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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• CONTINUED TO DATE SPECIFIC |£J^ 11/12/13 DENIED • CONTINUED TO DATE UNKNOWN • CONTINUED • RETURNED TO STAFF • WITHDRAWN • OTHER- SEE MINUTES AMENDED • REPORT RECEIVED Page 2 Mr.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.