1. Advocacy: Influencing Facility Development in Public Parks and Recreation Departments Tennis advocacy should occur year round through informal communications and relationship building with the Parks and Recreation staff, Advisory Board members, and elected officials. However, there are specific times for additional formal advocacy during the development of capital projects. The determination of public recreation facilities to be considered for development should be a very open and public process. There are four phases typical of capital project development. The first three phases should provide scheduled opportunities for tennis advocacy to influence the outcome.

2. Four Steps of Capital Project Development 1 Comprehensive Master Planning 4 Project Construction & Completion 2 Project Selection & Budgeting 3 Project Design & Development

3. Step 1: Comprehensive Master Planning Capital project development begins with Comprehensive Planning. Communities develop long range plans (15-20 years) for parks and facilities to guide future development. Many communities update these plans at 5 or 10 year intervals. In addition to a statistical basis for the plan, expressed community interests and desires impact the plan. Tennis advocates must take the initiative to know the timing for the development of the plan and actively engage by attending all public meetings and providing input into the plan. As an important user group, tennis advocates should also request a special focus group meeting to occur during needs assessment.

4. Step 1: Comprehensive Master Planning COMPREHENSIVE PLANNING & RECOMMENDATION DEVELOPMENT Needs Assessment Take Inventory Review LOS* Conduct Public Survey Finalize Needs & Establish Goals Recommendation Development Solicit Public Input Solicit Advisory Group Input Staff Review Elected Officials Review Master Plan Development RenovationsNew ParksGreenways Special-Use Facilities Acquisition Projects * LOS = Levels of Service

5. Step 2: Project Selection and Budgeting Annually, communities adopt a fiscal year budget which includes an annual Capital Improvement Budget (CIB) and a Capital Improvement Plan (CIP), typically 5 years. This process is also a public process which allows tennis advocates an opportunity to influence the inclusion of funding for tennis facility development. Prior to the adoption of the budget, public hearings are held. Tennis Advocates should follow the budget schedule closely to advocate for their projects. This budget process prioritizes project development. Prioritized projects that are not funded in the adopted CIB are included in the CIP with the intention of funding in upcoming years. While the Comprehensive Master Plan established a “map” for development, the projects are reprioritized annually and other projects might also be inserted.

6. Proposed FY Project Request Submission Step 2: Project Selection and Budgeting Elected Officials Review And Adoption of Annual CIB and CIP Master Plan Recommendations New Parks Renovations Special Use Facilities Greenways Open Space Acquisitions Impacts of Other Community Plans Boards/Committees Maintenance Staff Parks & Recreation Program Staff Elected Officials/Citizen Requests Staff Recommended CIB and CIP

7. Step 3: Project Design and Development Even following the adoption of the annual CIB, it is not too late for Advocacy to influence development. The final determination of facilities to be included in a funded park development project have not, most likely, been absolutely determined. As an individual park project is initiated, a site master plan is developed, again, through a public process. If tennis facilities are already being considered, advocates need to be present to assure that these facilities are not replaced by other community recreation needs and to impact the scope and scale of the proposed tennis facilities. If tennis facilities have not been considered, advocacy could move them onto the “list” for consideration.

8. STEP 3: PROJECT DESIGN & DEVELOPMENT PROJECT DESIGN & DEVELOPMENT Input Process for Budgeted Projects Staff (Program, Maintenance,etc). Staff Assimilation of Project Design/Development Input General Public Input Advisory Board Input (citizen committee) Review Alternatives Staff Recommends Design and Development Solution Committee Review & Approval Elected Officials Review& Approval Development of Design Specifications

9. Step 4 – Construction & Completion After the first three steps of master planning have been completed, the project will be ready for construction scheduling. Patience and persistence is key through the entire process

10. Summary 1.Informal advocacy – relationship building - should occur throughout the year. 2.Take the time to understand the way your local government operates. 3.Seize the opportunity to provide formal input at key public meetings during every stage of the decision making process.