HomeMy WebLinkAbout2013-11-12; City Council; 21416 Part 1; Park and Recreation Needs Assessment Draft ReportCITY OF CARLSBAD - AGENDA BILL
AB# 21.416 PARKS & RECREATION DEPARTMENT NEEDS DEPT. DIRECTOR
MTG. 11/12/13 ASSESSMENT DRAFT REPORT CITY ATTY.
DEPT. P&R CITY MGR.
RECOMMENDED ACTION:
Receive a draft ofthe Parks & Recreation Department needs assessment and comprehensive action plan
and provide feedback to staff and the city's consultant.
ITEM EXPLANATION:
In December 2012, the Parks & Recreation Department selected PROS Consulting to complete the
department's needs assessment and comprehensive action plan. PROS, RHA Landscape Architects-
Planners and ETC Institute/Leisure Vision formed the consulting team.
The planning work was focused on helping the department to:
• Identify needs based on current gaps and future trends including changing (and aging)
demographics in Carlsbad
• Develop priorities based on community values
• Provide a guide for balanced programming, facility and amenity offerings, develop measurable
strategies to achieve goals and recommendations and focus on a sustainable approach driven by
programming needs through this five year action plan
The individual tasks included:
Demographics and trends analysis
Subjective community input (stakeholder meetings, key leader interviews, open public meetings,
online surveys)
Objective community input (statistically reliable survey)
Facility and site assessment
Program assessment
Facility/amenity and program priority ranking (based on the consultant's professional experience
and based on best practices relevant to Carlsbad)
Levels of service analysis
Service area mapping (equity mapping)
DEPARTIVIENT CONTACT: Chris Hazeltine 760-434-2826 chris.hazeltine@carlsbadca.gov
POR CLERK USE.
|£J^ 11/12/13 COUNCIL ACTION: APPROVED • CONTINUED TO DATE SPECIFIC |£J^ 11/12/13
DENIED • CONTINUED TO DATE UNKNOWN •
CONTINUED • RETURNED TO STAFF •
WITHDRAWN • OTHER- SEE MINUTES
AMENDED • REPORT RECEIVED
Page 2
Mr. Neelay Bhatt, vice president, PROS Consulting, Inc., will provide an outline ofthe process
undertaken, the key findings and analysis including levels of service and equity mapping, and two big
ideas for future park development, all of which contribute to the overall development ofthe
comprehensive action plan and five year recommendations.
Upon Council's receipt, the draft report will be presented to the Parks & Recreation Commission and
Senior Commission in special meetings on Nov. 20, 2013. Staff will incorporate the Commissions'
comments and return to the City Council in December with a final version ofthe report and action plan
for acceptance/adoption.
FISCAL IMPACT:
Funding has previously been appropriated for this contract. There is no fiscal impact associated with
receiving the draft needs assessment report.
ENVIRONMENTAL IMPAa:
Pursuant to Public Resources Code Section 21065 and CEQA Guidelines, this action does not constitute a
"Project" within the meaning of CEQA and therefore, does not require an environmental review.
EXHIBITS:
1. Needs assessment and comprehensive action plan draft report - on file in the office of the City Clerk
and also on the Parks and Recreation Department home page -
http://www.carlsbadca.gov/SERVICES/DEPARTMENTS/PARKSANDREC/Pages/default.aspx
ff CARLSBAD
PARKS AND RECREATION
NEEDS ASSESSMENT AND
COMPREHENSIVE ACTION PLAN
• Desired outcomes
• Demographics
• Statistically reliable survey
• Priority rankings
• Vision / mission and action items
• Next steps
Desired Outcomes
Identify needs based on current gaps and future trends
Develop priorities based on community values
Provide a g;uide for balanced program, facility and amenity
offerings
Develop measurable strategies to achieve goals and
recommendations
Focus on a sustainable approach
Demographics
^\
• Population is projected • Above average income
to continue growth characteristics and
trend for the continued growth project
foreseeable future moving forward
• Aging trend with the
55+ population growing
from 22.6 percent in
2000 to over 30 percent
in the next five years
ETC Institute - Leisure Vision administered survey
Completed in June 2013
1,600 surveys distributed to Carlsbad residents
Target return 325 surveys - actual 386 completed surveys
95 percent level of confidence
5.4 percent margin of error
IliiiHilM^^
High visitation to parks, facilities, sports fields 65 percent \isited monthly or more -
.only 11 percent visited less than once
/year
Program participation can be improved 37 percent currently
Program qualitj' rating at best practice levels 87 percent rated good or excellent -1
percent mted as poor
Private clubs, schools and Home Owners' Associations
frequently used
36 percent, 30 percent and 24
percent respectively
Too busy or don't know what is offered are biggest
barriers to participation
29 percent and 16 percent
Picnic areas, playgrounds, outdoor pools, dog parks,
dining retail among highly desired faciUties / amenities
Varying
Aquatics programming, adult fitness and wellness
programs, spedai events, culinary arts and youth sports
among highly desired programs
Varying
Strong support to improve and expand outdoor pools,
picnic areas, youth and adult multi-purpose fields,
multigenerational center and off leash dog areas
Varying
High level of satisfaction with financial value of offerings
provided
Only 6 percent dissatisfied or
somewhat dissatisfied
Unmet Needs
o Unmet desires for facilities / recreation programs -
Weighted value of 3.
• Importance Ranking for Facilities
o This is used as a factor from the importance allocated
to a facility or program by the community. Weighted
value of 3.
• Consultant Evaluation Factor
o Derived from PROS' program and facility assessment
based on survey results, demographics, trends and
overall community input. Weighted value of 4.
Facility / Amenity Priority Rankings
C3rl%bai
FaciHtv'Amvnity Priority Rankings
Oveiall
RankiEig
Faroif.' picriic areas - ,•-^'.-lelJ o'lu unoy-vK-i
Ourdoor svwiiriina pocis f 2 r-. jtar , j( ot .ii*-u-«?nti)i '4rjijer s
(. yrrrrninitv c|a?d2fK n 4 UMB;i5h &(i park's
Arr:^ih:ThE>;«!?r
Pi^avgraund Equiomem [ #^p8oi
Dining; reiail
ssniOf carter isqs £G+j
•f outh mtito-»3urpose fieris
Iil uli!-qeneratiorial cQirrnuriity center
UiSC golf course
Adull rriulti-pijrooss ^elas ''''Z'Sa \ tut" fdl tv tn k will 1 if.\f I lilt 1-1
1 enriis Cfiiirrs
' r =r n p tsjp ta^t" t-^nii^ p itor If
SKsieooara aarks I. id
Tse^ cenier i-3
Arena (soesci soccer I 20
Ovidoor nasketnail couits L it
« iJ u Id 22
Oualoor piCHteaall co^jrii ^2
BMX Oii* ~ P 24
FasiD corifroiiBd aircraft: fisifls
ii'ic I. 0 T n r r" in e "^'-•i->
r"-< tl p Iar m r Pt i e t - -^ij ->c
1 It ort po n^
art I. oj'-
I i !t
i Ul' gr It, If 1
eilr" j: t r if
I e !• ol iir '
Imp, programs
t r J n V-ir ^ iy
! Jl u t r t jl
il r M :i "
iting programs
) J I <• w 1 I ^ ( II -111lit t
»r\ f> fat lla^lirir;
Vision /Mission
• Vision
To strengthen community connectivity through world class
offerings and exceptional customer service.
• Mission
To promote community health and wellness while building a
culture that embraces change and continuous improvement
Big Idea -1
Multiuse, multigenerational
community recreation center
'•PiUilmi
Big Idea - 2
Outdoor adventure activity park
Complete a feasibility study / business plan for
o An indoor, multipurpose, multigenerational community center. If
feasible, commence development
o An outdoor adventure activity park.
Update master plans for future facilities
Convert two existing tennis courts to outdoor pickleball
courts
Recommended Action Items - Short Term (0-3 Years)
Design and develop entryway to Calavera Hills Community
Park
Complete the development of one additional community
garden at Calavera Hills Community Park
Establish a department specific sponsorship policy
10
Complete the cost of service model to assign percentage of
contribution and cost recovery goals for all program areas
o Train staff on cost of service, revenue generation and pricing based on
the updated service classifications and expected level of contribution
Communicate actual cost to operate and maintain parks &
recreation facilities
Recommended Action Items - Short Term (0-3 Years)
• Develop strategies to increase awareness and participation
rates of program offerings
• Develop a customer service manual and training program
• Restructure and expand core program areas for fitness and
wellness, outdoor adventure programs, environmental
education, culinary arts and dining
11
Recommended Action Items - Mid Term (4-5 Years)
If found feasible, commence development of an outdoor
adventure activity park
Develop a plan to identify an additional dog park
Recommended Action Items - Mid Term (4-5 Years)
Tie in all future park and facility development with the
trails plan to ensure greater community connectivity
Update the needs assessment for the next five years to
ensure relevance and concurrency with existing conditions
and population in Carlsbad
12
Recommended Action Items - Ongoing
Aligned with the General Plan, continue meeting
community needs
Continue transformation of organizational culture and
pricing strategies based on updated service classification
Establish system wide service delivery standards to create
consistency
Expand department wide performance metrics
Establish performance measures and track marketing
efforts
Recommended Action Items - Ongoing
Update the program lifecycle matrix
Evaluate business model at Alga Norte Community Park,
and consider implementing the business model for select
parks and facilities
Focus on program innovation using data and trends
Develop an earned income strategy to capture new revenue
through entrepreneurial means
13
Next Steps
Funding and revenue strategies staff work session (Nov. 6,
2013)
• Final Senior and Parks & Recreation Commission
presentations (Nov. 20, 2013)
• Final Council presentation (Dec. 17, 2013)
• Final report delivered (Dec. 2013)
• Implementation starting 2014
Recommended Action
Receive a draft of the Parks & Recreation Department needs
assessment and comprehensive action plan and provide
feedback to staff and the city's consultant.
14
November 6, 2013 Jack L. Nelson, member, Senior Commission
Initial analysis: Needs Assessment and Comprehensive Action Plan - Final Draft
dated October, 2013, by Pros Consulting for Carlsbad Parks and Recreation
This analysis does not represent the views of any other person or group. It is based
upon the Final Draft Report sent by email from Mick Calarco to Senior Commission
members and others.
General Comments:
The Pros Consulting Draft Report, a needs assessment and action plan for the Carlsbad
Parks and Recreation Department, offers strong support for the work done by previous
city administrations and city staff personnel in developing and operating Carlsbad parks
and related activities. It also identifies some areas for improvement and expansion. The
substance of the Report shows many appropriate suggestions for consideration by the
Carlsbad City Council and the Parks and Recreation Department for continuing and
improving the high quality facilities and programs for which Carlsbad has become noted.
Many items noted in the Report deserve extensive and thoughtful consideration in
planning for the city.
The form of the Report, however, suffers from some important deficiencies. These
deficiencies detract from the otherwise positive tone and the strength of the
recommendations because of a tendency in the language used to be misleading,
grandiose, and overconfident in presenting and analyzing data and subsequent
recommendations.
Specific Positive Comments on the Report:
1. The Draft Report identifies many city strengths, an echo of the very positive
findings from previous city surveys. These strengths include: "affordable
programs for all ages", "number and maintenance of parks and facilities", and high
"level of appreciation" for city parks staff. This Report demonstrates again the
long-term desirability of living in Carlsbad.
2. Areas identified for improvement show wisdom, including: "engage and unify the
community", better interpretation of Carlsbad's history, more multi-purpose,
multi-generational facilities and activities, better programming for active adults
and seniors as well as additional outdoor and educational activities, and
developing partnerships with schools, healthcare providers, corporations and
nonprofit organizations.
3. Items identified as "Most Important" include: updating the "action plan", more
multi-purpose/ multi-generational and sports/gym space, and more places like
Rancho Carrillo and community gardens. These follow from the identified
strengths and areas for improvement.
4. There are many interesting charts and diagrams that outline issues, comparisons,
and potentials for Carlsbad.
Specific Comments on Questionable Report Sections:
1. Potential internal inconsistencies:
a. The clear strength Carlsbad has of providing a "variety of affordable
programs for all ages" may not fit easily with the oft-noted but
unsupported recommendation for more "entrepreneurship" that suggests
increased use of fees or other funding sources.
b. Better interpretation of Carlsbad's "rich" history ranks high in the
"improvements" list, but little evidence and very few examples are
provided. It seems to lack meaning and context.
c. The "partnership" recommendation appears reasonable and solid on its
face, but there is little evidence in the Report which exemplifies or
supports that action.
d. The table on page 57, under item 3.4, is very interesting on strengths,
weaknesses, and threats. It offers important areas of potential conflict, ripe
for extensive consideration by city and department leaders, e.g. it identified
city strengths in customer service and highly qualified staff, but shows a
threat from declining city staff morale facing possible outsourcing.
2. Methodology/statistical Issues:
a. "Validity". The Report contains much misleading language, particularly in
its use of the term "statistically valid" and the overuse of "validity"
throughout. Unless there is more underlying and unreported data analysis
to support this, it is a misuse of the term, validity. The problem is that this
misuse suggests much stronger support for the data presented than is
evident in the Report.
Statistical validity indicates how closely a measure actually conforms to
reality. For this Report, it would be difficult to demonstrate validity
without substantial evidence that the survey data accurately reflect what
the population really believes or thinks. No evidence to support the
validity of the survey is provided. Rather, the Report should use a more
fitting term - reliability. A reliability indicator shows the level of
likelihood that a very similar test would yield similar results. The "95%"
confidence marker used in this Report is a standard term for reliability
measures, not validity. The point about misuse of validity was made at the
focus group I attended a long time ago; the presenter from Pros agreed and
said the Report should change the term. Unfortunately, the change was
made only once in the Report, but many inaccurate references to "validity"
remain on the pages of the Final Draft; I lost count as I was reading. This
continued misuse calls into question the survey methodology and results.
b. Random vs. stratified sampling. The Report states that the survey was of a
"random sample", but it later claims in several place that the survey
responses "mirror" or "reflect" the Carlsbad general population. A
random sample could be OK, but it may or may not mirror or reflect the
population. No evidence is provided that the sample was drawn to
represent the various segments of the population (age, income, residence,
etc.), and little evidence is presented that the results obtained are a "mirror"
of the city people. To do that, the sample would have to establish some
stratified system and the responses would have to be proportional to each
category (age, income, residence, etc.). The Report shows no such data.
For some reason the survey is a major factor in much of the Report, but
that methodology is suspect for reasons noted. Presentation of the
important interview and focus group data, supplemented by more
accurately described and more modestly presented survey data, would
strengthen the Report.
3. Grandiose, unnecessarily complex, or awkward language use:
Other language used in the report seems grandiose, unnecessarily
complex, or awkward. For example:
Item 1.2 "all of the feedback received constituted the subjective input process
that sought respondent opinion...".
Item 1.3.1 "The survey firm also ensured that the composition of the
respondents mirrored the census demographics of Carlsbad as best as
possible." [Not only is the sentence unsupported and misleading, "best as
possible" doesn't sound very professional.]
Several items use "data" as a singular noun, but the word is a plural.
Several items use "World Class" without adequate definition or comparison.
"Entrepreneurial" is ill-defined, except to imply more funding.
4. Questions not answered in the Report:
How do the survey data "mirror" the Carlsbad population on all categories
identified, e.g., age, income, ethnicity, zip code.
Why do many of the comments on "race and ethnicity" (Item 3.2.,3.3) sound
like pop-sociology and/or unfortunate stereotyping? This part is
unbecoming and undocumented for sources, and one wonders why it
appears here.
Summary:
Overall, I appreciate the main thrust of the Report, the echo of previous surveys
which show Carlsbad is doing well in parks and recreation and that staff are
considered a main strength. Some of the data presented are very interesting, and offer
generally good suggestions for improvements in programs and facilities over time.
But the Final Draft needs some serious editing and rewriting before submission.
This is more than just a language question; it speaks to the credibility of the Report.
Pickleball
1.Pickleball is currently the fastest growing sport in the U.S.
2.Underutilized tennis courts can be converted to a popular up-and-coming
sport venue while giving new life to old courts at minimal cost.
3.Benefits of converting two (2) tennis courts into eight (8) permanent
pickleball courts:
a.32 people can play pickleball in the same space that will only accommodate
eight tennis players.
b.8 courts can accommodate city leagues, clinics and tournaments.
c. Pickleball courts will draw visitors to our beautiful coastal city.
Pickleball Venue Photos
•Surprise City Courts, Surprise AZ
•Melba Bishop, Oceanside CA
•Crown Valley, Laguna Niguel CA
•Castle Creek Resort & Golf, Escondido CA
•St. George City Courts, St. George UT
•Sun City Grand, Surprise AZ
•Brigham City Courts, Brigham UT
•Odgen City Courts, Odgen UT
November, 2013– San Diego County’s – Pickleball Open Play Schedule
Day Facility Time City Indoor Courts Outdoor Courts
Mon Carmel Valley Rec.
Ctr.
12 noon – 4 pm San Diego 3
Mon Collier Park 8:30am – 12 noon La Mesa 2
Mon Cypress Canyon
Park
5pm – 7pm San Diego 3
Mon Glassman Rec. Ctr. 12 noon – 2:30pm Ranch Bernardo 3
Mon Melba Bishop
Pickleball Courts
Open Oceanside 8
Mon Nobel Rec. Ctr. 12:30pm:– 3:30pm San Diego 3
Mon Ocean Air Rec. Ctr. 1pm – 2:30pm San Diego 3
Mon Ocean Beach Rec.
Ctr.
12 Noon – 2pm San Diego 2
Tues Calavera
Community Ctr.
12:30pm – 2:30pm Carlsbad 3
Tues Carmel Valley
Recreation Ctr.
12 noon – 3 pm San Diego 3
Tues Castle Creek Inn 8:00am – 12 noon Escondido 8
Tues Fallbrook
6pm 8pm Fallbrook 4
PARKS AND RECREATION
NEEDS ASSESSMENT AND
COMPREHENSIVE ACTION PLAN
Agenda
Desired outcomes
Demographics
Statistically reliable survey
Priority rankings
Vision / mission and action items
Next steps
Desired Outcomes
Identify needs based on current gaps and future trends
Develop priorities based on community values
Provide a guide for balanced program, facility and amenity
offerings
Develop measurable strategies to achieve goals and
recommendations
Focus on a sustainable approach
Demographics
Population is projected
to continue growth
trend for the
foreseeable future
Aging trend with the
55+ population growing
from 22.6 percent in
2000 to over 30 percent
in the next five years
Above average income
characteristics and
continued growth project
moving forward
Survey Summary
ETC Institute - Leisure Vision administered survey
Completed in June 2013
1,600 surveys distributed to Carlsbad residents
Target return 325 surveys – actual 386 completed surveys
95 percent level of confidence
5.4 percent margin of error
Findings
Finding Percentage
High visitation to parks, facilities, sports fields 65 percent visited monthly or more -
only 11 percent visited less than once
/ year
Program participation can be improved 37 percent currently
Program quality rating at best practice levels 87 percent rated good or excellent – 1
percent rated as poor
Private clubs, schools and Home Owners' Associations
frequently used
36 percent, 30 percent and 24
percent respectively
Too busy or don’t know what is offered are biggest
barriers to participation
29 percent and 16 percent
respectively
Picnic areas, playgrounds, outdoor pools, dog parks,
dining retail among highly desired facilities / amenities
Varying
Aquatics programming, adult fitness and wellness
programs, special events, culinary arts and youth sports
among highly desired programs
Varying
Strong support to improve and expand outdoor pools,
picnic areas, youth and adult multi-purpose fields,
multigenerational center and off leash dog areas
Varying
High level of satisfaction with financial value of offerings
provided
Only 6 percent dissatisfied or
somewhat dissatisfied
Priority Rankings Methodology
Unmet Needs
Unmet desires for facilities / recreation programs –
Weighted value of 3.
Importance Ranking for Facilities
This is used as a factor from the importance allocated to a facility or program by the community. Weighted value of 3.
Consultant Evaluation Factor
Derived from PROS’ program and facility assessment based on survey results, demographics, trends and overall community input. Weighted value of 4.
Facility / Amenity Priority Rankings
Carlsbad
Facility/Amenity Priority Rankings
Overall
Ranking
Family picnic areas - covered and uncovered 1
Outdoor swimming pools 2
Botanical or ornamental gardens 3
Community gardens 4
Off-leash dog parks 5
Amphitheater 6
Playground Equipment 7
Dining / retail 8
Senior center (age 50+)9
Youth multi-purpose fields 10
Multi-generational community center 11
Disc golf course 12
Adult multi-purpose fields 13
Adventure facility (rock wall, ropes course)14
Tennis courts 15
Conference / trade shows / training centers 16
Concessions 17
Skateboard parks 18
Teen center 19
Arena / speed soccer 20
Outdoor basketball courts 21
Synthetic turf fields 22
Outdoor pickleball courts 23
BMX park 24
Radio controlled aircraft fields 25
Program Priority Rankings
Carlsbad
Program Priority Rankings
Overall
Ranking
Adult fitness and wellness programs 1
Culinary arts (cooking, baking, etc.)2
Aquatics programming (swim lessons,
recreation/lap swim, competitive training, etc.)3
Adult sports programs 4
Cultural arts programs 5
City sponsored special events 6
Dancing 7
Outdoor skills / adventure programs 8
Youth sports programs 9
Senior programs 10
Dog training 11
Tennis programs 12
Environmental education programs 13
Youth summer camp programs 14
Youth fitness and wellness programs 15
Preschool programs 16
Teen programs 17
Unstructured indoor play 18
Before and after school programs 19
Martial arts programs 20
Gymnastics and tumbling programs 21
Programs for individuals with disabilities 22
Full service party planning 23
Vision /Mission
Vision
To strengthen community connectivity through world class
offerings and exceptional customer service.
Mission
To promote community health and wellness while building a
culture that embraces change and continuous improvement
Big Idea – 1
Multiuse, multigenerational
community recreation center
Big Idea – 2
Outdoor adventure activity park
Recommended Action Items – Short Term (0-3 Years)
Complete a feasibility study / business plan for
An indoor, multipurpose, multigenerational community center. If
feasible, commence development
An outdoor adventure activity park.
Update master plans for future facilities
Convert two existing tennis courts to outdoor pickleball
courts
Recommended Action Items – Short Term (0-3 Years)
Design and develop entryway to Calavera Hills Community
Park
Complete the development of one additional community
garden at Calavera Hills Community Park
Establish a department specific sponsorship policy
Recommended Action Items – Short Term (0-3 Years)
Complete the cost of service model to assign percentage of
contribution and cost recovery goals for all program areas
Train staff on cost of service, revenue generation and pricing based on
the updated service classifications and expected level of contribution
Communicate actual cost to operate and maintain parks &
recreation facilities
Recommended Action Items – Short Term (0-3 Years)
Develop strategies to increase awareness and participation
rates of program offerings
Develop a customer service manual and training program
Restructure and expand core program areas for fitness and
wellness, outdoor adventure programs, environmental
education, culinary arts and dining
Recommended Action Items – Mid Term (4-5 Years)
If found feasible, commence development of an outdoor
adventure activity park
Develop a plan to identify an additional dog park
Recommended Action Items – Mid Term (4-5 Years)
Tie in all future park and facility development with the
trails plan to ensure greater community connectivity
Update the needs assessment for the next five years to
ensure relevance and concurrency with existing conditions
and population in Carlsbad
Recommended Action Items – Ongoing
Aligned with the General Plan, continue meeting
community needs
Continue transformation of organizational culture and
pricing strategies based on updated service classification
Establish system wide service delivery standards to create
consistency
Expand department wide performance metrics
Establish performance measures and track marketing
efforts
Recommended Action Items – Ongoing
Update the program lifecycle matrix
Evaluate business model at Alga Norte Community Park,
and consider implementing the business model for select
parks and facilities
Focus on program innovation using data and trends
Develop an earned income strategy to capture new revenue
through entrepreneurial means
Next Steps
Funding and revenue strategies staff work session (Nov. 6,
2013)
Final Senior and Parks & Recreation Commission
presentations (Nov. 2o, 2013)
Final Council presentation (Dec. 17, 2013)
Final report delivered (Dec. 2013)
Implementation starting 2014
Recommended Action
Receive a draft of the Parks & Recreation Department needs
assessment and comprehensive action plan and provide
feedback to staff and the city’s consultant.