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<br />#®¬¬´­¨³¸ 0 ±³­¤± 6 ±¨ ¡«¤² <br />maintained a high level of community collaboration and partner relationships in providing recreation <br />services across the Eugene community. The longest standing collaborations exist with both local school <br />districts and how facilities (gyms, fields, pools) have been shared to reduce the cost of operating and <br />maintaining to the local taxpayer. <br /> <br />In prioritizing the next recreational facility investments in our community, one must understand the <br />services that are also being provided by other key organizations within our community. Those <br />organizations include both 4j and Bethel School Districts, the Boys and Girls Club of Emerald Valley, the <br />YMCA, and Kidsports. It also includes the peers within Eugene that include the River Road Park and <br />Recreation District, as well as peers from across the river, Willamalane Park and Recreation District. In <br />addition, the Recreation Division, has relationships with over 150 organizations and agencies that rely on <br />our facilities to provide or enhance their own missions. <br /> <br />It is necessary to understand this network of agencies and services and assess the variables they bring to <br />the table in making priority decisions in the Parks and Recreation System Plan. This is especially important <br />when looking through the access and geographic distribution component of the triple bottom line lens. <br /> <br />)­¢±¤ ²¤£ /¯¤± ³¨­¦  ­£ - ¨­³¤­ ­¢¤ #®²³² <br />A key variable when considering any capital improvement that provides new facilities, or significantly <br />expanded services, is the need to also identify the increased operating and maintenance cost. In the <br />current financial environment, additional operating costs are a considerable challenge to overcome. <br /> <br />!³³ ¢§¬¤­³ $ ȃ $± ¥³ 0±¨®±¨³¨¹ ³¨®­ # ¯¨³ « 0±®©¤¢³ ,¨²³² ¡¸ 0« ­­¨­¦ !±¤  <br />See to identify the initial <br />Recreation Community Center and Pool capital projects after they were reviewed with both the <br />prioritization criteria and the community wide variables. <br /> <br />$± ¥³ 0±¨®±¨³¸ 0±®©¤¢³² ȃ #®¬¬´­¨³¸ #¤­³¤±² <br /> <br />$± ¥³ 0±¨®±¨³¨¹ ³¨®­ # ¯¨³ « ,¨²³³ ª¤ ¢ ±¤ ¥®± ¶§ ³ ¸®´ § µ¤ <br />The #1 priorities in the <br />approach. These priorities are based again on variables that include increasing service and efficiency <br />without significant increase in additional O&M costs, and the impact of partnerships or strategic plans by <br />other community organizations. <br />Sheldon Community Center/Pool renovation - creates efficiencies by combining both facilities and <br />increase programming amenities <br />Campbell Community Center -increases health, fitness and other programming amenities for adult <br />population <br />River House Outdoor Center -increases educational space, operating space, and community <br />meeting space <br /> <br />The #2 priorities include: <br />Phase 1 of a Multi-purpose community center/pool in one of the unserved areas of town the <br />potential to create a Community School Service Strategy exists in both SW Eugene and Santa Clara <br />Petersen Barn CC renovation increases programming amenities and capacity to serve the area <br /> <br /> <br /> <br /> <br />