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HomeMy WebLinkAbout2024-11-18; Parks & Recreation Commission; 02; 2025 Parks & Recreation Commission Work Plan Meeting Date: Nov. 18, 2024 To: Parks & Recreation Commission From: Kyle Lancaster, Parks & Recreation Director Staff Contact: Mick Calarco, Recreation Services Manager mick.calarco@carlsbadca.gov, 442, 339-2859 Subject: 2025 Parks & Recreation Commission Work Plan Recommended Action Review, edit as needed, and accept the 2025 Parks & Recreation Commission Work Plan and recommend its approval by the City Council. Discussion In 2018, the City Council revised the Carlsbad Municipal Code to create uniform policies and procedures related to boards and commissions. CMC Section 2.15.020 (C) requires that each board or commission provide to the City Council for its approval an annual work plan of activities to be undertaken. At the Nov. 20, 2023, Parks & Recreation Commission meeting, the Commission reviewed the existing annual work plan and discussed the opportunity for making edits to the content. At the conclusion of discussion, the Commission accepted its annual work plan and recommended its approval by the City Council. On Jan. 9, 2024, the City Council adopted a resolution approving the annual work plan of the Parks & Recreation Commission (Exhibit 1). On Sept. 18, 2023, the Parks & Recreation Commission accepted the 2023-2030 Parks & Recreation Department Master Plan Update and recommended its approval by the City Council. On Sept. 26, 2023, the City Council approved the 2023-2030 Parks & Recreation Department Master Plan Update. The department’s master plan update includes a strategic action plan which provides systemwide recommendations for staff to implement over the short-term (0-3 years), long-term (4-7 years) and on an ongoing basis. That action plan is divided into four categories: • Parks • Maintenance and operations • Programs, events, and facilities • Funding and marketing The City Council approved the 2024 Parks & Recreation Commission Work Plan on Jan. 9, 2024. Staff has prepared a draft 2025 Parks & Recreation Commission Work Plan, which incorporates selected short term and ongoing action items from the 2023-2030 Parks & Recreation Department Master Plan Update. This 2025 Parks & Recreation Commission Work Plan is consistent with the approved 2024 Parks & Recreation Commission Work Plan. Staff recommends that the Commission review, edit as needed, and accept the 2025 Parks & Recreation Commission Work Plan. Staff believes this document is a comprehensive, timely and viable work plan, maintaining focus on the department’s strategic action plan. Next Steps The Commission accepted 2025 Parks & Recreation Commission Work Plan will be presented to the City Council for approval in early 2025. Exhibits 1. Parks & Recreation Commission 2025 Work Plan Exhibit 1 City of Carlsbad Parks & Recreation Commission Work Plan 2025 I. Mission Statement The Mission of the Parks & Recreation Commission is to promote community health and wellness while supporting a culture that embraces change and continuous improvement. II. Composition Consistent with Chapter 2.36 of the Carlsbad Municipal Code, the Parks & Recreation Commission shall consist of seven members appointed by the mayor with the approval of the city council. Members shall serve four-year terms. The Parks & Recreation Commission shall have the power, and it shall be the duty of the commission, to make recommendations to the city council and to advise the council in matters pertaining to the creation, operation, maintenance, management and control of community recreation programs, of playgrounds and indoor and outdoor recreations, activities and facilities. Further, it shall be the duty of the commission to advise and make recommendations to the city council on matters pertaining to planting, trimming, pruning, and care of all trees, shrubs or plants and to the removal of all objectionable trees, shrubs and plants in and upon any park of the city. The Parks & Recreation Commission shall have the additional power, and it shall be the duty of the commission to review tree-related issues and to determine the needs of the city with respect to its tree planting, replacement, maintenance and preservation programs. The Commission will also make recommendations to the city council on policies, regulations or ordinances pertaining to the care and protection of public trees and the selection of specific species of trees for designation along city streets, including the development of a community forest management plan for the city. In addition, in accordance with Section 11.12.150 of the municipal code, the Parks & Recreation Commission shall hear appeals from decisions of the city manager acting through the Parks & Recreation director or designee, regarding the planting or removal of street trees. III. 2025 Goals & Tasks The Parks & Recreation Commission will focus on the following 2025 Goals and Tasks: (Goals identified in numerals; Tasks to accomplish those Goals identified in alphas) 1. Advise city staff and City Council on projects, plans, events and programs a. Focus on progress, adherence and impact PARKS & RECREATION DEPARTMENT MASTER PLAN UPDATE: SELECTIVE SUPPORT REFERENCE PARKS STRATEGIES Short Term (0-3 Years) • Seek City Council direction on whether to pursue the construction of outdoor pickleball courts at an existing park to address the current demand • Complete a Parks in Lieu Fee and Parks Impact Fee Study and present its findings to the City Council for review and direction • Complete construction plans, bidding and construction implementation for Stagecoach Park Community Garden • Complete construction plans, bidding and construction implementation for Veterans Memorial Park • Complete community engagement, conceptual design and permitting for Robertson Ranch Community Park • Contribute to completing construction plans, bidding and construction implementation for Monroe Street Pool Renovation/Replacement (in support of project’s lead department: Fleet & Facilities) • Contribute to completing construction plans, bidding and construction implementation for Beach Access Repairs and Upgrades (in support of project’s lead department: Transportation) Ongoing • Incorporate environmentally friendly practices into park design and operations, such as drought-tolerant landscaping and energy-efficient lighting • Explore certifications or equivalencies, such as SITES or LEED, for new park designs or renovations • Ensure full ADA access at all parks, with a focus on most immediate needs • Add more trees within parks, where feasible MAINTENANCE AND OPERATIONS STRATEGIES Ongoing • Enhance pathway and parking lot lighting, and reduce energy consumption, by converting aging incandescent systems with modern LED systems PROGRAMS, EVENTS AND FACILITIES STRATEGIES Short Term = 0-3 Years • Assess current programs and facilities to identify barriers to accessibility and develop plans to address identified barriers (in support of project’s lead department: Risk Management) • Explore expansion of scholarship programs and other financial assistance options, such as sliding scale fees, to help reduce barriers to program participation • Evaluate offering programs at the northern, city-controlled beach • Expand program offerings outdoors, including fitness, etc. • Annually evaluate program lifecycles to ensure balance between different stages • Offer multicultural programs that reflect the community's increasing diversity • Provide accommodations, such as sign language interpretation, to make programs and facilities more inclusive Ongoing • Continue to monitor program trends to ensure ongoing alignment with community needs • Utilize technology, including Augmented Reality, and Virtual Reality to enhance the program experience FUNDING AND MARKETING STRATEGIES Short Term = 0-3 Years • Identify potential grant opportunities and develop grant proposals to secure funding • Implement fee study findings to ensure fees are competitive to those fees of surrounding cities for like offerings • Develop a CAPRA compliant department marketing plan to promote the various offerings Ongoing • Partner with community organizations and businesses to provide additional funding for scholarships and discounted programs • Annually review and adjust program, event and facility fees to ensure they are competitive to the market • Annually review athletic field use fees competitive to the market 2. Enhance accessibility, visibility and engagement a. Ensure a quorum at all Commission meetings b. Have Commissioners conduct site visits to parks, facilities and programs c. Have individual Commissioners attend at least two Parks & Recreation events PARKS & RECREATION DEPARTMENT MASTER PLAN UPDATE: SELECTIVE SUPPORT REFERENCE PARKS STRATEGIES Ongoing • Encourage community participation in reporting maintenance or safety concerns • Review the potential for adding park amenities based on the levels of service recommendations MAINTENANCE AND OPERATIONS STRATEGIES Short Term = 0-3 Years • Continue to invest in upgrading aging infrastructure with the department’s annual operating budget and – as needed – with the capital improvement program budget Ongoing • Explore grant opportunities to supplement funds for upgrades to aging infrastructure and equipment PROGRAMS, EVENTS AND FACILITIES STRATEGIES Ongoing • Encourage feedback and open communication between the department and the community FUNDING AND MARKETING STRATEGIES Short Term = 0-3 Years • Develop a CAPRA compliant department marketing plan to promote the various offerings 3. Broaden outreach and education a. Connect with other relevant agencies and organizations b. Invite educational presentations at Commission meetings PARKS & RECREATION DEPARTMENT MASTER PLAN UPDATE: SELECTIVE SUPPORT REFERENCE PARKS STRATEGIES Short Term (0-3 Years) • Educate park visitors about sustainable practices and encourage them to participate in environmental initiatives Ongoing • Encourage community participation in reporting maintenance or safety concerns MAINTENANCE AND OPERATIONS STRATEGIES Short Term = 0-3 Years • Explore partnerships with community organizations or individual volunteers to periodically provide additional maintenance support PROGRAMS, EVENTS AND FACILITIES STRATEGIES Short Term = 0-3 Years • Partner with local organizations that represent marginalized communities to receive input on program development Ongoing • Partner with healthcare organizations to provide health screenings and education to the community to the active adult population • Work with community organizations and local businesses to develop partnerships that can help provide or promote new programs and event offerings FUNDING AND MARKETING STRATEGIES Short Term = 0-3 Years • Consider revenue generation that includes corporate partnerships, sponsorships, foundations and/or naming rights opportunities Ongoing Partner with community organizations and businesses to provide additional funding for scholarships and discounted programs Mick Calarco, Recreation Services Manager Parks & Recreation Department Nov.18, 2023 2025 Parks & Recreation Commission Work Plan 1 RECOMMENDED ACTION Review, edit as needed, and accept the Commission’s 2025 work plan, and recommend its approval by the City Council ITEM NO. 2 – WORK PLAN FOR 2025 2 DISCUSSION •In 2018, City Council revised Carlsbad Municipal Code to create uniform policies and procedures •CMC Section 2.15.020 (C) - Each commission is to provide to City Council an annual work plan ITEM NO. 2 – WORK PLAN FOR 2025 3 DISCUSSION •On Nov. 20, 2023, Commission reviewed existing annual work plan and discussed making edits •Commission accepted the annual work plan, and recommended its approval •On Jan. 9, 2024, City Council approved Commission’s annual work plan ITEM NO. 2 – WORK PLAN FOR 2025 4 WORK PLAN COMPONENTS •Three components to the work plan •Mission Statement •Composition (Role) •Goals & Tasks ITEM NO. 2 – WORK PLAN FOR 2025 5 MISSION STATEMENT The Mission of the Parks & Recreation Commission is to promote community health and wellness while supporting a culture that embraces change and continuous improvement ITEM NO. 2 – WORK PLAN FOR 2025 6 COMMISSION COMPOSITION •Per Chapter 2.36 of the Carlsbad Municipal Code, the Parks & Recreation Commission shall consist of seven members appointed by the Mayor with the approval of City Council •Members shall serve four-year terms ITEM NO. 2 – WORK PLAN FOR 2025 7 COMMISSION COMPOSITION •The Parks & Recreation Commission shall have the power, and it shall be the duty of the commission, to make recommendations to the city council and to advise the council in matters pertaining to the creation, operation, maintenance, management and control of community recreation programs, of playgrounds and indoor and outdoor recreations, activities and facilities ITEM NO. 2 – WORK PLAN FOR 2025 8 COMMISSION COMPOSITION •Further, it shall be the duty of the Commission to advise and make recommendations to the city council on matters pertaining to planting, trimming, pruning, and care of all trees, shrubs or plants and to the removal of all objectionable trees, shrubs and plants in and upon any park of the city ITEM NO. 2 – WORK PLAN FOR 2025 9 COMMISSION COMPOSITION •The Parks & Recreation Commission shall have the additional power, and it shall be the duty of the commission to review tree-related issues and to determine the needs of the city with respect to its tree planting, replacement, maintenance and preservation programs ITEM NO. 2 – WORK PLAN FOR 2025 10 COMMISSION COMPOSITION •The commission will also make recommendations to the city council on policies, regulations or ordinances pertaining to the care and protection of public trees and the selection of specific species of trees for designation along city streets, including the development of a community forest management plan for the city ITEM NO. 2 – WORK PLAN FOR 2025 11 COMMISSION COMPOSITION •In addition, per Section 11.12.150 of the Carlsbad Municipal Code, the Parks & Recreation Commission shall hear appeals from decisions of the City Manager acting through the Parks & Recreation Director or designee, regarding the planting or removal of street trees ITEM NO. 2 – WORK PLAN FOR 2025 12 GOALS & TASKS 1. Advise City staff and City Council on projects, plans, events and programs a. Focus on progress, adherence and impact ITEM NO. 2 – WORK PLAN FOR 2025 13 GOALS & TASKS 2023-2030 Parks & Recreation Department Master Plan Update Support References Short term parks strategies (7) •Seek City Council direction on whether to pursue the construction of outdoor pickleball courts at an existing park to address the current demand ITEM NO. 2 – WORK PLAN FOR 2025 14 GOALS & TASKS •Complete a Parks in Lieu Fee and Parks Impact Fee Study and present its findings to the City Council for review and direction •Complete construction plans, bidding and construction implementation for Stagecoach Park Community Garden ITEM NO. 2 – WORK PLAN FOR 2025 15 GOALS & TASKS •Complete construction plans, bidding and construction implementation for Veterans Memorial Park •Complete community engagement, conceptual design and permitting for Robertson Ranch Community Park ITEM NO. 2 – WORK PLAN FOR 2025 16 GOALS & TASKS •Contribute to completing construction plans, bidding and construction implementation for Monroe Street Pool Renovation/Replacement (in support of project’s lead department: Fleet & Facilities) •Contribute to completing construction plans, bidding and construction implementation for Beach Access Repairs and Upgrades (in support of project’s lead department: Transportation) ITEM NO. 2 – WORK PLAN FOR 2025 17 GOALS & TASKS Ongoing parks strategies (4) •Incorporate environmentally friendly practices into park design and operations, such as drought-tolerant landscaping and energy-efficient lighting •Explore certifications or equivalencies, such as SITES or LEED, for new park designs or renovations ITEM NO. 2 – WORK PLAN FOR 2025 18 GOALS & TASKS •Ensure full ADA access at all parks, with a focus on most immediate needs •Add more trees within parks, where feasible ITEM NO. 2 – WORK PLAN FOR 2025 19 GOALS & TASKS Ongoing maintenance and operation strategies (3) •Incorporate environmentally friendly practices into park design and operations, such as drought-tolerant landscaping and energy-efficient lighting •Explore certifications or equivalencies, such as SITES or LEED, for new park designs or renovations ITEM NO. 2 – WORK PLAN FOR 2025 20 GOALS & TASKS •Enhance pathway and parking lot lighting, and reduce energy consumption, by converting aging incandescent systems with modern LED systems ITEM NO. 2 – WORK PLAN FOR 2025 21 GOALS & TASKS Short term programs, events & facilities strategies (7) •Assess current programs and facilities to identify barriers to accessibility and develop plans to address identified barriers (in support of project’s lead department: Risk Mgmt) •Explore expansion of scholarship programs and other financial assistance options, such as sliding scale fees, to help reduce barriers to program participation ITEM NO. 2 – WORK PLAN FOR 2025 22 GOALS & TASKS •Evaluate offering programs at north, city- controlled beach •Expand program offerings outdoors, including fitness, etc. •Annually evaluate program lifecycles to ensure balance between different stages •Offer multicultural programs that reflect the community's increasing diversity •Provide accommodations, such as sign language interpretation, to make programs more inclusive ITEM NO. 2 – WORK PLAN FOR 2025 23 GOALS & TASKS Ongoing programs, events and facilities strategies (2) •Continue to monitor program trends to ensure ongoing alignment with community needs •Utilize technology, including Augmented Reality, and Virtual Reality to enhance the program experience ITEM NO. 2 – WORK PLAN FOR 2025 24 GOALS & TASKS Short term funding and marketing strategies (3) •Identify potential grant opportunities and develop grant proposals to secure funding •Implement fee study findings to ensure fees are competitive to those fees of surrounding cities for like offerings •Develop a CAPRA compliant department marketing plan to promote the various offerings ITEM NO. 2 – WORK PLAN FOR 2025 25 GOALS & TASKS Ongoing funding and marketing strategies (3) •Partner with community organizations and businesses to provide additional funding for scholarships and discounted programs •Annually review and adjust program, event and facility fees to ensure they are competitive to market •Annually review athletic field use fees competitive to the market ITEM NO. 2 – WORK PLAN FOR 2025 26 GOALS & TASKS 2. Enhance accessibility, visibility and engagement a.Ensure a quorum at all Commission mtgs. b.Have Commissioners conduct site visits to parks, facilities and programs with city staff c.Individual Commissioners to attend at least two Parks & Recreation events ITEM NO. 2 – WORK PLAN FOR 2025 27 GOALS & TASKS 2023-2030 Parks & Recreation Department Master Plan Update Support References Ongoing parks strategies (2) •Encourage community participation in reporting maintenance or safety concerns •Review the potential for adding park amenities based on the levels of service recommendations ITEM NO. 2 – WORK PLAN FOR 2025 28 GOALS & TASKS Short term maintenance and operations strategy •Continue to invest in upgrading aging infrastructure with the department’s annual operating budget and – as needed – with the capital improvement program budget ITEM NO. 2 – WORK PLAN FOR 2025 29 GOALS & TASKS Ongoing maintenance and operations strategy •Explore grant opportunities to supplement funds for upgrades to aging infrastructure and equipment ITEM NO. 2 – WORK PLAN FOR 2025 30 GOALS & TASKS Ongoing programs, events and facility strategy •Encourage feedback and open communication between the department and the community ITEM NO. 2 – WORK PLAN FOR 2025 31 GOALS & TASKS Short term funding and marketing strategy •Develop a CAPRA compliant department marketing plan to promote the various offerings ITEM NO. 2 – WORK PLAN FOR 2025 32 GOALS & TASKS 3. Broaden outreach and education a. Connect with other relevant agencies and organizations b. Invite educational presentations at Commission meetings ITEM NO. 2 – WORK PLAN FOR 2025 33 GOALS & TASKS 2023-2030 Parks & Recreation Department Master Plan Update Support References Short term park strategy •Educate park visitors about sustainable practices and encourage them to participate in environmental initiatives ITEM NO. 2 – WORK PLAN FOR 2025 34 GOALS & TASKS Ongoing park strategy •Encourage community participation in reporting maintenance or safety concerns ITEM NO. 2 – WORK PLAN FOR 2025 35 GOALS & TASKS Short term maintenance and operations strategy •Encourage community participation in reporting maintenance or safety concerns ITEM NO. 2 – WORK PLAN FOR 2025 36 GOALS & TASKS Short term programs events and facilities strategy •Partner with local organizations that represent marginalized communities to receive input on program development ITEM NO. 2 – WORK PLAN FOR 2025 37 GOALS & TASKS Ongoing programs events and facilities strategies (2) •Partner with healthcare organizations to provide health screenings and education to the community to the active adult population •Work with community organizations and local businesses to develop partnerships that can help provide or promote new programs and event offerings ITEM NO. 2 – WORK PLAN FOR 2025 38 GOALS & TASKS Short term funding and marketing strategy •Consider revenue generation that includes corporate partnerships, sponsorships, foundations and/or naming rights opportunities ITEM NO. 2 – WORK PLAN FOR 2025 39 GOALS & TASKS Ongoing funding and marketing strategy •Partner with community organizations and businesses to provide additional funding for scholarships and discounted programs 40 ITEM NO. 2 – WORK PLAN FOR 2025 RECOMMENDED ACTION Review, edit as needed, and accept the Commission’s 2025 work plan, and recommend its approval by the City Council ITEM NO. 2 – WORK PLAN FOR 2025 41 QUESTIONS AND COMMENTS Thank you ITEM NO. 2 – WORK PLAN FOR 2025