RCO Final Adopted Plan (1/14/2025) by Prosser Parks & Recreation

ADOPTED JANUARY 14, 2025

Executive Summary

Create an equitable and inclusive parks system

PROSSER

Facility Inventory and Assessment

h Overall, the parks and facilities visited were found to be in average condition. Citywide, many facilities were showing signs of wear and age.

h An ADA compliance review was not included in this assessment, however on-site investigations revealed potential areas for attention, particularly in parking lots, sidewalks, and playground surfacing.

h The analysis revealed a need to update or replace many facilities which have exceeded their lifecycle.

h The city’s parks need increased shade coverage and areas to cool off, a finding echoed in residents’ feedback

h The existing landscaping and green spaces were found to be in good condition and well kept.

Enhance community connectivity

Table of Parks

Park Project Description

Up Keep And Lifecycle Replacement

Bella Vista Open Space

Centennial/ Wine Country Pathway

City Park

Standard upkeep and maintenance of existing parks and lifecycle replacement of park amenities and facilities

Construct Trailhead (New) New Trailhead off Kelendren Drive with Parking

New Amenities

Up Keep And Lifecycle Replacement

Construct Trail - Paved (Mi)

Up Keep And Lifecycle Replacement

Install new benches, dog bag stations, trash receptacles and mile markers along trail

Standard upkeep and maintenance of existing parks and lifecycle replacement of park amenities and facilities

Extend pathway along Wine Country Rd approximately 1.5 miles with paved path and amenities

Standard upkeep and maintenance of existing parks and lifecycle replacement of park amenities and facilities

Construct Community Center New joint use community building (library, museum, clubs, indoor basketball, etc)

Construct Ninja Warrior Course

Construct Outdoor Electrical Panels For Food Trucks

Demolition Of Building

Demolition Of Existing

Overhead Electric And Underground

Install Bbq Pit/ Grill

Replace old playground with structure for older kids or a spray pad

New food truck electrical hookups to be installed

Remove existing community building

Remove existing overhead powerlines and underground electric utilities

New BBQ pit/ grill

Install Lighting At Stage Install lights at Sylvan Stage for night concerts

Install Shade Structure (Stand-Alone)

Install shade structure over existing playground

Cost Survey Rating

Upkeep and repairs is the community's highest priority budgetary item

Shade is the highest general concern for citizens

Park Project Description

Up Keep And Lifecycle Replacement

Community Center

Crawford Park

Install Lighting (Site, Sports, Ped, Etc)

Standard upkeep and maintenance of existing parks and lifecycle replacement of park amenities and facilities

New parking lot lighting

Install New Buidling Flooring New indoor flooring

Up Keep And Lifecycle Replacement

Construct Parking Lot (Spaces)

Construct Ninja Warrior Course

Standard upkeep and maintenance of existing parks and lifecycle replacement of park amenities and facilities

Expand Parking lot and update ADA spaces

Construct Ninja Warrior course

Construct Spray Pad Construct new Splash/ Spray Pad

Construct Trail - Paved (Mi)

Construct Wildlife Viewing Platform

Install Bench

Install Fitness Station

Install Security Cameras

Up Keep And Lifecycle Replacement

Depot Square

Construct loop trail and connect easement to Grant St and replace existing pathway with 12' wide

Construct wildlife viewing platform along the river

Install benches along pathways

Install fitness stations along new loop trail

Install new security cameras in the park

Standard upkeep and maintenance of existing parks and lifecycle replacement of park amenities and facilities

Install New Electrical Pedestal New electrical pedestal

Community's highest priority amenity

Park Project Description

Up Keep And Lifecycle Replacement

Construct Parking Lot (Spaces)

Construct Skateboard Park

Construct Aquatic Center Expansion

Demolition Of Building

Install Bench

Grant Street Park

Standard upkeep and maintenance of existing parks and lifecycle replacement of park amenities and facilities

Relocate tennis courts and expand parking for the Aquatic Center

Expand existing skate park

Expand existing aquatic center with Phase 2

Remove existing B+G Club building

New benches at courts

Install Dog Bag Station Install Dog Bag Station

Install Drinking Fountain Install Drinking Fountain at courts

Install Lighting (Site, Sports, Ped, Etc)

Install Shade Structure at Aquatic Center

Up Keep And Lifecycle Replacement

Construct Trail/ Greenway

Install Bbq Pit/ Grill

New Parking lot and basketball court lights

Install shade/ dome over existing pool to increase use to year round

Standard upkeep and maintenance of existing parks and lifecycle replacement of park amenities and facilities

Close Byron Rd and expand greenway

Install additional BBQ Grills

Install Dog Bag Station Install Dog Bag Station

Install Drinking Fountain Install Drinking Fountain

Up Keep And Lifecycle Replacement

Construct Parking Lot (Spaces)

Construct Signage/ Monumentation

Standard upkeep and maintenance of existing parks and lifecycle replacement of park amenities and facilities

New paved parking and driveway

New gateway monumentation

EJ Miller Park

Farrand Park

Cooling along with shade is a high priority for the community

Park Project Description

Up Keep And Lifecycle Replacement

Market Street Park

Construct Restroom Building

Evaluate Vacation Of Land By State

Market Street Park

Rotary Park

Village Park

Whitehead Fountain Park

Standard upkeep and maintenance of existing parks and lifecycle replacement of park amenities and facilities

New restroom building with drinking fountain

Investigate land vacation by State of Washington

Install Dog Bag Station New Dog Bag Station

Install New Electrical Service

Up Keep And Lifecycle Replacement

Evaluate Vacation Of Land

Up Keep And Lifecycle Replacement

Install electrical service

Standard upkeep and maintenance of existing parks and lifecycle replacement of park amenities and facilities

Evaluate vacating land to make a park

Standard upkeep and maintenance of existing parks and lifecycle replacement of park amenities and facilities

Install Drinking Fountain New Drinking Fountain

Install Lighting (Site, Sports, Ped, Etc)

Up Keep And Lifecycle Replacement

Install Lights at Basketball Court

Standard upkeep and maintenance of existing parks and lifecycle replacement of park amenities and facilities

Park Project Description

Construct New Community Park

Construct New Dog Park

Construct New Regional Park Ph1

Construct New Regional Park Ph2

Construct New Regional Park Ph3

Construct New Regional Park Ph4

Visionary Projects

Construct New Community Park

Construct Shade At Park Amenities

Improve/ Resurface High School Gyms

Increase Ped/ Bike Connectivity

Perform Arborist Study

Perform A Land Acquisition Feasibility Study

Perform Rco (Parks Plan) Update

New Park at the Corner of Wine Country Rd and Wamba Rd. Possible amenities include community center, open space and river access

Construct a new dog park in a location to be determined through community input

Development of new 130 acre regional park at the existing Sprayfield site. To be constructed in 4 phases.

New Community Park on the west side of the city. Possible amenities include sports fields and general park amenities

Upgrade, replace and/or provide new shade at amenities in all parks

Support School District with replacing/ resurfacing indoor gymnasiums for City's Recreation use/ programming

Perform study to investigate increasing pedestrian and bike safety near the Gap Rd/ I-82 area

Perform an Arborist Study to evaluate the health and age of existing trees in park

Perform a feasibility study to investigate the acquisition of additional city parkland

Update existing RCO Plan

Cost Survey Rating Priority Notes Short Mid Long

Stakeholders placed high value on Sprayfield. One member hopes to include sports facilities

Stakeholders placed high value on Sprayfield

Master Plan

Special thanks to all the City of Prosser residents who shared their unique perspectives on what makes Prosser great, how the community can connect and play, and how it can be even better in the future. Thank you for taking the time to attend public meetings, participate in focus groups, complete surveys, and utilize the website feedback tools. Your input and passion for the Parks, Recreation, and Open Space Master Plan has directly influenced the recommendations set forth in this plan.

Chapter 1 INTRODUCTION

WHAT IS THE PROSSER PARKS, RECREATION, AND OPEN SPACE MASTER PLAN?

The Prosser Parks, Recreation, and Open Space (PROS) Master Plan is a long-range plan that identifies key initiatives, policies, and implementation strategies to guide Prosser’s Parks and Recreation Department (Department) projects and services over the next 10+ years. The purpose of the plan is to offer strategies, recommendations, and operational guidelines that will allow the city to meet the needs of current and future City of Prosser residents.

The Master Plan enables the city to engage in a public process to ensure future parks, recreation, and open space priorities and goals meet the evolving demands of the community for the next 10+ years. To carry out this mission, the plan has been organized around the following goals:

PROSSER

How to Use This Plan

The master planning process enables the City to assess parks, recreation, and open space needs and interests of the community. It enables decision makers to prioritize resource allocation decisions for existing and new amenities and facilities, programs, services, and overall maintenance of the system. The Prosser Parks, Recreation, and Open Space Master Plan provides the following for the community:

h Evaluates the existing park system and existing levels of service

h Documents priorities, trends, and demands of the current population and charts a long-range plan for accommodating anticipated population growth and demographic evolution

h Informs the community about park needs and the system’s community assets

h Develops an implementation plan that outlines potential funding sources, visionary capital improvement projects, and operations and maintenance implications

h Prioritizes capital improvement projects for both existing parks and future park facilites based on community needs

h Guides critical decisions about parks and recreation facilites, infrastructure, programs, and services

h Develops service levels for park maintenance

h This long-range plan is designed to be flexible and adapt to constantly evolving circumstances. It is intended to be a working document that will guide parks and recreation efforts, resources, and funding over at least a ten-year period.

THE PLAN IS ORGANIZED BY GOALS AND RECOMMENDATIONS. THEY ARE DEFINED AS FOLLOWS:

Goals are high-level ideals that support the values and outcomes the master plan aims to achieve. These are key themes that have emerged through stakeholder and community engagement that align with the city’s vision for the future.

Recommendations are organized by short-, mid-, or long-term actions the City may take to realize the goals and embody the values of the plan. For the purposes of this plan, short term is defined as 1-5 years, mid term is defined as 6-10 years, and long term is defined as 10+ years.

Chapter 2

DEMOGRAPHICS AND TRENDS

DEMOGRAPHIC & RECREATION TRENDS ANALYSIS

The Demographic & Recreation Trends Analysis provides the City of Prosser insight into the City’s population and identifies trends in recreation at local, regional, and national levels. The analysis aids the City in understanding the types of recreation services, including parks, facilities, and programs, which would be the most beneficial to residents. This information is based off external market data around recreation trends as well as community input provided during the community outreach period.

DEMOGRAPHICS ANALYSIS

The Demographic Analysis describes the population within the City of Prosser. This analysis includes household numbers, age segments, race, ethnicity, and income levels. Demographic data used for the analysis was collected from U.S. Census Bureau. All data reflects the numbers as reported in the 2010 (for historical reference), 2020, and 2022 American Community Survey (ACS) 5-Year Estimates. Population projections were collected from Environmental Systems Research Institute, Inc. (ESRI) Sports and Leisure Market Potential report.

Prosser City Boundary

PROSSER

POPULATION

The City of Prosser’s population, shown in Figure 2, has increased by 12.1% since 2010. While the population has increased over the past twelve years, population has slightly declined since 2020 by 150 residents. The number of households has remained steady the past 12 years, with a gain of 43 households since 2010. By 2028, the population is expected to increase to 6,707, which is a 9% increase from 2022. Household numbers are expected to remain the same.

Population and Households

AGE SEGMENT

Figure 3 shows Prosser’s population by age segment over the past 12 years. In 2022, Prosser had a fairly balanced age segmentation, with three age segments making up 26% of the population, including the 0-14 age group, the 20-34 age group, and the 55+ age group. Notably, the 15-19 age group, decreased from 10.9% in 2010 to 1.8% in 2022.

Population by Age Segments

RACE AND ETHNICITY

DEFINITIONS

The categories for data on race and ethnicity are defined as below. The Census Bureau defines Ethnicity as whether a person is of Hispanic/Latino origin or not, so Hispanic/Latino Ethnicity is separate from race in this analysis.

h American Indian – This includes a person having origins in any of the original peoples of North and South America (including Central America), and who maintains tribal affiliation or community attachment.

h Asian – This includes a person having origins in any of the original peoples of the Far East, Southeast Asia, or the Indian subcontinent including, for example, Cambodia, China, India, Japan, Korea, Malaysia, Pakistan, the Philippine Islands, Thailand, and Vietnam.

h Black Alone – This includes a person having origins in any of the black racial groups of Africa.

h Some Other Race — Includes those whose races are not included elsewhere in Census categories and write-in responses.

h Two or More Races — Individuals who are mixed race or multi-racial.

h Native Hawaiian or Other Pacific Islander – This includes a person having origins in any of the original peoples of Hawaii, Guam, Samoa, or other Pacific Islands.

h White Alone – This includes a person having origins in any of the original peoples of Europe, the Middle East, or North Africa.

RACE

The City of Prosser’s population has become more diverse in the past 12 years, shown in Figure 4. In 2010, 88.3% of the population was white, and the largest non-white race categories were Some Other Race at 7.9%, Two or More Races at 1.8%, and Asian at 2.0%. By 2022, the White population decreased to 63.6%, with a large increase in the Some Other Race category at 20.1%, likely explained by the increase in Hispanic population, shown in Figure 5. Those of two or more races experienced the second largest increase at 9.2% over the 2010 population. Other race categories in 2022 are, Black at 1.1%, Asian at 3.0%, Pacific Islander 0.2%, American Indian at 1.0%, and Two or More Races at 11.0%.

Population by Race

PROSSER

ETHNICITY

The City of Prosser’s Hispanic population increased by 23.6% in the past twelve years, illustrated in Figure 5. In 2010, the Hispanic/Latino population was at 29.7%, with other ethnicity’s making up 70.3% of the population. With a significant increase in 2020 that continued in 2022, the Hispanic/Latino population currently makes up 53.3% of the City of Prosser’s population, with the remaining 46.7% of the population being made up of other ethnicities. This change in the ethnic composition of Prosser is important to understand as the City plans for future parks and recreation needs.

Hispanic Population

HOUSEHOLD INCOME

Figure 6 compares the City of Prosser’s median household income and per capita income with Benton County, where Prosser is located. The City of Prosser’s median household income in 2022 was $64,622, with a per capita income of $28,871. Both the median household income and per capita income are lower than Benton County as a whole. Benton County has a median household income of $83,778 with a per capita income of $39,668.

Comparative Income Characteristics

NATIONAL RECREATION TRENDS ANALYSIS

The Sports & Fitness Industry Association (SFIA) developed a Topline Participation Report in 2023, which describes national trends in recreation, including overall participation numbers and general trends. SFIA’s participation data was taken from a nationwide study which was conducted in 2023 by Sports Marking Surveys USA (SMS). The study included 18,000 interviews with people of varying gender, age, income, region, and ethnicity.

OVERALL PARTICIPATION

For the past 10 years, overall participation in the United States has increased, shown in Figure 7. Overall participation includes anyone that has participated in at least one activity in a calendar year. In 2023, 242 million people were active, increasing 6.1% since 2018. Every sports category (fitness, outdoor, individual, racquet, team, water, and winter sports) increased, as did the overall number of participants in 2023. Pickleball is the fastestgrowing sport in the country, increasing 51.8% from 2022.

Total Actives 6-Year Trend

CORE participation has increased by 18.5 million people nationally, from 147.5 million to 160 million people over the five-year period during 2018-2023, or a 4.7% increase. These numbers follow a similar increase in total activity participants.

PROSSER

SPORT PARTICIPATION

Sport participation includes fitness, outdoor, team, and individual sports. Fitness sports have the highest participation rate at 67.8% and are the only category with more than 200 million participants. From 2014-2023, fitness sport participation increased 6.5%, team sports by 3.7, and outdoor sports by 8.9%, while individual sport participation dropped 2.9%. Collectively, sport participation trends reflect the broader nationwide fitness activity increase.

Sports Participation Rate - 10-Year Trend

PARTICIPATION BY GENERATION

Younger generations (Millennials and Gen Z) are substantially more involved in outdoor, team, and individual sports than their older counterparts (Gen X and Boomers). Older generations predominantly participate in fitness sports (68.6 and 66.9%) and the next closest category is outdoor sports (45.3 and 54.2%). Gen Z’s 55.9% participation rate in team sports is considerably higher than any other generation, over 20% higher than the next highest of Millennials at 33.4%.

2023 Participation by Generation

PROSSER

INACTIVITY

In 2023, 64.9 million people were inactive, which is 21.2% of Americans and the lowest inactivity rate since tracking began in 2008. While the inactivity rate has steadily been declining for several years, the inactivity rate declined at a sharper rate after 2020, as a healthy lifestyle was a higher priority for Americans during and after the pandemic. The SFIA survey identified aspirational activities for those that are inactive.

INACTIVITY INTEREST BY AGE

Figure 11 outlines the activities that those who are not currently active would participate in, broken down by age group. In 2022, the largest age group in Prosser was the 55+ age group, making up 26.1% of the population. This age group is most likely to participate in the following activities: fishing, camping, working out with weights, working out with machines, cardio fitness, swimming for fitness, shooting, hiking, yoga, running/jogging, and hunting.

The 20-34 age group makes up 26% of Prosser’s population and is most likely to participate in running/jogging, working out with weights, cardio fitness, working out with machines, bicycling, swimming, camping, fishing, yoga, and trail running.

Ages 6-12

Fishing

Running/Jogging

Bicycling

Sledding

Swimming for Fitness

Cardio Fitness

Yoga

Camping

Soccer

Tennis

Ages 13-17

Fishing

Running/Jogging

Swimming for Fitness

Working Out with Weights

Camping

Cardio Fitness

Bicycling

Working Out Using Hanging Machines

Hiking

Skateboarding

Ages 35-44

Working Out with Weights

Cardio Fitness

Fishing

Working Out Using Machines

Swimming for Fitness

Running/Jogging

Camping

Yoga

Hiking

Shooting

Ages 45-54

Fishing

Working Out with Weights

Camping

Working Out Using Machines

Cardio Fitness

Hiking

Yoga

Shooting

Swimming for Fitness

Running/Jogging

Ages 18-24

Running/Jogging

Working Out with Weights

Cardio Fitness

Working Out Using Machines

Bicycling

Swimming for Fitness

Camping

Fishing

Yoga

Trail Running

Ages 55-64

Fishing

Camping

Working Out with Weights

Working Out Using Machines

Cardio Fitness

Swimming for Fitness

Shooting

Hiking

Yoga

Running/Jogging

Ages 25-34

Working Out with Weights

Working Out Using Machines

Cardio Fitness

Camping

Yoga

Fishing

Running/Jogging

Hiking

Swimming for Fitness

Bicycling

Ages 65+

Fishing

Working Out Using Machines

Camping

Working Out with Weights

Swimming for Fitness

Cardio Fitness

Shooting

Yoga

Hiking

Hunting

INACTIVITY INTEREST BY INCOME

SFIA identified which activities those who are inactive would want to participate in by income level, shown in Figure 12. The median household income in Prosser ($64,622) falls within the $50,000 to $74,999 category, which identifies the following activities as aspirational activities: fishing, camping, working out with weights, swimming, working out using machines, shooting, hiking, cardio fitness, running/jogging, and yoga. Many of these categories are exercise activities that are possible for much of the year in Prosser due to proximity of rivers and open spaces and fairly temperate weather.

Fishing

Working Out with Weights

Running/Jogging

Working Out Using Machines

Camping

Cardio Fitness

Yoga

Swimming for Fitness

Bicycling

Hiking

Fishing

Camping

Working Out with Weights

Working Out Using Machines

Cardio Fitness

Running/Jogging

Swimming for Fitness

Yoga

Hiking

Shooting

Fishing

Camping

Working Out with Weights

Swimming for Fitness

Working Out Using Machines

Shooting

Hiking

Cardio Fitness

Running/Jogging

Yoga

Fishing

Cardio Fitness

Working Out with Weights

Working Out Using Machines

Running/Jogging

Swimming for Fitness

Yoga

Hiking

Camping

Shooting

Working Out with Weights

Cardio Fitness

Working Out Using Machines

Fishing

Camping

Swimming for Fitness

Hiking

Running/Jogging

Yoga

Shooting

LOCAL TRENDS

ESRI’s 2023 Sports and Leisure Market Potential Data shows the percentage of Prosser’s population that participates in general sports, fitness sports, and outdoor activities. Generally, Prosser’s activity percentages are very slightly below the national average, usually within one percent. There are several activities where Prosser has a higher percentage than the national average, including football, basketball, fishing, hunting, canoeing/kayaking, mountain bicycling, and archery. The largest difference between the local and national average is fishing, with Prosser’s participation 3.4% higher the national average. Outdoor sports, shown in Figure 15, have the most activities in a category where Prosser’s participation is higher than the national average.

PROSSER

RECREATION TRENDS SUMMARY

Over the past 12 years, Prosser has become more diverse and more balanced in age, with an expected 9% population increase by 2028. While developing new plans for the area, it is important to understand the national and local trends in recreation to better serve its residents. The major takeaways from national and local trends include:

NATIONAL :

h Nationally, all sport and fitness physical activity categories increased in participation. Pickleball continues to be the fastest growing sport in the country for the third year in a row.

h Younger generations are more active across sports and activities than their older counterparts.

h Younger generations prefer outdoor and team sports compared to older generations who predominantly participate in individual and/or fitness activities.

h Fishing is the activity inactive people across age and income groups are most interested in starting.

LOCAL

h For most activities, Prosser residents participate in sports at a lower rate than the national average.

h The most popular activity in Prosser is walking, with 30.1% of the population participating in that activity. Hiking is the second most popular, with 16.1% of resident’s participating in that activity.

h Prosser residents participate in football, basketball, fishing, hunting, canoeing/kayaking, mountain bicycling, and archery in higher numbers than the national average.

h While most activities are within a percent of the national average, Prosser residents participate in fishing 3.4% more than the national average. This presents an opportunity with the national trend of interest in fishing among inactive people.

Chapter 3 COMMUNITY NEEDS

OUTREACH OVERVIEW

The Prosser Parks, Recreation, and Open Space Master Plan’s engagement process gathered input from city staff, stakeholders, a citizen-led advisory committee, and the community. The plan’s outreach efforts included more than 500 touches with the community through in-person and digital outreach methods. The ideas, goals, and recommendations documented in this plan are a direct result of a multi-faceted engagement process and a community that takes pride in its city and prioritizes parks, recreation opportunities, and open spaces.

COMMUNITY ENGAGEMENT METHODS

Project-Dedicated Website

A Social Pinpoint site and a webpage on the City of Prosser website was created to inform the community of the project’s purpose and process. The website kept users up to date on in-person outreach opportunities and invited users to participate at their leisure, utilizing the interactive website tools. The website feedback opportunities included the following:

h Community survey

h Share a comment on an interactive map

h Identify parks priorities with a budget tool

h Share your big idea

In-Person Pop-Up Events

The project team held two pop-up events at popular city venues to educate the community on the project and to gather input on perceived needs as it relates to parks, recreation, and open space. The workshops prioritized interactive engagement activities to gather input. Participant activities included the following:

h Sign-in and pin the planning area where you live

h Dotmocracy exercise to determine amenity and facility needs and priorities

h Dotmocracy exercise to determine programming needs and priorities

h Share your big idea and recommendations with post-it notes

h Directed participants to the project website to utilize and share virtual tools

h Hard copies of the survey were available to take in both English and Spanish

Project Advisory Committee

The Prosser Parks, Recreation, and Open Space Master Plan Advisory Committee was formed to serve as a sounding board and help guide the team through the master planning process. It was comprised of a diverse group of resident leaders who participate in different forms throughout the community. The committee provided the team with local knowledge and unique insight into Prosser parks and recreation offerings. The committee advised on outreach methods and the best ways to engage the community and assisted in spreading the word about the project. The committee evaluated the plan themes and recommendations prior to resident and council input. The project team had multiple touches with the committee throughout the project and kept the committee updated on the project’s progress at regularly scheduled meetings. The project team held a workshop with commission members to review the master plan findings, collect feedback, and to engage members to guide the direction of the master plan.

Prosser Parks and Recreation Staff Meetings

Parks and Recreation staff met with the project team to provide input on the Parks, Recreation, and Open Space Master Plan. Staff worked in small groups to respond to questions about what the department does well, what the department could improve upon, and their big ideas for the future of Prosser parks and recreation. The staff members interviewed included representation from parks, recreation, programming, and parks maintenance.

COMMUNITY MEETING RESULTS

Prosser Farmer’s Market

On August 3rd, 2024, from 8am-Noon, the project team presented at the Prosser Farmer’s Market to collect input from community members about what amenities and programs they want in their parks and open spaces. Five response boards and a QR code survey were presented to event attendees at the project team’s booth. The boards and survey were presented in English and Spanish, as a third of those who participated at the booth were primarily Spanish speaking. Four boards asked attendees to place dots on pre-selected activities and programs they prioritize in parks and open spaces. The fifth board was for respondents to place sticky notes with general comments about what they want to see in Prosser’s parks and open spaces.

The four response boards displayed activities in two categories, amenities and programming. Respondents placed sticky dots next to the activity they most wanted to see in Prosser. There were two boards per category for a total of sixteen activities per category. The following pages show results from the boards ranked from most to least popular. The programming boards have fewer responses than the amenity boards because they were located in a less accessible position, further from the front of the booth.

Special Interest Classes

Senior

Youth Day Camp

Adult Sport Leagues

PROSSER

GENERAL RESPONSE BOARD

The following are free form responses from respondents who wrote them on sticky notes and placed them on a board at the front of the booth.

SUMMARY

Splash pads were by far the most chosen amenity at 38, with a riverwalk (22) and recreation center (18) second and third most chosen. The most popular programs were less identifiable due to small sample size, but special interest classes were the most chosen with eight dots. From the sticky note responses, respondents voiced support for more shade and riverfront access. Based on written and sticky dot responses, the community showed strong support and hope for more access to water, whether through a more accessible riverfront area or a splash pad. This, combined with strong support for increased shade, indicates residents face barriers to activity in heat and are seeking recreation opportunities to alleviate heat stress and cool off.

ONLINE SURVEY RESULTS

Are you a Prosser resident? 105 Responses

- 96%

Have you and/or members of your household participated in any programs/activities/events offered by the City of Prosser during the last year?

How would you rate the programs/activities/events you and the members of your household have participated in during the past year?

What are the reasons you have not participated or have not participated more often in Prosser Parks & recreation

(Select ALL that apply.) 99 Responses

In the chart below, please indicate how well your needs or any household members’ needs are currently being met for the following programs, events, or activities.

99 Responses

PROSSER

In the chart below, please indicate how well your needs or any household members’

93 Responses

Have you and/or members of your household visited any parks or recreation facilities offered by the City during the last year?

What are the reasons you have not visited the City parks/facilities more often? (Select ALL that apply.)

95 Responses

Counting yourself, check the age ranges of people in your household. (Check all that apply.) 103 Responses

SOCIAL PINPOINT

Fund It Tool - Budgeting Exercise to Determine Park Priorities

This tool identified park priorities by utilizing a budgeting tool to help determine park priorities utilizing budget constraints. Each category was given a weighted value identified below. Respondents were able to choose their priorities with a $100 budget.

Weighted Value

New Indoor Recreation Facilities

Development of New Parks

New Indoor Aquatics Facilities

Athletic Field Sports Complexes

New Outdoor Aquatics Facilities

Sport Court Complexes

New Riverwalks, Boardwalks, and Natural Amenities

Invest in Existing Parks Dog Parks

20 Responses

h Effectively communicate parks and recreation offerings and events

h Offer more low-cost special events and festivals that appeal to multiple age groups

Chapter 4

FACILITY INVENTORY AND ASSESSMENT

INTRODUCTION

The City of Prosser, located in Benton County, Washington has a rich history tied to agriculture and viticulture, due to its rich soil and semi-arid climate. Known as the “Birthplace of the Washington Wine Industry,” it is situated in the heart of the Yakima Valley, a region renowned for its vineyards and wineries.

With a population of approximately 6,000 people, the city is a close-knit community with various cultural and recreational events. The annual Balloon Rally and Harvest Festival, hosted by the city, are popular regional attractions. The City’s economy is supported by agriculture, tourism, and small businesses. The city offers various outdoor activities, including hiking, biking, and water sports, thanks to its proximity to the Yakima River. Prosser is a charming city with a strong sense of community, scenic landscapes, and a significant role in the wine industry.

Planning for parks, open space and trails is more important than ever as the City continues to experience social, economic and demographic changes. Parks, trails and recreation facilities will play a critical role in maintaining a healthy well-being balance.

The City has recognized the need for a comprehensive planning effort that provides a vision for its parks and facilities by establishing a clear set of goals for infrastructure and program improvements to create a premier recreation and parks system. A significant component of this parks master plan is the determination of the existing conditions of the built infrastructure which makes up the City’s parks system.

Through the evaluation of existing data, including, but not limited to the City’s website, the City’s 2018 Comprehensive Plan and Benton County’s 2014 Comprehensive Parks Plan, Kimley-Horn was able to establish a preliminary inventory of the City’s parks system. After the development of the preliminary inventory, Kimley-Horn conducted site visits on June 20th, 2024 to ground truth the quantities of amenities while also visually assessing the quality, condition and overall functionality of the built environment of the parks system. Major deferred maintenance items and general accessibility of amenities and facilities were also examined and noted. The following report details the key findings of this component of the parks master plan.

PROSSER

FINDINGS

Condition

In general, the parks visited were observed to contain amenities which had far exceeded their lifecycle due to age and use. Parks and amenities are significantly older and in need of refurbishment and/or replacement. While most existing parks were not noted as posing an immediate safety hazard, there are several amenities that are damaged and in need of replacement.

Maintenance

As noted above, most amenities have exceeded their lifecycle, however, the City appears to have made upkeep and maintenance a priority. There were minimal instances of trash and/ or vandalism observed. Green Infrastructure, such as turf, trees and landscape areas were observed to be well maintained and in good condition.

ADA Compliance

The City is currently in the process of an Americans with Disabilities Act (ADA) self-evaluation assessment and Action Plan that includes a review of accesses at all city facilities and parks. This assessment is scheduled to be completed by the end of 2025 or the beginning of 2026. While a full ADA compliance review was not part of this assessment process, during on-site investigations it was noted that several parking lots, sidewalks, amenities and playgrounds appeared to need review to ensure a commitment to safety and equitable access.

Facilities

A facility condition assessment for structures, such as community centers and restroom buildings, was not undertaken as a part of this project. Facilities were only visually inspected. It is recommended that the City undertake a condition assessment for each of its facilities. The assessment should determine condition, average remaining useful life expectancy, code violations, reason for deficiencies, effect on structure or occupancy with required maintenance and repair works. Additionally, calculation of the costs for each deficient condition utilizing nationally recognized estimating standards should be included.

Maximizing Programming and Security

During the assessments a general lack of meaningful amenities and sufficient lighting was observed. Programming and revenue generation opportunities can increase with the addition of amenities, such as playgrounds, exercise equipment and courts and shade structures at select parks. Additionally, lighting at fields, courts and playgrounds can increase not only a park’s usability, but also its safety and security. The City should focus on strategic lighting improvements while balancing the desire to preserve dark skies and reduce urban light pollution. The addition of select lighting will not only improve nighttime safety, but ultimately increase usability and future programming opportunities with the implementation of new amenities.

Irrigation Systems

As a part of these on-site assessments, irrigation systems were only visually inspected. Several instances of overspray onto amenities and incomplete coverage were observed. It is recommended that the City undertake a system-wide irrigation audit to fully inventory and assess the existing irrigation systems and maintenance practices at all its parks and facilities. The audit should evaluate the existing equipment, available supply and demand, hydraulic analysis and prioritized recommendations and costs for necessary improvements. Identifying deficiencies in the irrigation systems and fixing them will help lead to consistent, quality turf and open space areas that will in turn strengthen the number of programming opportunities.

Mature Trees

Trees within most parks are large, mature and provide great shade. While these trees are a great asset due to their size and aesthetic appeal, some appear to be declining in health due to age and other environmental factors. Removing all mature trees at one time would be devastating to the character of several facilities and should be avoided when possible. It is recommended that the City undergo a tree l ifecycle analysis to understand the impacts the trees age may have on future maintenance.

PROSSER

Standardized Equipment, Site Furnishings and Branding

It was noted that existing amenities within parks differ significantly and appear to have been replaced on an as-needed basis. Standardizing equipment can ensure safety and reliability, as it adheres to established safety guidelines and regulations, reducing the risk of injuries. Consistency in equipment design and maintenance facilitates easier inspections, repairs, and promotes cost efficiencies which contributes to the longevity and functionality of park amenities. Additionally, consistent signage, branding and wayfinding at parks would enhance the user experience by providing uniformity to create a easily identifiable sense of familiarity. The City should focus on a strategic implementation plan to standardize its site furnishings and signage.

Meaningful Shade

Shade in parks provides a cool and comfortable environment for visitors, offering relief from the sun, which can be particularly intense during Prosser’s summer months. It was noted during the field assessments that several parks lack meaningful shade at selected amenities such as playgrounds, picnic tables and barbeque grills. By adding additional shade, the City can increase usability and enhance the recreational, social, and environmental value of its parks.

Equitable Distribution and Connectivity

Equitable distribution of parks across a city involves ensuring that all neighborhoods have access to green spaces. Parks should be located within a reasonable distance from residential areas, allowing residents to easily walk or bike to them. Currently, the City’s residents north of the Yakima River lack access to quality parks and facilities. The development of the Sprayfield and Riverfront properties should be a priority to increase the geographical distribution of parks within the City. In addition, the City should prioritize maximizing safe connections between its existing parks and facilities by incorporating roadway/street improvements to create additional paths, trails, and safe bike and pedestrian routes, where possible. This strategic approach could address gaps, enhance access to existing park facilities, and contribute to providing the “last mile” experience for both residents and visitors exploring the City’s park assets.

INVENTORY & CLASSIFICATION SUMMARY

Size/Acreage

The tables below highlight the City’s 13 parks/facilities, which were inventoried and assessed as a part of this study.

In addition to the developed parks shown above, the City currently owns undeveloped park land which would nearly triple the size of the existing system.

Classifications

The classification breakdown of City’s parks and facilities is as follows:

2 Pocket Parks 3 Neighborhood Parks 4 Community Parks 1 Natural Area/ Open Space 2 Special Use Parks/Facilities 1 Trail

POCKET PARKS

A pocket park is a small outdoor space, usually less than 1 acre, and most often located in an urban or residential area surrounded by commercial buildings or homes. Pocket parks are small spaces that may serve a variety of functions, such as small event space, play areas for children, spaces for relaxing and socializing, taking lunch breaks, etc. Successful pocket parks have four key qualities, they are accessible, allow people to engage in activities, are comfortable and inviting, and are sociable places. In general, pocket parks offer minimal amenities on site and are not designed to support programmed activities. The service area for pocket parks is usually less than a ¼ mile and is intended for users within close walking distance.

NEIGHBORHOOD PARKS

Neighborhood parks are typically 1½ to 10 acres; however, some are determined by use and facilities offered, not by size alone. The service radius for a neighborhood park is typically ½ mile. Neighborhood parks should have safe pedestrian access for surrounding residents; parking is typically not provided, but if included accounts for less than ten cars and provides for ADA access. Neighborhood parks serve as a recreational and social focus of the adjoining neighborhoods and contribute to a distinct neighborhood identity.

PROSSER

COMMUNITY PARKS

Community parks are intended to be accessible to multiple neighborhoods and should focus on meeting community-based recreational needs, as well as preserving unique landscapes and open spaces. Community parks are generally larger in scale than neighborhood parks, but smaller than regional parks and are designed typically for residents who live within a three-mile radius.

When possible, the park may be developed adjacent to a school.

Community parks provide recreational opportunities for the entire family and often contain facilities for specific recreational purposes, such as athletic fields, tennis courts, extreme sports amenity, loop trails, picnic areas, reservable picnic shelters, sports courts, restrooms with drinking fountains, large turfed and landscaped areas, and a playground or spray ground.

Passive outdoor recreation activities such as meditation, quiet reflection, and wildlife watching also take place at community parks.

NATURAL AREA/OPEN SPACE

Natural Area/Open Space is undeveloped but may include natural or paved trails. Natural Area/Open Space contains natural resources that can be managed for recreation and hold natural resource conservation values, such as a desire to protect wildlife habitats, improve water quality, and protect endangered species. Also, Natural Area/ Open Space can provide opportunities for nature-based, unstructured, low-impact recreational opportunities, such as walking and nature viewing.

SPECIAL USE PARKS

Special use parks are areas that include specialized recreational activities. This classification covers a broad range of parks and recreation facilities oriented toward a single-purpose use They often fall into three general categories:

h Cultural Facilities – unique resources offering historical, educational, visual/performance art or other similar experiences. These include museums, theaters, galleries, libraries and other civic sites.

h Indoor Facilities – geared toward indoor uses, such as gymnasiums, community centers, teen/senior centers, aquatic centers, ice arenas, etc.

h Unique Sites – generally a single use, but smaller than a regional park and not necessarily of a significance that might draw from a larger regional base. These may include arboretums, cemeteries, plazas, sports stadiums, farmer’s markets, marinas, etc. – especially when they are not in conjunction with other typical park amenities.

TRAILS

Trails are recognized for their ability to connect people and places while serving as active transportation facilities. Linking neighborhoods, parks, recreation facilities, attractions, and natural areas with a multi-use trail fulfills three guiding principles simultaneously:

h Protect natural areas along river and open space areas

h Provide people with a way to access and enjoy them

h Provide a safe alternative form of active transportation.

AMENITIES AND FACILITIES

PROSSER

EVALUATION METHODOLOGY

The quality of each asset within the overall City system is an important factor when evaluating the current level of service provided. Parks that are not properly maintained, outdated their lifecycle and/or do not provide a certain quality of experience to the user will not attract park visitors. By examining how each park compares to one another, department management and staff can evaluate and prioritize park improvement projects and identify gaps in coverage across the entire city system.

The quality of each asset was assessed as a part of the on-site review and inventory. The following factors were the primary categories reviewed during the inventory phase:

For each asset, a grading standard has been assigned to the observed amenities within it. These scores are qualitative in nature and are determined based on the observations of the personnel conducting the field inventory. These categories were evaluated based on the individual asset’s condition as opposed to the overall system during the inventory. If the amenity and/or facility was noted to exist in a condition well below that of similar equipment within other parks, then it was noted within the matrix as such. The number values then were used to provide a numerical score for the park based on the number of opportunities and quality of opportunities offered. The following scoring system was used:

GRADING STANDARD F/PRIORITY 1

CURRENTLY

CRITICAL

Conditions in this category require immediate action by the end of the current fiscal year to:

h Correct a safety hazard

h Stop accelerated deterioration

h Return a facility/system to operational status

GRADING STANDARD D/PRIORITY 2 POTENTIALY CRITICAL

Conditions in this category, if not corrected expeditiously, will become critical soon. Situations within this category include:

h Correct a safety hazard

h Stop accelerated deterioration

h Return a facility/system to operational status

GRADING STANDARD C/PRIORITY 3

NECESSARY, BUT NOT YET CRITICAL

Conditions in this category require appropriate attention to preclude predictable deterioration and associated damage or higher costs if deferred further.

GRADING STANDARD B/PRIORITY 4 RECOMMENDED

Conditions in this category include items that represent a sensible improvement to existing conditions, include finishes that have deteriorated and are required to maintain the required aesthetic standards. These are not required for the most basic functioning of the facility.

GRADING STANDARD A/PRIORITY 5 EARLY IN LIFECYCLE

Conditions in this category function properly and are early enough in their lifecycle that improvements are not currently needed.

ASSET EVALUATION

Bella Vista Open Space

Size: 30.49 Acres • Classification: Natural/ Open Space • Location: 245 Ladera Street

- NON PAVED (MI)

Good condition; Normal signs of wear and usage, Steep slopes

Centennial/ Wine Country Pathway

Size: 1.25 Acres • Classification: Trail • Location: 312 Wine Country Road

Crawford Park

Size: 5.58 Acres • Classification: Community • Location: 200 3rd Street

Community Center

Size: 0.50 Acres • Classification: Special Use • Location: 1231 Dudley Avenue

Depot Square

Size: 1.27 Acres • Classification: Special Use • Location: 1230 Bennett Avenue

and wear, minor

condition; Some surface cracking and chipping

condition; Tables and chairs showing signs of age and exposure

Average to good condition; Mixed age of buildings, recent improvements in good condition, older structures in need of repair

Good condition; New crack seal to be completed late 2025/early 2026. Striped for 3 Pickleball Courts

Grant Street Park

Size: 0.84 Acres • Classification: Neighborhood • Location: 1604 Grant Avenue

PROSSER

Rotary Park

Size: 0.17 Acres • Classification: Pocket • Location: 312 Wine Country Road

good condition; Signs of exposure and wear

sign type

Village Park

Size: 0.44 Acres • Classification: Neighborhood • Location: 109 New Gate Road

AMENITY/ FACILITY

BASKETBALL COURT (NONLIGHTED) 1 4

BBQ PIT/ GRILL 1 3

IRRIGATION SYSTEM (AC) 0.26 4

OPEN TURF AREA (AC) 0.26 3

PARKING LOT (SPACES) 7 3

Average to good condition; Minor surface cracks

Average condition; Normal wear, consider deep clean

Good condition; Visual assessment only

Average condition; Minor low and brown spots

Average condition; Resurface and restripe needed

PICNIC TABLE 2 2 Poor condition; Weathered, paint chipping SIGNAGE (REGULATORY, INTERPRETIVE) 1 4

TRAIL - PAVED (MI) 0.03 4

TRASH RECEPTACLE 2 2

Good condition; Boulder signage

Good condition; Minor cracking, newer condition

Poor condition; Signs of age and rust

Whitehead Fountain Park

Size: 0.22 Acres • Classification: Pocket • Location: 1101 Meade Avenue

PARK CLASSIFICATIONS AND LEVEL OF SERVICE

PARKS CLASSIFICATIONS

A well-rounded parks system includes multiple park and facility types to equitably provide a variety of parks and recreation experiences to Prosser residents. Each park and facility within the system has a set of objectives. A successful classification system categorizes these park types to achieve and maintain the desired objectives for the system overall efficiently and effectively. The park classification system seeks to define multiple park types with the recognition that individual parks and their offerings may vary. Future park improvements will be guided by these classification descriptions, but ultimately be derived from the needs of the community through a public participation process. The following park classification descriptions are not meant to provide strict rules on what amenities are to be provided but should be used as a guide to ensure all of the City’s parks are activated, accessible, inclusive, and meet the needs of the intended service areas.

PROSSER

Pocket Parks

Pocket parks are generally less than 1 acre in size and are designed to serve a concentrated or limited population. Typical improvements at pocket parks include play areas and active play equipment, picnic tables and landscaping. On-site parking is not required at pocket parks. Desirable locations for pocket parks are within neighborhoods and in close proximity to multifamily housing. Pocket parks are also appropriate within business districts to meet the passive and active recreation needs of employees and/or customers.

h Amenities: Varies by location

h Land usage: Varies by location

h Programming: Typically none

Neighborhood Park

Neighborhood parks serve a wider population than pocket parks, and are usually sized between 2 to 10 acres with a portion of the park developed for active recreation. Typical facilities include athletic fields, sport courts, playground equipment and covered picnic areas. Neighborhood parks should also include on-site parking and restrooms, as well as landscape plantings, benches, security lighting and other accoutrements. Potential neighborhood park sites should be suited for intense development, geographically centered and easily accessible to the surrounding population.

h Amenities: One signature amenity; may include one sports field; playgrounds for ages 2-5 and 5-12; no reservable shelters; loop trails; one type of sport court; benches, small picnic shelters next to play areas.

h Land usage: 85 percent active/15 percent passive

h Programming: Typically none, but a signature amenity may be included which is programmed

Community Park

Community parks are designed to accommodate a wider variety of recreational uses than the neighborhood parks. They are generally larger than 10 acres and may have unique amenities such as a waterfront location, natural/conservation areas or special facilities. Smaller parks with special amenities that attract users from throughout the city may also be included in this category. This type of park should include athletic fields or complexes for intense recreation as well as areas for passive recreational uses, such a walking, viewing, sitting and picnicking. Other features should include parking, play structures, a covered picnic area, restrooms and other amenities found in mini and neighborhood parks, as well as a storage building for facility maintenance equipment.

h Amenities: Four signature amenities at a minimum; public restrooms with drinking fountains, ample parking, and security lighting. Amenities are ADA compliant. Sport Fields and Sport Complexes are typical at this park.

h Land usage: 65 percent active and 35 percent passive

h Programming: Minimum of four essential program services

Special Use Park

Special Use parks provide specialized facilities and preserve significant unique features of the community; generally serve the entire city or general region; are located where necessary to capitalize on an existing feature, facility, or specialized market area; and may need a highdegree of access or limited access.

h Amenities: varies by facility

h Land usage: varies by facility

h Programming: varies by facility

PROSSER

Nature Park/Conservancy Area

Nature parks or conservancy areas offer protection and management of the natural and cultural environment, with recreation as a secondary objective. These sites generally feature passive, low-impact recreation facilities while providing for the preservation of plant and wildlife habitats or cultural/historic landscapes. Facilities may include educational, interpretive and/or historical information features, trails, educational centers and picnic areas. The size of a natural park or conservancy area varies depending on the resource being protected. Regulated sensitive areas and buffers may qualify as natural park/conservancy area acreage when both the public benefit and the City’s passive recreation objectives are met.

h Amenities: Zero to one signature amenity; no reservable shelters; loop trails; benches, small picnic shelters

h Land usage: 100 percent passive

h Programming: Typically none, may include nature education programs

Water Access Area

Water access areas provide public access to shorelines, and typically include facilities for passive enjoyment, including viewpoints, trails, and picnic areas. Where appropriate, water access areas should take advantage of nonmotorized (canoe/kayak) boat put-in and take-out locations.

h Amenities: Zero to one signature amenity; no reservable shelters; loop trails; benches, small picnic shelters

h Land usage: 100 percent passive

h Programming: Typically none, may include nature education programs

Parkways/Trails

Parkways and trails provide for circulation between residential areas, commercial areas and major open space and designed parks. They also provide for general recreation opportunities. Generally, parkways should follow shorelines, wooded areas, historic trails and scenic routes. When a trail is located in an area of scarce natural amenities, the use of designed landscaping is recommended.

h Amenities: Zero to one signature amenity; no reservable shelters; loop trails; benches, small picnic shelters

h Land usage: 100 percent passive

h Programming: Typically none, may include nature education programs

LEVEL OF SERVICE ANALYSIS

Level of Service (LOS) describes how a recreation system provides residents access to recreation opportunities. LOS indicates the ability for people to access recreation amenities, connect with nature, and prioritize health and wellness through indoor and outdoor activity. While establishing measurable levels of service is crucial for successful planning and management of parks and recreation systems, level of service may be influenced by a number of factors to ensure equitable distribution of park amenities and recreation opportunities. The following criteria were considered in defining LOS for the purposes of this plan.

PROSSER

Increasing Population and Evolving Needs

The Demographic & Recreation Trends Analysis in chapter two provides insight into the general makeup of the population served and identifies market trends in recreation. It also helps quantify the market in and around the city and understand the types of parks, facilities, and programs/ services that are most appropriate to satisfy the needs of residents. Findings from this analysis establish a fundamental understanding that provides a basis for prioritizing the community need for parks, facilities, and recreation programs.

Walkability

Walkability analysis measures how conducive the built environment is to walking. The walkability analysis provides the distribution and equity of service across the community. Increasing walkability and bicycle/pedestrian access is an important part of this plan, as residents site lack of safe paths as barriers for participating more in parks and recreation offered activities.

Resource Allocation

Clear levels of service help in prioritizing resource allocation for parks and recreation facilities. By establishing specific standards and benchmarks, city leaders can allocate funding, staff, and other resources in a way that ensures equitable access to parks and recreation amenities across the city’s planning areas.

Performance Measurement

Defining levels of service provides a basis for measuring the performance and effectiveness of parks and recreation facilities. By establishing measurable indicators, such as park acreage per capita, program participation rates, and facility utilization, planners can assess the success of the master plan and make informed decisions for future improvements.

PROSSER

Grant Opportunities and Funding

Many grant programs and funding sources require the demonstration of a need for improvement or expansion of parks and recreation facilities. Defining levels of service provides the necessary data and evidence to support grant applications, increasing the likelihood of securing additional funding for park and recreation projects.

The table below indicates the park acreages to be provided for every 1,000 residents. These acreages are above the National Recreation and Park Association Median levels. Additional park acreage is not necessary in order to serve the population of Prosser as projected in the demographics and recreation trends analysis. However, equitable distribution of these parks, amenities, and programs is lacking. The city can focus efforts of diversifying amenities and programming so that these are accessible to all residents.

CAPITAL IMPROVEMENT PLAN (CIP) INTRODUCTION

This CIP provides a thorough look into the quantity of existing assets, the timeline for which they will be in need of replacement, and the appropriate (future inflation adjusted) value for each. The intent of this document is to provide a starting point in quantifying the considerable financial value of the existing physical assets contained within the entire Department using detailed data collection and analysis.

To plan and prioritize CIP projects, recommendations include balancing the maintenance of current assets with the development of new facilities. The framework of this document is utilized to determine CIP projects in concert with an implementable financial plan.

Utilizing the results of the on-site inventory and assessment, detailed matrices were developed which utilized the previously established grading standards along with current construction pricing to create an improvement priority plan and associated value for each facility. Assets scored with grading standards F (1) and D (2) were considered critical and therefore are noted in capital improvement projects for the short-term cycle to correct safety hazards and accelerated deterioration. Assets scored with grading standard C (3) were categorized as capital improvement projects for the mid-term cycle and those scored grading standards B (4) and A (5) were categorized for the long-term cycle as assets were early enough in their lifecycles to not be in need of immediately replacement.

A two-tier plan is recommended to help guide the decision-making process for CIP investments. The two-tiered plan acknowledges a fiscal reality, leading to the continuous rebalancing of priorities and their associated expenditures. Each tier reflects different assumptions about available resources. A complete list of the projects in each is identified within this document.

The two tiers include:

PROSSER

Sustainable (Lifecycle) Projects at Existing Parks

h Critical maintenance projects including; lifecycle replacement, repair of existing equipment, safety and ADA improvements, and existing debt service obligations. Many of these types of improvements typically require one-time funding and are not likely to increase annual operations and maintenance costs. In many cases, these types of projects may reduce annual operations and maintenance costs.

Visionary Projects at Existing and Future Parks

h Projects that include strategic changes to the existing parks system to better meet the unmet needs of the community, including adding features to extend recreation opportunities, such as playfields, shade structures, adult fitness equipment, covered picnic shelters, and trail loops. These types of improvements typically require one-time funding and may trigger slight increases in annual operations and maintenance costs, depending on the nature of the improvements. Complete park renovation by land acquisition and new park/trail development, such as a new sports complex and major trail developments would be considered visionary projects. These improvements will likely increase annual operations and maintenance costs. The consultant team worked directly with City Staff to determine a list of visionary projects for each park and facility.

The following are the general assumptions utilized in the development of this CIP:

h All projects must be financially viable.

h Only projects likely to be implemented are included in the plan.

h Projects must be consistent with other planning efforts and existing approved CIP funding, where applicable

h Costs shown are intended to be rough order of magnitude and based on park and recreation related amenities only.

h Cost escalators have been included for projects (Mid-Term=35%, Long-Term=55%).

h City Staff should continue to evaluate costing information with current market conditions throughout the life of the plan.

With careful planning and a keen vision, the information contained within this plan will assist the City in its efforts to ensure that infrastructure operation, maintenance, rehabilitation, and park development is as efficient and effective as possible. Additionally, the following information will allow staff to strategically anticipate future expenditure and plan for adequate funding of future improvements, while negotiating confidently with forward well-evidenced information in the always difficult climate of budget constraints.

Total Park Investment By Year (Visionary Projects)

LONG

Total Park Re-Investment By Year (Lifecycle Replacement)

Total Park Re-Investment (Lifecycle Replacement)

By Classification

By Type

Total Park Investment (Visionary Projects)

By Classification

CIP (SHORT-TERM)

Sustainable Projects $ 2,564,906

Existing Neighborhood and Community Park Improvements

Visionary Projects $ 2,298,680

Crawford Park

Increase Ped/Bike Connectivity

Market Street Park

Rotary Park Total $ 4,863,586

Total Park Re-Investment (Lifecycle Replacement) By Classification

Total Park Investment (Visionary Projects)

By Classification

CIP (MID-TERM)

$ 8,919,450

Existing Neighborhood and Community Park Improvements

Projects $ 122,091,588

Centennial/Wine Country Pathway

EJ Miller Park

Farrand Park

RCO Plan Update

New Community Parks

New Regional Park Phase 1 and 2 Total $ 131,011,039

Total Park Re-Investment (Lifecycle Replacement)

Total Park Investment (Visionary Projects)

CIP (LONG-TERM)

$ 12,061,098 Existing Neighborhood and Community Park Improvements Visionary Projects $ 53,659,960 Bella Vista Open Space City Park Crawford Park New Regional Park Phase 3 and 4 Total $ 65,721,058

STRATEGIC IMPLEMENTATION PLAN

FUNDING STRATEGIES

As parks and recreation systems grow and diversify the services offered, they must also identify, develop and diversify their revenue source options. Nationally, a growing number of municipalities have developed policies on the pricing of services, cost recovery rates, and partnership agreements for programs and facilities provided to the community. They have also developed strong partnerships that are fair and equitable in the delivery of services based on who received the service, for what purpose, for what benefit, and for what costs.

In the City of Prosser, some of these policies and management practices are in place or being considered and others should be considered for future implementation. Some of these sources can potentially be considered as a revenue option to support the capital and operational needs of the City. The Parks and Recreation Department will need to continually develop and update its business plans for its programs, facilities, and rentable venues it manages. Managing good data is crucial to making good decisions on revenue development.

PROSSER

BOND FINANCING

Municipal bonds can be issued to finance parks and recreation projects. These bonds are backed by the government and typically repaid using tax revenues or user fees associated with the park or recreation facility. Bond financing allows for large-scale projects that may require significant upfront investment that address needs that are identified as unmet community priorities.

CAPITAL IMPROVEMENT FEES

Many parks and recreation systems add a capital improvement fee onto an existing user fee when they develop or enhance major recreation facilities. This is usually applied to amenities like aquatics facilities, recreation centers, and special-use facilities. The dollars gained either offset the cost of the capital improvement or the revenue bond that was used to develop or enhance the special use facility. Once the capital improvement is paid off, the fee typically expires and is discontinued.

It is important to note that the suitability of these funding strategies can vary depending on the specific project, location, and available resources. A comprehensive funding strategy may involve a combination of these approaches to ensure the successful implementation and long-term sustainability of parks and recreation projects.

CORPORATE SPONSORSHIPS

Parks and recreation projects can seek corporate sponsorships to secure funding. In exchange for financial support, sponsors may receive branding opportunities, advertising exposure, or other promotional benefits.

IMPACT FEES

Impact fees are charges imposed on new developments to mitigate the impacts they have on the community, such as increased demand for parks and recreation facilities. These fees are typically collected by the city and used to fund the construction or expansion of parks and recreation infrastructure.

MAINTENANCE ENDOWMENT FUND

This is a fund dedicated exclusively for a park’s maintenance and is funded by a percentage of user fees from programs, events, and rentals. The fee is paid by users and is added to a dedicated fund for facility and equipment replacement.

PARK REVOLVING FUND

A park revolving fund is a dedicated financial mechanism established to support the ongoing development, enhancement, and maintenance of parks and recreation facilities. The primary purpose of these funds is to generate revenue through various means, such as park user fees, sponsorships, donations, and grants. The generated funds are then reinvested back into the parks to improve amenities, infrastructure, programming, and overall park experiences. Park revolving funds offer a sustainable financial mechanism for supporting park development and maintenance. By reinvesting generated revenues into park projects, these funds ensure the long-term sustainability and improved amenities of parks and recreational facilities. Successful implementation requires careful planning, stakeholder engagement, and effective financial management

PROSSER

PARTNERSHIPS

Partnerships are joint-development funding sources or operational funding sources formed between separate agencies, such as two government entities, a non-profit, a public agency, or a private business and a public agency. Partners jointly develop revenue-producing parks and recreation facilities and may share risk, operational costs, responsibilities, and asset management based on the strengths of each partner. In this approach, entities may provide funding or resources in exchange for specific benefits, such as naming rights, advertising opportunities, or revenue-sharing agreements.

The City currently utilizes many partnerships and agreements that are jointdevelopment funding sources or operational funding sources between separate agencies. Revisiting the terms of partnerships is important to ensure the agreement’s terms are still valid and the need for partnership has not changed. Existing partnership agreements should be updated regularly to ensure the purpose of the partnership, what is being provided, and the terms of the agreement are accurate. New partnerships should be forged as the Department continues to evolve and modernize the parks and recreation system to align with community needs. Ensure that partnerships are fair and equitable to the Department and to the partner with the best interests of the community prioritized.

PHILANTHROPIC DONATIONS

Non-profit organizations, foundations, and individual donors can contribute funds to support parks and recreation projects. These donations are often made in the form of grants, sponsorships, or endowments. Philanthropic donations can be essential for funding projects that benefit specific communities or have a social or environmental focus.

USER FEES AND CHARGES

Parks and recreation facilities often generate revenue through user fees, membership fees, rentals, concessions, or program charges. These user fees can help offset the operational and maintenance costs associated with the facilities.

VOLUNTEERISM

This is an indirect revenue source consisting of individuals donating their time to assist the Department in providing a product or service on an hourly basis. This reduces the City’s cost to provide services, builds department advocacy, and civic involvement.

Appendix A

INDIVIDUAL PARK

SUSTAINABLE AND VISIONARY PROJECTS

COMMENTS

Relocate tennis courts and expand parking for the Aquatic Center

Expand existing skate park

Expand existing aquatic center with Phase 2

Relocate existing tennis courts for parking Remove existing B+G Club building

New benches at courts

Install Dog Bag Station

Install Drinking Fountain at courts

New Parking lot and basketball court lights

Install shade/ dome over existing pool to increase use to year round

Whitehead Fountain Park