HomeMy WebLinkAbout2026-01-27; City Council; Resolution 2026-028Exhibit 1
RESOLUTION NO. 2026-028.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, ACCEPTING THE 2025 WORK PLAN REPORT OF
ACCOMPLISHMENTS AND APPROVING THE 2026 WORK PLAN FOR THE
PARKS & RECREATION COMMISSION
WHEREAS, the City Council of the City of Carlsbad, California has determined that annual work
plans ensure boards and commissions are working in line with the priorities of the City Council; and
WHEREAS, Chapter 2.15.020 of the Carlsbad Municipal Code (CMC) requires that each board or
commission provide to the City Council for its approval an annual work plan of activities to be
undertaken by the board or commission and a subsequent report of its accomplishments; and
WHEREAS, the mission of the Parks & Recreation Commission is to promote community health
and wellness while supporting a culture that embraces change and continuous improvement; and
WHEREAS, Chapter 2.36.020 of the CMC details the composition of the Parks & Recreation
Commission; and
WHEREAS, on Feb. 4, 2025, the City Council approved the 2025 work plan for the Parks &
Recreation Commission; and
WHEREAS, the commission’s report of work plan accomplishments outlines the status of the
2025 work plan’s goals and tasks; and
WHEREAS, staff assisted the commission in drafting a 2026 work plan that is consistent with the
duties described in CMC Chapter 2.36.070; and
WHEREAS, staff also included in the work plan selective support references from the Parks &
Recreation Department’s Master Plan; and
WHEREAS, at the regularly scheduled meeting on Nov. 17, 2025, the commission voted
unanimously to accept the 2026 work plan and to recommend that the City Council approve it.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as
follows:
1.That the above recitations are true and correct.
2.The proposed action is not a “project” as defined by California Environmental Quality
Act, or CEQA, Section 21065 and CEQA Guidelines Section 15378(b)(5) and does not
require environment review under CEQA Guidelines Section 15060(c)(3) and
15061(b)(3), because the proposed action to accept the 2025 work plan report on
Jan. 27, 2026 Item #10 Page 4 of 18
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accomplishments and to approve the 2026 work plan for the Parks & Recreation
Commission is an organizational or administrative government activity that does not
involve any commitment to any specific project which may result in a potentially
significant physical impact on the environment. Any subsequent action or direction
stemming from the proposed action may require preparation of an environmental
document in accordance with CEQA or CEQA Guidelines.
3.That the City Council accepts the 2025 work plan report of accomplishments for the
Parks & Recreation Commission in Attachment A.
4.That the City Council approves the 2026 work plan for the Parks & Recreation
Commission in Attachment B.
PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council of the City
of Carlsbad on the 27th day of January, 2026, by the following vote, to wit:
AYES: Blackburn, Bhat-Patel, Acosta, Burkholder, Shin.
NAYS: None.
ABSTAIN: None.
ABSENT: None.
______________________________________
KEITH BLACKBURN, Mayor
______________________________________
SHERRY FREISINGER, City Clerk
(SEAL)
Jan. 27, 2026 Item #10 Page 5 of 18
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Attachment A
Jan. 27, 2026 Item #10 Page 6 of 18
Docusign Envelope ID: A4BFC40A-5149-4116-AAE8-44F8A3ADB872
City of Carlsbad
Parks & Recreation Commission Work Plan
2026
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 Chapters 2.15 and 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 any city park. 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.2026 Goals & Tasks
The Parks & Recreation Commission will focus on the following 2026 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
2023-30 PARKS & RECREATION DEPARTMENT MASTER PLAN: SELECTIVE SUPPORT REFERENCE
PARKS STRATEGIES
Short Term (0-3 Years)
•Complete construction plans, bidding and construction implementation for Veterans
Memorial Park
Attachment B
Jan. 27, 2026 Item #10 Page 7 of 18
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•Complete community engagement, conceptual design and permitting for Robertson
Ranch 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)
•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
Jan. 27, 2026 Item #10 Page 8 of 18
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•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
2023-30 PARKS & RECREATION DEPARTMENT MASTER PLAN: 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
3.Broaden outreach and education
a.Connect with other relevant agencies and organizations
b.Invite educational presentations at Commission meetings
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2023-30 PARKS & RECREATION DEPARTMENT MASTER PLAN: 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
Jan. 27, 2026 Item #10 Page 10 of 18
Docusign Envelope ID: A4BFC40A-5149-4116-AAE8-44F8A3ADB872