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<br />Abstain: None. <br /> <br />5. BUSINESS ITEMS <br />a) REVIEW PARKS AND RECREATION 2026-2027 STRATEGIC WORKPLAN <br />Staff provided an overview of the proposed 2026–2027 Strategic Workplan. The workplan <br />focuses on mid- and long-term initiatives and is aligned with both the City’s Strategic Plan and <br />the Parks and Recreation System Master Plan. Staff noted that the document is staff-driven, <br />meaning not all listed projects have been formally vetted or approved. The workplan is intended <br />to be a living document that will evolve over time. <br /> <br />High Priority Initiative – Parks and Recreation System Master Plan Update: <br />Staff identified updating the Parks and Recreation System Master Plan as a high-priority <br />initiative. The Master Plan establishes the long-term vision for the park system, evaluates gaps <br />and areas of over-saturation, and provides a strategic roadmap for future improvements. <br />Staff noted that the current Master Plan is approximately 16 years old and that the community <br />has changed significantly since its adoption. Additionally, approximately $7.5 million in Capital <br />Improvement Program (CIP) funding is anticipated for 2027–2031, further supporting the need <br />for an updated plan. <br /> <br />Strategic Plan Alignment: <br /> Ensuring Parks and Recreation offerings are future-focused and reflect community needs <br /> Enhancing quality of life and strengthening the park system as a community asset <br /> Supporting strategic and planned asset replacement <br /> Prioritizing community engagement throughout planning processes <br /> <br />Success Indicators: <br /> Initiation of the Master Plan update process by the end of 2027; or <br /> Establishment of a definitive timeline for the Master Plan update, along with an interim plan, <br />by 2027 <br /> <br />High Priority Initiative – Staff Continuity and Organizational Strength: <br />Staff also reviewed additional high-priority initiatives related to staff continuity and <br />organizational strength. This includes ensuring staffing levels and organizational structure aligns <br />with system needs and expected service levels, improving continuity, and developing leadership <br />succession planning. Staff noted that these efforts are driven by growth in facilities and <br />programs, aging infrastructure, and increasing expectations for service quality and <br />responsiveness. <br /> <br />Strategic Plan Alignment: <br /> Organizational Excellence – Attract and retain a high-quality workforce <br />2 <br /> <br /> <br />