, rather than toward meeting a
population -based mileage standard. As a benchmark the City currentlypmvides open space
and trails at an approximate rate of 4.12 acres per 1,000 people.
Specialized Recreation Facilities: The Parks Element does not include a numeric standard
for special use facilities. Special use recreation facilities are, by their nature, unique and do
not translate well to a population based numeric standard. Special use facilities within the
City include the Joel Tanzi Skate Park, Skyrman Arboretum and Civic Field.
1.4. Future Improvements
The Parks Element includes a detailed needs assessment identifying the City's parks and recreation
needs throughout the twenty year planning period. Within the Parks Element the locations and types of
existing facilities, land use classifications, and other factors necessary to identify gaps in the parks
system are identified. Understanding the known gaps in the park system will provide a foundation for
the continued strategic planning ensuring that tomorrow's residents have convenient access to a system
of parks and trails to stay healthy and active.
The City of Central Point is anticipated to add approximately 5,580 additional residents by the year
20382. Serving existing and future residents will require improvements to, and expansion of, the City's
park, trail and recreation system. The implementation strategy includes acquisitions of additional
parkland, development and improvement of existing facilities and funding and investment options.
Parks and Recreation Master Plan. The application of the goals in the Parks Element is
detailed by the Parks and Recreation Master Plan with specific actions in order to ensure
existing parks provide desired recreational amenities and opportunities. The Master Plan is a 10 -
year guide that includes investments for development and improvement of core parks. For
example, the proposed development of Community Park near Central Point Elementary in the
south-central portion of the City will expand recreational resources for the community. The
Master Plan also includes smaller improvements throughout the parks system to enhance
accessibility, safety and usability.
• Capital Improvement Plan. Investments in the acquisition, development and renovation of the
park system are prioritized in the City's Parks and Recreation Capital Improvement Plan (CIP).
The CIP lists all parks and facilities projects considered for the next 20 years, with an estimated
need for approximately $16.5 million for future improvements.
The City does not have a multi-purpose community recreation center, and the number and types of
activities the Department can offer in its current facilities are limited by a lack of capacity. Given the
interest in establishing a community recreation center, it is recommended to continue the review of
funding alternatives, as well as updating the modeling of user demand and analyzing options for
community center facility development and operations revenues and costs.
'- Based on Portland State University's Interpolation Table for 2038 with the 2017 Certified Population as the base year.
0
2. Recreation Programming: Establish and maintain a varied and inclusive suite of
recreation programs that accommodate a spectrum of ages, interests and abilities and
promote the health and wellness of the community;
3. Parks & Open Space: Acquire and develop a high-quality, diversified system of parks,
recreation amenities and open spaces that provide equitable access to all residents;
4. Trails & Pathways: Develop a high-quality system of multi -use trails and bicycle and
pedestrian corridors that connects to regional trails and provides access to public facilities,
neighborhoods and businesses;
5. Design, Development & Management: Plan for a parks system that is efficient to maintain
and operate, while protecting capital investment; and
6. Facilities Development Plan: Maintain and implement the Parks and Recreation Master
Plan, a ten year parks and recreation development program.
1.3. Service Standards
A pArks standard of 10 acres per 1.000 population is a common standard used by many cities. This
standard includes all elements of a parks system from active core parks to open space and trails systems.
The City's 1980 Parks and Recreation Element referred to use of this standard' as a reasonable objective
to achieve all the City's future parks and recreation needs. Currently, the City's ratio is 7.2 acres per
1,000 population.
For the current planning period L2018-2038JGhe Parks and Recreation Department follows a set of
service standards in order to provide quality recreational opportunities and to achieve community parks
and recreation goals. The standards are applied to the three (3) main components of the Parks and
Recreation system:
• Community, Neighborhood & Pocket Parks: The City classifies three (3) types of parks
(Core Parks); community parks, neighborhood parks, and pocket parks. To emphasize the
importance of the need for Core Parks within its park system the City uses an acreage
standard of 3.5 acres per 1,000 people for its Core Parks. The City currently provides Core
Parks at a rate of 2.07 acres per 1,000 people.
Open Space & Trails: In addition to its Core Parks the City provides approximately 73
acres of open space within the UGB. The Parks Element does not include a numeric standard
for open space areas and the acreage of open space is not included in the acreage standard
for Core Parks. Open Space areas protect sensitive natural areas through existing regulations
and provide recreation, including trail corridors as a secondary objective. The area protected
along Bear Creek accounts for all of the City's open space acreage and provides a corridor
for the Bear Creek Greenway multi -use path.
Acquisitions of open space focus on properties necessary to fill crucial connections in the
greenway and trail system. Similarly, trail acquisition and development priorities are
City of Central Paint 1983 Parks and Recreation Element. p. VII -13
0
1. Introduction and Summary
The Parks Element (Parks Element) was prepared in collaboration with city residents, the Parks and
Recreation Commission, the Planning Commission, and the City Council. The Parks Element inventories
and evaluates existing parks and recreation areas, assesses the needs for acquisition, site development
and operations, and sets goals and policies necessary to achieve the community's parks and recreation
long-term objectives. The Parks Element is a twenty-year (2018-2038) plan for managing and enhancing
the City's parks, trails and recreation services, including goals and policies necessary for the attainment
of high-quality recreation opportunities to benefit residents of Central Point.
The City of Central Point's park system currently contains approximately 122 acres of developed and
undeveloped park and open space lands distributed among 31 parks, special facilities and open space
areas. This system of parks supports a range of active and passive recreation experiences, including a
skate park and access to approximately 4.9 miles of trails within its parks and along the Bear Creek
Greenway. -As part of its recreation services the City also offers a variety of general recreational and
educational programs, which vary from cultural arts to fitness, education and outdoor recreation. The
majority of the City's current recreation programming focuses on the City's youth.
1.1. Community Engagement
Community engagement and feedback played an important role in establishing a clear planning
framework that reflects current community priorities. Throughout this planning process, the public
provided information and expressed opinions about the needs and priorities for parks, trails and
recreation facilities, including recreational programs in Central Point. A variety of public outreach
methods were used; including community surveys, community meetings, stakeholder discussions, online
engagement and emails, and Parks and Recreation Commission sessions. Feedback from the community
outreach efforts played a crucial role in updating policies and prioritizing capital investments.
The City's residents are generally satisfied with the parks, trails and recreation opportunities in the City.
Most residents care deeply about the future of the City's parks, recreation and trail system and
appreciate the opportunity to offer feedback in the development of the Parks Element, including a strong
interest in additional or expanded services and facilities. Specific recommendations are included in the
Needs Assessment chapter and the results from surveys, meeting notes and major findings are included
in the Parks and Recreation Master Plan, a ten year parks and recreation development program.
1.2. Strategic Objectives
Preparation of the Parks Element is based on six strategic objectives intended to guide City decision-
making necessary to ensure that the City's parks and recreation system meets the long-term needs of the
community. These strategic objectives are:
1. Community Engagement and Communication: Encourage meaningful public
involvement in park and recreation;
7
4.1.
Community Demographics.............................................................................................................18
4.2.
Parkland Gap Analysis: Level of Service, Proximity & Distribution.............................................19
4.2.1.
Level of Service.............................................................................................................•............
20
4.2.2.
Proximity ......................... ........................................... .................................................................
20
4.2.3.
Distribution.................................................................................................................................
25
4.2.3.1.
New Community Parks...........................................................................................................26
4.2.3.2.
New Neighborhood Parks.......................................................................................................
26
....................................................................................................................................................................
27
4.3.
Priorities..........................................................................................................................................28
5. Goals & Policies............................................................................................................................._.
28
5.1.
Goals & Policies...........................................................................................................................
28
5.1.1.
Community Engagement and Communication...........................................................................
28
5.1.2.
Recreation Programming...........................................................................................................
29
5.1.3.
Parks & Open Space..................................................................................................... ......
30
5.1.4.
Trails & Pathways. . ---- __...... ___ ........................................... ....................................................
31
5.1.5.
Design, Development & Management........................................................................................
31
5.1.6.
Facilities Development Plan: ........ . ............................................................................................
32
6. Implementation Strategies...................................................................................................................
33
6.1.
ACUISITION GUIDELINES.........................................................................................................
33
6.2.
DESIGN AND DEVELOPMENT GUIDELINES.........................................................................
33
6.3.
FUNDING OPTIONS.....................................................................................................................
33
6.4.
PROJECT -LEVEL OPTIONS........................................................................................................
34
6.5.
SYSTEM -WIDE OPTIONS...........................................................................................................
34
6.6.
ENHANCING COMMUNICATIONS & OUTREACH................................................................
34
6.7.
Capital Improvement Planning.......................................................................................................
34
0
Contents
1. Introduction and Summary....................................................................................................................4
1.1.
Community Engagement...................................................................................................................4
1.2.
Strategic Objectives ----------- -................................................................................................ :.............
4
1.3.
Service Standards..............................................................................................................................5
1.4.
Future Improvements ................... ................ ---.................................................................................
6
2. Planning Context...................................................................................................................................
7
2.1.
Central Point Forward, A City Wide Strategic Plan.........................................................................7
2.1.1.
City Mission Statement.................................................................................................................
7
2.1.2.
City Statement of Values..............................................................................................................
8
2.2.
Central Point Comprehensive Plan.................................................................................------............8
2.2.1.
The Regional Plan Element... ......................... . .............................................................................
8
2.2.2.
Transportation System Plan..........................................................................................................9
2.2.3.
Central Point Parks and Recreation Master Plan.......................................................................... 9
Parksand Recreation Department Mission Statement................................................................................
10
2.3.
Statewide Planning Goal 8 — Recreational Needs...........................................................................10
2.4.
Jackson County Comprehensive Plan .............................................................................................10
2.5.
Oregon Trails 2016: A Vision for the Future..................................................................................10
3. Parks and Recreation Facilities Inventory..........................................................................................11
3.1.
Park Classifications........................................................................................................................11
3.1.1.
Community Parks ........................................................................................................................
11
3.1.2.
Neighborhood Parks....................................................................................................................11
3.1.3.
Pocket Parks................................................................................................................................12
3.1.4.
Open Space Lands.......................................................................................................................12
3.1.5.
Special Use Facilities..................................................................................................................12
3.1.6.
Trails...........................................................................................................................................13
3.2.
Facility Inventory............................................................................................................................
13
3.3.
OTHER RECREATION PROVIDERS..........................................................................................16
3.3.1.
Jackson County ..........................................................................................................................16
3.3.2.
Medford.......................................................................................................................................16
3.3.3.
Phoenix.......................................................................................................................................16
3.3.4.
Talent..........................................................................................................................................17
3.3.5.
Oregon State Parks......................................................................................................................17
3.3.6.
Bureau of Land Management......................................................................................................17
4. Park
& Recreation Needs Assessment................................................................................................17
5
ATTACHMENT "A"
PARKS & RECREATION
ELEMENT
2018-2038
- -avis 'roii
City of Central Point
Comprehensive Plan
4
4
Working Draft
May 1, 2018
Planning Commission Meeting
Land Use Element2 track the City's use of land over time. The City has maintained a benchmark for parks and
open space of 10 acres per 1,000 residents for the 1980-2000 planning period and the current (2017) period.
ATTACHMENTS:
Attachment "A" — Working Draft of the Parks Element
Attachment "B" — Resolution No. 852
ACTION:
Consideration of Resolution No. 852 forwarding a favorable recommendation to the City Council to approve the
Parks and Recreation Element.
RECOMMENDATION:
Approve Resolution No. 852. A Resolution recommending approval of the Parks and Recreation Element.
'- Central Point Land Use Element, Table 3.1 Land Use Benchmarks.
3
Planning Department
STAFF REPORT CENTRAL Tom Humphrey,AICP,
POINTCommunity Development Director/
Assistant City Administrator
STAFF REPORT
May 1, 2018
AGENDA ITEM: VII -A
Consideration of Parks and Recreation Element, City of Central Point Comprehensive Plan (File No. CPA -17005)
Applicant: City of Central Point. File No.: CPA -17005.
STAFF SOURCE:
Justin Gindlesperger, Community Planner II
BACKGROUND:
At the April 3, 2018 Planning Commission meeting, staff introduced a working draft of the Parks and Recreation
Element ("Parks Element"). After discussion, the Planning Commission determined that the Parks Element was
generally acceptable and directed staff to schedule a public hearing on the Parks Element.
The Parks Element is a twenty year plan (2018-2038) establishing goals and policies for managing and improving
the City's parks system. The Parks Element was last acknowledged in 1983 and at the time represented the
planning period 1983-2003. The current Parks and Recreation Element needs updating to account for population
growth subsequent to 2003 and anticipated population growth to 2038, changes in demographics, and urban
growth expansions over the course of the next twenty year planning period (2018-2038). The updates to the Parks
Element provide an analysis of the City's current parks and recreation system, how the community envisions the
parks system in the future, and what challenges and opportunities the City faces in implementing the goals set
forth in the Parks Element.
Discussion at the meeting will focus on the proposed goals and policies of the Parks Element. The goals and
policies create a framework that is necessary for the attainment of future parklands and maintenance of the entire
parks system. The guidance provided by the Parks Element establishes a direction to ensure the long-term
recreation needs of the community are met.
ISSUES:
At the April Yd Planning Commission meeting, the primary concern in considering the Parks Element pertained to
the parkland needs assessment (Section 4.2.1). Specifically, the Commission raised questions about the basis for
the level of service standard of providing core parks at 3.5 acres per 1,000 residents and the need to acquire and
develop an additional 52 acres of core parklands by 2038.
Future parkland needs are determined by comparing the proposed level of service to the existing park system and
expected population growth. The proposed level of service standard for core parks maintains consistency with the
City's overall performance of providing approximately 10 acres for every 1,000 residents of total parklands (i.e.
core parks, open space and specialized recreation facilities) and is consistent with the national standard'. The
City's 1980 Parks and Recreation Element referred to use of the 10 acres per 1,000 residents standard as a
reasonable objective to achieve all the City's future parks and recreation needs. The Land Use Benchmarks in the
National Recreation and Parks Association Parks Metrics(httn:Ilwww.nrQa.orglpubIications- research/Park Metries).
2